Agenda reports pack
Argyll and Bute Council · 6 June 2023
Back to Bute and Cowal Area Committee — 6 June 2023 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Argyll and Bute Council Comhairle Earra-Ghàidheal Agus Bhòid Executive Director: Douglas Hendry Kilmory, Lochgilphead, PA31 8RT Tel: 01546 602127 Fax: 01546 604435 DX 599700 LOCHGILPHEAD 30 May 2023 NOTICE OF MEETING A meeting of the BUTE AND COWAL AREA COMMITTEE will be held ON A HYBRID BASIS IN THE QUEEN'S HALL, DUNOON AND BY MICROSOFT TEAMS on TUESDAY, 6 JUNE 2023 at 10:00 AM, which you are requested to attend. Douglas Hendry Executive Director BUSINESS 1. APOLOGIES FOR ABSENCE 2. DECLARATIONS OF INTEREST 3. MINUTES (a) Bute and Cowal Area Committee - 7 March 2023 (Pages 5 - 12) (b) Bute and Cowal Area Community Planning Group - 2 May 2023 (Pages 13 - 20) (c) Cowal Transport Forum - 16 May 2023 (Pages 21 - 26) 4. PUBLIC QUESTION TIME 5. PRIMARY SCHOOL REPORT 2022-23 - BUTE AND COWAL AREA (Pages 27 - 42) Report by Executive Director with responsibility for Education 6. SECONDARY SCHOOL ANNUAL REPORTS (a) Dunoon Grammar School (Pages 43 - 58) Report by Head Teacher, Dunoon Grammar School (b) Rothesay Joint Campus (Pages 59 - 76) Report by Head Teacher, Rothesay Joint Campus 7. AREA PERFORMANCE REPORT - FQ4 2022/23 (Pages 77 - 110) Report by Executive Director with responsibility for Customer Support Services Public Document Pack
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8. ROADS AND INFRASTRUCTURE SERVICES UPDATE (Pages 111 - 114) Report by Executive Director with responsibility for Roads and Infrastructure Services 9. CEMETERY MAINTENANCE AND ROADS ACCESS FUND (Pages 115 - 118) Report by Executive Director with responsibility for Roads and Infrastructure Services 10. ARGYLL AND BUTE HSCP PERFORMANCE REPORT 2022/23 (Pages 119 - 160) Report by Chief Officer, Argyll and Bute HSCP 11. DUNOON BID 3RD TERM BALLOT RESULTS Verbal Update by Bute and Cowal Development Officer 12. SUPPORTING COMMUNITIES FUND 2023/24 (Pages 161 - 176) Report by Chief Executive REPORTS FOR NOTING 13. ROTHESAY JOINT CAMPUS ELC DELIVERY (Pages 177 - 182) Report by Executive Director with responsibility for Education 14. CRUACH MOR AND CLACHAN FLATS WINDFARM TRUSTS (Pages 183 - 190) Report by Executive Director with responsibilities for Legal and Regulatory Support 15. DRAFT BUTE AND COWAL AREA COMMITTEE WORKPLAN (Pages 191 - 194) EXEMPT REPORT FOR DECISION 16. LAMONT BEQUEST AWARD RECOMMENDATIONS (a) Report by Executive Director with responsibilities for Legal and Regulatory Support (Pages 195 - 196) E1 (b) Exempt Appendix (Pages 197 - 198) E2 17. ROTHESAY TOWNSCAPE HERITAGE - RECOMMENDATION OF AWARD (Pages 199 - 206) Report by Executive Director with responsibility for Development and Economic Growth The Committee will be asked to pass a resolution in terms of Section 50(A)(4) of the Local Government (Scotland) Act 1973 to exclude the public for items of business with an “E” on the grounds that it is likely to involve the disclosure of exempt information as defined in the appropriate paragraph of Part I of Schedule 7a to the Local Government (Scotland) Act 1973. The appropriate paragraphs are:- E1 Paragraph 6 Information relating to the financial or business affairs of any particular person (other than the authority). E2 Paragraph 8 The amount of any expenditure proposed to be incurred by the authority under any particular contract for the acquisition of property or the supply of goods or services.
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Bute and Cowal Area Committee Councillor Gordon Blair Councillor Audrey Forrest Councillor Daniel Hampsey Councillor Reeni Kennedy-Boyle Councillor Liz McCabe (Chair) Councillor Yvonne McNeilly (Vice-Chair) Councillor Ross Moreland Councillor William Sinclair Councillor Peter Wallace Contact: Julieann Small, Senior Committee Assistant - 01546 604043
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MINUTES OF THE MEETING OF THE BUTE AND COWAL AREA COMMITTEE HELD ON A HYBRID BASIS IN THE QUEEN'S HALL, DUNOON AND BY MICROSOFT TEAM ON TUESDAY, 7 MARCH 2023 Present: Councillor Liz McCabe (Chair) Councillor Gordon Blair Councillor Audrey Forrest Councillor Daniel Hampsey Councillor Reeni Kennedy-Boyle Councillor Yvonne McNeilly Councillor Ross Moreland Councillor William Sinclair Councillor Peter Wallace Attending: Stuart McLean, Committee Manager Mark Calder, Project Manager Douglas Whyte, Housing Strategy Team Lead PC Eddie McGunnigal, Police Scotland David Mitchell, Head Teacher, Dunoon Grammar School Alex Johnson, Senior Depute Head Teacher, Dunoon Grammar School Salma Murray, Dunoon Grammar School Charlotte Fish, Dunoon Grammar School Emma Bancks, Dunoon Grammar School Adam Smith, Dunoon Grammar School Dale Somerville, Depute Head Teacher, Rothesay Joint Campus Holly Reid, Rothesay Joint Campus Kitti Carpenter, Rothesay Joint Campus Ewan McMillan, Rothesay Joint Campus 1. APOLOGIES FOR ABSENCE There were no apologies for absence intimated. 2. DECLARATIONS OF INTEREST There were no declarations of interest intimated. 3. MINUTES (a) Bute and Cowal Area Committee - 6 December 2022 The Minutes of the meeting of the Bute and Cowal Area Committee, held on 6 December 2022 were approved as a correct record. (b) Bute and Cowal Area Community Planning Group - 7 February 2023 The Minutes of the meeting of the Bute and Cowal Area Community Planning Group, held on 7 February 2023 were noted. (c) Cowal Transport Forum - 14 February 2023 The Minutes of the meeting of the Cowal Transport Forum, held on 14 February 2023 were noted. Page 5 Agenda Item 3a
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The Chair ruled, and the Area Committee agreed, to a variation in the order of business. The minute reflects the order in which items were discussed. 4. PUPIL VOICE The Committee gave consideration to a verbal update from Pupils from Dunoon Grammar School and Rothesay Joint Campus who outlined aspects of their learning journeys over the years. Salma Murray, an S2 student from Dunoon Grammar School spoke of her transition from Primary to Secondary School which was done virtually due to Covid restrictions. Charlotte Fish, an S3 pupil from Dunoon Grammar School spoke of her School trip to rural Tanzania in which she and 16 other pupils volunteered in the Community. Charlotte highlighted that it was an eye-opening experience, particularly the lack of facilities within the Schools. S5 School Captains Emma Banks and Adam Smith from Dunoon Grammar School spoke of their experiences within the Senior School and their chosen career pathways. Holly Reid, an S6 pupil from Rothesay Joint Campus spoke of her experience learning online and independently which she felt had prepared her well for the future. S5 Pupil Ewan McMillan from Rothesay Joint Campus spoke of his plan to leave school at the end of S5 year and attend College to study to become a Gamekeeper. Ewan further advised that in preparation for this he had undertaken a one week summer placement with a Gamekeeper. Kitti Carpenter, an S5 student from Rothesay Joint Campus spoke of her transition from Primary to Secondary School and spoke of the Children and Young People Foundation Apprenticeship which she is currently studying and highlighted her interest in continuing to study Childcare in College in the future. On behalf of the Committee, the Chair took the opportunity to thank the pupils for taking time out of their day to attend and wished them well in their future endeavours. Decision The Bute and Cowal Area Committee considered and noted the information provided. (Reference: Verbal Presentation by Pupil representatives from Dunoon Grammar School and Rothesay Joint Campus) 5. PUBLIC QUESTION TIME Question from Kirstie Reid, Strachur Community Council Kirstie Reid, Strachur Community Council submitted the following question, which was read out by the Committee Manager:- We have been told there are currently 12 people on Argyll & Bute Council's home waiting list whose first choice is Strachur. Page 6
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Manse Gardens in Strachur is classified as amenity housing and consists of 21 properties. Only 7 of these are currently occupied and the rest have been vacant for the past few years. The Trust Housing Association, who own Manse Gardens, are investigating the possibility of redeveloping the properties to make them more acceptable to potential tenants. Does Argyll & Bute Council support the redevelopment of Manse Gardens and, if they do, what are they doing to ensure that this redevelopment goes ahead. The Committee Manager delivered a response on behalf the Housing Strategy Team Lead as follows:- The short answer is yes, the Council is supportive of the redevelopment of Manse Gardens to meet identified housing need and demand. The Council has met with Trust Housing Association (HA) to discuss Manse Gardens and we are meeting with the Scottish Government to discuss funding options. It is not as straightforward as getting Capital Grant from the Scottish Government to build new houses as the project is a reconfiguration of an existing Trust HA asset. Question from Archie Reid, Strachur Community Council Archie Reid, Strachur Community Council submitted the following question, which was read out by the Committee Manager:- As with many Community Councils we at Strachur Community Council are aware of the high number of patients that now receive Care in the Community and are concerned about the lack of care at home staff, we appreciate that this a nationwide issue but wonder what Argyll and Bute Council is doing to encourage people into the area to take this form of work. The Committee Manager delivered a response on behalf the Health and Social Care Partnership as follows:- All Care at Home providers are promoting opportunities in social care. Carrgomm, who provide support in this rural area note good responses to recruitment and are actively recruiting by fast tracking applications. We are actively working with Human Resources and the Economic Development Team targeting opportunities in key areas especially those affected by depopulation. The Integration Joint Board (IJB) continues to note workforce as a strategic risk, the strategic workforce plan is monitored on a 6 monthly basis with work undertaken reported through the public papers of the IJB. Question from Hunters Quay Community Council Hunters Quay Community Council submitted the following question, which was read out by the Committee Manager:- Ongoing issues with traffic queuing on the main road waiting to board a Western ferry at the Hunters Quay terminal. I understand that there is a bit of a blame situation via the Council and Western Ferries re who pays? Page 7
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The situation is going to get worse with one of Scotland biggest and now award winning holiday park companies getting bigger and spending millions. Hunters Quay Community Council are concerned about speeding, and want flashing 30mph signs and also queuing traffic signs. The Project Manager advised that a Traffic Regulation Order was promoted at Hunters Quay separately from the queuing issue and advised that as part of that process a speed and volume survey was undertaken which found vehicle speed level acceptable, adding that at Council operated ferry sites they ensure that there is no queuing on public road. Question from Andrew Widdows Andrew Widdows submitted the following question, which was read out by the Committee Manager:- Who in the Council and/or local business leaders is responsible and how are they directly benefitting by refusing to allow a budget supermarket in Dunoon during a cost of living crisis while local supermarkets are allowed to increase prices daily and therefore are literally squeezing the life out of the poorest people in our town?" I would also hereby request that minutes of the meeting are made available to myself and others upon request. I might also add that this question continuously draws a blank from the council and one way or another I will find out the answers to this question and make the results public and publicly embarrass those responsible if it isn't discussed at the meeting. The Committee Manager assured elected members and members of the Public that the agenda item is Public Question Time and as such all public questions whether submitted in advance or raised at the meeting will always be recorded and added that there has never been an instance nor will there ever be an instance where questions submitted will not be discussed or recorded at the meeting. The Committee Manager advised that on receiving this question he visited the planning portal and there are no outstanding planning applications regarding this matter. He added that Policy Planners also confirmed that no queries had been received from budget supermarkets coming to Dunoon and colleagues in Economic Development also confirmed that no supermarkets, budget or otherwise had expressed any interest in coming to Dunoon. Questions from Murray Doyle I'd like to enquire whether the Serpentine Road, Rothesay, was considered as part of the Capital budget repair program for this year? If not, what was the rationale of leaving it out, I had requested on behalf of local cycling club Bute Wheelers for it be included in this year's repair program? and why would the likes of the road out to Glecknabae be included and Serpentine not? I'd also like to enquire about maintenance required to sections of A844, Bute's major A road, that is in very poor condition. I did enquire in an email earlier this year, officers mentioned that these issues would be noted and looked at. Mr Doyle noted that there is a section of road between Meikle Grenach and A844 listed in the capital spend draft, which in his opinion looks to be in very good condition, and wondered if the aforementioned sections of A844 could benefit from this allocated budget instead? Page 8
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The Project Manager advised that the Council have £8M for the roads Capital Programme but there is not enough money to make the roads to the standards wanted. The Project Manager advised that he would provide Mr Doyle with information on how decisions are made for the Roads Capital Programme. Questions from Jennifer Wilson Jennifer Wilson submitted the following question, which was read out by the Committee Manager:- What policy do they have in place to tackle the scourge of derelict properties? In Port Bannatyne on the Isle of Bute, specifically Buckingham Terrace (12, 14 and 16 Castle Street) and No. 21 Castle Street are derelict properties within a residential area. Can you confirm if these buildings have been removed from the Council Tax Register pending redevelopment and, if so, for how long has this been the case? Buckingham Terrace, I understand, was bought via a compulsory purchase order by the Isle of Bute Housing Association in the late 1990's to provide affordable housing locally, however, this was never completed. During and since that period can you confirm whether any grants (public money) have been paid out for redevelopment and the total amount paid out for redevelopment, to whom and dates. Were any timescales given to complete redevelopment works? No. 21 Castle Street is a derelict building covered entirely in scaffolding and advertising sheets. Can you confirm whether a grant has been made available for redevelopment of this building and, if so, has a timescale been given for completion of this work. Councillor McCabe advised that the Buckingham Terrace property is owned by a private landlord and added that she had to contact them in the past to get the roof made safe with it lying derelict for many years. The Housing Strategy Team Lead advised that the Council’s general approach is through the Area Property Action Group and added that a Scheme of Assistance details advice and information for Private Owners. 6. AREA PERFORMANCE REPORT - FQ3 2022/23 The Committee gave consideration to the Area Performance Report for financial quarter 3 of 2022/23 (October to December 2022) which illustrated the agreed performance measures for this period. Decision The Bute and Cowal Area Committee:- 1. noted and considered the performance and supporting commentary as presented; 2. noted that upon receipt of the Quarterly Performance Report the Area Committee should contact either the Responsible Named Officer or Sonya Thomas with any queries; and Page 9
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3. noted that work is ongoing and to respond to Sonya Thomas with requests or comments regarding the layout and format of the Performance Report and Scorecard. (Reference: Report by Executive Director with responsibility for Customer Support Services, dated 8 February 2023, submitted) 7. POLICE SCOTLAND ROADS UPDATE Consideration was given to a roads update by Sergeant Eddie McGunnigal, Police Scotland. Sergeant McGunnigal highlighted that he had asked the Council to undertake speeding surveys, confirming that on receipt of these surveys Police Scotland will target speeding ‘hot spots’. He advised that Police Scotland had received very few speeding complaints from residents, adding that most reports come from Community Councils meetings he attends, he encouraged people to report any speeding so that they can target the area. Sergeant McGunnigal highlighted that Community Speed Watch initiative is being developed and speed signage for wheelie bins has been purchased which the Youth Volunteers will be distributing. Decision The Bute and Cowal Area Committee considered and noted the information provided. (Reference: Verbal Update by Sergeant Eddie McGunnigal, Police Scotland) 8. ROADS AND INFRASTRUCTURE SERVICES UPDATE The Committee gave consideration to a report which provided an update on the recent activities of Roads and Infrastructure Services and highlighted works being undertaken which were relevant to Bute and Cowal area. Decision The Bute and Cowal Area Committee: 1. considered and noted the contents of the report; and 2. supported the commitment made by the Council Leader during a recent meeting of the Mid Argyll, Kintyre and the Islands Area Committee regarding future Member engagement in advance of developing the Roads Reconstruction Capital Programme. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services, dated January 2023, submitted) 9. HOUSING SERVICES ACTIVITY UPDATE - STRATEGIC HOUSING INVESTMENT PLAN (SHIP) - ANNUAL UPDATE Consideration was given to a report which provided an update on Housing Services activity and the delivery of the Local Housing Strategy within the Bute and Cowal area. Decision The Bute and Cowal Area Committee considered and noted the contents of the report. Page 10
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(Reference: Report by Executive Director with responsibility for Development and Economic Growth, dated January 2023, submitted) 10. DRAFT BUTE AND COWAL AREA COMMITTEE WORKPLAN The Bute and Cowal Area Committee workplan was before members for information. Decision The Bute and Cowal Committee noted the contents of the workplan. (Reference: Bute and Cowal Area Committee workplan, dated 7 March 2023) 11. LAMONT BEQUEST AWARD RECOMMENDATIONS The Committee gave consideration to a report providing information regarding two applications that had been received for support from the Lamont Bequest. Decision The Bute and Cowal Area Committee agreed to award £100 to the family applicant and £50 to the individual applicant who met the criteria for support from the Lamont Bequest. (Reference: Report by Executive Director with responsibility for Legal and Regulatory Support dated February 2023, submitted) Page 11
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MINUTES OF THE MEETING OF THE BUTE AND COWAL COMMUNITY PLANNING GROUP HELD BY MICROSOFT TEAMS ON TUESDAY, 2 MAY 2023 Present: Charles Dixon-Spain (Chair) Stuart McLean, Committee Manager, Argyll and Bute Council Ailie Law, Community Development Officer, Argyll and Bute Council John McLuckie, Community Planning Partnership Lead, Argyll and Bute Council Kirsty Moyes, Community Planning Partnership Team Leader, Argyll and Bute Council Lucy Dunbar, Community Planning Officer, Argyll and Bute Council Ann Kennovin, Community Learning Worker, Live Argyll and Bute Council Marie Stonehouse, Argyll and Bute Climate Action Network Reenie Kennedy-Boyle, Fyne Futures Sheena Finlay, UHI Argyll Martin Gerrish, Grow Food, Grow Dunoon PS Eddie McGunnigal, Police Scotland Becky Hothersall, Shaping Places for Wellbeing, Improvement Service Councillor Gordon Blair Councillor Liz McCabe Councillor Audrey Forrest Ann Campbell, SURF Robert Trybis, Dunoon Gourock Ferry Action Group Rhona Grant, Community Learning Services, Live Argyll Samantha O’Connor, SSEN Karen Gill, Carr Gomm Rory Munro, Argyll and Bute Health and Social Care Partnership Sue McKillop, Scenic Sandbank Iain MacNaughton, Scenic Sandbank Sandy McLeod, Argyll and Bute Third Sector Interface Stephen Kelly, Scottish Fire and Rescue Service Tony McGloin, Scottish Fire and Rescue Service Jean Moffat, Bute Community Council Andrew Galloway, Local Democracy Reporter, Argyll and Bute Julian Calvert, The Lochside Press Chris Martin, Dunoon Observer 1. WELCOME AND APOLOGIES The Chair welcomed everyone to the meeting and general introductions were made. Apologies for absence were intimated on behalf of: Lauren Worrell, NFU Scotland; Rhona Altin, Argyll College UHI; Jean Maskell, Sandbank Community Development Trust; Becs Barker, Carr Gomm; and John Weir, Bute BID. Page 13 Agenda Item 3b
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2. DECLARATIONS OF INTEREST There were no declarations of interest intimated. 3. MINUTES (a) Meeting of the Bute and Cowal Community Planning Group held on 7 February 2023 The Minutes of the Bute and Cowal Area Community Planning Group meeting held on Tuesday 7 February 2023 were approved as a correct record. The Committee Manager outlined a number of changes to the membership of the Group. The Group noted the changes to the contacts for some organisations and approved the updated membership. 4. IMPROVING LIVES IN ARGYLL AND BUTE Consideration was given to a presentation by the Council’s Community Planning team on their recent consultation ‘Improving Lives in Argyll and Bute’. The presentation included information on the promotion of the consultation; the support provided for non-digital participation and Community Groups and the responses received from the survey. It was noted that the top three priorities were transport and infrastructure, housing and community wellbeing. Information on how the information collated from the consultation would be used to progress the 2023-2033 iteration of the Argyll and Bute Outcome Improvement Plan (ABOIP) was also provided. Decision The Bute and Cowal Area Community Planning Group considered and noted the information provided. (Reference: Presentation by Community Planning and Development Team, Argyll and Bute Council) 5. COMMUNITY PLANNING PARTNERSHIP MANAGEMENT COMMITTEE UPDATE Consideration was given to a briefing note which provided information on matters discussed during a meeting of the Community Planning Partnership (CPP) Management Committee, held on 23 March 2023. The Committee Manager outlined a number of key highlights from the meeting including the Child Poverty Report; the work around financial Inclusion; the community wealth building audit and the digital communities work. Decision The Bute and Cowal Community Planning Group considered and noted the briefing note. (Reference: Report by Committee Manager, Argyll and Bute Council, dated 2 May 2023, submitted) Page 14
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6. PARTNER UPDATES (a) Police Scotland Update Consideration was given to an update which included information on the ongoing work of the Service and provided information on road safety; the relaunch of the Dunoon and Rothesay Police Scotland Youth Volunteer (PSYV); fraud prevention; an Emergency Services Day planned in Dunoon and the roll-out of Naloxone to officers in Argyll and West Dunbartonshire which is near complete. Discussion took place in relation to the new shift patterns proposed for the Bute and Cowal Area. Sergeant Eddie McGunnigal advised that all shift patterns are posted on Police Scotland’s website. Decision The Bute and Cowal Area Community Planning Group considered and noted the information provided. (Reference: Report by Police Scotland, submitted) (b) Scottish Fire and Rescue Service Update The Group gave consideration to a report highlighting the Scottish Fire and Rescue Service’s (SFRS) FQ4 review of local performance across Bute and Cowal for the period 2022-23. The report included information on the local firefighter training plan; incidents during this time period; unwanted fire alarm signals; road and water safety campaigns; community engagement activities; East and West Dumbartonshire and Argyll and Bute Local Senior Officer Activities and home fire safety. Decision The Bute and Cowal Community Planning Group considered and noted the information provided. (Reference: Report by Scottish Fire and Rescue Service, submitted) (c) UHI Argyll Update Consideration was given to an update by Sheena Finlay, UHI Argyll. The update provided information on an open day held on the 28 March; Scottish Apprenticeship Week; courses being offered and funding which was awarded to allow them to employ a science, technology, engineering and mathematics Lego Facilitator to work with Primary schools. The Group noted that UHI Argyll are currently seeking non-executive directors to join their board of Governors with applications closing on the 12 May. Decision The Bute and Cowal Area Community Planning Group considered and noted the information provided. Page 15
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(Reference: Report by UHI Argyll, submitted) (d) Scenic Sandbank Update The Group gave consideration to an update by Scenic Sandbank which highlighted that they had been awarded funding from the Scottish Land Fund to purchase vacant ground in Sandbank for a community garden. It was advised that they had produced a booklet at the start of the year which contained a survey in which they got 48 responses with everyone looking forward to the new garden. It was noted that Scenic Sandbank are participating in the Keep Scotland Beautiful initiative again this year and are encouraging the community join in. Decision The Bute and Cowal Area Community Planning Group: 1. considered and noted the information provided; and 2. noted that in the absence of a representative from Scenic Sandbank, any questions could be forwarded to them following the meeting and any responses circulated to the Group. (Reference: Report by Scenic Sandbank, submitted) (e) Argyll and Bute Council's Community Development Team Update Consideration was given to an update from Ailie Law, Community Development Officer at Argyll and Bute Council. The update included information on assessments which are currently being undertaken for Argyll and Bute Council’s 2023/2024 Supporting Communities Fund which closed for applications on 30 March 2023. The Group noted that recommendations would be made to Elected Members at Area Committees in June for consideration on which organisations would receive funding. Decision The Bute and Cowal Area Community Planning Group considered and noted the information provided. (Reference: Report by Community Development Officer, Argyll and Bute Council, submitted) (f) Live Argyll - Community Learning Services Update The Group gave consideration to an update from Rhona Grant and Ann Kennovin Live Argyll - Community Learning Services. The update provided information relating to youth work in the area such as the Friday night football 7 week programme which ran in February and March; the Easter GIVE programme; the collaboration with Dunoon Grammar School on 2 school programmes and the Scottish Youth Parliament Elections which are being held in November. Page 16
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The update also provided information on the continuing work on the SAWA New Scots/Refugee project in Bute. Decision The Bute and Cowal Area Community Planning Group considered and noted the information provided. (Reference: Report by Team Leader – Community Learning Services, Live Argyll, submitted) (g) Argyll and Bute Citizens Advice Bureau Update Consideration was given to a quarterly update from Argyll and Bute Citizen’s Advice Bureau which provided statistical information highlighting the rise of clients and advice being given by the Bureau in 2022/23 compared to 2021/22. The update also provided information on the recruitment of volunteer advisors and the advice and support CAB can provide. Partners noted that they could participate in a survey and give their views on the work that the Bureau does in the community, which could be found at: Argyll and Bute CAB Community Partner Survey 2023 (smartsurvey.co.uk) Decision The Bute and Cowal Area Community Planning Group: 1. considered and noted the information provided; and 2. noted that in the absence of a representative from the Argyll and Bute Citizens Advice Bureau, any questions could be forwarded to them following the meeting and any responses circulated to the Group. (Reference: Report by Argyll and Bute Citizen’s Advice Bureau, submitted) (h) Opportunity for Verbal Updates Dunoon Area Alliance Community Development Trust Ann Campbell provided the Group with a verbal update which included information on funding which the Trust had received from the Scottish Government Investing in Communities Fund Round 2 and from the National Lottery Community Fund. Ann highlighted that the funding will cover posts for 3 years with recruitment under way for 1 full time and 2 part time posts. It was added that once the Manager is in post they will be working with Partners to look at developing a Local Place Plan for Dunoon. 7. SHAPING PLACES FOR WELLBEING Page 17
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Consideration was given to an update by Becky Hothersall, Community Link Lead for Shaping Places for Wellbeing Dunoon The update provided information on Data gathering on inequalities in Dunoon and Place and Wellbeing assessments. Decision The Bute and Cowal Area Community Planning Group considered and noted the information provided. (Reference: Report by Community Link Lead, Shaping Places for Wellbeing, Dunoon) 8. ARGYLL AND BUTE HEALTH AND SOCIAL CARE PARTNERSHIP PUBLIC HEALTH ANNUAL REPORT The Group considered a public health report on the ongoing wellbeing and prevention activities overseen and delivered by the HSCP Public Health Team in Argyll and Bute. The Interim Health Improvement Lead presented a number of key messages from the 2022 annual report of the Director of Public Health on Prevention. The full report can be found at:- NHSH DPH Annual Report 2022 (adobe.com) Decision The Bute and Cowal Area Community Planning Group considered and noted the information provided. (Reference: Report by Interim Health Improvement Lead, Argyll and Bute Health and Social Care Partnership, submitted) 9. HOME ENERGY PLANS Consideration was given to a presentation by Samantha O’Connor from Scottish and Southern Electricity Networks (SSEN). The presentation included information on who SSEN are; what a Home Energy Plan is and the benefits of having one; support and help available through the Priority Services Register and the benefits of joining. It was also highlighted that SSEN have partnered with Home Energy Scotland (HES) to offer customers free and impartial expert energy efficiency advice. The Group noted that Communities could apply for up to £20,000 of funding for building resilience in the community through SSEN’s Annual Resilience Communities Fund which would be opening for applications within the next 2 months. Decision The Bute and Cowal Area Community Planning Group considered and noted the information provided. (Reference: Report by Regional Customer Relationship Manager, SSEN, submitted) 10. COMMUNITY FOCUS Page 18
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(a) Grow Food, Grow Dunoon The Group considered a report by Martin Gerrish on the Grow Food, Grow Dunoon Project. Martin advised that the project is being delivered in collaboration with Dunoon Community Development Trust and Kirn Primary school and that there are now 8 volunteers with more wanting to join. Information was also provided on school pupil’s involvement and on their highly productive food growing approach. It was highlighted that last year the group had grew enough food to sell and made over £600 selling locally and at farmers markets. It was noted that a short video and slide show of pupils talking about their experience in the garden could be found at: www.thegrowfoodproject.co.uk Decision The Bute and Cowal Area Community Planning Group considered and noted the information provided. (Reference: Report by Martin Gerrish, Grow Food, Grow Dunoon, submitted) (b) Dunoon Gourock Ferry Action Group (DGFAG) Consideration was given to a presentation by Robert Trybis from the Dunoon Gourock Ferry Action Group. Mr Trybis highlighted that Dunoon to Gourock was the first car ferry service in Scotland and that should the service be reintroduced it would be a profitable one. Mr Trybis advised that the area suffered from poor connectivity due largely to the uncertainly of the Rest and Be Thankful and the lack of integration between the existing ferry services and the rail network. It was the contention of DGFAG that the economy and population of Dunoon was suffering as a result with many young people choosing to leave the area to study rather than commuting to and from the area. It was noted that the DGFAG hoped that if the service was to remain as passenger only that the vehicle service would be put out to tender in the near future. Reeni Kennedy-Boyle advised of a HITRANS consultation, which could be found at https://hitrans-case-for-change-consultation-stantec.hub.arcgis.com/ Decision The Bute and Cowal Area Community Planning Group:- 1. considered and noted the information provided; and 2. requested that the Committee Manager relay the concerns of the Group regarding the lack of a car ferry to service to Dunoon to the next meeting of the CPP Management Committee. (Reference: Verbal report by Robert Trybis, Dunoon Gourock Ferry Action Group) Page 19
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11. CLIMATE CHANGE (a) Climate Change Working Group Highlight Report Consideration was given to a report which highlighted the ongoing work of the Climate Change Working Group. The report outlined the proposal to produce a strategic Action Plan as a means to address the climate emergency in Argyll and Bute; the approved governance arrangements to support the Climate Change Project Manager post and the ongoing work on the recruitment of a Project Manager. Decision The Bute and Cowal Area Community Planning Group: 1. considered and noted the information provided; and 2. noted that in the absence of a representative from the Climate Change Working Group, any questions could be forwarded to them following the meeting and any responses circulated to the Group. (Reference: Report by Chair of the Community Planning Partnership Climate Change Working Group, dated 27 April 2023, submitted) (b) Climate Action Hub Consideration was given to a presentation by Marie Stonehouse, Argyll & Bute Regional Network Engagement Coordinator, Scottish Communities Climate Action Network (SCCAN). The Presentation included information on the definition of regional networks; Marie’s role as Regional Network Engagement Coordinator; events attended by the network in the local area; the network hub; and upcoming events. Decision The Bute and Cowal Area Community Planning Group considered and noted the information provided. (Reference: Verbal report by Argyll & Bute Regional Network Engagement Coordinator, Scottish Communities Climate Action Network) (c) Opportunity for verbal updates on community based initiatives There were no verbal updates provided under this item. 12. DATE OF NEXT MEETING The Chair thanked everyone in attendance at the meeting, and thanked all partners for their continued proactive work in the community. The Group noted that the next meeting of the Bute and Cowal Area Community Planning Group would take place on Tuesday 15 August 2023. Page 20
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MINUTES OF THE MEETING OF THE COWAL TRANSPORT FORUM HELD BY MICROSOFT TEAMS ON TUESDAY, 16 MAY 2023 Present: Councillor Daniel Hampsey (Chair) Councillor William Sinclair Councillor Gordon Blair Stuart McLean, Committee Manager, Argyll and Bute Council Martin Arnold, Contract Manager, Argyll and Bute Council Neil MacFarlane, Transport Scotland Captain Alistair McLundie, Western Ferries Gordon Ross, Western Ferries Kerris Bone, Kilmun Community Council Graham Revill, Kilmun Community Council Kirstie Reid, Strachur Community Council Allan Comrie, Strathclyde Partnership for Transport (SPT) Tom Warren, Dunoon Community Council Iain Slorach, Calmac Attending: Liz Neilson, Resident in Sandbank Andy Galloway, Local Democracy Reporter 1. APOLOGIES FOR ABSENCE The Chair welcomed everyone to the meeting and introductions were made. Apologies for absence were intimated by: Sergeant Eddie McGunnigal, Police Scotland; Neil Stewart, West Coast Motors; Iain Catterwell, Timber Transport Group; Councillor Audrey Forrest; Councillor Ross Moreland; Ronald McAlister, Bute Ferry Committee; and Don McKillop, Calmac, 2. DECLARATIONS OF INTEREST There were no declarations of interest intimated. 3. MINUTES The minutes of the meeting of the Cowal Transport Forum held on Tuesday 14 February 2023 were approved as a correct record. The Chair highlighted matters arising from the last meeting, specifically in relation to the attendance of the NHS at the Forum. The Chair confirmed that the NHS were not core partners and any issues relating to patient transport should be directed to the Integration Page 21 Agenda Item 3c
