Foi Enquiries

From: Foi Enquiries Sent: 17 October 2018 14:54 To: Subject: REV-18-1306 - Discretionary Early Learning Attachments: FOI-18-1306 - Aberdeen-City-Integrated-Childrens-Services-Plan-2017-2020.pdf; FOI-18-1306 - Final-LOIP-24-April-17.pdf

Dear

Thank you for your request for review of 11 October 2018 on the basis that you had yet to receive a response. Please accept our sincerest apologies that Aberdeen City Council (ACC) failed to respond to your information request of 03 September 2018, made under the Freedom of Information (Scotland) Act 2002 (FOISA). In accordance with Section 21(4)(c) of FOISA, please find below the response to your information request, which comprises the Review Outcome:

1. Please provide copies of all plans and any other evidence of the council performing its statutory duty to consult with local parents about whether and how it makes discretionary early learning and childcare available (sections 7 and 8 of the Children and Young People (Scotland) Act 2014). Please find enclosed documents ref: FOI‐18‐1306 – Aberdeen City Integrated Children Services Plan 2017‐2020 and FOI‐ 18‐1306 – Final LOIP 24 April 2017.

2. Please provide an overview of each stage of the local authority's procedure for dealing with discretionary deferral requests from parents of mid‐August to December born children. 1.Deferred Entry application forms are issued as an appendix to the Early Learning and Childcare Admissions Policy which is circulated to all schools and available on the ACC website by December each year.

2.Deferred Entry applications are sent to the Early Years Team in early February where they are logged on a spreadsheet.

3.The Deferred Entry Panel meet mid‐February, each application form and accompanying paperwork is reviewed by a panel of professionals on a case by case basis. Decisions are sent to parents as soon as possible after the meeting. There is an opportunity for parents whose application has been refused to appeal the decision and clear timescales are given for this.

4.The panel meet again early/mid‐March to discuss late applications or appeals. The panel’s decisions are intimated to parents as soon as possible after the meeting.

3. Does the council have a timeline for each stage of the process detailed in question 2. to be completed and if so, please provide the timeline for each stage. Please note the information taken from the 2018/19 Admissions Timeline and as per the process above (please see the response to Question 2).

Schools should submit requests for Deferred Entry to P1 to the Early Years Team by 14 February 2018. The Deferred Entry panel will meet on 19 February 2018 to assess applications. Schools must ensure that Deferred Entry applications are included in the batch of nursery applications submitted. Parents were advised in writing on 20 February of the panel’s decision.

1 4. Please provide the job title of all council employees involved in providing information for and/or making a decision about a parental discretionary deferral request. There are many Council employees who could be involved in providing information on a deferred entry application, it would depend on the individual application and circumstances.

The submission of an application is usually a culmination of nursery staff observations which has led to the decision being made by both parents and school staff to apply for a deferred entry place.

The Deferred Entry Panel differs each year but usually has the following Council staff:

1 Head Teacher 2 Deputy Head Teachers 1 Senior Educational Psychologist 1 Early Years’ Service Manager 1 EL&C Administrator recording decisions and providing information on the EL&C place

5. Please provide the salary scale for the job title of each employee listed in question 4. We are unable to provide you with a salary scale for Head Teacher and Deputy Head Teachers as they would be dependent on job sizing. As such, there is no set salary scale for these posts.

ACC is unable to provide you with information on salary scale for Head Teacher and Deputy Head Teachers as it is not held by ACC. In order to comply with its obligations under the terms of Section 17 of the FOISA, ACC hereby gives notice that this information is not held by it.

We are unable to provide you with a salary scale for Senior Educational Psychologist as there is no scale. This post is on a fixed point salary. Release of this information would provide details of a person’s salary into the public domain.

ACC considers that this would be a breach of the Data Protection Act 2018.