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Joint Board, adding that should there be any specific issues they would like to raise that they could be invited to a future meeting. The Chair also advised that he continues to highlight the need for new Calmac ferries in Dunoon and that Calmac are facing issues with tickets and expiry dates with it being noted that an online booking system is soon to be launched which should help; concerns had been raised with McGill’s Buses in relation to the large cuts in services in Inverclyde which may cause issues for people travelling to and from Dunoon. 4. FERRIES UPDATE Calmac The Forum considered an update from Iain Slorach from Calmac. Mr Slorach provided information relating to reliability and punctuality statistics for March; the new booking system which is to be launched this week, adding that expiry dates for tickets bought under the new booking system will be extended until the end of the timetable period in which they were bought. He also gave a commitment that Calmac will be looking at the current timetable to align it with Scotrail’s newly published timetable and that they intend to engage with Councillor’s and the Community Councils on this matter. The Chair advised that he was very pleased to hear about Calmac’s engagement with Scotrail and highlighted his thanks to Councillor Sinclair for his continuous work on this subject. Tom Warren advised that the digital timetable provided by Calmac online is an embedded PDF which is not accessible for all. Mr Slorach advised that Calmac are aware of this and that they are currently looking at improving the timetable formats this year. Discussion took place in relation to the carrying figures on the Gourock to Dunoon route with it being noted that it was 30% down. Mr Slorach advised that they haven’t seen a return on most routes to pre-covid figures. Councillor Sinclair advised that the removal of Scotrail’s peak time tariff will make travelling cheaper and could increase service usage. Mr Slorach advised that he would make enquiries on passenger numbers with the Operation’s Team and provide a fuller response at the next meeting of the Forum. Outcome The Forum: 1. noted the update by Calmac; and 2. noted that Mr Slorach would provide carrying figures for the Gourock to Dunoon service at a future meeting and advise colleagues of Scotrail’s plans to remove the peak time tariff. Western Ferries Gordon Ross from Western Ferries highlighted that they are running their summer timetable and advised that they are waiting to see what the summer brings. Page 22
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In the absence of a representative from Hunters Quay Community Council the Committee Manager read out the following question which was submitted in advance of the meeting: The public announcements (safety etc.) made on Western Ferry vessels have noticeably increased in volume leading to complaints, Can this be addressed/adjusted? Mr Ross advised that Western Ferries monitor the sound levels but the public announcement have to be at levels that customers can hear them and with the improving weather conditions these announcements may sound louder and travel further. Gordon Ross enquired about proposals for Dunoon Pier and asked about progress. The Committee Manager advised that this would be subject to consideration at the Harbour Board and that he would contact Mr Ross as soon as a date for this had been agreed. Mr Ross enquired about a meeting on the 2nd of March which mentioned that new vessels for Dunoon and Kilcreggan would be expected in 2026 and asked if Transport Scotland could provide more information. The Committee Manager advised that he would submit this question to Transport Scotland on behalf of the Forum and circulate the response once received. Councillor’s Sinclair and Hampsey wished Western Ferries a successful season ahead. Outcome The Forum: 1. noted the update by Western Ferries; and 2. noted that the Committee Manager would submit Mr Ross’s question to Transport Scotland and circulate the response to the Forum. 5. PUBLIC TRANSPORT Strathclyde Partnership for Transport (SPT) Allan Comrie advised that the Carrick Castle bus service fares have been frozen with the service level being maintained and that the SPT have replaced some of the services which were withdrawn with publically supported services. Allan further advised of changes to Scotrail timetables highlighting the loss of 4 fast trains from Glasgow and 5 from Gourock during the off peak period. Allan added that SPT have written to Scotrail and Calmac offering to liaise with them to try and improve connection services and hope to have a response from both soon. Mr Comrie advised that there is currently no increase to concessionary fare and added that the SPT are mindful that customers are facing a Cost of Living Crisis. Kirstie Reid highlighted her concerns at the under 22 free bus travel and advised of the publicity around young people going on buses and causing issues. Allan advised that the scheme is operated by the Scottish Government and that they are legally obligated to ensure a safe environment for all passengers, adding that if any passengers are making it unsafe drivers would be advised to contact the Police. Page 23
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Outcome The Forum noted the update from SPT. Public Transport Kerris Bone highlighted that residents of Strone, Blairmore, Ardintinny, Kilmun and surrounding areas would like to have the bus service back to pre-pandemic timetables. Ms Bone advised that the lack of bus services are causing problems for people getting to and from jobs. Martin Arnold advised that he is in continual discussions with bus operator’s to determine the right level of service for the areas served and that he would discuss with West Coast Motors to explore how the issues raised could be solved. Kirstie Reid highlighted the lack of bus services in Strachur on a Saturday and asked if the Saturday services could be restored as the current service is not practical. Martin Arnold advised of the Pingo bookable service, which can be accessed by calling 01289 385506, and that he would take Kirstie’s comments away and provide an update at the next Forum meeting. Discussion took place in relation to connectivity and the size of service vehicles available. Mr Arnold advised he is working with operators to get the right sized vehicles for the routes to ensure passenger demands are met. The Chair reported that he had been advised by South Cowal Community Council that the bus service (489) no longer goes up North Campbell Road and asked why the decision to cut this was made. Mr Arnold advised that he was aware of some issues with the buses travelling the road due to them being low floor accessible and that the size of the vehicles was also causing problems due to poor manoeuvrability within such a tight area. Mr Arnold further advised of the Pingo provision which allows a more suitable vehicle travel to use this loop, adding that he would take the comments back to West Coast Motors. Outcome The forum noted that the Contract Manager would liaise with West Coast Motors to explore whether the bus service issues highlighted can be resolved and that an update would be provided at the next meeting of the Forum. 6. ROADS UPDATE In the absence of a representative from Hunters Quay Community Council (HQCC) the Committee Manager read out the below questions which were submitted in advance of the meeting: 1. Signs indicating queuing traffic were ordered last April for placing either side of Western Ferries terminal, where are they and what was the cost? 2. Can HQCC have the results of the local speed survey (last year) and will this be published? Page 24
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The Committee Manager advised that he had passed the questions onto colleagues in the Roads Department and would circulate the response to the Forum once received. Councillor Sinclair highlighted that Transport Scotland had advised that both carriages at the Rest and Be Thankful would be open to traffic this month. Neil MacFarlane advised that he was not aware that there was a date for this and highlighted that Bear Scotland are working as quickly as possible, advising that road resurfacing would commence on the 31st of May at the Rest and Be Thankful following the removal of the protective fencing. Kirsty Reid, Strachur Community Council advised that she had been approached numerous times by a lady with disabilities who had been struggling to use the pavements in Dunoon due to street furniture, cars being parked on the pavements and cyclists. Mrs Reid advised she had reported it to the Council and had received an acknowledgment email but no formal reply. The Committee Manager requested that Mrs Reid forward the acknowledgement email and he would request Colleagues expedite the response. Liz Neilson, resident in Sandbank, enquired about the speed assessment in Sandbank and asked if it had been done and if so when the results would be available. The Committee Manager advised that he would take note of the question and would pass it to the relevant department on behalf of Liz. Councillor Sinclair advised that there was a speed survey carried out with new radar equipment which monitors both ways and highlighted that he still does not have the information back but would follow it up. Outcome The Forum noted that the Committee Manager would circulate a response to Hunters Quay Community Council’s questions to the Forum once received. 7. POLICE SCOTLAND It was noted that there was no representative from Police Scotland at the meeting. 8. TRANSPORT SCOTLAND Neil MacFarlane from Transport Scotland provided the Forum with a verbal update. Mr MacFarlane advised that that road resurfacing would be getting carried out at the Rest and Be Thankful from the 31 May until the 11 June, with no works being carried out on Friday and Saturday nights. The update also highlighted that layby and cycleway vegetation cut-backs had been carried out on the A82 Loch Lomondside with more planned and solar bollards had been installed at Loch Lomondside laybys with an overhaul of the brown and white tourist signage at the same location also in planning. It was also noted that overnight resurfacing works would be taking place along the A83 at Campbeltown during the summer. Outcome The Forum noted the update. Page 25
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9. TIMBER TRANSPORT GROUP In the absence of Iain Catterwell the Chair provided the following update which was submitted before the meeting: The normal timber haulage season is just starting and is going well in the Cowal area. The Strategic Timber Transport Scheme hasn't reported yet, and until it does I’m unaware whether or not the A8003 improvement proposal has been successful. Outcome The Forum noted the update. 10. ANY OTHER COMPETENT BUSINESS There was no other business. 11. DATE OF FUTURE MEETINGS The Chair thanked everyone in attendance at the meeting and the Group noted that the Committee Manager would circulate a calendar invite for a meeting, week beginning 11 September 2023, in due course. Page 26
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1 Argyll and Bute Council 2022 - 2023 OUR CHILDREN… THEIR FUTURE… Education Service Primary Area Attainment Report: Bute and Cowal (B&C) Page 27 Agenda Item 5
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2 Introduction Within the Bute and Cowal area there are 14 Primary Schools, three on Bute and 11 in Cowal. There is secondary school provision at Dunoon Grammar School and Rothesay Joint Campus. Nursery provision is provided within several of these schools and Gaelic Medium Education is provided at Sandbank Primary School. Primary school rolls in Bute and Cowal vary considerably ranging from 12 pupils (Kilmodan PS) to 270 (Kirn PS). This report provides a range of key information about school provision during the school session August 2022 to June 2023 and reports the National collection of attainment and achievement data from June 2022. Additional and more detailed information about each school can be found in the schools’ Standards and Quality Reports. In addition each school’s Improvement Plan outlines their main priorities for improvement. Most schools have an active website where these documents can be accessed and further links or information can be obtained from the Head Teacher. Page 28
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3 Bute and Cowal School Profiles 2022-2023 Cluster Primary Schools 18/19 19/20 20/21 21/22 22/23 % change in Roll over 5 years1 Dunoon Primary School 206 203 191 187 186 -10% Inellan Primary School 32 28 29 41 38 +19% Kilmodan Primary School 16 14 17 19 12 -25% Kirn Primary School 276 274 273 252 270 -2% Lochgoilhead Primary School 23 25 29 23 21 -9% North Bute Primary School 33 36 38 39 26 -21% Rothesay Primary 277 254 249 240 246 -11% Sandbank primary School 63 70 62 56 60 -5% Sandbank Primary School Gaelic Unit 44 46 52 51 45 +2% St Andrew’s Primary 53 50 58 56 71 +33% St Mun’s Primary School 121 99 87 77 68 -44% Strachur Primary 32 27 27 31 27 -15% Strone Primary School 27 20 23 25 21 -22% Tignabruaich Primary School 36 40 45 55 66 +83% Toward Primary School 30 27 21 21 19 -37% Total Roll for cluster 1269 1213 1201 1173 1176 -7.3% * Data for rolls provided at Census each year 1 Please note the % change in Roll over 5 years shows the percentage change in roll figures from 2018/19 to 2022/23 and is not an average. SIMD Profile SIMD is the Scottish Government's standard approach to identify areas of multiple deprivation in Scotland, with SIMD 1 indicating areas of highest deprivation and SIMD 10 indicating the least deprived. It can help improve understanding about the outcomes and circumstances of people living in the most deprived areas in Scotland. It can also allow effective targeting of resources and and funding where the aim is to wholly or partly tackle or take account of area concentrations of multiple deprivation. Table shows number of pupils at each SIMD level in each area of Argyll and Bute. Area 1 2 3 4 5 6 7 8 9 10 Unkn own TOTAL Bute and Cowal 186 159 233 108 255 219 32 0 17 20 1229 HALCO 40 83 105 50 130 223 274 352 192 138 33 1620 MAKI 0 84 115 137 128 568 301 0 0 1 4 1338 OLI 18 0 5 166 389 236 408 107 0 0 92 1421 Total 244 326 458 461 902 1246 1015 459 209 139 149 5608 * SIMD data from March 2023 Page 29
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4 Footwear and Clothing Grant and Free School Meal Information for AREA Clothing and Footwear Grant (CFG) is not shown as a National Average as each authority set their own criteria and therefore cannot be compared accurately. Please note that 2022-20223 data for CFG and Free School Meals (FSM) is to date (end February 2023) and therefore may change as the year progresses. In January 2022, the Scottish Government launched the extension of free school meal universal eligibility to include all children in primary 1-5. The above figures only show those pupils in P6 and P7. In August 2021 the Scottish Government introduced a School clothing grant minimum for all authorities set at £120 for Primary pupils and £150 for Secondary pupils. During session 2020/21 the Scottish Government introduced ‘Bridging’ payments of £130 per pupil in receipt of FSM under the National criteria (this excludes anyone eligible who receive FSM in P1 to P6 who do not qualify financially). These payments are made 4 times per year (Easter, Summer, October and Christmas).Further information can be found at Scottish Child Payment Bridging Payments - mygov.scot. In addition to this anyone eligible for these payments have been paid a FSM payment during the school holiday period. Further information School meals - mygov.scot Page 30
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5 Exclusion and Attendance Information for Bute and Cowal Authorised absence includes bereavement, short – term exceptional domestic situations, religious observance, weddings of immediate family. Unauthorised absence includes truancy, unexplained absence and most family holildays during term time. Attendance and absence is outlined in Management Circular 3.03. During 2020/21 there were additional attendance codes added for COVID. These codes can count as attendance, authorised absence or unauthorised absence depending on the circumstance. Please note that attendance data for 2022/23 is up to 28 February and not a complete year. It is therefore subject to change. Please note that exclusion data for 2022/23 is up to 28 February and not a complete year. It is therefore subject to change. Page 31
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6 Additional Support needs Table below indicates the numbers of pupils identified as having Additional Support needs across the Bute and Cowal area at each stage of primary schools. Care Experienced Children and Young People A virtual Head Teacher took up post in April 2023. The core purpose of the role of the Virtual Head Teacher is to be relentless in driving improvements in the educational progress and attainment/achievement of an identified group of young people, including Care Experienced, across Argyll and Bute. The core function of the Virtual Head Teacher in terms of planning is to ensure that all children have access to appropriate and timely support achieved by collaborating with relevant professionals to ensure plans are of a high quality, with impact and outcomes followed up. The table below shows the numbers of care experienced children in our primary schools across each area of the Council as of May 2023. Area Previously looked after Looked after at home Looked after away from home. Total HALCO 14 4 11 29 OLI 13 2 5 20 MAKI 21 8 5 34 B&C 21 12 23 56 Page 32
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7 Attainment of Curriculum for Excellence Levels over time Curriculum levels are national levels to describe different stages of learning and progress. For most children the expectation is: Throughout the Broad General Education, children and young people are assessed and decisions are made by teachers on when a child or young person has achieved learning at a particular level. This means that they have broadly covered the experiences and achieved the expected outcomes for that level. In making this decision, the teacher takes into account the evidence mentioned above, and considers the benchmarks produced by Education Scotland for each level as well as diagnostic feedback from the National Standardised Assessments (NSAs). Attainment of Curriculum for Excellence Levels (ACEL) data is collected annually each June by the Scottish Government. The data collection collects information on pupil performance in four areas, known as organisers. Organisers consist of Numeracy and the three literacy components; Reading, Writing and Listening and Talking. A combined literacy measure is also produced based on the three literacy organisers: reading, writing and listening and talking. The data is collected for pupils at the key stages of P1, P4,P7 and S3. Achievement of Curriculum for Excellence Levels across Bute and Cowal schools: June 2017- June 2022 Page 33
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8 NOTES: ER English reading, EW English writing, ELT English Listening and talking N Numeracy GR Gaelic reading, GW Gaelic writing, GLT Gaelic Listening and talking. There was no ACEL collection during session 2019/20 due to COVID In English medium by June 2022: In reading, 70.14% of P1 pupils in the BUTE AND COWAL area achieved early level, this is compared with 75% at authority level and 79% nationally In writing, 58.33% of P1 pupils in the BUTE AND COWAL area achieved early level, this is compared with 68% at authority level and 77% nationally In talking and listening, 78% of P1 pupils in the BUTE AND COWAL area achieved early level, this is compared with 81% at authority level and 86% nationally. In numeracy, 70.14% of P1 pupils in the BUTE AND COWAL area achieved early level, this is compared with 78% at authority level and 84% nationally. In reading, 64.81% of P4 pupils in the BUTE AND COWAL area achieved first level, this is compared with 71% at authority level and 76% nationally In writing, 56% of P4 pupils in the BUTE AND COWAL area achieved first level, this is compared with 61% at authority level and 70% nationally In talking and listening, 77.16% of P4 pupils in the BUTE AND COWAL area achieved first level, this is compared with 78% at authority level and 85% nationally. In numeracy, 66% of P4 pupils in the BUTE AND COWAL area achieved first level, this is compared with 65% at authority level and 75% nationally. Page 34
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9 In reading, 63.41% of P7 pupils in the BUTE AND COWAL area achieved second level, this is compared with 74% at authority level and 79.33% nationally In writing, 65% of P7 pupils in the BUTE AND COWAL area achieved second level, this is compared with 67% at authority level and 73% nationally In talking and listening, 80.25% of P7 pupils in the BUTE AND COWAL area achieved second level, this is compared with 82% at authority level and 86% nationally. In numeracy, 70.37% of P7 pupils in the BUTE AND COWAL area achieved second level, this is compared with 65% at authority level and 76% nationally. In Gaelic medium By June 2022: In reading, 100% of P1 pupils in the BUTE AND COWAL area achieved early level, this is compared with 82% at authority level and 83% nationally In writing, 100% of P1 pupils in the BUTE AND COWAL area achieved early level, this is compared with 79% at authority level and 80% nationally In talking and listening, 100% of P1 pupils in the BUTE AND COWAL area achieved early level, this is compared with 82% at authority level and 84% nationally. In reading, 70% of P4 pupils in the BUTE AND COWAL area achieved first level, this is compared with 76% at authority level and 71% nationally In writing, 60% of P4 pupils in the BUTE AND COWAL area achieved first level, this is compared with 68% at authority level and 63% nationally In talking and listening, 90% of P4 pupils in the BUTE AND COWAL area achieved first level, this is compared with 76% at authority level and 80% nationally. In reading, 71.43% of P7 pupils in the BUTE AND COWAL area achieved second level, this is compared with 65% at authority level and 75% nationally In writing, 42.86% of P7 pupils in the BUTE AND COWAL area achieved second level, this is compared with 43% at authority level and 66% nationally In talking and listening, 85.71% of P7 pupils in the BUTE AND COWAL area achieved second level, this is compared with 68% at authority level and 80% nationally. Argyll and Bute Stretch Aims Session 2022-23 (Authority Level) The Scottish Attainment Challenge (SAC) is about achieving equity in educational outcomes, with a particular focus on closing the poverty-related attainment gap. SAC funding is provided to all of Scotland’s local authorities to help tackle the attainment gap and support education recovery and improve outcomes for children and young people most impacted by poverty. The Scottish Attainment Challenge aims to raise the attainment of children and young people living in deprived areas, in order to close the equity gap. Attainment Advisors within Education Scotland’s regional improvement teams work with authorities to identify core attainment measures and specific aims (Stretch Aims) which, informed by local evidence and data, are identified as local priority areas for improvement. The stretch aims are intended to be both ambitious and achievable within local contexts and targets are specific to individual authorities. Progress towards achieving the current stretch aims will be reported on later in 2023. The Stretch Aims are intended to support recovery from the pandemic and accelerate progress in closing the attainment gap and include: Page 35
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10 Achievement of Curriculum for Excellence Levels (literacy P1/4/7 combined and numeracy P1/4/7 combined) The stretch aims for literacy and numeracy identify the percentage of young people who achieve their expected Curriculum for Excellence (CfE) level: An overall attainment target, which includes all young people An attainment target for young people who live in the most deprived areas (SIMD quintile 1) An attainment target for young people who live in the least deprived areas (SIMD quintile 5) A target to reduce the attainment gap between the most and least deprived young people The Argyll & Bute literacy and numeracy tables illustrate the progress from the 2021 ‘post pandemic’ ACEL collection, through the most recent ACEL collection in 2022 (published December 2022), to the Stretch Aim targets in place for 2023. The year-on-year trend in ACEL data has been positive; in the two-year period between 2021 and 2022 the overall proportions of primary school pupils achieving the expected levels in literacy had increased by 3 percentage points, while in numeracy there had been an increase of 4 percentage points. The percentage of Quintile 1 (most deprived) young people who achieved their expected CfE level has increased by 5% in literacy and 10% in numeracy between 2021 and 2022. Scottish Attainment Challenge - Stretch Aim 2023: Literacy In literacy, the attainment gap between young people from the most and least deprived areas of Argyll & Bute was 33 percentage points in 2021, and by 2022 this narrowed to 27 percentage points. Argyll & Bute’s target is to reduce the attainment gap to 21.5 percentage points by 2023. Literacy P1/4/7 combined Dec 22 update Overall SIMD Q1 SIMD Q5 GAP (Q1-Q5) ACEL 2021 59% 48% 81% 33pp 2022 ACEL (published Dec 22) 62% 53% 80% 27pp Stretch Aims 2022/23 68.4% 60% 81.5% 21.5pp Improvement Target (p.p. 2021-2023) 9.4pp 12pp 0.5pp 11.5pp Literacy P1/4/7 combined Overall SIMD Q1 SIMD Q5 Gap (Q1-Q5) ACEL June 2021 59% 48% 81% 33pp Provisional 2022 ACEL data 62.2% 54.8% 79.2% 24.4pp OCT 22 Projections 62.5% 63.7% 77.8% 14.1% Feb 23 Projections* 65.7% 68.6% 77.8% 9.2% Stretch Aim 2022/23 68.4% 60% 81.5% 21.5pp Improvement Target (p.p. 2021-2023) 9.4pp 12pp 0.5pp 11.5pp *RAG’d against 2023 Stretch Aim Page 36
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11 In literacy, the attainment gap between young people from the most and least deprived areas of Argyll & Bute was 33 percentage points in 2021, and by 2022 this narrowed to 27 percentage points. Argyll & Bute’s target is to reduce the attainment gap to 21.5 percentage points by 2023. Scottish Attainment Challenge - Stretch Aims 2023: Numeracy In numeracy, the attainment gap between young people from the most and least deprived areas of Argyll & Bute was 29 percentage points in 2021, and by 2022 this narrowed to 18 percentage points. Argyll & Bute’s target is to reduce the attainment gap to 13.5 percentage points by 2023. Numeracy P1/4/7 combined Dec 22 update Overall SIMD Q1 SIMD Q5 GAP (Q1-Q5) ACEL 2021 69% 58% 87% 29pp 2022 ACEL (published Dec 22) 73% 68% 86% 18pp Stretch Aims 2022/23 75% 74% 87.5% 13.5pp Improvement Target (p.p. 2021-2023) 6pp 16pp 0.5pp 15.5pp Numeracy P1/4/7 Overall SIMD Q1 SIMD Q5 GAP (Q1-Q5) Current Level (ACEL June 2021) 69% 58% 87% 29pp Provisional 2022 ACEL data 72% 69% 83.5% 14.4% OCT 22 Projections 69% 69.6% 84.2% 14.6% Feb 23 Projections* 71% 72% 83.9% 11.9% Stretch Aim 2022/23 75% 74% 87.5% 13.5pp Improvement Target (p.p. 2021-2023) 6pp 16pp 0.5pp 15.5pp *RAG’d against 2023 Stretch Aim The table below outlines the National expectations of when most children and young people may achieve each level: CfE Level Stage Page 37
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12 Early The final two years of early learning and childcare before a child goes to school and P1, or later for some. First To the end of P4, but earlier or later for some. Second To the end of P7, but earlier or later for some. Third and fourth S1-S3, but earlier or later for some. Further information: National Improvement Framework for Scottish Education – https://www.gov.scot/policies/schools/national-improvement-framework/ Initiatives to raise attainment and achievement In response to data and evidence gathered in the areas of literacy, numeracy and health and wellbeing, a range of work has been undertaken in order to drive forward improvement and raise attainment and achievement across the authority. Page 38
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13 Literacy 8 schools have undertaken training in using a Quality Improvement approach to support writing attainment at 1st level. The training was originally offered by CYPIC and is now being delivered within the authority, supported by allied health professionals. Data shows that attainment at 1st level within the first set of schools to undertake the training has increased from an average of 56.2% in 2022 to an average of 72.8% based on Feb 23 predictions. 4 schools are undertaking training provided by Talk for Writing to support the development of sound pedagogical approaches to writing across their settings. The schools have set clear stretch aims for each class, against which attainment will be evaluated as implementation of the approach continues. Bespoke support has been offered to schools, covering aspects of literacy such as approaches to reading comprehension, writing pedagogy, emerging literacy and 1 to 1 reading interventions. Numeracy Schools within BUTE AND COWAL and Mull clusters have worked with Dr Lio Moscardini to develop cognitively guided instruction, an approach to problem solving within schools. As of March 2023, 73.3% of staff were confident that CGI was having or would have a positive effect on pupils, 13.3% were extremely confident. Evidence from Head Teachers and practitioners shows that this approach has had a particular impact on lower ability pupils: by giving pupils different opportunities to approach their work, practitioners report that it has levelled the playing field in classrooms. Authority-wide, numeracy based CLPL has been delivered to a total of 78 practitioners representing all cluster areas, focusing primarily on the development of SEAL (stages of early arithmetical learning) to support foundation skills in mathematical thinking. Support has also been offered to ASN departments in 2 secondary schools. Numeracy ACEL attainment data has risen from 69% across P1,4 & 7 in 2021 to a projected 70.95% as of Feb 23. Wellbeing , Rights and Relationships As part of COVID renewal plans, schools have had a continued focus on positive relationships focussing and the health and well-being of learners. The Exchange are now providing a counselling service for pupils aged 10+ within schools, again, this is helping to support the wellbeing needs of pupils. A focus on play pedagogy and outdoor learning alongside developments in the health and wellbeing curriculum have also been an important focus within school improvement plans to help support wellbeing. As it is anticipated that the United Nations Rights of the Child will become law later this year, a UNCRC Conference for Head Teachers was held in November 2022. The Rights Respecting Schools Award continues to support schools in developing awareness of children’s rights across our school communities as well as imbed a rights based approach within the school environment. In the past year, 16 schools have progressed their Rights Respecting Schools Journey. With 45 Primary schools on their accreditation journey to achieve with UNICEF, 31 have achieved Bronze, 10 Silver, 4 Gold and a further 11 have registered to date. A further 4 Silver accreditation visits are due to take place between now and the end of term. Support sessions for registered schools (not yet accredited) and information session for schools yet to register are also being delivered. Equality and diversity has been a key focus for professional learning for staff. The career long professional learning sway has provided a range of opportunities for staff to develop their professional knowledge and reflect on the practice within this area. As part of the Period Products (Free Provision) (Scotland) Act 2021, schools have engaged in the My Tribe project which has Page 39
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14 made period products available to pupils and staff across all our schools. The launch of My Tribe has been supported by two launch events and online webinars. The webinar was recorded and shared with practitioners to ensure that information was accessible post this series of support events. Schools have enjoyed welcoming partners back into school to support the delivery of key aspects of the curriculum. The health and wellbeing drama productions that are delivered in partnership with our colleagues in NHS returned to face to face delivery. A total of 54 primary schools attended the Smoke Free Me production that was aimed at P6/P7 pupils. The performance was updated to include information and scenarios around vaping. Head Teachers have received information with regards to key messages that have been concluded from the March 2022 PIE Census. With the updated national data released in November, we were also able to draw comparisons against the national data. Developments in this area have been enhanced with professional learning from Connect who support the partnership between parents/carers, parent councils and schools. Schools and parent councils are responding to the needs of their community in how they are structuring events and meetings with many Parent Council meetings continuing to take place virtually, increasing accessibility and reducing travel requirements. The partnership working is also helping school communities respond to financial and environmental pressures with examples of good practice including Christmas jumper/dress swaps. School Contacts Page 40
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15 School Head Teacher Telephone No Dunoon Brenda Reid 01369 704159 Innellan Lisa Marle 01369 830560 Kilmodan Selina Portwine 01369 820280 Kirn Kirsteen MacDonald 01369 702509 Lochgoilhead Louise Blair 01301 703338 North Bute Marie Law from 26th May 2023 01700 503728 Rothesay Joint Campus Louise Nicol 01700 503227 Sandbank Gaelic Medium Norman MacDonald (Acting) 01369 706350 Sandbank Norman MacDonald (Acting) 01369 706350 St Andrew’s Louise Nicol (Temporary) 01700 503123 St Mun’s Lorraine Fisher (Acting) 01369 703643 Strachur Marion Boyd 01369 860293 Strone Dan Semple(Leadership of school) 01369 840242 Tighnabruaich Megan Stirling 01700 811413 Toward Lisa Marle 01369 870259 Page 41
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ARGYLL AND BUTE COUNCIL SECONDARY SCHOOL ATTAINMENT REPORT AREA COMMITTEE DUNOON GRAMMAR SCHOOL JUNE 2023 Page 43 Agenda Item 6a
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School Name Dunoon Grammar School School Address Ardenslate Road, Dunoon, PA23 8LU Head Teacher David Mitchell CONTEXT OF THE SCHOOL Dunoon Grammar School has a very long and distinguished history spanning over 350 years of growth, of which high standards of academic and personal development have been the hallmarks. Dunoon Grammar School is a mixed sex, interdenominational school which caters for pupils aged from eleven to eighteen years of age and serves the area of Cowal. Catchment is rural in nature and includes two large primary schools in Dunoon and 9 other primary schools. There are 742 pupils on the school roll. The teaching staff compliment is 58.2FTE. The Senior Leadership Team comprises of the Head Teacher and four Depute Head Teachers. There are 8 Principal Teacher Curriculum and 4 Heads of House (Guidance). In our school we are committed to providing appropriate learning opportunities for the young people, both in and out with school, and to secure positive destinations for all of our students. This is done in partnership with parents/carers and takes into account the needs of our young people. Our SIMD ranges from SIMD1 to SIMD 6. The pupil equity funding for session 2022-23 was £80,000. We have used this money to build on the excellent work that we started in our wellbeing hub. Our wellbeing officer has introduced a structured mental health strategy working with See me, we have employed a youth worker, a life coach and introduced a number of Principal Teacher posts to support improvement and to close the attainment gap. These Principal teachers include, PT DYW, PT Learning and Teaching and PT Raising attainment. Page 44
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S3 ACEL Attainment in Literacy and Numeracy School Level % Achieved Reading Writing L&T Literacy Numeracy Dunoon Grammar School Third Level or better 77.8 71.9 76.3 68.1 89.6 Argyll & Bute Third Level or better 88.3 87.0 88.2 83.9 87.8 Dunoon Grammar School Fourth Level 26.7 25.9 30.4 25.9 58.5 Argyll & Bute Fourth Level 49.8 47.6 51.5 45.9 57.6 S3 ACEL – Gaelic (if relevant) School Level % Achieved Gaelic Reading Gaelic Writing Gaelic L&T Dunoon Grammar School Third Level or better 80 80 80 Dunoon Grammar School Fourth Level 20 20 20 Page 45
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Evaluative Comment – Areas of Strength in BGE Attainment: Our Numeracy results at 3rd and 4th level are consistency above the Argyll and Bute Average. Evaluative Comment – Areas for Development in BGE Attainment: Reading, writing, listening and talking and literacy are all considerably lower than the A&B average. In extensive discussion with the English department, this is a result of lack of staff understanding and awareness of 3rd and 4th level leading to a lack of professional confidence in selecting an appropriate level achieved. The English department has taken steps to rectify this for next session - namely the implementation of moderation sessions and clearer course plans that allow for more appropriate assessment opportunities. Gaelic comments Our Gaelic department continues to thrive with 80% of the cohort achieving level 3. Page 46
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National Qualifications – Pass rates NATIONAL QUALIFICATIONS 2021-22 A-C Number of Presentations Number Attaining A-C % Attaining A- C Argyll and Bute % Attaining A-C National % Attaining A-C Advanced Higher 45 33 73% 85.50% 82.60% Higher 314 246 78% 80.90% 80.30% National 5 700 555 79.3% 79.70% 81.60% Level/Stage 2022 A B C D No Award Grade A-B Grade A-C Grade A-D National 5 (Nat. 41.20% A&B 35.40%) (Nat. 23.00% A&B 25.57%) (Nat. 17.43% A&B 18.69%) (Nat. 10.79% A&B 12.73%) (Nat. 7.60% A&B 7.60%) (Nat. 64.20% A&B 61%) (Nat. 81.60% A&B 79.70%) (Nat. 92.4% A&B 92.4%) National 5 39.14% 21.71% 16.43% 12.86% 7.86% 60.86% 77.29% 90.14% S4 42.71% 23.44% 16.32% 10.24% 4.86% 66.15% 82.47% 92.71% S5 18.48% 13.04% 18.48% 29.35% 20.65% 31.52% 50.00% 79.35% S6 34.38% 15.63% 12.50% 12.50% 25.00% 50.00% 62.50% 75.00% Higher (Nat. 36.50% A&B 35.60%) (Nat. 24.32% A&B 24.56%) (Nat. 19.49% A&B 20.8%) (Nat. 11.74% A&B 12.61%) (Nat. 7.90% A&B 6.50%) (Nat.60.90% (A&B 60.00%) (Nat. 80.3% A&B 80.90%) (Nat 92.10% A&B 93.50%) Higher 28.66% 24.20% 25.48% 13.38% 8.28% 52.87% 78.34% 91.72% S5 34.30% 24.64% 22.71% 11.11% 7.25% 58.94% 81.64% 92.75% S6 17.76% 23.36% 30.84% 17.76% 10.28% 41.12% 71.96% 89.72% Page 47
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Advanced Higher (Nat 35.00% A&B 30.80%) (Nat. 26.28% A&B 26.09%) (Nat. 21.35% A&B 28.99%) (Nat. 11.27% A&B 11.59%) (Nat. 6.20% A&B 3.20%) (Nat 61.2% A&B 56.7%) Nat. 82.60% A&B 85.50%) (Nat. 93.80% A&B 96.8%) Advanced Higher 20.00% 28.89% 24.44% 26.67% 0.00% 48.89% 73.33% 100.00% S5 100.00% 0.00% 0.00% 0.00% 0.00% 100.00% 100.00% 100.00% S6 18.18% 29.55% 25.00% 27.27% 0.00% 47.73% 72.73% 100.00% Evaluative Comment – Areas of Strength Our S4 attainment at National 5 level continues to be strong. We are above the National average and Argyll and Bute average for A and B passes, We also have a lower percentage of S4 pupils getting a No Award than the National average and the Argyll and Bute average. Our S5 attainment at Higher level A-C passes is Higher than Argyll and Bute and the National average The A-D pass rate at Advanced Higher is 100% Evaluative Comment – Areas for Development Our National 5 performance in S5 and S6 needs to improve, Our school has been looking at appropriate pathways and alternative courses to ensure our young people are courses at the relevant level. Departments have been investigating possible alternatives using the SCQF framework. Our S5 and S6 performance at Higher level requires further development. Our A-C pass rate performance at Advanced Higher requires further development Page 48
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Insight Dashboard What is Insight Scotland? Insight is a professional tool, aimed at teachers and other staff. It is used to help secondary schools and local authorities identify areas of success and where improvements can be made for pupils in the senior phase. The dashboard has 4 measures. Page 49
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Improving attainment in literacy and numeracy Evaluative Comment – Areas of Strength During session 2022-23 our overall performance in Literacy and Numeracy has improved from last year. We are now above our virtual comparator for those leavers achieving a Level 5 Literacy and Numeracy. The Maths and English department have developed appropriate packages of support to ensure our young people achieve at least a level 4 Literacy and Numeracy qualification before their point of exit. Evaluative Comment – Areas for Development We are just below our virtual comparator at level 4 Literacy and Numeracy although we have improved from session 2021. Further development is required to ensure improvement in our Literacy data. We have now implemented earlier banking of literacy and numeracy awards (start of S3) and more holistic tracking and monitoring of each pupil’s achieved level of literacy and numeracy. We have also incorporated an ‘upgrade’ opportunity to ensure that pupils’ achieved level is maximised. Page 50
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Increased post-school participation Evaluative Comment – Areas of Strength A great of interventions have been introduced to ensure our young people move onto a positive and sustained destination. The previous 4 years we were below our measures. However, this session our leavers data is better than our virtual comparator, Argyll and Bute, The Northern Alliance and the National establishment. We have educated our young people on different routes to employment, further and Higher Education. The appointment of a PT DYW has supported improvement. Evaluative Comment – Areas for Development Continued work on Foundation apprenticeships is required within our school Page 51
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Improving attainment for all Evaluative Comment – Areas of Strength Our lowest 20% of learners have performed well. Their total tariff point in better than our virtual comparator, Argyll and Bute, The Northern Alliance and the National Establishment Our Middle 60% of learners have performed well. The have performed better than Argyll and Bute, The Northern Alliance and the National establishment. Evaluative Comment – Areas for Development Our Middle 60% of learners did not perform as well as our Virtual comparator Our Highest 20% of learners performed lower than our virtual comparator, Argyll and Bute council, The Northern Alliance and the National establishment. Further development is required for our more able pupils. Page 52
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Attainment versus Deprivation Evaluative Comment – Areas of Strength Young people in SIMD 2-6 performed better than the National trend Evaluative Comment – Areas for Development Young people in SIMD 1 and SIMD 9 performed lower than the National Trend. Work is ongoing to support our more able pupils and to ensure appropriate courses are available for our young people to study. Page 53
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Wider Achievement Qualifications National Certificates; Higher National Certificates; Scottish Vocational Qualifications; National Progression Awards; Skills for Work qualifications; Foundation Apprenticeships; Scottish Baccalaureate Overall evaluative comment/narrative on Wider Achievement Qualifications in your school: Dunoon Grammar School recognises the need to celebrate wider achievement both within school and out with school. A member of teaching staff has been allocated the task of tracking the achievements of our young people. These achievements are celebrated in a number a number of ways. Termly, achievement assemblies are held for each year group, the Head Teacher regularly sends out praise letters to our young people and we have House notices boards that highlight achievements. Our Business and Computing department have developed a large number of enterprising opportunities for our young people including, Apps for Good, YPI and the tenner challenge. The pupils thrive on these opportunities and have won a number of awards. NPA – Computer games Development – 9 young people NPA Drama – 2 young people S4 Construction Craft Skills – 11 young people – 8 young people passed Hairdressing National 4 and National 5 – 23 young people Maritime National 5 – 5 young people – 1 pass Early Education and Childcare National 4 – 10 passed NPA Beauty Skills – 8 passed NPA make up skills – 5 passed Higher Beauty – 5 passed Higher Psychology Higher Sociology Subject departments are now looking at alternative level 5 and level 6 qualifications. Time has been allocated at collegiate and staff development days. SCQF lead Donnie Woods will be attending In-service day in November. Time has bene allocated for principal Teachers to meet with him and he will give a presentation to all staff. We are introducing a new course called e-sports. This is being developed in partnership with SQA and will be at level 5 in the first instance. Page 54
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SCHOOL/COLLEGE PARTNERSHIP NATIONAL QUALIFICATIONS 2021-22 A-C (including Passes) Number of Presentations Number Attaining A-C % Attaining A-C % of those commencing college course completing course Higher 15 9 60% 92% National 5 15 11 73% National 4 29 23 79% SCHOOL/COLLEGE PARTNERSHIP NATIONAL QUALIFICATIONS 2021-22 A-D (including Passes) Number of Presentations Number Attaining A-D % Attaining A-D % of those commencing course completing course Higher 15 10 67% 92% National 5 15 11 73% National 4 29 23 79% Page 55
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Equity and Attainment – Evaluation of Key Factors Factor in attainment Attendance School Ave. Att. 21-22: 88.48% Exclusion No. of Exclusion Incidents 21-22: 40% No. of Exclusion Openings 21-22: 89% Additional Support Needs 354 young people have been classed with an additional Support Needs – 47% SIMD Our SIMD profile ranges from SIMD 1-SIMD 7 Free School Meal Entitlement Number of pupils 148 - 19.73% of cohort Care Experienced (and previously Care Experienced) 28 young people – 4% of cohort Young people’s attainment is being tracked by the DHT support. Interventions have been put in place like in-school supporters English as Additional Language Young people’s attainment is being tracked by the DHT support. Interventions have been put in place like in-school supporters We have allocated a member of our support staff to lead and support young people with English as an additional Language. Young people meet with the teacher in small groups and in one to one situation. Other (give details) Page 56
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Pupil Equity Funding We have used our Pupil Equity Funding to fund the following: Wellbeing Officer PT Learning and Teaching PT DYW PT raising attainment A youth worker A life Coach Live “n” learn inputs Individual support for young people with examination preparation Page 57
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Other information Dunoon Grammar School has had a positive and productive year. The school continues to develop confidence in our young people and ensure and develop them both academically and socially. The school continues to be recognised at local, National and International Level. The school won the Scottish Education Award for Gaelic Education Our Gaelic Teacher Rachel Kellow won the Young Gaelic Ambassador at the National Gaelic awards Dunoon Grammar School was named as the “World’s Best School for Community collaboration” We continue to work with our community partners on a number of projects - Dunoon Burgh Hall - Dunoon Film festival - Our Local primary schools - Dunoon Museum - Historic Kilmun - Learning Centre activities - The Dunoon Project We continue to work with our National partners, The Wood Foundation and Apps for Good We continue to offer a wide range of Extra Curricular activities and school trips A group of our young people took part in a trip to Tanzania this session The Gaelic Department has been nominated and short listed for the Scottish Education Award for a 2nd year Our Head Teacher has been nominated and short listed for the Head Teacher of the Year at the Scottish Education awards Page 58
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ARGYLL AND BUTE COUNCIL SECONDARY SCHOOL ATTAINMENT REPORT AREA COMMITTEE SCHOOL BADGE NAME OF SCHOOL: Rothesay Academy DATE OF REPORT: June 2023 Page 59 Agenda Item 6b
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School name: Rothesay Joint Campus School Address: High Street, Townhead, ROTHESAY, PA20 9JH Head Teacher: Louise C Nicol Context of the school Rothesay Joint Campus is a fully comprehensive, non-denominational 3-18 learning establishment which serves the local communities on the Isle of Bute. The campus, which is located in the town of Rothesay, was opened in 2007 and is made up of Rothesay Pre 5 Early Years Unit, Rothesay Primary School and Rothesay Academy. Other primary schools in the cluster who feed into Rothesay Academy are North Bute Primary School and St Andrew’s (RC) Primary School. There are 598 children across the campus (290 in secondary). We have a teaching staff compliment of 25.6FTE. The Senior Leadership Team comprises of The Head Teacher, two Depute Head Teachers, four Principal Teachers of Curriculum, 2 Principal Teachers of Guidance and a Principal Teacher of Support (3-18) Our pupil equity fund spending for session 2022-23 was £34 000. We use this money to support our most vulnerable children and their families. Our SIMD profile is as follows: SIMD 1-3 = 67.1%, SIMD 5 = 19.7%, SIMD 7 = 5.3%, SIMD 9 = 7.9% In recent years we have played a major role in the resettlement of Syrian refugee families as well as a small number of Ukrainian and Sudanese refugee families. This has been a very successful and rewarding initiative for our school community. Page 60
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S3 ACEL Attainment in Literacy and Numeracy School Level % Achieved Reading Writing L&T Literacy Numeracy Third Level or better 88.2 82.4 82.4 74.5 94.2 Argyll & Bute Third Level or better 88.3 87.0 88.2 83.9 87.8 Fourth Level 64.7 49.0 70.6 47.1 48.1 Argyll & Bute Fourth Level 49.8 47.6 51.5 45.9 57.6 S3 ACEL – Gaelic (if relevant) School Level % Achieved Gaelic Reading Gaelic Writing Gaelic L&T Third Level or better Fourth Level Page 61
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Evaluative Comment – Areas of Strength in BGE Attainment: Numeracy – level 3 above authority average Literacy – level 4 above authority average Reading, Writing, Talking & Listening – all above authority average at level 4 Reading in line with authority average Evaluative Comment – Areas for Development in BGE Attainment: Level 4 Numeracy below authority average – Review of learning & teaching approaches SEAL Training (Recovery programme) Work with primary to exemplify and moderate level 3 Level 3 Writing & Literacy focus on literacy homework which targets writing skills Focussed literacy period in S1 & S2 Working with primaries on challenging level 3 learners in P6/7 Moderation Tracking & monitoring Page 62
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National Qualifications – Pass rates NATIONAL QUALIFICATIONS 2021-22 A-C Number of Presentations Number Attaining A-C % Attaining A- C Argyll and Bute % Attaining A-C National % Attaining A-C Advanced Higher 19 14 73.7 85.50% 82.60% Higher 103 73 70.9 80.90% 80.30% National 5 272 211 77.6 79.70% 81.60% Level/Stage 2022 A B C D No Award Grade A-B Grade A-C Grade A-D National 5 (Nat. 41.20% A&B 35.40%) RA 26.47% (Nat. 23.00% A&B 25.57%) RA 27.21% (Nat. 17.43% A&B 18.69%) RA 23.90% (Nat. 10.79% A&B 12.73%) RA 13.97% (Nat. 7.60% A&B 7.60%) RA 8.46% (Nat. 64.20% A&B 61%) RA 53.68% (Nat. 81.60% A&B 79.70%) RA 77.57% (Nat. 92.4% A&B 92.4%) RA 91.54% S4 29.78% 29.33% 23.56% 12.89% 4.44% 59.11% 82.67% 95.56% S5 13.16% 29.33% 28.95% 21.05% 18.42% 31.58% 60.53% 81.58% S6 0.00% 11.11% 11.11% 11.11% 66.67% 11.11% 22.22% 33.33% Higher (Nat. 36.50% A&B 35.60%) RA 17.48% (Nat. 24.32% A&B 24.56%) RA 23.30% (Nat. 19.49% A&B 20.8%) RA 30.10% (Nat. 11.74% A&B 12.61%) RA 20.39% (Nat. 7.90% A&B 6.50%) RA 8.74% (Nat.60.90% (A&B 60.00%) RA 40.78% (Nat. 80.3% A&B 80.90%) RA 70.87% (Nat 92.10% A&B 93.50%) RA 91.26% S4 33.33% 33.33% 33.33% 0.00% 0.00% 66.66% 100% 100% S5 18.92% 22.97% 28.38% 18.92% 10.81% 41.89% 70.27% 89.19% S6 11.54% 26.92% 30.77% 26.92% 3.85% 38.46% 69.23% 96.15% Advanced Higher (Nat 35.00% A&B 30.80%) (Nat. 26.28% A&B 26.09%) (Nat. 21.35% A&B 28.99%) (Nat. 11.27% A&B 11.59%) (Nat. 6.20% A&B 3.20%) (Nat 61.2% A&B 56.7%) Nat. 82.60% A&B 85.50%) (Nat. 93.80% A&B 96.8%) Page 63
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RA 5.26% RA 21.05% RA 47.37% RA 21.05% RA 5.26% RA 26.32% RA 73.68% RA 94.74% S5 S6 5.26% 21.05% 47.37% 21.05% 5.26% 26.32% 73.68% 94.74% Evaluative Comment – Areas of Strength We have a positive presentation policy which encourages staff to present as many learners as possible for examinations. Our A-D pass rates at National 5 and Higher are very close to the Argyll & Bute and National pass rates. We have achieved some success at Higher level in S4 and we are continuing to build on this We are above the National average for A-D pass rates at Advanced Higher Evaluative Comment – Areas for Development Our National 5 performance in S5 and S6 needs to improve. Our re-alignment of our curriculum and our constantly evolving curriculum offer will target learners who struggle to engage. Our Higher performance in S5 requires further development Our Advanced Higher performance requires further development Page 64
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Insight Dashboard What is Insight Scotland? Insight is a professional tool, aimed at teachers and other staff. It is used to help secondary schools and local authorities identify areas of success and where improvements can be made for pupils in the senior phase. The dashboard has 4 measures. Page 65
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Improving attainment in literacy and numeracy Evaluative Comment – Areas of Strength Overall performance at level 4 has improved and is now above the virtual comparator Maths & English departments have developed targeted approaches to support young people to achieve at least level 4 in literacy and numeracy. Evaluative Comment – Areas for Development Attainment in numeracy at level 5 is below the virtual comparator and our Maths department are working with primary colleagues, the local authority and Education Scotland to develop a numeracy strategy that improves numeracy skills from primary to Senior Phase. Page 66
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Increased post-school participation Evaluative Comment – Areas of Strength In line with VC and is historically an area of strength Continued successful use of Flexible Learning Plans to support young people into workplace Evaluative Comment – Areas for Development Continue to build relationships with local employers and to widen curriculum pathways. Page 67
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Improving attainment for all Evaluative Comment – Areas of Strength Lowest 20% of learners have performed well with total tariff points being above the virtual comparator The gap is closing with the virtual comparator for the highest 20% compared with previous years. This reflects our focus on challenging more able students, particularly in S6, who now engage in a wider options offering which includes Open University YAS courses college Higher courses and an enhanced Advanced Higher offering in conjunction with other schools in the authority. Evaluative Comment – Areas for Development Middle 60% of learners is our target area. We are focussing on widening our offer to engage learners through outdoor learning, wider achievement awards, college courses and more bespoke coursing. We have also re-aligned our timetable to ensure that there is sufficient time allocated to mentoring, numeracy and study skills in order to support learners in areas such as motivation, organisation, self-regulation, target setting and attendance. Page 68
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Attainment versus Deprivation Evaluative Comment – Areas of Strength Learners in SIMD are generally in line with the national average Learners in SIMD 9 are above the national average Evaluative Comment – Areas for Development Learners in SIMD 5 are below the national average We are targeting the following areas to improve: enhanced coursing, curriculum changes and more rigorous attendance monitoring Page 69
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Wider Achievement Qualifications National Certificates; Higher National Certificates; Scottish Vocational Qualifications; National Progression Awards; Skills for Work qualifications; Foundation Apprenticeships; Scottish Baccalaureate Overall evaluative comment/narrative on Wider Achievement Qualifications in your school: NPA Beauty (level 4) – 7 NPA Computer Games Development (Level 6) – 1 Wellbeing Level 4 – 18 Level 5 – 32 NPA Photography – level 4 – 2 Level 5 – 5 Practical Cookery N5 – 6 Personal Finance – level 4 – 3 level 5 – 6 Leadership – Level 5 – 5 Travel & Tourism – Level 5 – 7 YAS Award Level 7 – Law – 1 Social Sciences - 1 We are offering a growing number of awards to our young people to ensure that they have meaningful pathways that promotes learner engagement. We are looking to develop and increase the number of courses/awards that are available, particularly at Level 6. Duke of Edinburgh Bronze Award – 11 We have been chosen by Education Scotland to pilot their new course and award in Screen Education. Work is being done to prepare for the introduction of this course next session. Page 70
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SCHOOL/COLLEGE PARTNERSHIP NATIONAL QUALIFICATIONS SCHOOL/COLLEGE PARTNERSHIP NATIONAL QUALIFICATIONS 2021-22 A-C (including Passes) Number of Presentations Number Attaining A-C % Attaining A- C % of those commencing college course completing course Higher 8 5 National 5 National 4 SCHOOL/COLLEGE PARTNERSHIP NATIONAL QUALIFICATIONS 2021-22 A-D (including Passes) Number of Presentations Number Attaining A-D % Attaining A- D % of those commencing course completing course Higher 8 7 National 5 National 4 Page 71
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UNGRADED COURSES Numbers Achieving SCQF 4 SCQF 5 NPA Other Awards (please detail) Early Education & Childcare 14 Sport & Recreation 10 Travel & Tourism (school) Page 72
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Equity and Attainment – Evaluation of Key Factors Factor in attainment Attendance School Ave. Att. 21-22: 86.10% Exclusion No. of Exclusion Incidents 21-22: 7 No. of Exclusion Openings 21-22: 30 Additional Support Needs 95 of our learners have an additional support need – 33.5% SIMD SIMD 1-3 = 67.1%, SIMD 5 = 19.7%, SIMD 7 = 5.3%, SIMD 9 = 7.9% Free School Meal Entitlement 24% Care Experienced (and previously Care Experienced) 12 young people = 4.2% English as Additional Language 8 children = 2.8% We have 1 x 0.4FTE EAL Teacher and 3 x EAL Assistants Other (give details) Page 73
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Pupil Equity Funding We have used PEF Equity funding to fund the following: Principal Teacher of Equity O.2FTE Health & Wellbeing, Family Liaison Officer Breakfast Club Study Skills & Homework supplies Seasons for Growth (Bereavement Support) Fresh Start Reading (Literacy Support) Page 74
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Other information We are continuing to make progress towards Our Children Their Nurturing Education (OCTNE) Gold Award and our Rights Respecting School Silver Award. We have also achieved our SCQF Bronze Award in light of the work we have done to broaden out our pathways. We continue to work with our Community Partners: Mountstuart & The Yard Bute Produce Bute Sailing Club Bute Community Forrest The local farming community Police Scotland Young Carers Inverclyde Athletics Club We have been selected by Education Scotland as one of only four schools in Scotland to pilot the Screen Education Curriculum & Award. We are looking forward to embracing the opportunities that this will bring to enable our young people to develop their skills and knowledge of a cutting edge industry within Scotland and beyond. We continue to work with our National Partners: The Wood Foundation, Scottish Mental Health Association (SAMH) & Quality Meat Scotland. We have a school trip to Belgium planned for June 2023 and we hope to build on this to re-establish trips abroad now that we have entered the post-covid era. Our Scottish Evening was a massive success and brought together our community to celebrate all things Scottish on 25th January (Burns Day) Page 75
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1 ARGYLL AND BUTE COUNCIL BUTE AND COWAL AREA COMMITTEE CUSTOMER SUPPORT SERVICES 6 JUNE 2023 AREA PERFORMANCE REPORT – FQ4 2022/23 1 Background 1.1 This paper presents the Area Performance Report for Financial Quarter 4 2022/23 (January to March 2023) and illustrates the agreed performance measures. 1.2 The features of the Performance Report are as follows:- Indicators are grouped by Corporate Outcome. The data table for each indicator is colour coded to identify the level of reporting. o Area level measures are blue o Council level measures are grey o COI measures are white Each indicator details the o Target, Actual and Performance status (Green / Red / No Target) for the current and three previous financial quarters. o Commentary for the current financial quarter only. o Narrative explaining the performance trend e.g. This indicator is above Target and performance has improved since the last reporting period. o Where appropriate a Performance Trend Line has been added. o The name of the responsible officer. o Where possible performance is presented at both Area and Council level. 1.3 The commentary for each indicator helps ‘Tell Our Story’ and enables Elected Members to put the performance data into perspective and understand if an issue is local in nature or should be escalated up to a Strategic Committee. 1.4 To improve the response to performance queries, it is requested that either the Responsible Named Officer or Sonya Thomas are contacted once the Quarterly Performance Report is received with any queries. This should enable some queries being resolved or clarified prior to the Area Committee meeting, and therefore being carried forward as Actions at a subsequent meeting. 2 Recommendations 2.1 It is recommended that the Area Committee – a) Notes and considers the performance and supporting commentary as presented. Page 77 Agenda Item 7
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2 b) Upon receipt of the Quarterly Performance Report the Area Committee contact either the Responsible Named Officer or Sonya Thomas with any queries. c) Note that work is ongoing and to respond to Sonya Thomas with requests or comments regarding the layout and format of the Performance Report. 3.0 IMPLICATIONS 3.1 Policy: None 3.2 Financial: None 3.3 Legal: None 3.4 HR: None 3.5 Fairer Scotland Duty: No impact assessment required for this report. 3.5.1 Equalities: None. If requested the Area Committee Performance Report can be supplied in a different format. 3.5.2 Socio-economic Duty: None 3.5.3 Islands: None 3.6 Climate Change: None 3.7 Risk: None 3.8 Customer Service: None Kirsty Flanagan, Executive Director with responsibility for Customer Support Services Jane Fowler Head of Customer Support Services 4 May 2023 For further information, please contact: Sonya Thomas Organisation Development Officer - Performance and Improvement Customer Support Services 01546 604454 Appendix 1: FQ4 2022/23 B&C Performance Report Page 78
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Appendix 1 Page 1 Performance Reporting Performance Reporting .............................................................................................................................................................................................................................. 1 All Areas .................................................................................................................................................................................................................................................. 4 Corporate Outcome No.1 – People live active, healthier and independent lives ............................................................................................................................ 5 COI – Maximise distribution of Scottish Welfare Fund ................................................................................................................................................................. 5 Corporate Outcome No.1 – People live active, healthier and independent lives ............................................................................................................................ 6 COI – Percentage of clients satisfied that they are better able to deal with their financial problems following our support and intervention ...................... 6 Corporate Outcome No.2 – People live in safer and stronger communities .................................................................................................................................... 7 Number of parking penalty notices issued – Bute and Cowal ...................................................................................................................................................... 7 Number of parking penalty notices issued – Argyll and Bute ....................................................................................................................................................... 7 Corporate Outcome No.2 – People live in safer and stronger communities .................................................................................................................................... 8 Car parking income to date – Bute and Cowal............................................................................................................................................................................... 8 Car parking income to date – Argyll and Bute ............................................................................................................................................................................... 9 Corporate Outcome No.2 – People live in safer and stronger communities .................................................................................................................................. 10 Dog fouling – total number of complaints – Bute and Cowal ..................................................................................................................................................... 10 Dog fouling – total number of complaints – Argyll and Bute ...................................................................................................................................................... 10 Corporate Outcome No.3 – Children and young people have the best possible start ................................................................................................................... 11 COI – Increase the percentage of our care experienced young people that have the recommended additional tracking and monitoring plans in place .... 11 Corporate Outcome No.3 – Children and young people have the best possible start ................................................................................................................... 12 COI – Provide quality meals with cost margins to all pupils ....................................................................................................................................................... 12 Corporate Outcome No.4 – Education, skills and training maximises opportunities for all .......................................................................................................... 13 Maximise the percentage of 16-19 years olds participating in education, training or employment – Bute and Cowal .......................................................... 13 Maintain the percentage of 16-19 years olds in Argyll and Bute participating in education, training or employment services – Argyll and Bute ................ 13 Corporate Outcome No.5 – Our economy is diverse and thriving .................................................................................................................................................. 14 Number of affordable social sector new builds completed per annum – Bute and Cowal ....................................................................................................... 14 Page 79
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Appendix 1 Page 2 Number of affordable social sector new builds completed per annum – Argyll and Bute ........................................................................................................ 14 Corporate Outcome No.5 – Our economy is diverse and thriving .................................................................................................................................................. 15 Percentage of pre-planning application enquiries processed within 20 working days – Bute and Cowal ................................................................................ 15 Percentage of pre-planning application enquiries processed within 20 working days – Argyll and Bute ................................................................................ 15 Corporate Outcome No.5 – Our economy is diverse and thriving .................................................................................................................................................. 16 Householder planning applications – average number of weeks to determine – Bute and Cowal ........................................................................................... 16 Householder planning applications – average number of weeks to determine – Argyll and Bute ........................................................................................... 16 Corporate Outcome No.5 – Our economy is diverse and thriving .................................................................................................................................................. 18 COI – The number of new homeless applicants who required temporary accommodation this period .................................................................................. 18 Corporate Outcome No.5 – Our economy is diverse and thriving .................................................................................................................................................. 19 COI – Maintain the percentage of local suppliers that benefit from the awards of contracts via the procurement portal .................................................... 19 Corporate Outcome No.5 – Our economy is diverse and thriving .................................................................................................................................................. 20 COI – Increase the number of community benefits that are delivered through contracts we award locally ........................................................................... 20 Corporate Outcome No.6 – We have infrastructure that supports sustainable growth ............................................................................................................... 21 Street lighting – percentage of faults repaired within 10 days – Bute and Cowal ..................................................................................................................... 21 The percentage of street lighting faults are completed within 10 working days – Argyll and Bute .......................................................................................... 21 Corporate Outcome No.6 – We have infrastructure that supports sustainable growth ............................................................................................................... 22 Total number of complaints regarding waste collection – Bute ................................................................................................................................................. 22 Total number of complaints regarding waste collection – Cowal ............................................................................................................................................... 22 Total number of complaints regarding waste collection – Argyll and Bute ............................................................................................................................... 23 Corporate Outcome No.6 – We have infrastructure that supports sustainable growth ............................................................................................................... 24 COI – Percentage of waste recycled, composted and recovered ................................................................................................................................................ 24 Renewi (formerly Shanks) – Percentage of waste recycled, composted and recovered ........................................................................................................... 24 Islands – Percentage of waste recycled, composted and recovered .......................................................................................................................................... 25 H&L – Percentage of waste recycled, composted and recovered ............................................................................................................................................... 26 Page 80