ACC is unable to provide you with information on the names of individual salary scale for the job title Senior Educational Psychologist as it is exempt from disclosure. In order to comply with its obligations under the terms of Section 16 of the FOISA, ACC hereby gives notice that we are refusing your request under the terms of Section 38(1)(b) in conjunction with Section 38(2A)(a) – Personal Information ‐ of the FOISA.

In making this decision ACC considered the following points:

ACC is of the opinion that Section 38(1)(b) applies to the information specified above as the information in question is personal information relating to living individuals, of which the applicant is not the data subject.

ACC is of the opinion that Section 38(2A)(a) applies, as we consider that disclosure of this information would be a breach of the ‘lawfulness, fairness and transparency’ principle. ACC does not consider that these living individuals would expect ACC to release this information about them into the public domain under the FOISA.

Please see below the salary scale for the other two posts:

Early Years’ Service Manager This job title is on a G16 salary scale – £46,580 to £53,160

EL&C Administrator This job title is on a G13 salary scale ‐ £31,130 to £35,575

We hope this helps with your request.

Yours sincerely,

Grant Webster On behalf of Review Panel Clerk

FURTHER INFORMATION If you are not satisfied with the outcome of your request for an internal review, you can apply directly to the Office of the Scottish Information Commissioner (OSIC) for a decision. Generally, OSIC cannot make a decision unless you have been through the ACC’s review procedure. To make an application to OSIC, please write or email OSIC at: The Office of the Scottish Information Commissioner

Kinburn Castle Doubledykes Road St Andrews Fife KY16 9DS www.itspublicknowledge.info An application to OSIC must be made in writing within six months of receipt of ACC’s Review Decision Notice. When applying to OSIC for a decision you should give your name and address for correspondence. Please note that OSIC will not be able to investigate if you have not used your real name to make your information request. You must also specify:

● which request for informaon your requirement for review relates to ● the reason that you asked ACC to carry out a review of your request ● the reason why you are not sasﬁed with ACC's review outcome decision

The Commissioner will contact ACC and invite its comments on your application. Thereafter (if no settlement has meantime been reached), the Commissioner must reach a decision within 4 months of receiving your application, or within such other period as is reasonable. You will receive written notice of the outcome of the Commissioner’s decision.

Should you wish to appeal against the Scottish Information Commissioner's decision, there is an appeal to the Court of Session on a point of law only. Any such appeal must be made within 42 days after the date of the decision has been issued.

3 LOCAL OUTCOME IMPROVEMENT PLAN 2016-26

1 V4. 4 December 2017

FOREWORD BY COUNCILLOR JENNY LAING

Aberdeen is like no other place in Scotland. The City has benefited In light of the scale of this harm, Community Planning Aberdeen is greatly from the prosperity brought by the oil and gas industry and committed to keeping a close eye on the economic performance of many people and communities have enjoyed positive outcomes as the City. The heightened risk of catastrophic consequences has a result. Whilst the rest of Scotland suffered badly during the forced the Partnership to seriously reflect on how it has been global financial crisis in 2008, Aberdeen was relatively untouched performing and what difference it is making to Aberdeen. In by the recession. But eight years on, when the rest of the UK particular, how we are supporting our most vulnerable people and economy is recovering, Aberdeen is experiencing a decline of its deprived communities. This comes on the back of the Audit of own due to the drop in the price of oil. Community Planning in 2013 which raised questions about the effectiveness of the Partnership in securing positive outcomes for Our dependency on the oil and gas industry has left the City our City. vulnerable to the effects of the economic decline - job losses, falling property prices and loss of custom – the scale of harm created is As the newly appointed Chair of Community Planning Aberdeen, having a devastating impact on the City and region. Accepting that, one of my first tasks was to ensure that the Partnership had a despite the past economic vibrancy provided by the oil and gas common understanding of the big issues facing the City and what sector, we have had significant levels of deprivation in the City. For role it could play in tackling these. Last year I commissioned a decades some communities have endured the poorest of strategic assessment of Aberdeen City to provide a robust evidence outcomes, with little opportunity for social and economic mobility. base on which the Partnership could make decisions about what really matters for the people and communities of Aberdeen. The current decline is not altogether unexpected. Aberdeen has recovered from previous downturns, but efforts to stabilise the The strategic assessment has enabled Community Planning Aberdeen economy have focussed on bolstering the oil and gas sector. Whilst to make an honest appraisal of where Aberdeen is as a City and we will continue to do so, it is vital that we take a more sustainable where the Partnership is in terms of meeting the needs of our diversified approach by attracting non-oil business. If not, a larger communities. It has been critical in identifying the priorities which proportion of our population will face the impact of a variety of the Partnership has agreed to focus on going forward, and which are causes of harm stemming from unemployment. presented in this Local Outcome Improvement Plan (LOIP).