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Appendix 1 Page 3 Corporate Outcome No.6 – We have infrastructure that supports sustainable growth ............................................................................................................... 27 COI – The number of tonnes of waste sent to landfill ................................................................................................................................................................. 27 Corporate Outcome No.6 – We have infrastructure that supports sustainable growth ............................................................................................................... 28 LEAMS (Local Environment Audit and Management System) – Bute ......................................................................................................................................... 28 LEAMS (Local Environment Audit and Management System) – Cowal ...................................................................................................................................... 28 LEAMS (Local Environment Audit and Management System) – Argyll and Bute ....................................................................................................................... 29 Making It Happen.............................................................................................................................................................................................................................. 30 Teacher sickness absence – Bute and Cowal ............................................................................................................................................................................... 30 Teacher sickness absence – Argyll and Bute ................................................................................................................................................................................ 30 Making It Happen.............................................................................................................................................................................................................................. 31 LGE staff (non-teacher) sickness absence – Bute and Cowal ...................................................................................................................................................... 31 LGE staff (non-teacher) sickness absence – Argyll and Bute ....................................................................................................................................................... 31 Making It Happen.............................................................................................................................................................................................................................. 32 COI – Increase the percentage of all self-service automated contacts ....................................................................................................................................... 32 Page 81
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Appendix 1 Page 4 All Areas FQ4 2022/23 Overall Performance Summary The information presented is a summary of the agreed measures. Unless stated otherwise, performance is presented at both Area and Council-wide levels. The measures show the performance against target for the current and previous three reporting periods with an explanation of performance trend. The data table for each indicator is colour coded to identify the level of reporting: Area level measures are blue. Council level measures are grey. Corporate Outcome Indicators (COIs) are white. Where appropriate a Trend Line has been added to illustrate movement in ‘Actual’ over the reporting period. Page 82
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Appendix 1 Page 5 Corporate Outcome No.1 – People live active, healthier and independent lives COI – Maximise distribution of Scottish Welfare Fund This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. Reporting Period Target Actual Status FQ1 2022/23 95.3% 87.5% Red FQ2 2022/23 95.3% 115.1% Green FQ3 2022/23 95.3% 129.2% Green FQ4 2022/23 95.3% 144.0% Green Performance in FQ4 has exceeded target and actual has increased since the last reporting period. FQ4 Comment At 31 March 2023 our total Scottish Welfare Fund (SWF) spend is £659,812. Our 2022/23 allocation was £458,338 so this represents an overspend of £201,474. However the Council has earmarked reserves from the previous years’ Covid related underspend to offset this. Responsible person: Fergus Walker Page 83
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Appendix 1 Page 6 Corporate Outcome No.1 – People live active, healthier and independent lives COI – Percentage of clients satisfied that they are better able to deal with their financial problems following our support and intervention This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. Reporting Period Target Actual Status FQ1 2022/23 100% 100% Green FQ2 2022/23 100% 100% Green FQ3 2022/23 100% 100% Green FQ4 2022/23 100% 95% Red This indicator for FQ4 is below the target and performance has decreased since the last reporting period. FQ4 Comment There were no Debt Arrangement Schemes set up in this quarter. All of the clients provided with a Personal Debt Recovery Action Plan were satisfied. Out of 13 surveys issued 9 were returned showing 95% of clients satisfied. 2 of the 9 survey returns had comments showing their appreciation of the service and how it had helped them. Responsible person: Lee Roberts Page 84
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Appendix 1 Page 7 Corporate Outcome No.2 – People live in safer and stronger communities Number of parking penalty notices issued – Bute and Cowal Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 No target 266 No target FQ2 2022/23 No target 517 No target FQ3 2022/23 No target 403 No target FQ4 2022/23 No target 415 No target This indicator for FQ4 shows the number of parking penalty notices has increased since the last reporting period. FQ4 Comment Requirement for lining in Bute and Cowal to allow for enforcement. Responsible person: Hugh O’Neill Number of parking penalty notices issued – Argyll and Bute Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 No target 2,043 No target FQ2 2022/23 No target 2,124 No target FQ3 2022/23 No target 1,343 No target FQ4 2022/23 No target 1,332 No target This indicator for FQ4 shows the number of parking penalty notices has decreased slightly since the last reporting period. FQ4 Comment Seasonal car parks remain free, various signing and lining issues throughout region. Responsible person: Hugh O’Neill Page 85
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Appendix 1 Page 8 Corporate Outcome No.2 – People live in safer and stronger communities Car parking income to date – Bute and Cowal Performance is presented cumulatively for both Area and Council-wide levels. For individual car parks, the income is presented on a quarterly basis. Reporting Period Target (Cumulative) Actual (Cumulative) Status FQ1 2022/23 £21,604 £4,237 Red FQ2 2022/23 £53,904 £13,203 Red FQ3 2022/23 £70,063 £29,825 Red FQ4 2022/23 £85,667 £42,381 Red This indicator for FQ4 shows the cumulative amount of income collected is significantly lower than the cumulative target. There is no performance trend as this data is cumulative. FQ4 Comment The end of FQ4 shows an under-recovery of £43,286. It is difficult to ascertain the exact reasons for under-recovery in parking income however it can be affected by such things as events, weather and community. The upgrade of the remaining cash only parking meters (across the whole Council area) is due to start in May/June 2023; this will provide multi-payment options and may deliver an increase in ticket income. Responsible person: Hugh O’Neill Actual quarterly income collected in Bute and Cowal for FQ3 and FQ4. Car Park Location FQ3 Actual FQ4 Actual Guildford Street, Rothesay £184 £154 Church Street, Dunoon £929 £1,947 Swimming Pool, Dunoon £1,674 £2,033 Dunoon Pier £2,608 £120 Moir Street, Dunoon £3,266 £2,800 Argyll Street, Dunoon £2,783 £2,296 Jane Villa, Dunoon £5,062 £3,091 B&C £116 £116 Page 86
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Appendix 1 Page 9 Car parking income to date – Argyll and Bute Performance is presented cumulatively for both Area and Council-wide levels. Reporting Period Target (Cumulative) Actual (Cumulative) Status FQ1 2022/23 £250,661 £165,678 Red FQ2 2022/23 £625,430 £491,453 Red FQ3 2022/23 £812,919 £709,585 Red FQ4 2022/23 £993,968 £817,788 Red This indicator for FQ4 shows the cumulative amount of income collected is significantly lower than the cumulative target. There is no performance trend as this data is cumulative. FQ4 Comment Improved income in both MAKI and OLI areas but overall there is an under-recovery in income of £176,180. It is difficult to ascertain the exact reasons for under- recovery in parking income however it can be affected by such things as events, weather and commuting. The upgrade of the remaining cash only parking meters (across the whole Council area) is due to start in May/June 2023; this will provide multi-payment options at all (RIS) on and off street parking facilities and may deliver an increase in ticket income. Responsible person: Hugh O’Neill Page 87
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Appendix 1 Page 10 Corporate Outcome No.2 – People live in safer and stronger communities Dog fouling – total number of complaints – Bute and Cowal Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 No Target 13 No Target FQ2 2022/23 No Target 15 No Target FQ3 2022/23 No Target 19 No Target FQ4 2022/23 No Target 25 No Target This indicator for FQ4 shows the number of dog fouling complaints has increased since the last reporting period. FQ4 Comment The number of dog fouling complaints has risen again. Cowal has dropped slightly from 12 to 8 with Bute increasing from 7 to 17. The Warden service will continue with their patrols and liaising with their partners in an attempt to deal with this problem. Responsible person: Tom Murphy Dog fouling – total number of complaints – Argyll and Bute Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 No Target 61 No Target FQ2 2022/23 No Target 45 No Target FQ3 2022/23 No Target 47 No Target FQ4 2022/23 No Target 77 No Target This indicator for FQ4 shows the number of dog fouling complaints has increased significantly since the last reporting period. FQ4 Comment The number of dog fouling complaints received this quarter is high with a total of 77; B&C: 25, H&L: 8, MAKI: 26 and OLI: 18. The Warden service will continue to monitor and liaise with partners in a bid to educate and reduce the numbers. Responsible person: Tom Murphy Page 88
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Appendix 1 Page 11 Corporate Outcome No.3 – Children and young people have the best possible start COI – Increase the percentage of our care experienced young people that have the recommended additional tracking and monitoring plans in place This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. Reporting Period Target Actual Status FQ1 2022/23 100% 100% Green FQ2 2022/23 100% 100% Green FQ3 2022/23 100% 100% Green FQ4 2022/23 100% 100% Green This indicator for FQ4 is on track with no change in performance since the last reporting period. FQ4 Comment There is individual tracking and monitoring in place on SEEMIS in schools for care experienced children and young people. In addition to this, the Principal Teacher for care experienced children and young people monitors the information in SEEMIS and has subsequent conversations with staff in schools to ensure care experienced children and young people are receiving all the support they need to achieve and that the staff in school have the right strategies in place to help the child remain engaged with their education attainment and achievement. Often the care experienced health and wellbeing officers are used to provide extra support for the child and the family. The new Virtual Head Teacher post started on 17th April 2023. Responsible person: Louise Lawson Page 89
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Appendix 1 Page 12 Corporate Outcome No.3 – Children and young people have the best possible start COI – Provide quality meals with cost margins to all pupils This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 +/-5.00% 3.77% Green FQ2 2022/23 +/-5.00% 0.98% Green FQ3 2022/23 +/-5.00% 6.09% Red FQ4 2022/23 +/-5.00% -2.56% Green This indicator for FQ4 is within the +/-5% target variance and performance has improved since the last reporting period. FQ4 Comment Total percentage variance for Argyll and Bute -2.56%. We will continue to monitor any locations continuing to have food cost percentages over this target. B&C -6.15% H&L -2.00% MAKI -2.00% OLI -0.80% Responsible person: Jayne Jones Page 90
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Appendix 1 Page 13 Corporate Outcome No.4 – Education, skills and training maximises opportunities for all Maximise the percentage of 16-19 years olds participating in education, training or employment – Bute and Cowal Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 94.00% 92.70% Red FQ2 2022/23 94.00% 94.36% Green FQ3 2022/23 94.00% 92.17% Red FQ4 2022/23 94.00% 91.80% Red This indicator for FQ4 is below target and performance has decreased since the last reporting period. FQ4 Comment As of 20/03/2023, the participation figure for B&C was 805 pupils which equates to 91.8%. This is 2.1% below the Argyll and Bute Participation figure for 2021/22 of 93.9%. Responsible person: Simon Easton Maintain the percentage of 16-19 years olds in Argyll and Bute participating in education, training or employment services – Argyll and Bute Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 94.00% 94.00% Green FQ2 2022/23 94.00% 93.90% Red FQ3 2022/23 94.00% 93.90% Red FQ4 2022/23 94.00% 93.62% Red This indicator for FQ4 is slightly below target and performance has decreased slightly since the last reporting period. FQ4 Comment The Annual Participation Measure for 2021/22 was released on 31/08/2022 which showed 93.9% of young people aged 16-19 were participating (in work, training or education). This figure is 0.4% above the national average. 3.8% were not participating, which is 0.2% below the national average. 2.3% were unconfirmed, which is 1.3% below the national average. As at 20/03/2023, the Participation figure for Argyll and Bute stood at 3,640 pupils which equates to 93.62%. Responsible person: Simon Easton Page 91
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Appendix 1 Page 14 Corporate Outcome No.5 – Our economy is diverse and thriving Number of affordable social sector new builds completed per annum – Bute and Cowal Reporting Period Target Actual Status FQ1 2022/23 0 0 Green FQ2 2022/23 0 0 Green FQ3 2022/23 0 0 Green FQ4 2022/23 0 0 Green This indicator for FQ4 shows the number of completions has remained the same since the last reporting period. FQ4 Comment No units were scheduled for completion in FQ4. Responsible person: Allan Brandie Number of affordable social sector new builds completed per annum – Argyll and Bute Reporting Period Target Actual Status FQ1 2022/23 36 36 Green FQ2 2022/23 48 48 Green FQ3 2022/23 37 37 Green FQ4 2022/23 67 67 Green This indicator for FQ4 shows the number of completions has met the target for the reporting period. FQ4 Comment B&C No units were scheduled for completion in FQ4. H&L Loretto Housing Association (Wheatley Group) Development at Sawmill Field; 32 General Needs and 4 Amenity (made up of 8 x 1 bed Flats, 12 x 2 bed Flats, 10 x 2 bed Houses, 6 x 3 bed Houses). All for social rent. MAKI Argyll Community Housing Association Development at Oakhill Tarbert; 4 General Needs (made up of 4 x 3 bed houses). All for social rent. OLI Link Group Development at Dunbeg Phase 3; 23 General Needs (made up of 7 x 2 bed Terraced Houses, 15 x 3 bed Semi Detached/Terraced Houses, 1 x 4 bed End Terrace House) and 4 wheelchair accessible (4 x 2 bed Wheelchair Bungalows). All for social rent. Responsible person: Alan Brandie Page 92
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Appendix 1 Page 15 Corporate Outcome No.5 – Our economy is diverse and thriving Percentage of pre-planning application enquiries processed within 20 working days – Bute and Cowal Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 75.0% 75.0% Green FQ2 2022/23 75.0% 45.5% Red FQ3 2022/23 75.0% 50.0% Red FQ4 2022/23 75.0% 55.6% Red This indicator for FQ4 is below target however performance has improved since` the last reporting period. FQ4 Comment Performance across Development Management remains impacted by extended periods of operating with staff vacancies and a backlog of casework from the pandemic. The introduction of National Planning Framework 4 in February 2023 by The Scottish Government has further impacted on productivity as the Development Management staff interpret this new policy landscape and its implications for current applications and enquiries. Responsible person: Peter Bain Percentage of pre-planning application enquiries processed within 20 working days – Argyll and Bute Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 75.0% 60.5% Red FQ2 2022/23 75.0% 64.7% Red FQ3 2022/23 75.0% 52.5% Red FQ4 2022/23 75.0% 55.4% Red This indicator for FQ4 is below target however performance has increased since the last reporting period. FQ4 Comment Performance across Development Management remains impacted by extended periods of operating with staff vacancies and a backlog of casework from the pandemic. The introduction of National Planning Framework 4 in February 2023 by The Scottish Government has further impacted on productivity as the Development Management staff interpret this new policy landscape and its implications for current applications and enquiries. Page 93
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Appendix 1 Page 16 Responsible person: Peter Bain Corporate Outcome No.5 – Our economy is diverse and thriving Householder planning applications – average number of weeks to determine – Bute and Cowal Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 8.0 weeks 14.9 weeks Red FQ2 2022/23 8.0 weeks 10.6 weeks Red FQ3 2022/23 8.0 weeks 8.1 weeks Red FQ4 2022/23 8.0 weeks 20.2 weeks Red This indicator for FQ4 has not met the target and performance has significantly decreased since the last reporting period. FQ4 Comment This measure only relates to planning applications received for alterations to existing premises. Performance across Development Management remains impacted by extended periods of operating with staff vacancies and a backlog of casework from the pandemic. The introduction of National Planning Framework 4 in February 2023 by The Scottish Government has further impacted on productivity as the Development Management staff interpret this new policy landscape and its implications for current applications and enquiries. Responsible person: Peter Bain Householder planning applications – average number of weeks to determine – Argyll and Bute Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 8.0 weeks 12.4 weeks Red FQ2 2022/23 8.0 weeks 13.1 weeks Red FQ3 2022/23 8.0 weeks 12.0 weeks Red FQ4 2022/23 8.0 weeks 17.3 weeks Red This indicator for FQ4 has not met the target and performance has decreased significantly since the last reporting period. FQ4 Comment This measure only relates to planning applications received for alterations to existing premises. Page 94
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Appendix 1 Page 17 Performance across Development Management remains impacted by extended periods of operating with staff vacancies and a backlog of casework from the pandemic. The introduction of National Planning Framework 4 in February 2023 by The Scottish Government has further impacted on productivity as the Development Management staff interpret this new policy landscape and its implications for current applications and enquiries. Responsible person: Peter Bain Benchmarking The year-end statistics from The Scottish Government were published on 31st August. FY21/22 benchmarking figures have now been updated and FY22/23 have been forward projected in the usual way. Readers should note that our own Pyramid data in Development Management measures is "unadjusted", whereas that of the benchmarks (represented by the blue and green columns on the graph) is adjusted for "clock-stopping". Clock-stopping is where The Scottish Government allow for the removal of specific time periods for identified applications where delays were out with the control of the Local Planning Authority. Page 95
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Appendix 1 Page 18 Corporate Outcome No.5 – Our economy is diverse and thriving COI – The number of new homeless applicants who required temporary accommodation this period This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 No Target 32 No Target FQ2 2022/23 No Target 28 No Target FQ3 2022/23 No Target 41 No Target FQ4 2022/23 No Target 30 No Target This indicator for FQ4 shows the number of applicants has decreased since the last reporting period. FQ4 Comment During FQ4, the housing service provided temporary accommodation for 30 new homeless households. B&C 9 H&L 4 MAKI 1 OLI 16 Responsible Person: Morven Macintyre Page 96
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Appendix 1 Page 19 Corporate Outcome No.5 – Our economy is diverse and thriving COI – Maintain the percentage of local suppliers that benefit from the awards of contracts via the procurement portal This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 20.0% 13.2% Red FQ2 2022/23 20.0% 22.2% Green FQ3 2022/23 20.0% 19.4% Red FQ4 2022/23 20.0% 22.5% Green This indicator for FQ4 is above target and performance has increased since the last reporting period. FQ4 Comment Of the 9 bids made by local contractors, 9 were awarded the contract with a total value of over £883k. A summary of all contracts awarded in FQ4 is available. The Procurement, Commercial and Contract Management Team (PCCMT) continue to support local suppliers by providing useful information on the Council’s website i.e. pre-recorded webinars on how to bid for Council contracts, hints and tips for tendering as well as our contract plan, details of upcoming supplier development events and our category officer’s contact details all of which enable local suppliers to be able to bid for our contracts. Responsible person: Anne MacColl-Smith Page 97
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Appendix 1 Page 20 Corporate Outcome No.5 – Our economy is diverse and thriving COI – Increase the number of community benefits that are delivered through contracts we award locally This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. Reporting Period Target Actual Status FQ1 2022/23 No Target - No Target FQ2 2022/23 No Target 30 No Target FQ3 2022/23 No Target - No Target FQ4 2022/23 No Target 43 No Target This indicator for FQ4 shows the number of community benefits has increased since the last reporting period. FQ4 Comment This indicator is reported in FQ2 and FQ4. The Procurement, Commercial and Contract Management Team (PCCMT) has been working closely with their suppliers to deliver additional social, economic and environmental value and achieved 43 community benefits through Contract Management, Contract Awards and the Request List from 1st October 2022 to 31st March 2023. Further details are available. Responsible person: Anne MacColl-Smith Page 98
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Appendix 1 Page 21 Corporate Outcome No.6 – We have infrastructure that supports sustainable growth Street lighting – percentage of faults repaired within 10 days – Bute and Cowal Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 75% 32% Red FQ2 2022/23 75% 65% Red FQ3 2022/23 75% 33% Red FQ4 2022/23 75% 30% Red This indicator for FQ4 is below target and performance has decreased slightly since the last reporting period. FQ4 Comment The percentage of faults completed within the 10 day indicator is 30% in FQ4. This represents a drop of 3% in performance from FQ3. The throughput of instructions is also down, with 21 jobs completed within the timescale from a total of 69 jobs completed and signed off within the quarter. Responsible person: Tom Murphy The percentage of street lighting faults are completed within 10 working days – Argyll and Bute Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 75% 29% Red FQ2 2022/23 75% 48% Red FQ3 2022/23 75% 30% Red FQ4 2022/23 75% 32% Red This indicator for FQ4 is below target however performance has increased slightly since the last reporting period. FQ4 Comment The total number of Street Lighting jobs completed in FQ4 was 393, similar (up 10) to the throughput of instructions in FQ3. Of this total number of completed jobs, 125 were completed within the 10 day timescale for dark lamps, giving a performance of 32%, again a slight increase of 2% on the performance in FQ3. Similar to FQ3, more jobs were completed and closed off than new ones raised, 393 vs 280, which has resulted in a continued reduction in the repairs backlog. Responsible person: Tom Murphy Page 99
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Appendix 1 Page 22 Corporate Outcome No.6 – We have infrastructure that supports sustainable growth Total number of complaints regarding waste collection – Bute Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 No Target 5 No Target FQ2 2022/23 No Target 4 No Target FQ3 2022/23 No Target 1 No Target FQ4 2022/23 No Target 3 No Target This indicator for FQ4 shows the number of waste collection complaints has increased slightly since the last reporting period. FQ4 Comment There were only 3 waste collection complaints this quarter on the Isle of Bute, given the number of properties serviced, this is a good level of service. Responsible person: Tom Murphy Total number of complaints regarding waste collection – Cowal Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 No Target 4 No Target FQ2 2022/23 No Target 8 No Target FQ3 2022/23 No Target 1 No Target FQ4 2022/23 No Target 3 No Target This indicator for FQ4 shows the number of waste collection complaints has increased slightly since the last reporting period. FQ4 Comment There were only 3 waste collection complaints received for the Cowal area this quarter, again for the number of properties serviced this is a good level of service. Responsible person: Tom Murphy Page 100
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Appendix 1 Page 23 Total number of complaints regarding waste collection – Argyll and Bute Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 No Target 58 No Target FQ2 2022/23 No Target 65 No Target FQ3 2022/23 No Target 35 No Target FQ4 2022/23 No Target 53 No Target This indicator for FQ4 shows the number of waste collection complaints has increased since the last reporting period. FQ4 Comment There were a total of 53 waste collection complaints received this quarter, although this may seem high, given the number of properties serviced and the operational difficulties and staffing issues this is still a good level of service. Responsible person: Tom Murphy Page 101
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Appendix 1 Page 24 Corporate Outcome No.6 – We have infrastructure that supports sustainable growth COI – Percentage of waste recycled, composted and recovered Performance is presented by Council-wide service provision. Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 45.0% 52.1% Green FQ2 2022/23 45.0% 50.5% Green FQ3 2022/23 45.0% 56.7% Green FQ4 2022/23 45.0% 52.0% Green This indicator for FQ4 is above target however performance has decreased since the last reporting period. FQ4 Comment 52% recycling/composting and recovery (40.7% recycling/composting and 11.3% recovery) in Q4. Overall 22/23 f/year rates are 52.6% recycling/composting and recovery (39.2% recycling/composting plus 13.4% recovery). Recovery is higher than normal in PPP area due to a trial by Renewi (formerly Shanks), who have taken some residual general waste for disposal mainly from their Dalinlongart (by Dunoon) waste facility to an energy from waste (EFW) plant near Edinburgh. Recycling and composting in PPP area has also been higher mainly due to Renewi sending stockpiled wood waste for onward recycling and green garden waste for onward composting. These have both helped offset the reduction in recycling and recovery from the Helensburgh and Lomond area following on from The Scottish Government Landfill Tax Abatement Order (which commenced from 1st July 2022), whereby Barr Environmental no longer carry out any recycling or recovery from mixed residual general waste. Responsible person: John Blake Renewi (formerly Shanks) – Percentage of waste recycled, composted and recovered Performance is presented by Council-wide service provision. Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 No Target 54.4% No Target FQ2 2022/23 No Target 58.1% No Target FQ3 2022/23 No Target 67.4% No Target FQ4 2022/23 No Target 61.9% No Target Page 102
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Appendix 1 Page 25 This indicator for FQ4 shows the percentage of waste recycled has decreased since the last reporting period. FQ4 Comment 61.9% recycling/composting and recovery (44.2% recycling/composting and 17.7% recovery) in Q4. 22/23 f/year rates in PPP area are 60.4% recycling/composting and recovery (39.7% recycling/composting plus 20.7% recovery). Recovery is higher than normal in PPP area due to a trial by Renewi (formerly Shanks), who have taken some residual general waste for disposal mainly from their Dalinlongart (by Dunoon) waste facility to an energy from waste (EFW) plant near Edinburgh. Recycling and composting in PPP area has also been higher mainly due to Renewi sending stockpiled wood waste for onward recycling and green garden waste for onward composting. Responsible person: John Blake Islands – Percentage of waste recycled, composted and recovered Performance is presented by Council-wide service provision. Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 No Target 33.3% No Target FQ2 2022/23 No Target 34.7% No Target FQ3 2022/23 No Target 43.5% No Target FQ4 2022/23 No Target 35.9% No Target This indicator for FQ4 shows the percentage of waste recycled has decreased since the last reporting period. FQ4 Comment 35.9% recycling/composting and recovery (35.9% recycling/composting and 0% recovery). 22/23 f/year rates are 36.8% recycling/composting and recovery (36.5% recycling and recovery and 0.3% recovery) which is similar to previous year. Responsible person: John Blake Page 103
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Appendix 1 Page 26 H&L – Percentage of waste recycled, composted and recovered Performance is presented by Council-wide service provision. Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 No Target 53.6% No Target FQ2 2022/23 No Target 41.0% No Target FQ3 2022/23 No Target 37.5% No Target FQ4 2022/23 No Target 34.5% No Target This indicator for FQ4 shows the percentage of waste recycled has decreased since the last reporting period. FQ4 Comment 34.5% recycling/composting and recovery (34.3% recycling/composting and 0.2% recovery) in Q4. 22/23 f/year rates in Helensburgh and Lomond area are 41.3% recycling/composting and recovery (39.1% recycling/composting plus 2.2% recovery). There has been a reduction in recycling and recovery from the Helensburgh and Lomond area following on from The Scottish Government Landfill Tax Abatement Order (which commenced from 1st July 2022), whereby Barr Environmental no longer carry out any recycling or recovery from mixed residual general waste. Responsible person: John Blake Page 104
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Appendix 1 Page 27 Corporate Outcome No.6 – We have infrastructure that supports sustainable growth COI – The number of tonnes of waste sent to landfill This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 5,850 4,546 Green FQ2 2022/23 5,550 4,947 Green FQ3 2022/23 5,100 3,882 Green FQ4 2022/23 5,000 4,610 Green This indicator for FQ4 is below target (lowest is best) and performance has decreased since the last reporting period. FQ4 Comment Landfill tonnages within limits in Q4 and f/year. Main reason for slight reduction in landfill during year is due to a trial by Renewi (formerly Shanks), who have taken some residual general waste for disposal mainly from their Dalinlongart (by Dunoon) waste facility to an energy from waste (EFW) plant near Edinburgh. This has helped offset the reduction in recycling and recovery from the Helensburgh and Lomond area following on from The Scottish Government Landfill Tax Abatement Order (which commenced from 1st July 2022), whereby Barr Environmental no longer carry out any recycling or recovery from mixed residual general waste. Responsible person: John Blake Page 105
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Appendix 1 Page 28 Corporate Outcome No.6 – We have infrastructure that supports sustainable growth LEAMS (Local Environment Audit and Management System) – Bute (Monthly data combined to show quarterly average) Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 73 81 Green FQ2 2022/23 73 78 Green FQ3 2022/23 73 80 Green FQ4 2022/23 73 79 Green This indicator for FQ4 is above target however performance has decreased slightly since the last reporting period. FQ4 Comment The Isle of Bute figures for the 4th quarter are January 78, February 79 and March 78, all well above the National Standard and Benchmark Figure. This shows a good level of performance. Responsible person: Tom Murphy LEAMS (Local Environment Audit and Management System) – Cowal (Monthly data combined to show quarterly average) Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 73 78 Green FQ2 2022/23 73 76 Green FQ3 2022/23 73 76 Green FQ4 2022/23 73 77 Green This indicator for FQ4 is above target and performance has increased slightly since the last reporting period. FQ4 Comment The level of street cleanliness in Cowal remains steady at 77 for each month, this is a good level of service. Responsible person: Tom Murphy Page 106
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Appendix 1 Page 29 LEAMS (Local Environment Audit and Management System) – Argyll and Bute (Monthly data combined to show quarterly average) Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 73 85 Green FQ2 2022/23 73 82 Green FQ3 2022/23 73 83 Green FQ4 2022/23 73 83 Green This indicator for FQ4 is above target with no change in performance since the last reporting period. FQ4 Comment Again this quarter the level of street cleanliness for the whole are remains very high. The role of the Amenity Warden has a key influence around littering to assist in maintaining the good level of performance. Responsible person: Tom Murphy Page 107
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Appendix 1 Page 30 Making It Happen Teacher sickness absence – Bute and Cowal Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 No Target 1.97 days No Target FQ2 2022/23 No Target 1.36 days No Target FQ3 2022/23 No Target 2.36 days No Target FQ4 2022/23 No Target 3.61 days No Target This indicator for FQ4 shows the number of sickness absence days has increased since the last reporting period. FQ4 Comment Teacher absence has increased by 1.5 days on the same quarter last year and 1.25 days on the quarter previous. The absence reasons of medical treatment and stress saw big increases in number of days lost over the previous quarter. Responsible person: Simon Easton Teacher sickness absence – Argyll and Bute Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 No Target 1.79 days No Target FQ2 2022/23 No Target 1.22 days No Target FQ3 2022/23 No Target 1.70 days No Target FQ4 2022/23 No Target 2.48 days No Target This indicator for FQ4 shows the number of sickness absence days has increased since the last reporting period. FQ4 Comment Overall teacher absence has increased by almost 3/4 of a day on the same quarter last year and by 3/4 of a day on the previous quarter. The top reason for absence is infections, followed by stress and then medical treatment. Responsible person: Simon Easton Page 108
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Appendix 1 Page 31 Making It Happen LGE staff (non-teacher) sickness absence – Bute and Cowal Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 No Target 4.12 days No Target FQ2 2022/23 No Target 3.76 days No Target FQ3 2022/23 No Target 3.97 days No Target FQ4 2022/23 No Target 4.65 days No Target This indicator for FQ4 shows the number of sickness absence days has increased since the last reporting period. FQ4 Comment The same as Teacher absence LGE absence saw a 1.5 day increase on the same quarter last year and just over half a day increase on the previous quarter. The biggest reason for absence was stress and that saw a 42% increase on work days lost compared with the last quarter. Responsible person: Carolyn Cairns LGE staff (non-teacher) sickness absence – Argyll and Bute Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 No Target 3.57 days No Target FQ2 2022/23 No Target 3.66 days No Target FQ3 2022/23 No Target 3.65 days No Target FQ4 2022/23 No Target 4.04 days No Target This indicator for FQ4 shows the number of sickness absence days has increased since the last reporting period. FQ4 Comment Overall LGE absence has increased by just over half a day on the same quarter last year and just under half a day on the previous quarter. The top three reasons for absence are stress, infections and other musculoskeletal reasons. Responsible person: Carolyn Cairns Page 109
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Appendix 1 Page 32 Making It Happen COI – Increase the percentage of all self-service automated contacts This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 70.0% 79.4% Green FQ2 2022/23 70.0% 75.4% Green FQ3 2022/23 70.0% 72.5% Green FQ4 2022/23 70.0% 72.2% Green This indicator for FQ4 is above target however performance has decreased slightly since the last reporting period. FQ4 Comment In FQ4 there were 36,799 transactions dealt with by customer service agents (27.8%) and 95,336 automated or self-service transaction (72.2%) so the 70% target was exceeded. FQ4 2021/22 2022/23 Mediated 42,712 38,657 Automated 104,938 104,572. Responsible person: Robert Miller Page 110
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ARGYLL AND BUTE COUNCIL BUTE AND COWAL AREA COMMITTEE ROADS AND INFRASTRUCTURE JUNE 2023 SERVICES ROADS AND INFRASTRUCTURE SERVICES UPDATE 1.0 INTRODUCTION 1.1 A Roads and Infrastructure standing report was a fixture on Area Committee agendas throughout the life of the last Council. In the first two rounds of Area Committee meetings in the new Council feedback was sought on the value of these updates, and their format and frequency. Generally Members felt having a standard item was beneficial and it was acknowledged that the Roads and Infrastructure weekly briefings issued to all members each Friday afternoon provide for the main sources of live information on current activities. On top of these briefings there is a bank of resources on the new Member Zone system which include the weekly briefings, subject specific briefings, ad hoc short briefings on issues, relevant previous committee reports, operational service procedures, legislation and Council policies. 1.2 In the last Council the purpose of these reports was to provide an update on service activities but since weekly briefings were introduced around 18 months ago (at the time of writing this report we are on to briefing Edition 97) these have largely superseded the original stated purpose of these reports. 1.3 On the basis of the above this new format has been agreed through the December 2022 round of area committees for this standing item. This format removes duplication for Officers and rather links to existing published information, with additional updates only in the body of the reports if these are specifically requested/noted from previous meetings. The report remains as a standing item and continues to provide the opportunity for Officer engagement at the committee meetings. 2.0 RECOMMENDATIONS It is recommended that the Area Committee: 2.1 Note and consider the contents of this report. Page 111 Agenda Item 8
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3.0 DETAIL 3.1 Roads and Infrastructure Services provides Members with weekly briefings on topical service activities which are all available here. 3.2 As part of the resources on the new Member Zone system there are various key documents available in an online library here. 4.0 CONCLUSION 4.1 This report provides links to existing published information on service activities and provides for the opportunity for Officer attendance and engagement at committee meetings. 5.0 IMPLICATIONS 5.1 Policy – Roads and Infrastructure work to a number of policies across the range of service areas 5.2 Financial – revenue and capital budgets are in place to deliver projects and cyclic work 5.3 Legal – none known 5.4 HR – none known 5.5 Fairer Scotland Duty: 5.5.1 Equalities - protected characteristics – where appropriate EqSEIAs will be carried out to identify any implications 5.5.2 Socio-economic Duty – where appropriate EqSEIAs will be carried out to identify any implications 5.5.3 Islands – where appropriate Island impacts assessments will be carried out to identify any implications 5.6. Climate Change – due regard will be given to climate change with a view to minimising any climate change impact and these will be considered as and when they arise 5.7 Risk – risk managed through toolbox talks, safety briefings and where appropriate risk registers – all of the above are monitored through the RIS leadership and management teams 5.8 Customer Service – none known Page 112
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Executive Director with responsibility for Roads and Infrastructure Services, Kirsty Flanagan Policy Lead for Roads and Transport, Councillor Andrew Kain May 2023 For further information contact: Jim Smith, Head of Roads and Infrastructure Services; or Mark Calder, Project Manager Page 113
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ARGYLL AND BUTE COUNCIL BUTE AND COWAL AREA COMMITTEE ROADS AND INFRASTRUCTURE SERVICES JUNE 2023 CEMETERY MAINTENANCE AND ROADS ACCESS FUND 1.0 INTRODUCTION 1.1 At the Policy and Resources Committee in October 2022 it was agreed that, subject to confirmation of the Crown Estates allocation for 2022-23, to allocate £300,000 towards a Cemetery Maintenance and Roads Access Improvement Fund (£75,000 for each administrative area). This report provides options for approval and has been informed by a meeting with the Bute and Cowal Members. 2.0 RECOMMENDATIONS 2.1 It is recommended that the Area Committee: agree the package of proposals up to the value of £75,000, note that regular updates will be provided via the Roads and Infrastructure weekly briefing. 3.0 DETAIL 3.1 The Council allocated £300,000 of Crown Estate funding to a Cemetery Maintenance and Roads Access Fund, to be split between the four administrative areas (£75k each). A Bute and Cowal business day meeting was held on 3 March 2023 where officers presented some suggestions for use of the Fund and the following proposals were discussed as priorities for members: Area Location Proposed Works Estimated Cost Bute Barone Cemetery New foundation for headstone and a path, upgrade old paths. £15,000 North Bute Cemetery Put in roadway to assist getting hearse closer to lairs at the top of cemetery and upgrade foot paths £10,000 Dunoon Knock down and remove old toilet £10,000 Page 115 Agenda Item 9
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3.2 It is proposed that regular updates on progress will be provided via the Roads and Infrastructure weekly briefing. 3.3 In the future, it is open to the Policy and Resources Committee to consider allocating further funding from the Crown Estates allocation to a second phase Cemetery Maintenance and Roads Access Fund, if Members agreed that this was a good use of funding. 4.0 CONCLUSION 4.1 This report provides the Bute and Cowal Area Committee with options on how to spend the £75,000 that has been allocated from the Crown Estates funding to a Cemetery Maintenance and Roads Access Fund. 5.0 IMPLICATIONS 5.1 Policy – Policy decision taken through P&R Committee for this funding allocation 5.2 Financial – Crown Estate Funding allocation of £75,000 per administrative area. 5.3 Legal – none known 5.4 HR – none known. 5.5 Fairer Scotland Duty: none known. 5.5.1 Equalities - protected characteristics – where appropriate EqSEIAs will be carried out to identify any implications cemetery block/shelter-excavate any service pipes Cowal Cowal Cemetery North extension within existing footprint - drainage and access paths. New fence with possible access into the woodland area on the south side of the cemetery. £30,000 Strachur cemetery Extend the last border in the new extension and form a small area for ash internments £5,000 Millhouse cemetery Extend the turning/parking area and create parking spaces using existing scalping’s to keep the cost down—extend the main road into the cemetery £5,000 Page 116
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5.5.2 Socio-economic Duty – where appropriate EqSEIAs will be carried out to identify any implications 5.5.3 Islands – where appropriate Island impacts assessments will be carried out to identify any implications 5.6. Climate Change – due regard will be given to climate change with a view to minimising any climate change impact and these will be considered as and when they arise 5.7 Risk – risk managed through toolbox talks, safety briefings and where appropriate risk registers – all of the above are monitored through the RIS leadership and management teams 5.8 Customer Service – the works to the cemeteries will help towards improving customer experience. Executive Director with responsibility for Roads and Infrastructure: Kirsty Flanagan Head of Roads and Infrastructure: Jim Smith Policy Lead for Roads and Infrastructure Councillor Ross Moreland May 2023 For further information contact: Tom Murphy, Operations Manager Jim Smith, Head of Roads and Infrastructure Service Page 117
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1 Year One Progress Report Page 119 Agenda Item 10
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2 Contents Foreword ........................................................................ 4 Introduction .................................................................... 5 Key Achievements ........................................................... 6 Children’s Services ............................................................................................................. 6 Child Poverty ......................................................................................................................... 6 Child Protection .................................................................................................................... 7 Violence Against Women and Girls ............................................................................... 8 Adult Protection ................................................................................................................... 9 Community Justice ........................................................................................................... 10 Public Health ....................................................................................................................... 11 Right Care Right Time ..................................................................................................... 12 Adult Care –Older Adults/Adults and Hospitals ..................................................... 13 Learning Disabilities ......................................................................................................... 14 Mental Health ...................................................................................................................... 15 Primary Care ....................................................................................................................... 16 Dentistry ............................................................................................................................... 17 Alcohol and Drug Partnership (ADP) .......................................................................... 18 Allied Health Professionals (AHP) ................................................................................ 22 Carers .................................................................................................................................... 22 Prevention Programme ................................................................................................... 23 Digital Health and Care Strategy ................................................................................ 23 Coporate Services ............................................................................................................. 24 Technology Enabled Care (TEC) .................................................................................. 24 Performance Management and Governance ........................ 26 Introduction ......................................................................................................................... 26 Integrated Performance Management Framework (IPMF) ................................ 26 Key Performance Overview ........................................................................................... 27 Benchmarking ..................................................................................................................... 27 Waiting Times & Long Waits ......................................................................................... 27 Homecare ............................................................................................................................. 28 Residential Care ................................................................................................................. 29 Delayed Discharge ............................................................................................................ 29 Adult Support & Protection ............................................................................................ 30 Resilience in Care at Home (Unmet Need).............................................................. 30 Page 120
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3 Children & Families ........................................................................................................... 31 Community Health ............................................................................................................ 32 Adult Care ............................................................................................................................ 32 Technology Enabled Care & Falls ................................................................................ 33 Child & Adolescent Mental Health & Psychological Therapies .......................... 34 Winter & Systems Pressures ......................................................................................... 34 Financial Performance and Best Value ............................... 35 Financial Performance ..................................................................................................... 35 Financial Performance 2022-23 ................................................................................... 35 Financial Outlook, Risks and Plans for the Future ................................................ 35 Best Value ............................................................................................................................ 36 Appendices ................................................................... 39 Appendix 1 IJB Scorecard ................................................................................................... 39 Appendix 2 HWBOI’s/ Benchmarking .............................................................................. 41 Page 121
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4 Foreword Argyll and Bute Health and Social Care Partnership has experienced another difficult year as we try to recover from the obvious challenges of the past few years. This year the HSCP continued to struggle with workforce sustainability, reduced capacity in the community and backlogs in our waiting times to name just a few. Despite this, the HSCP continues to be ambitious for our communities and this report highlights the positive outcomes the integration of health and social care services can have on individuals, families and the wider community along with the input of those with lived experiences of our services. Our Staff, Partners, Carers and Volunteers continue to demonstrate the upmost dedication, hard work, resilience and commitment to our services. We continue to be thankful and grateful for everyone’s efforts in these difficult times. Sarah Compton-Bishop Fiona Davies Chair of Argyll & Bute Chief Officer of Argyll & Bute Integration Joint Board HSCP Page 122
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5 Introduction Welcome to Argyll and Bute’s Annual Performance report for the year 2021 as required by Public Bodies (Joint Working) (Scotland) Act of 2014. This document sets out how the Health and Social Care Partnership (HSCP) has performed and builds on the information published within previous reports and to provide progress on how we have improved and adapted, reshaping services which are fit for the future. The HSCP is a complex organisation bringing together a range of partners, services and substantial financial resources. The partnership is responsible for meeting local and national objectives and it is therefore important that we publically report on how we are performing against the agreed outcomes that we aspire to. The Annual Performance report provides an opportunity to reflect on the past year. A year that was extremely challenging yet we were still able to celebrate achievements. I thank all colleagues and partners for their ongoing efforts to deliver our vision and essential health and social care services for local people and those most in need, and hope we can all share in the successes of delivering longer, healthier and independent lives. Page 123
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6 Key Achievements Priorities Year 1 Progress Continue to deliver on the Children and Young Peoples Service Plan (CYPSP). The Children and Young Peoples Service Plan work continues, the new Plan for 2023 – 26 is currently being progressed. Continue to deliver on the Corporate Parenting Plan. On track and progress monitored by Corporate Parenting Board and reported to Strategic Group. Continue to monitor and evaluate progress in all our service plans. Progress is monitored and evaluated annually, updated are reported and send to Scottish Government. Develop transformation aspirations for the Service. Work is progressing to ensure more young people are involved in the CYPSP. Develop programme of change in relation to the Children’s Promise Change programme. The Promise is an ambitious 10 yr national transformational change programme for Scotland’s Care system. Local actions embedded in Corporate Parenting Plan and CYPSP. Continue to engage with Children and staff on transformation agenda. We have established 7 locality care experienced participation forums which meet regularly. Work is progressing to ensure more young people are involved in the CYPSP. Evaluate the outcomes of the 2018-2021 Argyll and Bute Equally Safe Implementation Plan. A meeting took place to discuss this but it was decided to delay update in order to align the plan with the Community Justice Plan. Update will take place in 2023. Continue to act as a conduit for information and resources on Equally Safe / Train/ National initiatives for managers and staff. This has been taking place and will continue to do so. Develop project plan for Transforming Responses to Violence against Women and Girls Project. Plan was developed and will be updated in 2023. Priorities Year 1 Progress Child Poverty Action Group to continue to meet and develop actions to tackle the three drivers of child poverty. Child Poverty Action Group has continued to meet and monitor and tackle the three drivers of poverty. Look at impacts of Covid-19 and EU exit; consider what actions are required by the Child Poverty Action Group and its members to address these. This has been done and necessary measures taken by our members; for example extending the Flexible Food Fund and ensuring best coverage by advice services. Produce a formal communications and engagement plan. A Communications and Engagement Group has been formed and there is a draft communications and Children’s Services Child Poverty Page 124
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7 engagement plan that is being worked on. Begin to deliver Money Counts training to staff in Argyll and Bute. This has taken place and is ongoing. There was also the delivery of a wide range of other training events for staff designed to improve awareness and service delivery. Review the Child Poverty Action Plan and assess progress on key areas of work. The plan was reviewed and published in 2022. Reporting duties were met and the report outlined key areas of work. Begin to develop a Data Base to improve monitoring and focus of resources locally. Data has been collated for the plan and other purposes. A new data collection and analysis system “Power BI” is now being developed and will greatly improve our ability to recognise areas of local need. Priorities Year 1 Progress All new Child Protection Committee (CPC) members will receive a CPC induction pack and will meet with Lead Officer to discuss the role of the CP and expectations of CPC members. All CPC members will attend CPC development sessions to contribute to the role and function of the CPC. Members will be required to demonstrate through the delivery of the CPC improvement plan that information is being disseminated within their organisation and that actions attributed to their organisation are progressed and reported to CPC. Induction pack complete. All new members have met with Lead Officer. This is ongoing as and when new members attend. We have recorded via minutes when information has to be disseminated within organisations and what action has been taken. Produce and implement a biennial Strategic improvement plan which will be monitored by the Performance, Quality and Assurance (PQA) using a RAG system. Red actions will be reviewed by PQA and reported to CPC. Plan in place and being monitored. Some slippage due to post Covid challenges and staffing challenges. CPC does not currently have a lead officer so plan needs to be reviewed to ensure on track for rest of 2023. Multi agency training will be delivered using a tiered approach to learning which will include: General contact workforce, Specific contact workforce and Specialist contact workforce. Training has been delivered via online following Covid challenges. Some face to face key training delivered. Training has had to be halted as CPC does not have a training officer – awaiting advert and appointment. Online training can be accessed across partner agencies. This will require to be addressed as soon as the training officer is in post. Develop and implement training framework which supports practitioner knowledge and confidence in working with Child Sexual Abuse which includes Child Sexual Exploitation and child trafficking. This work had to be cancelled last year due to competing practice demands. Will be picked up when the new Lead Officer comes in to post. Domestic Abuse Guidance and Flowchart implementation to be evaluated and regular audits of referrals to be carried out. Domestic Abuse guidance has been implemented however no auditing working has taken place. This should be a priority during 2023. Improved interface between children & adult services particularly where parental mental health substance misuse and domestic abuse are present. One meeting has taken place, but still significant work to align Children and Families and adult processes Joint session between Adult Protection Committee and Child Protection planned for May 2023. Child Protection Page 125
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8 Advocacy services will engage with children on the Child Protection register to understand their experience and to provide the CPC with recommendations as to how things can be improved. CPC receives bi-annual reports from the advocacy worker. The reports provide evidence of face to face engagement with children and seek the views and comments by children and families. CPC find these reports very informative re needs of children on the Child Protection register. Priorities Year 1 Progress Establish a Project Board to oversee the delivery of the Transforming Responses to Violence Against Women and Girls Project. A board has been established although there have been difficulties in arranging some meetings. Use the Domestic Abuse-Informed Practice and Systems: Self-Assessment Tool to establish a baseline for services prior to training and service change measures. The tool was used and the survey stage undertaken; it has not yet been possible to complete the process with the board. Establish working groups to facilitate training and other aspects of the transformation project. Working Groups have delivered on the necessary areas of training and on the research elements of the plan. This will continue in 2023. Research to assess the impact of the Transforming Responses to Violence Against Women and Girls Project, to begin. The first phase of research has taken place, looking at lived experience and staff views of services. A second phase looking at the views of perpetrators will take place in 2023. Roll out of the Safe and Together Model to commence. This has begun and a large number of staff and some managers are currently undertaking training. There has been some delay due to operational reasons. Roll out will continue through 2023 – 2024. Roll out of other training to commence including; Awareness Raising; Routine Enquiry; Zero Tolerance and Commercial Sexual Exploitation. Seven events were successfully delivered and this will continue in 2023-2024. It was not possible to delivery Zero Tolerance as the organisation no longer offers specific training to organisations. Roll out of DASH training to relevant workers. This has been taking place and will continue in 2023. Review the Argyll and Bute Equally Safe Plan. This was delayed due to the need to align with Community Justice Plans. Will take place in 2023. Development of Data Base that will assist us to monitor trends in Domestic Violence and other gendered violence. Whilst some data was collected development of a data base still requires to be done in 2023. Deliver Annual Return from Argyll and Bute to the Improvement Service / National Violence Against Women Forum. This did take place and will be updated in 2023. Violence Against Women and Girls Page 126
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9 Priorities Year 1 Progress Meet the Improvement Plan targets arising from Inspection. Progress made:- We have introduced a trial of a new Chronology format to ensure standardisation and improve quality of chronologies. We have encouraged in person participation in Adult Support and Protection (ASP) case conferences where appropriate and safe to do so. Training has been developed to ensure appropriate use of trained second workers from Health and other disciplines. Through the Council Officer Forum and ASP training we have ensured regular use of case studies and Significant Case Review (SCR) Findings. Staff support is provided by development of Council Officer, Multi-Agency Forums and ASP training. Emphasis is placed on Trauma Informed Practice via revised Codes of Practice dissemination. Further development of Awareness ASP training achieved and targeted at specific groups, to improve knowledge and understanding of ASP process, across the Partnership, and raise awareness within the Community. Implement Code of Practice changes. We have continued to implement Code of Practice revision sharing briefings on changes across the Partnership, including:- Further detail on the 3 point criteria. Clarification on capacity and consent. Emphasis on duty to refer and co-operate in Inquiries. Clarification regarding sharing expectations and the new section on chronologies. Clarification of relationship between inquiries and investigations. Further detail and clarification on visits and interviews. Implement guidance for Primary Care and GP’s. New guidance introduced July 2022, promoted through Adult Protection Committee and Authority wide ASP Action Team. Material passed to NHS colleagues for their attention. Progress audit activity, case files. Investigation undertaken to determine most appropriate platform in order to streamline process. Short life working group to be established to plan audit proposed for May/June 2023. Adult Protection Page 127
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10 Develop issues arising from Initial Case Reviews, Large Scale Investigation findings. Several overarching Adult Protection and Adults with Incapacity themes have been scrutinised and practice improvements made with regard to the findings of an Initial case review. Specifically process around Guardianship/Adults with Incapacity/Mental Health Officer roles, and reviews, Care at Home – Social Work support, financial management where an individual is considered an Adult with Incapacity and there is a requirement for clear lawful authority. Major review of care at home services and financial controls introduced following an Initial Case Review. Develop ‘escalation’ policy. Recognising that ASP case escalation forms part of a wider multi-agency escalation policy the service has contributed to the development of the Partnership’s Complex Case Escalation Protocol. Support staff and communities as recovery from Covid regulation emerges. Emphasis within staff and community awareness training has been placed on neglect and self-neglect (particularly identifying signs and symptoms) increasingly evident in larger numbers since Covid. Staff have been supported to consider best practice in ensuring the Adult remains at the centre of all ASP activity as work practice changes - working from home, online case conferences. Priorities Year 1 Progress Develop a local Community Justice Outcome Improvement Plan, in line with the priorities of the Scottish Government national Justice and Community Justice Strategies. Refreshed National Strategy for Community Justice published June 2022. Associated Outcomes, Performance and Improvement Framework delayed publication date now 01/04/2023. Local plan development progressing well, draft key actions agreed by Community Justice Partnership, statutory consultation process underway. Expected publication date June 2023. Develop strategic and operational links with Third Sector and Children’s Services (Youth Justice) and other key local partnerships. Community Justice Partnership agreed a Youth Justice work stream, in the process of establishing a multi-agency sub group. Third Sector statutory consultation underway in relation to development of the local Community Justice Outcome Improvement Plan. Support and monitor the implementation of the Justice Social Work (Community Justice) Improvement Plan. Justice Social Work Service Plan is complete, Community Justice Partnership scrutiny process in final stages of completion, reliant on the publication of the Scottish Government Outcomes and Performance Improvement Framework due 1 April 2023. Review the learning from the first phase jointly commissioned research report for Violence Against Women & Girls and implement key recommendations. Final report due March 2023. Draft report (excluding analysis and key findings from consultation) received and presented to Community Justice Partnership. Community Justice Page 128
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11 Implement the prison Custody to Community pathway, including performance reporting and monitoring. Proposals for model of delivery agreed by Community Justice Partnership, consultation with wider third sector partners underway. Commissioning additional third sector support in relation to independent advocacy underway. Publication of the Scottish Government Community Justice Outcomes and Performance Improvement Framework delayed until 1st April 2023. Finalise the review of our local Community Justice Partnership. Significant progress has been made in prioritising and streamlining the Partnership. Due to the delay in publication of the national Outcomes, Performance and Improvement Framework, we will finalise during 2023/2024. Priorities Year 1 Progress Develop joint Health Improvement plan between Argyll and Bute and North Highland. A joint two-year Health Improvement plan has been developed between Argyll and Bute and Highland, with a view to delivering some pieces of work NHS Highland- wide where appropriate. The joint workplan was developed using team workshops to identify priorities and then small working groups to refine each topic. As this is a new joint development, it will be monitored for effectiveness. The aim is to improve collaboration and working relationships, share learning and streamline pieces of work where relevant. Local context will always be considered within each workstream. Pandemic recovery - Social Mitigation Strategy: child poverty; financial inclusion; children’s rights; equalities; mental health improvement and support. The public health team contribute to the Child Poverty agenda through the Argyll and Bute Child Poverty Action Group and the Argyll and Bute Financial Inclusion and Advice Group. We have delivered Money Counts training to a range of health, social care, and 3rd sector staff. Deliver on the 5-year implementation plan for Living Well strategy: workforce development; self- management; community link working; physical activity; mental wellbeing; suicide prevention; smoking cessation. Public Health and partners (including Argyll and Bute HSCP, Argyll and Bute Council and 3rd sector) continue to deliver on the 5-year Living Well strategy implementation plan. A mid-strategy report was published and disseminated. This report celebrates the wealth of work undertaken by Living Well partners, the Living Well Networks and via the Living Well capacity building fund over the first 2.5 years of the strategy. It also allows us to reflect on the challenges of the COVID-19 pandemic and how this impacted on self-management and our communities. Finally, this report looks ahead to the future of Living Well and the importance of its links to the Argyll and Bute Health and Social Care Partnership (HSCP) Joint Strategic Commissioning Strategy (JSCS) and Joint Strategic Plan (JSP). Public Health Page 129
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12 The 5-year implementation plan has been reviewed and focused steering group meetings have been agreed to progress any outstanding pieces of work. The Living Well steering group continue to meet bi-monthly. Building capacity for health improvement: education; Living Well Networks; community planning; locality planning groups; engagement; place-based work. The Public Health team continue to build capacity for health improvement in partners and our communities. Our Living Well networks hold quarterly meetings within their local areas which are well attended by members of the community, Third Sector and Statutory sector. In addition, communications, surveys, consultations etc from various sources (e.g. Public Health team, Locality Planning Groups, Third Sector) are sent out by email and social media via the Networks. The Public Health team regularly attend Area Community Planning Groups, relevant thematic Community Planning groups and Locality Planning groups to build capacity for health improvement and coproduction. The Public Health team host bimonthly education sessions open to HSCP staff and Third Sector. Recent sessions included survey design, Versus Arthritis, gambling harm and the Shaping Places for Wellbeing programme. Respond and deliver national strategy and targets – suicide prevention; smoking cessation; Fairer Scotland. The Smoking Cessation team within Public Health continue to deliver a service across A&B that targets the 40% most deprived communities but is available to all residents. The targets set by Scottish Government for NHSH are reviewed regularly to ensure the optimum progress is made towards achieving these. The team are also employing their expertise in working with clients on a 1-1 basis to raise awareness of screening opportunities in line with strategy from the Scottish Government. The Public Health team supports the delivery of the local suicide prevention action plan working with the suicide prevention group. Alcohol and Drug Strategy actions – reduce drug deaths; recovery orientated support. Alcohol and Drug strategy actions are reported under the Alcohol and Drug specific priorities. Priorities Year 1 Progress Unscheduled Care (USC) leadership post in place. Recruitment of Programme Manager start date April 2023. Localities will have agreed actions plans to support the two key areas of improvement. No we re-focused this as an area wide plan rather than on localities. Plan and progress spend on the recurring A sub group has been established to oversee spend in Right Care Right Time Page 130
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13 funding from Scottish Government. relation to Key Performance Indicators, this reports to USC Steering Group. Established working groups with capacity to progress change and support localities. Three sub groups established: Enablers, Community Teams and Discharge without Delay. Focusing on key priorities. Programme Manager will support. Enhancing multi-disciplinary community teams to be responsive, flexible, highly skilled, continually assessing with a re-abling and rehabilitation ethos and high quality end of life care with the skills to provide simple care that currently involves a hospital admission. This will relate to the work of the Community Teams and the care at home strategy group. There is also overlap with the development of the palliative care section of the older adult strategy. Enhance clinical education for all staff develop skill mix, apprenticeships and health care support worker skilled roles. The updated action plan developed by the Community Teams from the Community Standards will be supported in implementation through the Enablers sub group. This forms part of the Enablers sub group. Provide enabling care at home that is effectively commissioned and planned for those who need it, with enough capacity to be provided following assessment at home and at the point of need. A Smarter Commissioning Process has been developed. Assessment of unmet need is ongoing there is a clear process of reviewing unmet need. Longer term focus on re- ablement and care at home modelling is required and being considered through the Care at Home Strategy development. Performance metrics regular reported on. Key Performance Indicators have been developed and will link with the Integrated Performance Framework. Evaluate spend on community teams, unpaid carer services & short breaks, response services, care at home, community palliative care and NHS GG&C delayed discharge. For year 2 Consider models for community services with the aim of minimising different services/staff visiting people in community and improving flow through hospital. As above- linked to Community Teams and Social Work Action plan through the review of Community Standards. What do our communities want to increase support unpaid carers? Engagement on short breaks-looking for short break support at home. What do communities want from HSCP community teams? Limited engagement so far. Agree model that assist us to move towards a National Care Service. Partly related to Getting It Right For Everyone. Priorities Year 1 Progress Support care at home through a challenging winter, linking unscheduled care elements to limit duplication and make best use of the total resource available. Extensive efforts have gone into both reporting and assuring on care at home services including the development of mobile teams to meet unmet need. Smarter Commissioning is being rolled out with providers. A review of this process will provide information required on resource availability and whether this way of working is beneficial to service users and staff. It will also ensure that Adult Care –Older Adults/Adults and Hospitals Page 131
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14 all providers are working collaboratively to deliver the most effective and efficient service possible and will feed into the tender process due next year. A redesign of care at home with relevant support from other disciplines is required. Develop a care at home strategy to agree and monitor key developments to build a flexible and sustainable service. Work has been undertaken to scope the main elements of the care at home strategy which needs to link with internal redesign and timescales for developing the care at home contract. Develop an Older Adult Strategy. We have worked on a number of areas of the strategy focusing on: Care Homes and Housing Palliative and End of Life Care Care at Home Right Care, Right Time There have also been links to National areas of strategy Strategy needs completed and consulted on. Develop a robust plan around winter planning, mapping out all elements of service delivery, what the pressures are and how they impact on each other. We submitted a Winter Checklist to the Scottish Government in November 2022 and a winter plan was developed for Argyll and Bute. We reviewed our operational and governance structures for winter planning and pressures and with refinement we should retain this structure and process for 2023-2024. Work in partnership with providers, supporting elements such as recruitment, training to ensure best use of resources. Additional human resource support has been identified to link recruitment and retention processes with all care providers – internally provided and externally commissioned by the HSCP. These posts will also link to the wider corporate regeneration agenda for Argyll and Bute. Review the use of Extended Community Care Teams (ECCT) and link them to other community services. A review was completed however its scope did not allow for an examination of a changing role for ECCT. This needs to link with redesign of care at home. Complete a building appraisal for internal care homes and develop an overarching care home and housing strategy. This will include the position of intermediate care within Argyll and Bute. The building appraisal has been completed for internal care homes and a Short Life Working Group on repairs is looking to prioritise repairs. Demand modelling was undertaken. The strategy requires further work. Complete a needs assessment and collaborative health and social care plan for Coll, as a template for island approaches. This was completed by the Coll Collaborative Group. Key learning needs to be rolled out to other island communities. Priorities Year 1 Progress Development of A&B specific Learning Disability and Autism Strategies, in line with the A&B HSCP Engagement Framework. Initial scoping work was undertaken, however this required to be paused due to capacity issues. Temporary post currently advertised to lead on the development and implementation of Neurodevelopment Strategy with a full lifespan approach. Review and redesign of Learning Disabilities Day Stage 1 of the Review and Redesign on Day Services now Learning Disabilities Page 132
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15 Services across A&B, working in partnership with H&SC staff, care providers, service users, carers and wider communities to develop future models of support. complete. Redesign of Staffing Structure for Internal Registered Services completed in 2022, with remaining vacant posts currently being recruited to. Stage 2 – the development of services currently ongoing and will be carried over to Year 2 and Year 3 as part of the 3 year action plan for services. Implementation of the actions set out in the Learning/Intellectual Disability and autism – Recovery and Transformation Plan. This is no longer considered a specific priority for the HSCP. Any outstanding actions will be considered as part of the Neurodevelopmental Strategy. Continue to utilise technology and telecare where appropriate to increase independence, whilst ensuring the safety and wellbeing of service users. Ongoing – utilisation of technology and telecare where appropriate has resulted in the removal of many sleepover provision across A&B in order to increase service user independence. Priorities Year 1 Progress Progress planned developments associated with Transforming Together agenda for mental health. Core and cluster has not progressed for mental health services, this needs dedicated project support and commissioning to progress. Community Mental Health Services review and outcomes. The 2018 review outcomes continue to progress such as developing a Mental Health directorate, Consultant sector/locality model, developing Primary care teams and crisis interventions. This agenda was paused through Covid and will be refreshed to ascertain the aspects and recommendations remain outstanding. Psychological Therapies (PT) – we are working with the Scottish government to develop a business case to enhance and develop our PT services across A&B and to assist us to meet the expectations and demand for services in a timely and effective manner. The teams are now realigning to make an A&B wide service under one management structure to ensure better oversight of waitlist and service delivery at tier 3 and 4. We continue to work with the Scottish Government to develop services and capacity planning to address waiting times. In the past 2 years we have realigned Psychological therapies for tier 3 and 4 to develop a team with appropriate governance, oversight and ownership. We recruited a Consultant Psychologist and strengthened the relationship with the Director of Psychology in NHS Highland. The business case was submitted and we continue to apply developing capacity models and standards currently under development. The primary care mental health team have also realigned to work across GP surgeries and to support those presenting with mild and moderate mental health concerns. This team have a Multidisciplinary Team approach and have a wellbeing nurse, Occupational Therapy (OT), guided self-help worker and primary mental health worker in each locality. This is complete and the teams are embedded in each locality. Helensburgh and Lochside are served via a Service Level Agreement (SLA), additional resource was provided to the SLA to secure an OT and wellbeing nurse within their delivery model. The next stage will be determined by the Mental Health and Wellbeing in Primary Care agenda and directives awaited from the Scottish Government. Care Reviews. The reviewing team were required to be redirected to Adult support and protection, however care reviews and care packages are under review by our local teams and through the Care Resource Group process. Inpatient services – addition of a consultant This Consultant post has just become vacant and in the Mental Health Page 133
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16 psychiatrist for the inpatient unit 3 days per week. Recruitment of Registered Mental Nurses remains fragile due to the national shortage and the inpatient environment holds large vacancies, support around recruitment and retention is well under way across NHS Highland. process of being re-advertised. We are attempting to source a locum in the interim period, and cover is being provided by our sector General Adult Psychiatry Consultants. The inpatient ward remains very fragile, recruitment continues to be very challenging. We secured retention and recruitment premium of £5k per annum to offer Band 5 RMNs to maximise recruitment opportunities alongside the offer of shared accommodation in our newly refurbed flats, however uptake to date has been nil. Concentrated targeted communications and advertising is ongoing to maximise our options. Additionally, last year we developed our earn to learn scheme, this scheme is in collaboration with open university whereby we have recruited new Health Care Workers specifically to train. This pilot has gained interest and is being piloted in Tayside also, we hope to offer a further 3 places this year to continue succession planning. Priorities Year 1 Progress Establish immunisation teams to administer vaccines in all localities and assess recruitment priorities based on the impact on workload of delivering Covid vaccines and the additional flu vaccine cohorts. Majority of vaccinations will be carried out by HSCP nursing teams by March 2023. Full flexibility for island practices to continue to provide vaccinations. Develop an HSCP model for travel health and travel vaccinations. Service Level Agreement with community pharmacists has commenced in some areas. Recruit to primary care nursing posts as agreed in the Primary Care Modernisation Implementation Plan to support community treatment and care and some aspects of urgent care. In progress Implement transitional arrangements where practices continue to provide some services. In progress Provide information of what services will not transfer from GP practices as an outcome of the rural options appraisal process. The Scottish Government and Scottish General Practitioner's Committee of the British Medical Association (SGPC) will negotiate a separate arrangement including funding for these practices who will continue to provide services after 1 April 2022. Agreement reached; discussions with the rural practices ongoing. Contribute to review of sustainable services on the island of Coll. Ongoing Primary Care Page 134
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17 Priorities Year 1 Progress Post-covid recovery. All current clinics have recovered, but there remain staffing pressures due to covid related absence. Staffing levels are tight, but we remain flexible and will rearrange staffing at short notice to accommodate clinics. There are rare times when due to staff illness this is not possible. Restarting all non-urgent care. All no-urgent care restarted. Significant waiting times but in line with rest of Scotland. This has no bearing upon General Dental Service Provision. Identification of service needs and associated development. Service need identified: Kintyre and Mid Argyll area. There is limited provision for Personal Dental Service (PDS) services in these areas. Redesign of service provision to allow flexibility and greater provision of dental care in this region for priority groups. National Dental Inspection Programme provision, which is mandated by Scottish Government is challenging. Clinical staff are being used to fulfil this at present Development of current services for Island communities and priority groups. Discussion with General Dental Practitioner Islay regarding contracting to provide PDS careScoping Mobile dental service (limited provision) and in collaboration with Coll and Colonsay Communities. Tiree dentist and DHT visiting Coll regularly. Mull clinic remains extremely busy. Over 3000 patients registered. Long waiting list. Only service provider on the island15 of 17 care homes have nominated dentist. (Islay and Campbeltown – Islay potential for GDP to take over). Advanced care options for priority group’s patients – General Anaesthesia or Intravenous (IV) sedation services for complex care cases/anxiety cases. Currently no provision for this within A&B staffing cohort. External referral to NHSH North or GGC is only route for these patients. Increasing access for patients in assisted and looked after accommodation settings. Domiciliary dental care has resumed. Caring for Smiles Programme for Care Home staff has resumed. 14 care staff signed up to take qualification. Oral health care shop to provide oral healthcare items at cost price to care homes piloted and successful. Increase skill mix in association with in-house training and also NHS Education Scotland partners. AWI training offered to all dentists. A either qualified or allocated to training. Inhalation sedation training to Helensburgh, Dunoon and Oban. Associated support staff identified for training. Clinicians peer review group meetings – Continuing Professional Development Motivation, Action and prompts (MAP) behaviour change and Oral Health improvement training for all Public Dental Service sites. Team building. Regular team meetings and 1 to 1 meetings as standard. Senior Management Team to Mull for team building Dentistry Page 135
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18 exercise Standardising processes. Single point of referral in final stages with Scottish Care Information (SCI) gateway Standard Operating Procedures. Fixed term recruitment in Orthodontic services. Unable to recruit. Accessing Consultant services on temp contract (weekends currently). Looking at agreement with NHSH North for permanent solution for weekday clinics. Scoping of in-house development of SDO for Orthodontic services. Senior Dental Officer development underway. Mentoring by Consultant in NHSH North PAYs in establishment take to advert to increase staffing numbers. Complete. Meeting with finance in 2 weeks to review. Capital funding application for service improvements. Capital funding applications being prepared Tiree, Mull, Mobile Dental equipment. Co-located sites, increase communication with corporate bodies and GDP services. Lines of communication open to facilitate good working relationships. Priorities Year 1 Progress The ADP strategy. The work of the ADP is informed by a strategy that covers the period of 2020-2023. The strategy has 4 pillars: 1. Prevention and early intervention 2. Developing recovery-oriented systems of care 3. Getting it right for everybody 4. Public health approach to justice Updates on some of the work covered under this strategy is provided below however the majority of updates are provided under the remaining ADP priorities below. Planet Youth The ADP provided funding for two secondary schools to take part in the Planet Youth approach to substance use prevention through a community collaborative approach. Planet Youth surveys were used to inform strategies within each of the schools and communities. This baseline data is important for measuring the impact of this approach and will allow schools to identify priority areas for development. This work is ongoing and additional funding will allow this to be rolled out to further secondary schools. S3 Drama “You Are Not Alone” The ADP continues to contribute funding to the S3 Drama which is delivered across secondary schools in Argyll and Bute. This has continued to be delivered via a filmed performance. The performances provide an opportunity for young people to engage in Alcohol and Drug Partnership (ADP) Page 136
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19 questions, understand support that is available and connect with other services. Planning for the return of the live performance for March 2023 is already underway. The ADP also offer professional learning to education staff in relation to substance misuse to support staff in the development of high quality and relevant PSHE programmes. The ADP work in line with the strategy and a strategy refresh for 2023-2024 is being developed following a successful ADP strategy day in February 2023. Initiate MAT standards. The Drug Deaths Taskforce was set up in September 2019 and prioritised the introduction of standards for Medication Assisted Treatment (MAT). The aim is to reduce deaths, and other harms and to promote recovery. The standards provide a framework to ensure that MAT is sufficiently safe, effective, acceptable, accessible and person centered. In discussion with the MAT standards Implementation Support Team (MIST), partners produced a project specification document to initially implement MAT in Cowal & Bute. Dedicated co-located teams will work in partnership to provide appropriate and evidenced access to medication assisted treatment that promotes harm reduction and a whole person approach. The MAT steering and implementation groups continue to meet regularly to progress the implementation of the standards in Cowal and Bute. Learning from this will be used to scope roll out to other Argyll and Bute areas, a process which is supported by Public Health Scotland and Healthcare Improvement Scotland. Increase access to residential rehab. A new residential rehabilitation pathway has been developed for use in Argyll and Bute, to support those seeking residential rehabilitation and/or detoxification. This was developed via a Residential Rehabilitation Group, which was formed to ensure all partners who would be involved in care and support before and after residential rehabilitation would be involved in the discussions to enable clients to maintain the benefits of residential rehabilitation. This is a partnership of third sector, NHS and Council member. Historically referrals to residential rehabilitation were made only to Phoenix Futures in Glasgow and Kings Court in Tighnabruaich, the number of organisations that can be referred to has increased. The pathway encourages pre and post rehabilitation Page 137
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20 support to maximise support for the individual. In financial year 2021-22 eighteen people were approved for residential rehabilitation and/or detoxification, twelve were men and six were women. Develop a revised approach for children and young people’s support. The existing school-based support service continued to deliver throughout 2021/22. There was evidence that the interventions resulted in improvements in young people’s lives and had a positive impact on families. A needs analysis was carried out in 2021 by an independent organisation to map and match current service, identify service gaps and adapt or commission new services to meet the identified needs of young people across all communities. Work is ongoing to respond to the needs identified. Initiate the whole family approach strategy. Argyll & Bute’s first Family Support group was established, with the support and funding from the ADP, in Helensburgh in October 2018 by two family members with experience of caring for and living with someone with drug and/or alcohol dependency issues. With their support, a second group was established in Dunoon. Work is ongoing to implement the Whole Family Approach across all localities of Argyll and Bute. Increase access to advocacy. A partnership was established by the ADP involving Lomond & Argyll Advocacy Service, Scottish Recovery Consortium and Reach Advocacy to train people with lived experience as Peer Advocates (recovery advocacy peers). The partners successfully recruited and trained 4 individuals from across Argyll and Bute as Lived Experience Advocates. All four successfully completed the Reach Advocacy Rights Based Approach SQA Advocacy Award. Advocates work closely with the substance use support teams in localities supporting the needs of their communities and encourage people to access the types of supports that enable their recovery journeys. Lomond and Argyll Advocacy Services will play an important role in the delivery of MAT Standards in Argyll and Bute and the recovery advocacy Team will also all complete interview training, interviewing service users about their experiences of MAT. The Group Recovery Advocacy’s work has been valuable and the voices of people in recovery have helped shape some developments and improvements within Argyll. Scottish Recovery Consortium aim to establish a Page 138
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21 National Network of Peer Advocacy Services and will look to Argyll and Bute as a model of good practice. The combination of national and local based partners helped secure the funding for this project and it is hoped the establishment of a National Network will help develop and support this service as we move forward. Work with criminal justice to create a continuation of shared care. The ADP, in partnership with Community Justice, Criminal Justice, Police Scotland and We Are With You, established a Police Custody to Community pathway for people who wished to speak to a member of staff from We Are With You. The offer of support is not limited to those with identified needs associated with their use of alcohol or drugs but, by using the ADP Recovery Orientated Systems of Care (ROSC), can link into a wide range of services and opportunities. We Are With You function as a first point of contact and link people into the appropriate service providers on their release from custody. A pathway has been developed to allow continuation of care and Opioid Substitution Treatment (OST) for someone who is entering prison. If an individual is admitted to prison, there is contact between the prison and the service prescribing OST to confirm both the prescription and the willingness of the service to continue this on release. Due to the challenges of the pandemic, this pathway requires review. The ADP and Community Justice continue to work on the development of the pathways for those people leaving Prison and returning to Argyll & Bute. Central to this is the need to ensure all are provided with Naloxone on liberation and continuity of care where OST is prescribed. Argyll & Bute prisoners can be held in a range of prisons and work is ongoing to ensure an equitable approach. Prior to release from prison, contact is made to substance use service providers in order to continue with any clinical treatments in the community. This has worked well for the continuation of prescribed methadone and buprenorphine. Page 139
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22 Priorities Year 1 Progress Continue to develop standard tools and process for establishment setting ready for cycle three. Agree establishments for A&B teams. First cycle reported to SLT and supported with investment and service redesign requirements over next year. Cycle two planned spring 2023. Health & Care Staffing Act implementation in 2024. Develop a dashboard for visible demand and activity data for AHP teams. Work underway with Performance Management Team. IMPF submission for AHP’s complete. Working on process for collating all AHP minimum data for analysis. Work with MS365 for daily activity App Scope offer of first contact physiotherapy to remote and rural practices. Project progressed with fixed-term band 7 physio to establish plans for smaller practices. Currently 16 out of 31 practices have FCP service which is 80% of Argyll and Bute’s total Population All AHP staff to do Health Behaviour Change training and review the professions offer to prevention. Training offered, 6 AHP attended, plan in place to recruit further staff for TURAS module. Service pressures have impacted. Review of recruitment within AHP professions and enhance skill set opportunities g. Increase number of advanced practice roles, therapy assistant support to qualify as an AHP. New admin & assistant roles being trialled in Occupational Therapy, Podiatry, Learning Disabilities and Paediatrics. No progress with work-based professional apprenticeships due to national issues. Increasing number of overseas recruits. Priorities Year 1 Progress Continue to work closely with our Carer Centre Services to deliver on A&B Caring Together Strategy. We continue to meet regularly, attend training and development events. We will develop a Carer APP which will assist in the sharing of information and provide guidance to carers. Young Carer App developed and now in use. There will be a learning and development plan to support implementation and knowledge of the Carers (Scotland) Act. In progress There will be multi-agency guidance for our workforce on identifying, supporting, listening to and involving Carers during the planning of services and recognising their involvement as an equal partner in care. This will include guidance on how we communicate and work together. Developed and out for feedback. Will be in place by end of April. Develop and implement processes to ensure that Carers Support Plans, Young Carers Statements, and Emergency Plans are completed, and the information is shared across all services as agreed. Completed We will increase Communication and engagement; ensuring carer’s voices are heard. Produce an In Progress Allied Health Professionals (AHP) Carers Page 140
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23 Engagement framework. We will work collaborative with Carers and Carer centres to create a Carer Pathways. Completed We will work to develop guidance to support carer visibility and involvement prior to hospital discharge. Completed , Poster, Leaflets Review and update of our Caring together strategic plan. Delayed as awaiting the new National Carer Strategy. Increase our involvement with education and raising Young carer Awareness. Brought forward from year 2 completed. Priorities Year 1 Progress Establish Health Behaviour Change training within the HSCP. Health Behaviour Change training has been rolled out Communication & engagement plan developed and rolled-out. Changed to Co-production of Community assets (Strand 2 of programme) A co-production plan has emerged with partners in Live Argyll, Argyll & Bute Council, MacMillan & Third Sector Interface. We are engaging with Living Well Networks and Locality Planning Groups. Co-production planning is arranged top focus on delivery of the Living Well Strategy priorities with a focus on building community assets. Collate ideas to increase prevention and early intervention in preparation for National Care Service roll-out. (Strand One of programme) We have drafted an options appraisal around developing a 12 week Wellbeing & Physical Activity programme and are progressing to exploring funding opportunities. Priorities Year 1 Progress Implement the new ECLIPSE IT system and increase the number of community health staff using the single health and social care IT system. On course for completion May/June 23. Join up our HSCP teams by improving NHS systems and Council systems for easier data sharing. Enhance communication and collaboration using MS Teams federation. Phase 1 of federation completed. Provides instant messaging, calendar access and presence management. Phase 2 of this national project timescale still to be agreed Complete the final phase of our “Drone” beta service for clinical logistics in the West of Argyll leading national innovation in the use of this technology in the Scottish Health service. Phase 1 and 2 complete. Phase 3. In essence this is a 6 month “Beta test” with a live logistics delivery service programme. This would be the final stage of establishing the integration of “beyond visual line of sight” (BVLOS) drones into our normal clinical logistics transport network. Digital Health and Care Strategy Prevention Programme Page 141
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24 Priorities Year 1 Progress Work on finding a digital solution within the pilot area. Digitally ready devices are being rolled out both as and when clients switch to a digital line and for all new clients in the Oban and Mull areas. Continue to promote digital care across the HSCP ensuring no digital exclusion in Argyll & Bute. We continue to promote our service utilising newsletters, roadshows etc and working alongside colleagues to ensure familiarity with digital care solutions available. Digital exclusion is still an ongoing issue and will be nationally, we know for some of our more remote residents eg those living on the islands this is a risk and we are working with the LPGs, Living Well Coordinators etc to ensure this is minimised. Ensure TEC is a core service embedded in all aspects of delivery of care. We are working to ensure TEC is wrapped round our patients and clients at every stage of care delivery. We have Technician presence at MDTs, virtual ward meetings etc. we are cross referencing hospital admissions with TEC clients, which allows us to prioritise those most in need. Encourage promotion of all services throughout patients/clients journey. We recognise the changing need of patients and clients as they journey through services, we are working to promote remote health monitoring across primary care, TEC based solutions when patients require secondary care and ensure this support is ongoing. Supporting colleagues to feel more comfortable using TEC available as a resource to support their delivery of care and free up time for direct patient care. We continue to work to upskill colleagues to work with TEC. Examples of this are the work we are doing to address those on the unmet need list, working with the Mental Health teams to direct referrals into the Silvercloud programme. Frequent callers will be highlighted. Continue to develop NHS Near Me clinics to support clinicians in delivering remote clinics and supporting patients to attend appointments without the need to travel. We are promoting the use of Near Me wherever possible, working with the islands in particular as part of the Digital Hub development. Promotional materials are being heavily utilised to increase awareness of the option to have consultations and appointmens via Near Me, especially when these are to occur in Glasgow sites. Priorities Year 1 Progress Identify estate rationalisation opportunities as part of Councils “Our Modern Workspace” project. This work is ongoing within the Council with the creation of “Working from Home” policies to support new ways of working. Implement the new ECLIPSE IT system and increase the number of health staff using the single health and social care IT system. On course for completion May/June 23. Join up our HSCP teams by improving NHS systems and Phase 1 of federation completed. Provides instant Technology Enabled Care (TEC) Coporate Services Page 142
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25 Council systems for easier data sharing. Enhance communication and collaboration using Microsoft Teams federation. messaging, calendar access and presence management. Phase 2 of this national project timescale still to be agreed. Obtain funding and expand our electric vehicle charging point infrastructure by 30 and our electric vehicles by 35. The HSCP will have installed 30 additional charging points across A&B and has placed an order for 53 Electric vehicles. Complete the final phase of our “Drone service” beta service for clinical logistics in the West of Argyll leading national innovation in the Scottish Health service. Phase 1 of this project, a proof of concept, was conducted in June 2020 Phase 2 piloting a “live” service in February to May 2021 covering Mull and Iona Community Hospital, Easdale Surgery, Mid Argyll Community Hospital and Integrated Care centre Lochgilphead and Lorn and Islands Rural General Hospital Oban. Following the success of these previous phases, the Unmanned Drone Logistics project is moving to its final critical test stage – Phase 3. In essence this is a 6 month “Beta test” with a live logistics delivery service programme. This would be the final stage of establishing the integration of “beyond visual line of sight” (BVLOS) drones into our normal clinical logistics transport network. Skyports has obtained funding from the European Space Agency and the UK Space Agency to operate this service under a “Transponder Mandatory Zone” (TMZ) airspace structure which would be the first in the UK to be used for BVLOS medical deliveries. What this means is that crewed and un-crewed aircraft such as the drones operating in this project can fly together in unsegregated airspace. This allows us to move away from restricted air corridors which other aircraft cannot access while greatly improving the integration of un-crewed aircraft into current airspace structures. This integration piece is the crucial ‘unlocker’ of permanent BVLOS drone medical deliveries in the UK. Page 143
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26 Performance Management and Governance Introduction This year has seen the move from the post-COVID remobilisation of services using the designated Framework for Clinical Prioritisation to focussing on the management and reduction of Long Waits and preparation for winter pressures. From October onwards health and social care services across Scotland experienced an extensive increase in the prevalence of Flu, Covid19 in addition to expected winter illness and system pressures. As such the Scottish Government Health Department directed HSCPs to focus on additional actions and performance measures to look at the impact of additional funding and address these pressures. A National Response Group was established to monitor and drive improvement with regards to the reduction of Delay Discharge across Scotland to support the acute inpatient pressure and enhance flow patient through hospitals. Both HSCPs and Health Board were required to adopt five key action areas to address these pressures, alongside monitoring and reporting of additional performance measures to evidence impact and support progress. The five areas of focus were: 1. Delivering a different model of care for a short period, e.g. move to critical/life- saving care only and postponing planned activity. 2. Opening / procuring additional capacity in social care e.g. intermediate care beds. 3. Moving staff to areas of pressure across acute and community and care services. 4. Increased engagement with 3rd sector providers commissioning enhanced services to address unmet care need and prevent admission. 5. Lighter touch governance arrangements with regard to criteria for discharge and inspections Integrated Performance Management Framework (IPMF) The focus for 2022 has been the development of the Integrated Performance Management Framework to ensure that the drivers for performance improvement are those that matters most to the service both operationally and strategically. The overall focus of the IPMF was to establish a collaborative performance framework that offered improved performance visibility across the HSCP and real ownership. This steps away from previous traditional management of performance and replaces the Pyramid Balanced Scorecard, the IPMF is scheduled to go-live in April 2023. The new governance arrangement will mean that future performance reporting will be scrutinised by the Clinical & Care Governance Committee Page 144
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27 The monitoring and reporting of performance using the IPMF ensures the HSCP is able to deliver against key strategic priorities, national data demands and the Strategic Plan objectives and service priorities; Key Performance Overview This overview uses calendar year (Jan- Dec) for 2022, this ensures that there is data continuity linking previous and new reporting using full year data. Latest performance against the IJB Scorecard measures is presented at Appendix 1. Note this is impacted by unavailability of data – we are awaiting advice from Public Health Scotland (PHS) on the publication and use of National Indicators reported within the Health and Wellbeing Outcome Indicators (HWBOI) and Core Suite data. PHS has confirmed 2022 update will not be available until Jun 2023 earliest. PHS also advise that Ministerial Steering Group data is impacted by Scottish Morbidity Record (hospital episode / admission records) completeness across a six month lag period, therefore any data reported within this lag period should be treated with caution. Benchmarking Benchmark performance makes a comparison with the seven identified rural HSCP’s and against the Scottish average. Performance across the 20 HWBOI, Argyll & Bute HSCP noted ** (**%) indicators performing above the Scottish average. Performance against the other HSCP’s for these indicators notes that Argyll & Bute had an overall **% success rate (Appendix 2) ** Note we are awaiting further advice from PHS on publication and use of National Indicators reported within the HWBOI and Core Suite data. PHS has confirmed 2022 update will not be available until Jun 2023 earliest. Waiting Times & Long Waits On average the overall number of people on the Out Patients Waiting List (OPWL) has seen an increased by 36% across 2022 against previous years data. This is show in terms of a monthly increasing trend across the year, with the lowest recorded in February (n=1268) against a peak of (n=2130) for December Across 2022 the overall number of people on the OPWL breaching beyond 12 weeks has increased by 150% for 2022 against previous years data. This is represented by monthly Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2022 1364 1268 1500 1466 1627 1783 1926 1866 1870 2035 2026 2130 2021 1266 1211 1122 1290 1259 1287 1316 1311 1314 1357 1284 1323 0 500 1000 1500 2000 2500 New OPWL - 2021 & 2022 2022 2021 Linear (2022) Page 145
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28 increasing trend across the year, with the lowest recorded in February (n=286) against a peak of (n=750) for December. The overall number of people on the OPWL Long Waits breaching beyond 52 weeks has decreased by 69% across 2022. This is reflected by a monthly decreasing trend across the year with a peak of (n=13) for January and the lowest recorded point in December (n=4). Homecare For 2022 there was a 2.7% increase across the year with regards to the total number of homecare hours against the previous year, this was offset with a slight reduction in the average number of homecare clients in receipt of a service. Peak months for the delivery of the homecare hours were March to July with a reducing trend from July (n=103,574) to November (n=95,841). Trend analysis for 2022 with regards to overall number of homecare clients in receipt of a service noted an increasing trend from February (n=1481) peaking in July & August (n=1588). From August there is a rapid decrease in the overall number dropping to (n=1482) in December. Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2022 300 286 317 335 369 435 448 415 504 563 579 750 2021 471 427 299 302 272 245 244 277 311 323 276 309 0 200 400 600 800 New OPWL Breaches > 12 Weeks - 2021&22 2022 2021 Linear (2022) Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2022 1,509 1,481 1,494 1,510 1,534 1,548 1,558 1,558 1,525 1,522 1,492 1,482 2021 1,550 1,534 1,549 1,525 1,517 1,522 1,499 1,513 1,516 1,519 1,514 1,509 1,400 1,450 1,500 1,550 1,600 Number of Homecare Clients 2021 & 2022 2022 2021 Linear (2022) Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2022 13 6 6 4 9 10 10 9 5 4 7 4 2021 98 105 93 84 78 56 47 48 36 35 22 17 0 50 100 150 OPWL Long Waits > 52 Weeks - 2021&22 2022 2021 Linear (2022) Page 146
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29 Residential Care Performance with regards to the total number of people in residential care notes a relatively flat trend for 2022, with an overall 2% reduction in the total number of people in a care home against previous year performance. June to September suggests some potential seasonality in the data with this year and the previous year sharing a reducing trend across October to December Delayed Discharge Delayed discharge performance for 2022 notes an increasing trend across the year with a 53% increase in the average number of delays when compared against data for 2021. Alongside this was a 66% increase in the average bed days occupied by those delays. Monthly performance noted seasonal increases in March, October and December, this pattern is replicated in the 2021 data. Statistically across each month the increase in bed days occupied was not directly attributable to an increase in the overall number of delays, peak months were July, October and December. May and June noted a small increase in the number of delays but with a significant increase in the time beds were occupied. Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2022 549 554 570 564 563 557 552 561 564 574 559 557 2021 598 594 611 611 569 548 558 556 557 553 556 546 500 520 540 560 580 600 620 Number of People Months Number of Care Home Residents 2022 & 2021 2022 2021 Linear (2022) Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2022 478 388 434 419 435 475 734 687 586 894 663 860 2021 413 197 246 141 112 241 315 363 324 535 287 370 0 200 400 600 800 1000 Bed Days Occupied in Month 2021 & 2022 2022 2021 Linear (2022) Page 147
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30 Adult Support & Protection From the most part duty to enquire activity noted a very similar trend as the previous year, with a variance increase in 2022 from May to August. This increase in activity was recovered from September onwards with both years noting a slight decreasing trend for November to December. On average duty to enquire activity was reduced by 13% for 2022 as compared to 2021 and with regards to Investigation and Risk Assessments completed, notes a 5% increase for 2022 against the previous year. Resilience in Care at Home (Unmet Need) The reporting of unmet need commenced in August 2021 in line with a weekly requirement from the Scottish Government. Part of this return looks at the number of people waiting for a care package and the associated hours. Average data for 2022 across the number of people noted (n=64) for the year against an average of (n=591) hours. Comparison with the previous year 2021 is limited due to the part year data available. The trajectory for the number of people waiting noted a slightly increasing trend, however there is not a strong correlation with increasing weekly numbers of people and increases in associated care hours. 0 200 400 600 800 1000 3-Jan 3-Feb 3-Mar 3-Apr 3-May 3-Jun 3-Jul 3-Aug 3-Sep 3-Oct 3-Nov 3-Dec Hours Months Number of People & Hours of Care 2022 Number of people Hours Linear (Hours ) Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2022 19 36 32 30 21 31 39 45 23 29 49 32 2021 20 36 32 24 24 20 23 28 32 27 42 27 0 20 40 60 Numbers Months Adult Support & Protection- Duty to Enquire 2021& 22 2022 2021 Linear (2022) Page 148
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31 Children & Families Overall numbers of assessments completed for 2022 noted a 7% reduction, with a relatively flat trend across the year. The data notes variance across the year and an erratic and reducing monthly trend from May onwards. There is a suggested impact of seasonality with regards to a reduction in activity across school holiday time, June and July. With regards to the overall number of Care Experienced Children there was a 6% reduction for 2022 against the previous year average. Monthly trend analysis noted for 2022 an increasing overall trend from June onwards, peaking in August with a relatively flat performance up to and including December. The numbers of children on the child protection register noted a decrease against previous year activity. The average for 2022 noted a 35% reduction against the data for 2021, with a drop in activity across June & July, suggestive of seasonality and potential impact of school holidays. The data identified four distinct periods of increased numbers of children on the register across the year February (n=35), March (n=28), May (n=29) and August (n=27), although general monthly numbers remain statistically low. February notes the highest number of children registered, against (n=21) in November. Initial contacts data identified a reducing trend for 2022 against previous year, this equates to an overall reduction of 12% against 2021 data. The data for 2022 noted an erratic monthly trend with the most significant reduction in contacts from May (n=319) to (n=90) in December. This trend is in direct opposition to the previous increasing monthly trend for 2021 data. Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2022 146 146 143 145 144 143 147 151 147 145 143 145 2021 164 161 159 157 156 150 152 151 150 151 151 147 130 140 150 160 170 Number of Care Exeperienced Children 2021 & 22 2022 2021 Linear (2022) Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2022 33 35 28 27 29 24 22 27 25 22 21 22 2021 30 40 45 37 34 35 32 35 37 38 42 37 0 20 40 60 Number of Children on the Child Protection Register- 2021 & 22 2022 2021 Linear (2022) Page 149
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32 Community Health The number of community assessments commenced in the month noted a gradual increasing trend for 2022, with an average overall yearly increase (8.5%) in the number of assessments commenced against data for 2021. Trends across the months highlighted the highest number of assessments were in May (n=12,251), this is a 1.4% increase against the highest recorded monthly number (n=12, 076) in 2021. Previous volatility in the monthly 2021 data is offset by a more stable baseline in 2022. Adult Care Adult care initial contacts noted an average reduction of 18% against data for 2021, this was countered by a general increasing monthly trend peaking in November (n=496) from a baseline of (n=322) in January. Trend analysis across both 2022 and 2021 noted more stability for 2022 against an erratic decreasing data trend of 2021. Conversion of initial contacts to assessments highlighted a 24% overall average reduction for 2022 against the previous year. The trend across the year was relatively flat in trajectory, peaking in March (n=263). Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2022 322 361 429 387 438 405 410 410 402 445 496 360 2021 632 641 645 481 573 427 455 504 344 384 411 333 0 100 200 300 400 500 600 700 Adult Care Initial Contacts 2021/22 2022 2021 Linear (2022) 0 5,000 10,000 15,000 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Community Assessments Commenced in the Month 2021 &22 2022 2021 Page 150
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33 Technology Enabled Care & Falls Telecare performance for 2022 noted a 1.5% increase against the previous year performance with regards to the actual number of clients in receipt of a service. From Jan- May the overall trend was flat, from June there was a sustained increase in numbers peaking at (n=1955) in October against (n=1906) for the same month in the previous year. On average the overall number of falls recorded within the context of a Technology Enabled Care response reduced by 6% for 2022 against previous year data. The drop in overall reporting was against a monthly increasing trend across the year with the lowest recorded in January (n=46) against a peak of (n=83) for December. Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2022 1921 1922 1910 1918 1917 1945 1942 1953 1947 1955 1951 1952 2021 1898 1916 1915 1930 1880 1906 1920 1924 1915 1906 1915 1922 1840 1860 1880 1900 1920 1940 1960 1980 Number of Clients in Receipt of Telecare 2021 & 2022 2022 2021 Linear (2022) Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2022 46 63 65 67 55 55 80 78 61 67 69 83 2021 69 77 94 88 68 76 67 72 60 63 46 59 0 20 40 60 80 100 Telecare Recorded Falls- 2021&22 2022 2021 Linear (2022) Page 151
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34 Child & Adolescent Mental Health & Psychological Therapies Whilst CAMHS performance for the year 2022 noted an overall reduction of 14% of people on the waiting list compared with 2021, there has been an increasing trend in the latter part of 2022, with months Sep-Dec reporting 53% increase against the August low point. On average the overall number of children on the CAMHS waiting list fell by 14% for 2022 against previous year’s data. The drop in overall reporting is against a monthly decreasing trend across the year with the lowest recorded in August (n=71) against a peak of (n=263) for May. This decrease reflects a period of systems data cleansing with a focus on legacy PMS system recorded waits. On average the overall number of waits for Psychological Therapies rose by 19% for 2022 against previous years data. Overall reporting indicates a monthly decreasing trend across the year with the lowest recorded in December (n=244) against a peak of (n=304) for February Winter & Systems Pressures Since Jan 2023, Winter & Systems Pressures have been monitored in line with the SG Integrated Performance Framework focussing on Resilience in Adult Social Care, looking closer at patient flow through Urgent & Unscheduled Care, increased support for Interim Care Home Placements, and improving the rate of Discharges without Delay. Argyll and Bute’s current performance in these areas is presented in Appendix 3. Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2022 212 239 224 257 263 168 142 71 90 97 101 109 2021 188 169 188 150 181 187 186 196 230 244 191 207 0 50 100 150 200 250 300 CAMHS - 2021&22 2022 2021 Linear (2022) Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2022 293 304 291 294 294 288 296 290 289 266 244 244 2021 173 186 202 254 265 288 184 218 206 219 261 290 0 50 100 150 200 250 300 350 Psychological Therapies 2021&22 2022 2021 Linear (2022) Page 152
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35 Financial Performance and Best Value Financial Performance The IJB is committed to the highest standards of financial management and governance. It is required to set a balanced budget each year and seeks to deliver Health and Social Care Services to the communities it serves within the envelope of resources available to it. Financial performance is reported in detail to the IJB at each of its meetings and to its Finance and Policy Committee which meets on a monthly basis. It also publishes its Annual Report and Accounts which are subject to independent external audit. This section provides a summary of financial performance for 2022-23, our approach to ensuring that we deliver Best Value and outlines the future financial outlook and perceived risks. Financial Performance 2022-23 The IJB set a balanced budget for 2022/23, and is delighted to be able to report an underspend against the resources made available to it during the year. This is an excellent outcome as it enables the HSCP to progress key Transformation projects and importantly helps it manage the financial challenges facing the health and social care sector in future years. It is acknowledged that a number of factors contributed to this improved position including delivery of savings, improved financial management and governance and additional funding allocations from the Scottish Government. It is also the case that the HSCP has continued to experience difficulties in recruiting staff during 2022/23 which has contributed to the positive financial position but has resulted in on-going service challenges. The final revenue outturn for 2022/23 was an underspend of £9.1m against the resources available to the HSCP, which totalled £341m. This underspend has been retained by the HSCP within its general reserve and it is intended that it will be invested in 2023/24 on service transformation and will enable to HSCP to cover its budget gap in 2023/24 from within its own resources. The following table summarises the financial performance against budget analysed between Health and Social Work related services. Service Actual £ Budget £ Variance £ Variance % Social Work Services 89,184 92,740 3,556 3.8% Health Services 242,496 242,497 5,542 2.2% Grand Total 331,680 340,778 9,098 2.7% The budget for 2022/23 included a savings target of £6.1m, of this target £4.2m or 68% of the savings programme was delivered. This mean there are a number of savings projects that the HSCP requires to deliver in 2023/24. It continues to manage its savings programme rigorously and is committed to service transformation and to ensuring the sustainability of the services it offers and its longer term financial sustainability. The HSCP has a new savings target of £6.8m for 2023/24, delivering this, as outlined in the Value for Money Strategy, is in addition to delivery of the £1.9m of savings not achieved in 2022/23. The HSCP has also identified a number of other Value for Money priorities within its strategy including work relating to the funding model for rural and island communities. Page 153
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36 Financial Outlook, Risks and Plans for the Future The IJB has a responsibility to make decisions and direct service delivery in a way which ensure it operates on a financially sustainable basis within the finite resources available to it. There are significant on-going cost and demand pressures across health and social care services as a consequence of demographic change, new treatments, increasing service expectations and on-going high inflation. Managing these pressures and funding uncertainty is becoming increasingly difficult, the real value of budgets continues to be eroded by price and cost increases. There is on-going requirement to improve efficiency, deliver savings and transformation plans. The HSCP continually updates its forward financial plans to recognise and plan for the impact of new policy priorities, emerging cost pressures and funding allocations. Additionally, robust risk management processes are in place which seek to identify and quantify the financial risks facing the HSCP. Key risks currently facing the partnership include the sustainability of service providers, the impact of inflation, staff availability and costs, and increasing demand for services. A further key risk is in respect of the increased numbers of people who are awaiting diagnosis and treatment. The Annual Report and Accounts for the year provide further detail and analysis in respect of financial performance, financial risks and governance arrangements and improvement plans. Best Value The IJB has a statutory duty to provide best value as a designated body under section 106 of the Local Government (Scotland) Act 1973. NHS Highland and Argyll and Bute Council delegate funding to the Integration Joint Board (IJB). The IJB decides how to use these resources to achieve the objectives of the strategic plan. The IJB then directs the Partnership to deliver services in line with this plan. The governance framework represents the rules and practices by which the IJB ensures that decision making is accountable, transparent and carried out with integrity and in line with the principles of public service. The IJB has statutory responsibilities and obligations to its stakeholders, staff and residents of Argyll and Bute. The Health and Social Care Partnership ensures proper administration of its resources by ensuring that there is an appropriate governance framework in place and by having an appointed Chief Financial Officer who is required to keep proper accounting records and take reasonable steps to ensure the propriety and regularity of the finances of the Integration Joint Board. The IJB is also required to publish audited annual accounts each year. Best Value underpins the ethos of governance and financial management within the IJB, a summary of performance against the 8 best value themes is given overleaf: Page 154
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39 Appendices Appendix 1 IJB Scorecard (Note comments re availability of NI Indicators for 2022 and MSG completeness) Outcome 1 - People are able to improve their health 2018/19 2019 Calendar Year 2020 Calendar Year 2021 Calendar Year 2022 Calendar Year Target 2022 NI-1 - % of adults able to look after their health very well or quite well 93.0% 93.0% 93.2% 90.8% 90.8% 90.9% NI-3 - % of adults supported at home who agree they had a say in how their support was provided 76.0% 76.0% 72.5% 66.9% 66.9% 70.60% NI-4 - % of adults supported at home who agree that their health & care services seemed to be well co-ordinated 72.0% 72.0% 73.7% 66.0% 66.0% 66.40% NI-16 - Falls rate per 1,000 population aged 65+ 26.0 23.0 25.3 27.8 27.8 23 A&B - % of Total Telecare Service Users with Enhanced Telecare Packages 45.7% 45.6% 43.2% 41.2% 31.0% NI-13 - Emergency Admissions bed day rate 108883 109,759 94,863 104,253 104,253 109,429 Outcome 2 - People are able to live in the community 2018/19 2019 Calendar Year 2020 Calendar Year 2021 Calendar Year 2022 Calendar Year Target 2022 *MSG 1.1 - Number of emergency admissions - A&B 9,003 9,111 7,563 8,343 8,396 8,509 *MSG 2.1 - Number of unplanned bed days acute specialties - A&B 67,060 66,706 55,378 65,475 71,325 57,139 *MSG 2.2 - Number of unplanned bed days MH specialties - A&B 14,623 12,676 12,732 9,868 9,306 15,896 *MSG 3.1 - Number of A&E attendances - A&B 16,912 17,784 12,671 17,114 20,283 16,960 *MSG 6.1 - % of 65+ population at Home (unsupported) - A&B 8.0% 7.9% 7.9% 7.5% 7.5% 8.1% A&B - % of LAC who are looked after at home or in a community setting 82.4% 80.6% 83.6% 87.0% 90.0% Outcome 3 - People have positive service-user experiences 2018/19 2019 Calendar Year 2020 Calendar Year 2021 Calendar Year 2022 Calendar Year Target 2022 NI-2 - % of adults supported at home who agree they are supported to live as independently 79.0% 79.0% 79.9% 75.0% 75.0% 78.8% NI-5 - % of adults receiving any care or support who rate it as excellent or good 80.0% 85.0% 78.3% 68.6% 68.6% 75.3% NI-6 - % of people with positive experience of their GP practice 85.0% 85.0% 84.5% 77.6% 77.6% 66.5% *MSG 3.2 - % A&E attendances seen within 4 hours - A&B 93.4% 91.7% 93.1% 88.9% 83.3% 95.0% CA72 - % LAAC >1yr with a plan for permanence 65.0% 85.2% 65.4% 67.1% 95.2% 81.0% Outcome 4 - Services are centred on quality of life 2018/19 2019 Calendar Year 2020 Calendar Year 2021 Calendar Year 2022 Calendar Year Target 2022 NI-7 - % of adults supported at home who agree their support had impact improving/maintaining quality of life 74.0% 74.0% 76.50% 76.7% 76.7% 78.10% NI-12 - Rate of emergency admissions per 100,000 population for adults 12,678 11,353 10,790 11960 11960 11,636 NI-14 - Readmission to hospital within 28 days per 1,000 admissions 87.0 76.0 91.0 91.0 91.0 110 *MSG 5.1 - % of last six months of life by setting community & hospital - A&B 90.0% 90.8% 92.40% 90.8% 90.8% 90.0 % A&B - % of Waiting Time breaching >12 weeks 21.0% 38.0% 22.0% 37.0% 25.0% IJB Perfomance Scorecard for Annual Performance Report Page 157
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40 Outcome 5 - Services reduce health inequalities 2018/19 2019 Calendar Year 2020 Calendar Year 2021 Calendar Year 2022 Calendar Year Target 2022 NI-11 - Rate of premature mortality per 100,000 population 393 403 398 386 386 465 NI-17 - % of SW care services graded ‘good’ '4' or better in Care Inspectorate inspections 86.0% 84.1% 87.1% 80.0% 80.0% 75.8% NI-19 - No of days people [75+] spent in hospital when ready to be discharged, per 1,000 population 640 540 346 584 584 761 CPC01.4.4 - % Waiting time from a patient’s referral to treatment from CAMHS 91.0% 92.5% 100.0% 80.0% 84.6% 90.0% AC21 <=3 weeks wait between SM referral & 1st treatment 90.5% 91.3% 84.9% 80.0% 75.0% 90.0% Outcome 6 - Unpaid carers are supported 2018/19 2019 Calendar Year 2020 Calendar Year 2021 Calendar Year 2022 Calendar Year Target 2022 NI-8 - % of carers who feel supported to continue in their caring role 33.0% 33.0% 35.0% 38.0% 38.0% 29.7% Outcome 7 - Service users are safe from harm 2018/19 2019 Calendar Year 2020 Calendar Year 2021 Calendar Year 2022 Calendar Year Target 2022 NI-9 - % of adults supported at home who agree they felt safe 83.0% 83.0% 78.7% 76.4% 76.4% 79.7% CP16 - % of Children on CPR with a completed CP plan 91.0% 89.0% 99.0% 99.0% 95.0% 100 % CP43 - No of Child Protection Repeat Registrations - 18 months 0 0 0.0% 0.0% 0 CJ63 - % CPO cases seen without delay - 5 days 84.8% 95.6% 95.3% 85.3% 59.5% 80.0% A&B - % of Adult Protection referrals completed within 5 days 45.8 % 39.50% 32.9% 20.0% 80.0% A&B - % of Adult Protection referrals that lead to AP Investigation 12.5% 39.5% 11.0% 5.0% 10.0% A&B - % of complaints [Stage 2] responded within timescale 25.0% 56.5% 73.0% 50.0% 20.0% Outcome 8 - Health and social care workers are supported 2018/19 2019 Calendar Year 2020 Calendar Year 2021 Calendar Year 2022 Calendar Year Target 2022 NI-10 - % of staff who say they would recommend their workplace as a good place to work 71.0% 71.0% 70.0% 70.0% 70.0% 67.0% SW only - HSCP Attendance 5.20 5.23 4.86 5.9 4.83 3.78 Days Outcome 9 - Resources are used effectively in the provision of health and social care services 2018/19 2019 Calendar Year 2020 Calendar Year 2021 Calendar Year 2022 Calendar Year Target 2022 NI-15 - Proportion of last 6 months of life spent at home or in a community setting 90.0% 91.0% 92.9% 91.3% 91.3% 90.1% NI-18 - % of adults with intensive needs receiving care at home 67.0% 68.0% 72.3% 71.9% 71.9% 64.9% NI-20 - % of health & care resource spend on hospital stays where patient admitted in an emergency 22.0% 22.0% 19.2% 22.5% 22.5% 24.2% *MSG 4.1 - Number of DD bed days occupied - A&B 9,530 8,237 5,338 7,006 11,083 8,604 Page 158
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41 Appendix 2 HWBOI’s/ Benchmarking (Note comments in relation to PHS advice on National Indicators unavailable until Jun 2023) Indicator Title Argyll & Bute HSCP A HSCP B HSCP C HSCP D HSCP E HSCP F HSCP G Scotland NI - 1 Percentage of adults able to look after their health very well or quite well 90.8% 92.4% 92.6% 92.4% 92.1% 92.7% 93.4% 91.7% 90.9% NI - 2 Percentage of adults supported at home who agreed that they are supported to live as independently as possible 75.0% 72.6% 72.1% 86.5% 73.4% 79.3% 73.1% 72.5% 78.8% NI - 3 Percentage of adults supported at home who agreed that they had a say in how their help, care, or support was provided 66.9% 76.8% 60.6% 72.1% 70.5% 70.2% 63.4% 64.3% 70.6% NI - 4 Percentage of adults supported at home who agreed that their health and social care services seemed to be well co-ordinated 66.0% 78.5% 54.1% 71.9% 64.5% 62.2% 59.3% 61.7% 66.4% NI - 5 Total % of adults receiving any care or support who rated it as excellent or good 68.6% 79.5% 70.3% 83.0% 78.6% 68.1% 73.9% 67.8% 75.3% NI - 6 Percentage of people with positive experience of the care provided by their GP practice 77.6% 69.8% 64.8% 77.2% 62.0% 60.0% 65.9% 67.3% 66.5% NI - 7 Percentage of adults supported at home who agree that their services and support had an impact on improving or maintaining their quality of life 76.7% 81.7% 63.1% 84.3% 80.6% 73.3% 70.5% 79.2% 78.1% NI - 8 Total combined % carers who feel supported to continue in their caring role 38.0% 29.5% 30.8% 28.7% 27.4% 31.6% 29.4% 25.6% 29.7% NI - 9 Percentage of adults supported at home who agreed they felt safe 76.4% 84.9% 69.5% 86.0% 78.8% 72.1% 77.3% 75.3% 79.7% NI - 11 Premature mortality rate per 100,000 persons 386 419 375 407 407 401 348 408 465 NI - 12 Emergency admission rate (per 100,000 population) 11,960 10,460 10,789 9,997 11,861 9,381 10,577 12,564 11,636 NI - 13 Emergency bed day rate (per 100,000 population) 104,253 92,375 112,745 106,529 105,914 83,298 121,675 95,726 109,429 NI - 14 Readmission to hospital within 28 days (per 1,000 population) 91 114 110 113 111 87 102 138 110 NI - 15 Proportion of last 6 months of life spent at home or in a community setting 91.3% 92.5% 87.5% 91.5% 88.5% 92.3% 88.2% 90.1% 90.1% NI - 16 Falls rate per 1,000 population aged 65+ 27.8 24.2 23.7 14.5 26.5 19.0 18.9 23.1 23.0 NI - 17 Proportion of care services graded 'good' (4) or better in Care Inspectorate inspections 80.0% 75.7% 77.1% 80.3% 78.0% 80.0% 77.9% 87.0% 75.8% NI - 18 Percentage of adults with intensive care needs receiving care at home 71.9% 60.8% 63.4% 56.6% 63.8% 64.5% 57.5% 71.2% 64.9% NI - 19 Number of days people spend in hospital when they are ready to be discharged (per 1,000 population) 584 226 159 1,051 520 776 1,009 761 761 NI - 20 Percentage of health and care resource spent on hospital stays where the patient was admitted in an emergency 22.5% 23.2% 23.0% 23.1% 23.3% 21.3% 20.4% 23.2% 24.2% Core Suite of National Integration Indicators for Annual Performance Report Page 159
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42 Appendix 3 Winter & Systems Pressures Performance Page 160
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ARGYLL AND BUTE COUNCIL BUTE AND COWAL AREA COMMITTEE CHIEF EXECUTIVE’S UNIT 6 JUNE 2023 SUPPORTING COMMUNITIES FUND 2023/24 1.0 EXECUTIVE SUMMARY 1.1 The purpose of this report is to decide on the allocation of the Council’s Supporting Communities Fund (SCF) for Bute and Cowal. 1.2 The total Supporting Communities Fund budget made available by the Council for allocation in Bute and Cowal for distribution in 2023/24 is £38,228.09 1.3 It is recommended that 17 applicants are awarded funding. 1.4 Applicants awarded funds from the Council’s Supporting Communities Fund have 18 months in which to spend the funds. Page 161 Agenda Item 12
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ARGYLL AND BUTE COUNCIL BUTE AND COWAL AREA COMMITTEE CHIEF EXECUTIVE’S UNIT 6 JUNE 2023 SUPPORTING COMMUNITIES FUND 2023/24 2.0 INTRODUCTION 2.1 The report details recommendations for the award of the Council’s Supporting Communities Fund (SCF). The Supporting Communities Fund budget made available by Council in Bute and Cowal for 2023/24 is £22,500. 2.2 The total available for allocation is £38,228.09 due to additional funding from the Shared Prosperity Fund, funds to support resiliency in communities impacted by Covid-19 and from the return of unspent funds from previous applicants. 2.3 Organisations applying to the fund were able to request up to £2,500. The SCF is popular and this year has attracted 29 applications from the Bute and Cowal area, requesting a total of £60,854.50. 2.4 Applications have been scored by the Council’s Community Development Team against criteria set out in the guidance (https://www.argyll-bute.gov.uk/council- and-government/third-sector-grants) and a summary of all applications is appended to this report. 17 are recommended to be funded. 3.0 RECOMMENDATIONS 3.1 Members are asked to agree that the 17 applications, marked as ‘Award’ within Appendix 1 are awarded funding from the Supporting Communities Fund totalling £38,228.09. Detailed information about these projects is contained within Appendix 2. Page 162
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4.0 DETAIL 4.1 The SCF is assessed through a robust process which involves financial checks and Community Development Team contact with the applicant to verify any information where required. All applicants need to provide satisfactory essential information on governance and finance to be eligible. Scoring is based on a set of criteria outlined in the guidance and made available on the council’s website: (Guidance for applicants). Applications to the fund must be for projects that come under one or more of these categories: Fairer Communities – tackling poverty by sharing opportunities. Resilient Communities – community capacity building/rebuilding and repairing from a pandemic Greener, Cleaner Communities – environmental action to support addressing climate change Creative Communities – creativity for health and wellbeing 4.2 Of the 29 eligible applications received (requesting a total of £60,854.50), 21 are either new applicants to the fund or have not applied within the last two years. 4.3 Of the eligible applications to the SCF, 17 are recommended to be awarded funding. 3 of these are for island based projects. The applications recommended for funding are labelled as ‘Award’ in the recommendation column in Appendix 1. The detail of the projects is in Appendix 2. 4.4 The projects recommended will deliver a range of activities from gardening and cooking projects to woodland restoration and museum outreach. 4.5 Unsuccessful applications are marked as ‘No award’ in Appendix 1. These applicants will be offered support from the Community Development Team and provided with information on alternative sources of funding. 4.6 This year the total of £38,288.09 available for allocation is comprised of: £22,500 from the Council’s Supporting Communities Fund. £7,500 from the Shared Prosperity Fund. This is specifically to support projects related to Climate Change. These funds are ring fenced to the highest scoring projects under the ‘Greener, Cleaner Communities’ criteria. £5,000 of funding specifically for projects that support resiliency in communities impacted by Covid-19. These funds are ring fenced to the highest scoring projects under the ‘Resilient Communities’ criteria. Return of unspent funds totaling £3,228.09 from projects from the financial periods 2020/21 and 2021/22 due to underspend or to projects being unable to go ahead due to the pandemic restrictions. Page 163
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4.7 Successful projects funded have to complete a report at the end to evidence the impact of the spending of the money. The results of this are brought to Area Committee in March 2025, if not before, depending on project duration. 5.0 CONCLUSION 5.1 The Supporting Communities Fund application and assessment process has been completed as set out within its guidance (https://www.argyll- bute.gov.uk/council-and-government/third-sector-grants ). 5.2 The recommendations made fully allocate the funding available for financial year 2023/2024. 5.3 The 17 projects being put forward for an award will help communities to deliver priority activities in their area in 2023/24. 5.4 All applicants to the fund are supported throughout the process and beyond by the Community Development Team. 6.0 IMPLICATIONS 6.1 Policy: n/a 6.2 Financial: Recommendations in the report are limited to the budget allocation available in 2023/24 for the Supporting Communities Fund in Bute and Cowal . 6.3 Legal: Applications are initially assessed to ensure that groups are constituted with managed accounts. 6.4 HR: n/a 6.5 Fairer Scotland Duty: The Supporting Communities Fund supports community groups in tackling poverty, reducing inequality and building a fairer and more inclusive Scotland. 6.5.1 Equalities - protected characteristics: Applicants are given the options of receiving the application in large print and other languages. 6.5.2 Socio-economic Duty: None known 6.5.3 Islands: 7 of the applicant projects are island based. 3 of these are being recommended funding. 6.6 Climate Change: One of the four criteria within the process is specific to mitigating climate change. 6.7 Risk: risk to the public pound is managed through the assessment and scoring, and through end of project monitoring process. 6.8 Customer Service: None Page 164
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Pippa Milne Chief Executive Alastair Redman Policy Lead Councillor 12 May 2023 For further information contact: Antonia Baird - Community Development Officer (MAKI) Tel: 01546 604270 Email: antonia.baird@argyll-bute.gov.uk Kirsty Moyes – Community Development Team Leader Tel. 01436 657635 Email. kirsty.moyes@argyll-bute.gov.uk APPENDICES Appendix 1 - Assessment Score and Recommendations Appendix 2 - Project Summary Sheet Page 165
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Appendix 1 - Assessment Score and Recommendations Ref Applicant Recommendation Assessment Score Value of Project Amount Requested Recommended Award 2023/24 Cumulative Total 1 ARC Addictions Recovery Cafe Award 7.7 £2,500.00 £2,500.00 £2,500.00 £2,500.00 2 POP Shop Enterprises CIC Award 7.6 £12,102.00 £2,450.00 £2,450.00 £4,950.00 3 *Waterbaby Arts SCIO Award 7.2 £2,500.00 £2,500.00 £2,500.00 £7,450.00 4 Comann nam Parant Comhghall Award 7.1 £1,300.00 £1,300.00 £1,300.00 £8,750.00 5 Cowal Open Studios Award 7.1 £2,488.00 £2,488.00 £2,488.00 £11,238.00 6 **Friends of Glenan Wood Award 7 £4,650.00 £2,500.00 £2,500.00 £13,738.00 7 Dunoon Burgh Hall Trust Award 6.9 £10,000.00 £2,500.00 £2,500.00 £16,238.00 8 **Sandbank Community Development Trust Award 6.8 £2,965.00 £1,975.00 £1,975.00 £18,213.00 9 **Fyne Futures Ltd. Award 6.7 £22,500.00 £2,500.00 £2,500.00 £20,713.00 10 Scenic Sandbank Award 6.7 £22,534.00 £2,500.00 £2,500.00 £23,213.00 11 Dunoon and Cowal Heritage Trust Award 6.6 £2,500.00 £2,500.00 £2,500.00 £25,713.00 12 Bullwood Nature Trail Award 6.5 £5,500.00 £2,500.00 £2,500.00 £28,213.00 13 *Dunoon Foodbank Award 6.5 £3,000.00 £2,500.00 £2,500.00 £30,713.00 14 Bute Community Land Company Award 6.4 £3,700.00 £2,500.00 £2,500.00 £33,213.00 15 Bute Community Band Award (partial) 6.3 £2,250.00 £2,250.00 £2,157.04 £35,370.04 16 **Hunter's Quay Com Council Award 6.3 £701.00 £701.00 £701.00 £36,071.04 17 Toward Seasports Club(SCIO) Award (partial) 6.3 £5,311.00 £2,490.50 £2,157.05 £38,228.09 18 South Cowal Community Enterprises Ltd. No award 6.2 £2,500.00 £2,500.00 £0.00 £38,228.09 19 Voices of Argyll CIC No award 6.2 £5,760.00 £2,500.00 £0.00 £38,228.09 20 Positive Pedals No award 6.2 £470.00 £470.00 £0.00 £38,228.09 Page 166
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21 Duthchas No award 5.7 £2,690.00 £2,490.00 £0.00 £38,228.09 22 Loch Goil Community Council No award 5.5 £500.00 £500.00 £0.00 £38,228.09 23 Isle of Bute BID No award 5.4 £5,880.00 £1,880.00 £0.00 £38,228.09 24 Crossroads Caring For Carers Cowal & Bute No award 5.3 £2,773.00 £2,500.00 £0.00 £38,228.09 25 Bute Shinty Club No award 4.9 £2,400.00 £2,400.00 £0.00 £38,228.09 26 Cowal Choral Club No award 4.8 £25,198.00 £2,500.00 £0.00 £38,228.09 27 Dunoon Senior Citizens Club No award 4.7 £2,335.00 £2,335.00 £0.00 £38,228.09 28 Carr Gomm No award 3.7 £625.00 £625.00 £0.00 £38,228.09 29 Starter Pack Plus No award 3.5 £1,500.00 £1,500.00 £0.00 £38,228.09 TOTAL £159,132.00 £60,854.50 £38,228.09 £38,228.09 * Projects recommended to receive funds ring-fenced to support resiliency in communities impacted by Covid-19 ** Projects recommended to receive funds ring-fenced to support Climate Change as part of the Shared Prosperity Fund Page 167
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Appendix 2 – Project Summary Sheet Applications Received (in order of scoring by Community Development Officer) For submission to Bute and Cowal Area Committee for final decision (maximum value £2,500). * Projects recommended to receive funds ring-fenced to support resiliency in communities impacted by Covid-19 ** Projects recommended to receive funds ring-fenced to support Climate Change as part of the Shared Prosperity Fund Ref: 1 Applicant: ARC Addictions Recovery Café SCIO Recommended Award: £2,500 Assessment Score (out of 10): 7.7 Project Summary: Diversionary and creative activities for people in recovery including growing food and cooking it, with the aim of tackling food poverty, gaining new skills and friendships to build community and individual resilience. Costs will include refreshments for 30 people for 52 weeks, plants and seeds, protective clothing and cooking lessons for 52 weeks. Recommendation: Award Conditions: No conditions Ref: 2 Applicant: POP Shop Enterprises CIC Recommended Award: £2,450 Assessment Score (out of 10): 7.6 Project Summary: Accredited training sessions to stimulate successful social enterprise start-ups in the area. The training will focus on nature based business, enterprise and female entrepreneurship, supporting up to 24 people. The project was developed in response to Dunoon Area Alliance’s research into the unmet needs of people working around the challenges of childcare and on low and unstable incomes. Recommendation: Award Conditions: No conditions Ref: 3 Applicant: *Waterbaby Arts SCIO Recommended Award: £2,500 Assessment Score (out of 10): 7.2 Project Summary: 16 accessible creative movement workshops with over 25 additional support needs dancers supporting improved health and confidence. Adult dancers (18-30) will be supported to become dance teachers and little dancers (11-18) gain confidence from interaction with older peers. The project will end with a concert. This group were particularly vulnerable to the pandemic and were only permitted to remove their masks in Christmas 2022 – this project aims to help overcome their still current fear of physical contact and proximity. Page 168
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Recommendation: Award Conditions: No conditions Ref: 4 Applicant: Comann nam Parant Comhghall Recommended Award: £1,300 Assessment Score (out of 10): 7.1 Project Summary: A Gaelic immersion day to publicise the breadth and variety of work undertaken by the local gaelic groups and stimulate new interest in the language and the area. The funding will include hall hire and workshop leaders, including drama, singing and Bookbug. Recommendation: Award Conditions: No conditions Ref: 5 Applicant: Cowal Open Studios Recommended Award: £2,488 Assessment Score (out of 10): 7.1 Project Summary: Pilot set of art workshops for disadvantaged young people in Cowal, led by them, to enable Cowal Open Studios to make new community partners and develop community work. They will reach out to 46 young people and the project will culminate in an exhibition at Dunoon Burgh Hall. Funding is requested towards sessional fees to deliver the workshops and some art materials. Recommendation: Award Conditions: No conditions Ref: 6 Applicant: **Friends of Glenan Wood Recommended Award: £2,500 Assessment Score (out of 10): 7.0 Project Summary: Biodiversity and accessibility improvements to the woodlands to encourage greater enjoyment in its use. They will increase the amount of native species by building bird and bat boxes, construct leaky dams and bog bridges to encourage more wildlife, as well as supporting all members of the community to engage by including transport costs and tools for their volunteers. Recommendation: Award Conditions: No conditions Ref: 7 Applicant: Dunoon Burgh Hall Trust Recommended Award: £2,500 Assessment Score (out of 10): 6.9 Project Summary: Creative Blethers will engage with 45 persons from vulnerable groups, supported by 10 volunteers, to enjoy and discover a variety of arts programming in a way that is accessible to them, aiming to reduce isolation, learn new skills and improve confidence and mental health. Page 169
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Recommendation: Award Conditions: No conditions Ref: 8 Applicant: **Sandbank Community Development Trust Recommended Award: £1,975.00 Assessment Score (out of 10): 6.8 Project Summary: A contribution towards the costs of producing a new Community and Climate Action Plan, which will be delivered by the community and includes printing and distribution costs of both survey materials and the action plan itself when completed. It will have a climate action element included. Recommendation: Award Conditions: No conditions Ref: 9 Applicant: **Fyne Futures Ltd. Recommended Award: £2,500.00 Assessment Score (out of 10): 6.7 Project Summary: To continue to support work parties to maintain Bute’s 8 Incredible Edible sites; to offer 4 food celebration events and to pilot a new foraging project with the object of increasing certified learning opportunities, decreasing food poverty and social isolation. Funds are requested to cover volunteer expenses, training for 10 volunteers and 4 Food Sharing Celebrations. These activities will contribute towards their goal of educating and empowering people to achieve sustainable rural living. Recommendation: Award Conditions: No conditions Ref: 10 Applicant: Scenic Sandbank Recommended Award: £2,500.00 Assessment Score (out of 10): 6.7 Project Summary: Contribution towards startup costs, including compost, tools, seeds and bulbs, for a new growing site that has recently been acquired for the community in a formerly derelict site. The new raised beds will provide edible and ornamental plants for the citizens and the streetscape of Sandbank. Recommendation: Award Conditions: No conditions Ref: 11 Applicant: Dunoon and Cowal Heritage Trust Recommended Award: £2,500 Assessment Score (out of 10): 6.6 Project Summary: “Memory Boxes” and “Heritage Blethers” will create new resources to outreach to schools, care homes and community groups while also bringing people in to Page 170
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explore their local museum. A graduate trainee will research and develop creative resources for these. Recommendation: Award Conditions: No conditions Ref: 12 Applicant: Bullwood Nature Trail Recommended Award: £2,500 Assessment Score (out of 10): 6.5 Project Summary: Tidy up and repairs of much loved community woodland to welcome new users from mental health and school groups, enabling them to participate in wellbeing and environmental improvement activities. They are requesting funds for interpretive signage, art materials, timber for repairs to their shed, horticultural supplies, tools and bird feeders and food. Recommendation: Award Conditions: No conditions Ref: 13 Applicant: *Dunoon Foodbank Recommended Award: £2,500 Assessment Score (out of 10): 6.5 Project Summary: The foodbank wishes to expand its activities to support people to move from dependence to independence with the provision of supportive activities and advice, particularly a new foodbank garden. Their gardening group has been formed by foodbank attendees and they wish materials to build raised beds and grow vegetables. Recommendation: Award Conditions: No conditions Ref: 14 Applicant: Bute Community Land Company Recommended Award: £2,500 Assessment Score (out of 10): 6.4 Project Summary: A programme of arts and wellbeing activities designed to increase engagement with the community and with partners, with the object of improving the woodland and awareness of biodiversity. The fund will contribute towards the purchase of art, photography and yoga classes, a theatre event, a Scottish History event and other seasonal activities. Recommendation: Award Conditions: No conditions Ref: 15 Applicant: Bute Community Band Recommended Award: £2,157.04 Assessment Score (out of 10): 6.3 Project Summary: Page 171
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Costs of preparation for and delivery of this inclusive and intergenerational band’s Christmas concert, to ensure that there are no barriers to participation. Costs include sheet music, percussion instruments, stands and banners and sound and video engineering. Recommendation: Award (partial) Conditions: No conditions Ref: 16 Applicant: **Hunter's Quay Community Council Recommended Award: £701.00 Assessment Score (out of 10): 6.3 Project Summary: 2 new picnic tables to join the 12 benches along the sea front, which will also be refurbished for the summer season. This will allow locals and visitors alike to appreciate and enjoy the scenery. Since the loss of the village shop this community now has no social space and this will encourage people of all ages to meet again, some of whom have still not come out since the pandemic. Recommendation: Award Conditions: No conditions Ref: 17 Applicant: Toward Seasports Club SCIO Recommended Award: £2,157.05 Assessment Score (out of 10): 6.3 Project Summary: Training courses for 6 volunteers to become kayak leaders or coaches to increase the capacity and sustainability of the Club of up to 50 members as well as a contribution towards a high-volume hybrid kayak suitable for all abilities – to increase their inclusivity. Recommendation: Award (partial) Conditions: No conditions Ref: 18 Applicant: South Cowal Community Enterprises Ltd Recommended Award: 0 Assessment Score (out of 10): 6.2 Project Summary: Towards the cost of community led and delivered classes for up to 200 people in a variety of topics as a means of bringing people together following the recent difficult years, with the potential to support the development of new training businesses. Recommendation: No award Conditions: Ref: 19 Applicant: Voices of Argyll CIC Recommended Award: 0 Assessment Score (out of 10): 6.2 Project Summary: Page 172
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Towards the cost of their winter concert, including rehearsals, and voice coaching. There are to be free tickets to refugees in the area, and recordings made available to Dunoon Community Radio. The choir offers health and wellbeing benefits to singers. Recommendation: No award Conditions: Ref: 20 Applicant: Positive Pedals Recommended Award: 0 Assessment Score (out of 10): 6.2 Project Summary: The purchase of a gazebo to allow the organisation to continue to refurbish and repair unwanted bicycles to allow affordable access to bikes to people in greatest need across the community. Recommendation: No award Conditions: Ref: 21 Applicant: Dùthchas Recommended Award: 0 Assessment Score (out of 10): 5.7 Project Summary: Community consultation costs to gauge interest in a community growing project with environmental benefits. Costs include the purchase of a projector, room hire, fliers and some seeds and soil for demonstration. Recommendation: No award Conditions: Ref: 22 Applicant: Loch Goil Community Council Recommended Award: 0 Assessment Score (out of 10): 5.5 Project Summary: Microphones to enhance the experience of attending online meetings, aiming to make them more attractive to a bigger and more diverse audience and open up new opportunities for the hall. Recommendation: No award Conditions: Ref: 23 Applicant: Isle of Bute BID Recommended Award: 0 Assessment Score (out of 10): 5.4 Project Summary: Electricity supply and fees to artists in order to enhance Rothesay town centre by the projection of locally produced artistic images, thereby increasing awareness of the local arts trails and skills on the island. Recommendation: No award Conditions: Page 173
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Ref: 24 Applicant: Crossroads Caring For Carers Cowal & Bute Recommended Award: 0 Assessment Score (out of 10): 5.3 Project Summary: Creative activities for carers and young carers in both Bute and Cowal in order to provide a break from caring activities in a way that also improves health, wellbeing and resilience in order to sustain the caring role. Recommendation: No award Conditions: Ref: 25 Applicant: Bute Shinty Club Recommended Award: 0 Assessment Score (out of 10): 4.9 Project Summary: Purchase of shinty equipment for children and travel costs to permit attendance at off-island competition to ensure that the sport of shinty is accessible for all. Recommendation: No award Conditions: Ref: 26 Applicant: Cowal Choral Club Recommended Award: 0 Assessment Score (out of 10): 4.8 Project Summary: A contribution towards the annual overheads of Cowal Choral club, including venue hire, musical Direction and performance licenses. This will permit delivery of their annual programme including visits to care homes, local flash mobs and some subscription waivers where required. Recommendation: No award Conditions: Ref: 27 Applicant: Dunoon Senior Citizens Club Recommended Award: 0 Assessment Score (out of 10): 4.7 Project Summary: A contribution towards essential repairs of this busy hall, in particular fees for labour for repairs to glazing of hall doors, which will improve heating retention and safety. Recommendation: No award Conditions: Ref: 28 Applicant: Carr Gomm Recommended Award: 0 Assessment Score (out of 10): 3.7 Page 174
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Project Summary: To fund ‘Keep Warm Boxes’ to help those who are vulnerable or impacted by rising energy costs and power cuts to stay warm. Funding is requested to provide 12 boxes. Recommendation: No award Conditions: Ref: 29 Applicant: Starter Pack Plus Recommended Award: 0 Assessment Score (out of 10): 3.5 Project Summary: A contribution towards the costs of purchasing basic household goods and bedding for vulnerable individuals or families who find themselves homeless; also the costs of insurance for the organisation. Recommendation: No award Conditions: Page 175
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ARGYLL AND BUTE COUNCIL BUTE AND COWAL AREA COMMITTEE EDUCATION 6 JUNE 2023 ROTHESAY JOINT CAMPUS ELC DELIVERY 1.0 EXECUTIVE SUMMARY 1.1 This report provides details of a planned change to the current Early Learning & Childcare (ELC) delivery model within Rothesay Joint Campus which would allow The Education Service to better meet our statutory 1140 delivery requirements, support working parents of non-eligible 0-3 year olds secure childcare and enable them to return to work whilst generating income. 1.2 The closure of a partner provider, Rothesay Playgroup in 2020 led to a shortage of childcare and funded ELC places on Bute. In order to meet our statutory requirements, we increased the floor space and staffing to deliver funded ELC. This has led to issues with how the accommodation is being used and a lack of direct access to outdoor space as required by Care Inspectorate. Scottish Government agreed to allow us to carry forward 1140 capital to address the lack of childcare capacity on Bute. There remains an issue with childcare for non-eligible children on the island and more specifically care for children from the age of 6 weeks to 3 years of age. The Education team will use the capital spend to adapt Rothesay Joint Campus to enable ELC to be delivered to those entitled and also provide a purchasable childcare service to support working parents of non-eligible children from 0-5. 1.3 It is recommended that the Bute and Cowal Area Committee notes: a) The work of the early years’ team in identifying a solution to the childcare issue on Bute; b) The plan to deliver non statutory childcare from within existing revenue. Page 177 Agenda Item 13
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ARGYLL AND BUTE COUNCIL BUTE AND COWAL AREA COMMITTEE EDUCATION 6 JUNE 2023 ROTHESAY JOINT CAMPUS ELC DELIVERY 2.0 INTRODUCTION 2.1 This report provides details of a planned change to the current Early Learning & Childcare (ELC) delivery model within Rothesay Joint Campus which would allow The Education Service to better meet our statutory 1140 delivery requirements, support working parents of non-eligible 0-3 year olds secure childcare and enable them to return to work whilst generating income. 2.2 The closure of a partner provider, Rothesay Playgroup in 2020 led to a shortage of childcare and funded ELC places on Bute. In order to meet our statutory requirements, we had to increase the floor space and staffing to deliver funded ELC. This has led to issues with how the accommodation is being used and a lack of direct access to outdoor space as required by Care Inspectorate. Scottish Government agreed to allow us to carry forward 1140 capital to address the lack of childcare capacity on Bute. There remains an issue with childcare for non-eligible children on the island and more specifically care for children from the age of 6 weeks to 3 years of age. The Education team will use the capital spend to adapt Rothesay Joint Campus to enable ELC to be delivered to those entitled and also provide a purchasable childcare service to support working parents of non-eligible children from 0-5. 3.0 RECOMMENDATIONS 3.1 This report provides details of a change to the current ELC delivery model within Rothesay Joint Campus which would allow us to better meet our statutory 1140 delivery requirements, support working parents of non-eligible 0-3 year olds Page 178
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secure childcare and enable them to return to work (including ELC staff) whilst generating income. 3.2 It is recommended that the Bute and Cowal Area Committee notes: a) The work of the early years team in identifying a solution to the childcare issue on Bute; b) The plan to deliver non statutory childcare from within existing revenue. 4.0 DETAIL 4.1 The closure of a partner provider, Rothesay Playgroup in 2020, has led to a shortage of childcare and funded ELC places on Bute. In order to meet our statutory requirements, we have had to increase the floor space and staffing to deliver funded ELC. This has led to issues with how the accommodation is being used and a lack of direct access to outdoor space as required by Care Inspectorate. 4.2 Scottish Government agreed to carry forward 1140 capital to address the lack of childcare capacity on Bute. However, there still remains an issue with childcare for non-eligible children on the island and more specifically care for children from the age of 6 weeks to 3 years of age. An eligible child is defined in legislation (the Children and Young People (Scotland) Act 2014 and the Provision of Early Learning and Childcare (Specified Children) (Scotland) Order 2014, as amended). This is all 3 and 4 year olds and some children aged 2, from the relevant start date. The date the child can access their funded entitlement depends on their birth date. Eligibility for funded early learning and childcare entitlement for 2 year olds is those who are looked after children, children in kinship care and those with a parent-appointed guardian as well as those whose parents are on qualifying benefits. EY commenced a small scale pilot project to maximise use of the increased staffing by allowing parents to purchase non-statutory ELC for their 2 year old children if space was available. This has been successful in supporting a number of working parents. 4.3 Following the 1140 capital investment at the Campus, the Education Service plan to deliver childcare and 1140 funded entitlement on Bute for children aged 0-5 within Rothesay Joint Campus which would allow us to better meet our statutory 1140 delivery requirements, support working parents of non-eligible 0- 3 year olds secure childcare and enable them to return to work (including ELC staff) whilst generating income. The delivery model will allow parents to choose for their child to attend term time (38 weeks per year) or over 46 weeks per year (better suiting working parents) and parents could also purchase additional Page 179
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‘wrap-around hours’. It is not possible to predict with certainty demand for this service, however, through consultation with the only partner provider in the island to ensure this service complements and does not compete with their current delivery models, we do know that they have waiting lists for their 0-3 service on an ongoing basis. 5.0 CONCLUSION 5.1 Members should note that Rothesay Joint Campus will undergo adaptations to allow the delivery of ELC funded entitlement and a purchasable childcare service aimed at supporting working parents as a result of the closure of a partner provider on the island. 5.2 The adaptations are planned to be concluded, and the purchasable childcare service implemented, from early 2024. 6.0 IMPLICATIONS 6.1 Policy – These adaptations will ensure we can deliver our statutory ELC obligations as outlined within Blueprint for 2020: Expansion of ELC, Funding Follows the Child and the National Standard, Scottish Government, 2018. They will also ensure we can deliver any future legislative entitlements as outlined within Best Start: Strategic ELC and SACC Deliver Plan, Scottish Government, 2022. 6.2 Financial - Scottish Government capital funding will deliver the necessary adaptations. The purchasable service may generate income however we are unable to give projections until the service begins. The aim is to be cost neutral year on year, dependent upon birth rates on the island. In the event of the service incurring running costs, we will move back to a funded entitlement only delivery model. 6.3 Legal – None. 6.4 HR – Contractual negotiations will begin with existing staff to ensure that contracted hours can meet the wrap around requirements of the purchasable childcare service. 6.5 Fairer Scotland Duty: None. 6.5.1 Equalities - protected characteristics: None. Page 180
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6.5.2 Socio-economic Duty: None. 6.5.3 Islands - This service will ensure that working parents and families can live and work on Bute as they will have access to vital childcare services. 6.6 Climate Change – None. 6.7 Risk – That the childcare service incurs a cost due to demand for 0-3 care reducing. In this event, we will move to a funded entitlement only delivery model and redeploy excess staff. 6.8 Customer Service – None. Douglas Hendry - Executive Director with responsibility for Education Councillor Yvonne McNeilly - Policy Lead for Education For further information contact: Tina Sartain, Education Manager tina.sartain@argyll-bute.gov.uk 24 April 2023 Page 181
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ARGYLL AND BUTE COUNCIL BUTE AND COWAL AREA COMMITTEE CUSTOMER SERVICES 06 JUNE 2023 CRUACH MOR AND CLACHAN FLATS WIND FARM TRUSTS 1.0. INTRODUCTION 1.1 This report seeks to update the Bute and Cowal Area Committee on the work undertaken by the wind farm trusts set up at both Cruach Mhor (Glendaruel) and Clachan Flats (Cairndow) in accordance with consented developments. 1.2 The Area Committee is asked to note these updates, which are the most recent of the annual updates required by the Area Committee on the work of the Trusts. 2.0 RECOMMENDATION 2.1 Members are asked to note these updates, which are the most recent of the annual updates required by the Area Committee on the work of the Trusts. 3.0 DETAIL 3.1 Wind Farm Trusts were set up in accordance with consented developments at both Cruach Mhor (Glendaruel) and Clachan Flats (Cairndow). Part of the conditions attached to those consents was that the Bute and Cowal Area Committee be updated annually on the work undertaken by the Trusts in supporting community projects within their Trust areas. 3.2 The updates provided in this report, at Appendices 1 and 2, are the most recent provided by the Trusts and cover the work for financial year 2022/23. 4.0 CONCLUSION 4.1 Members are asked to note the content of the submitted information. 5.0 IMPLICATIONS 5.1 Policy – none 5.2 Financial – none 5.3 Legal – none Page 183 Agenda Item 14
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5.4 HR – none 5.5 Fairer Scotland Duty: 5.5.1 Equalities – protected – none 5.5.2 Socio-economic Duty – none 5.5.3 Islands – none 5.6 Climate change – none 5.7 Risk – none 5.8 Customer Service – none Douglas Hendry Executive Director with responsibility for Legal and Regulatory Support May 2023 Appendix 1 – Clachan Flats Windfarm Trust Annual Report 2021/22 Appendix 2 – Cruach Mhor Windfarm Trust Annual Report 2021/22 For further information contact: Stuart McLean, Committee Manager, 01436 658717, stuart.mclean@argyll-bute.gov.uk Page 184
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Community Benefit Annual Report www.scottishpowerrenewables.com Reporting Template October 2020 Internal Use Please email a completed version of this report annually to communitybenefit@scottishpower.com Please provide sufficient information for us to understand what has been delivered and who has benefitted from the project/initiative. Beneficiary Project and Description Project Category Total SPR Funds Granted (£) Match funding (Source & amount) Kilmorich Church Urgent repairs to the fabric of the church to maintain watertight condition. Community Facilities & Services £5,150 - Cairndow Community Childcare Funding for community ceilidh. Community and Local Events £900 - Argyll Arts Collection Funding for three events in Cairndow. Community and Local Events £760 - Project Categories: Community Facilities and Services Skills and Employment Community and Local Events Sport and Recreation Environmental Youth and Education Heritage Net Zero/Emission Reduction SPR windfarm providing fund: Clachan Flats (Cairndow) Date report submitted: 10/05/23 Organisation administering fund: Clachan Flats Winfdarm Trust Period Covered by Report 12/05/22 – 1/05/23 SPR Funds Received During Period £8,188.29 Reporting contact name and role: Iain Lindsay – Secretary SPR Funds Spent During Period £14,346.00 Reporting contact email address iain@algiz.co.uk Percentage Spent of Annual Payment 175% Page 185
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Community Benefit Annual Report www.scottishpowerrenewables.com Reporting Template October 2020 Internal Use Please provide sufficient information for us to understand what has been delivered and who has benefitted from the project/initiative. Beneficiary Project and Description Project Category Total SPR Funds Granted (£) Match funding (Source & amount) Cairndow Bloom & Wild Funding for improvements and maintenance to community garden. Community Facilities and Services £900 - Cairndow Hall & Recreation Club Events and admin expenses. Community and Local Events £1,636 - Cairndow Community Childcare Funding for insurance and accounting costs. Community Facilities and Services £4,500 - Strachur Parent Partnership Group Funding for outdoor learning at Ardentinny. Youth and Education £500 £1,000 from School’s Pupil Equity Fund. Choose an item. Choose an item. Choose an item. Project Categories: Community Facilities and Services Skills and Employment Community and Local Events Sport and Recreation Environmental Youth and Education Heritage Net Zero/Emission Reduction Page 186
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Community Benefit Annual Report www.scottishpowerrenewables.com Reporting Template October 2020 Internal Use Fund Administration Costs & Expenses None Planned projects (including those committed but not yet awarded) Dunoon School Hostel Parent Partnership – They are seeking £1000 per year over a 3 year commitment. Trust has agreed to pay £500 for year one, and will review before committing to year 2 and 3. Additional information Page 187
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CRUACH MHOR WINDFARM TRUST Report to Argyll and Bute Council, Bute and Cowal Area Committeee 2023 With recovery from the Covid-19 pandemic, there has been an upturn in activity in financial year 2022/23.. As in previous years, the Trust provided support to Village Halls in Glendaruel and Colintraive which facilitate a range of activities for communities, thanks to their respective hard-working Committees. Much appreciated were the subsidised Christmas meal at Colintraive and Burns lunch at Glendaruel. Support was also given to children in the area, mostly via Kilmodan Primary School and its associated Parent Council. In February this year, in response to cost of living pressures, the Trust was able to fund a payment of £200 to every permanent household in the area, administered by Colintraive & Glendaruel Development Trust. The range of grants provided has resulted in a substantial decrease in the Trust’s balance over the year. However, with an expected receipt of over £40,000 from Scottish Power Renewables, the Trust can continue to offer generous support to the community of Colintraive and Glendaruel in the year ahead. Cruach Mhor Windfarm Trust 2022/23. Balance @ 1st April 2022 £83,928.31 Income £38,112.65 Expenditure £63,258.51. Balance @ 31st March 2023 £58,782.45 David Eaglesham Secretary/Treasurer. Page 189
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Income. Scottish Power £37,762.65 Kilmodan Parent Council (underspend refunded) £350.00 _______ £38,112.65 Expenditure. Date. Detail. Cheque No. Amount. 18/04/22 Argyll Fisheries Trust (River bank protection) 0400 £2500.00 17/05/22 Student grant 0401 £1000.00 17/05/22 Col-glen Boat Club (Boat house) 0402 £1000.00 17/05/22 Dunoon & District Angling Club (Bridges etc) 0403 £492.00 17/05/22 Glendaruel Village Hall (ARC) 0404 £2940.00 17/05/22 Colintraive & Glendaruel Development Trust 0405 £10619.04 (Admin support) 13/06/22 Colintraive Village Hall (Photobook) 0406 £830.15 12/07/22 Secretary/Treasurer expenses (2year) 0407 £400.00 21/07/22 1st Glendaruel Guides (Running costs) 0408 £1500.00 21/07/22 Col-glen Shinty Club (Playing equipment) 0409 £1420.75 08/09/22 Colintraive & Glendaruel Development Trust 0411 £544.99 (Prescription runs) 27/09/22 K Black (Children’s Halloween Party) 0412 £500.00 21/10/22 Dunoon Grammar School (Tanzania trip) 0413 £1400.00 21/10/22 Colintraive Village Hall (Christmas meal) 0414 £2000.00 11/11/22 Kilmodan School (Interactive screen) 0415 £2091.58 22/01/23 Colintraive & Glendaruel Development Trust 0416 £27600.00 (Cost of living support) 22/01/23 Dunoon School Hostel Parent Partnership 0417 £1500.00 (Teaching support) 22/01/23 Kilmodan Parent Council (Benches) 0418 £1020.00 03/02/23 Glendaruel Village Hall (Burns lunch) 0419 £700.00 25/02/23 Glendaruel & Colintraive Gun Club (clay trap) 0420 £2000.00 04/03/23 Glendaruel Village Hall (Tai Chi) 0421 £1200.00 ------------- £63,258.51 Cheques not yet presented 24/03/23 Dunoon & District Angling Club (Tree removal) 0422 £900.00 24/03/23 Colintraive Village Hall (Heritage Centre) 0423 £2000.00 Page 190
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Bute and Cowal Area Committee Workplan 2022-2023 Committee Date Report Description Lead Service and contact officer Regularity of occurrence/considera tion Date for Reports to Committee Services Additional Comment June 2023 6 June 2023 Supporting Communities Fund Applications Chief Executives Unit – Antonia Baird Annual report 12 May 2023 Usually at March Meeting but will be coming to June Meeting for 2023 only. 6 June 2023 Quarterly Performance Scorecard FQ4 2022/23 Customer Support Services – Sonya Thomas Quarterly Report 12 May 2023 6 June 2023 Roads and Infrastructure Services Update Roads and Infrastructure Services – Mark Calder Quarterly Report 12 May 2023 6 June 2023 Primary School Report Education – Louise Lawson, Brenda Reid, Kirsteen MacDonald Annual Report 12 May 2023 6 June 2023 Secondary School Report - Dunoon Grammar School Education – David Mitchell (Head Teacher) Annual Report 12 May 2023 6 June 2023 Secondary School Report – Rothesay Joint Campus Education – Louise Nicol (Head Teacher) Annual Report 12 May 2023 6 June 2023 HSCP Annual Update Report Health and Social Care Partnership – Annual Update 12 May 2023 Page 191 Agenda Item 15
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Bute and Cowal Area Committee Workplan 2022-2023 Committee Date Report Description Lead Service and contact officer Regularity of occurrence/considera tion Date for Reports to Committee Services Additional Comment Charlotte Craig 6 June 2023 Dunoon BID Ballot Development and Economic Growth – Marilyn Rieley As Required 12 May 2023 6 June 2023 Expansion of Early Years Provision on Bute Education – Wendy Brownlie As Required 12 May 2023 6 June 2023 Rothesay Townscape Heritage – Recommendation of award Development and Economic Growth – Colin Fulcher As Required 12 May 2023 6 June 2023 Cemetery Maintenance and Roads Access Fund Roads and Infrastructure Services – Mark Calder As Required 12 May 2023 6 June 2023 Lamont Bequest Applications Legal & Regulatory Support – Stuart McLean As Required 12 May 2023 6 June 2023 Cruach Mor And Clachan Flats Windfarm Trust Legal & Regulatory Support – Stuart McLean Annual Report 12 May 2023 September 2023 5 September 2022 Area Performance Report – FQ1 2023/24 Customer Support Services – Sonya Thomas Quarterly Report 11 August 2023 5 September 2022 Roads and Infrastructure Service Update Roads and Infrastructure – Mark Calder Quarterly Report 11 August 2023 Page 192
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Bute and Cowal Area Committee Workplan 2022-2023 Committee Date Report Description Lead Service and contact officer Regularity of occurrence/considera tion Date for Reports to Committee Services Additional Comment 5 September 2022 Annual Recycling Performance Report Roads and Infrastructure – Mark Calder Annual Report 11 August 2023 5 September 2022 Supporting Communities Fund – End of Project Monitoring Report Chief Executive Unit – Kirsty Moyes/Rona Gold Annual Report 11 August 2023 December 2023 5 December 2023 Quarterly Performance Scorecard FQ2 2023/24 Customer Support Services – Sonya Thomas Quarterly Report 10 November 2023 5 December 2023 Charitable Trusts, Bequests and Trust Funds Legal & Regulatory Support – Stuart McLean Annual Report 10 November 2023 5 December 2023 ACHA Annual Update ACHA – Chief Executive Annual Report/Presentation 1 November 2022 5 December 2023 HSCP Annual Performance Report Health & Social Care Partnership – Charlotte Craig Annual Report 10 November 2023 5 December 2023 The Third Marquis of Bute’s Silver Wedding Dowry Fund Legal & Regulatory Support – Stuart McLean Annual Report 10 November 2023 5 December 2023 The Provost’s fund (Bute) – Award Recommendations Legal & Regulatory Support – Stuart McLean As required 10 November 2023 Page 193
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Bute and Cowal Area Committee Workplan 2022-2023 Committee Date Report Description Lead Service and contact officer Regularity of occurrence/considera tion Date for Reports to Committee Services Additional Comment 5 December 2023 Roads and Infrastructure Service Update Roads and Infrastructure – Mark Calder Quarterly Report 10 November 2023 5 December 2023 Local Housing Strategy Annual Update Development and Economic Growth – Douglas Whyte Annual Update 10 November 2023 Page 194
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ARGYLL AND BUTE COUNCIL BUTE AND COWAL AREA COMMITTEE LEGAL & REGULATORY SUPPORT 6 June 2023 XX MARCH 2021 LAMONT BEQUEST AWARD RECOMMENDATIONS 1.0 EXECUTIVE SUMMARY 1.1 This report gives Members information regarding an application that has been received for support from the Lamont Bequest. 2.0 RECOMMENDATIONS 2.1 The Bute and Cowal Area Committee is asked to agree to award £50 to the individual applicant that meets the criteria of the Lamont Bequest. 3.0 DETAIL 3.1 The Bute and Cowal Area Committee on 01 December 2020 agreed new distribution arrangements for the Lamont Bequest, which had been established to support the poor of Kilfinan. In order to be considered for an award applicants must; 3.1.1 be in receipt of a qualifying benefit (Jobseekers Allowance, Employment Support Allowance, Income Support, or Universal Credit) and for those people who are employed/self-employed, they must be in receipt of some amount of Universal Credit as well (a nil payment due to deductions for earned income would mean they do not qualify); 3.1.2 live within the Parish of Kilfinan, which includes everyone with a PA21 postcode; and 3.1.3 be over the age of 16. 3.2 Furthermore, it was agreed that successful individual applicants would receive £50 while those applying on behalf of their family would receive £100. 3.3 An application has been received, on behalf of an individual, which is recommended for award. Details of the application can be found at appendix 1. 3.4 The total funds available for distribution from the Lamont Bequest are approximately £4.5k. Should members be minded a total of £50 will be awarded during this award cycle. 4.0 CONCLUSION 4.1 Members are asked to consider the application that has been received for Page 195 Agenda Item 16a
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support from the Lamont Bequest and to approve the financial award recommended within this report. 5.0 IMPLICATIONS 5.1 Policy None 5.2 Financial None, the Council acts as trustee for the Fund, it does not represent assets of the Council. However, there is a risk that the Council would have to repay the Trust if an objection was raised as to the use of the funds. 5.3 Legal Area Committees, as Trustees, must ensure that the distribution arrangements comply with the terms of the funds, failure to do so would result in the Council being liable. 5.4 HR None 5.5 Fairer Scotland Duty None 5.5.1 Equalities – protected characteristics None 5.5.2 Socio-economic Duty None 5.5.3 Islands None 5.6 Climate change None 5.7 Risk None 5.8 Customer Service None Douglas Hendry Executive Director with responsibility for Legal and Regulatory Support May 2023 For further information contact: Stuart McLean, Committee Manager Tel. No: 01436 658717 Email: Stuart.Mclean@argyll-bute.gov.uk APPENDICES Appendix 1 – Application 1 Page 196
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Document is Restricted Page 197 Agenda Item 16bNOT FOR PUBLICATION by virtue of paragraph(s) 6 of Schedule 7A of the Local Government(Scotland) Act 1973
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Document is Restricted Page 199 Agenda Item 17NOT FOR PUBLICATION by virtue of paragraph(s) 8 of Schedule 7A of the Local Government(Scotland) Act 1973
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