This Local Outcome Improvement Plan (LOIP) replaces our old There are wide divisions in health and life expectancy between the Single Outcome Agreement for Aberdeen and is different from any richest and the poorest communities in our City. People living just a previous community plan. It is not a regurgitation of our single few streets apart in some areas of Aberdeen find themselves with system plans, nor is it a mere aspirational statement for the future. life expectancies more than 16 years apart. People living in the It is a genuine plan for improvement, providing a clear blueprint for most deprived areas of the City are three times more likely to die collaborative action. The LOIP describes the added value of the prematurely from cancer as people from affluent areas. In tackling Partnership in developing and testing its shared theories of change these health inequalities, the LOIP reflects our focus on supporting in order to secure better outcomes for our communities. and protecting our most vulnerable people.

Unsurprisingly, the LOIP identifies improving the economy as a key But our organisations can only do so much alone. Involving people priority for Community Planning Aberdeen. But our aspirations go in the decisions that have an impact on their lives and empowering beyond financial success. The word prosperity is used throughout communities to help themselves is vital. Whilst the LOIP is this plan and refers to the ambition of the Partnership to see all designed to be city wide, our underpinning locality plans will ensure people, families, businesses and communities do well, flourish and that decisions about services provided are made at the most local succeed. This means supporting people to enjoy positive outcomes level possible. We will focus on working with the localities where throughout their life journey, rather than reacting to issues and people experience significantly poorer outcomes than other people problems as they arise. By ensuring that all people in Aberdeen across the City as a result of socio-economic disadvantage. For have the opportunity to prosper, no matter their social each of these areas we will conduct a locality level strategic circumstances, we will promote the wellbeing and equity of our assessment, drawing on local community profile data, and work citizens and prevent a series of intractable problems for the future. with communities to develop a plan which sets out the agreed Investing in prevention is a core principle of Community Planning priority outcomes for that locality. Aberdeen which underpins every decision, action and impact.

The ultimate expression of this is our commitment to investing in This way of working with communities to improve outcomes is not our children. It is unacceptable that due to a lack of income, new to us in Aberdeen. It sees a return to the same founding families can be dragged into a cycle of deprivation that is repeated principles adopted over a decade ago when community planning in generation after generation. We want Aberdeen to be a place the City was considered sector leading in Scotland. We will learn where children and young people have the opportunity to reach from our past to strengthen our future approach to locality their potential and achieve their ambition regardless of their planning and forge ahead with the confidence that we are doing background and circumstances. the right things, in partnership with our communities.

There is no doubt that we face challenges, but Community Planning Aberdeen is committed to tackle these head on. The opportunities are great and we are committed to working in new and more integrated ways to tackle the issues which have been stubbornly resistant to improvement in Aberdeen.

It is therefore with great passion and optimism that I present this Local Outcome Improvement Plan (LOIP) 2016-26 on behalf of Community Planning Aberdeen. This LOIP marks a new beginning for how we will work together and in partnership with our communities. It signals our joint commitment, confidence and ambition to achieve our vision of Aberdeen as a place where all people can prosper.

Councillor Jenny Laing, Chair of Community Planning Aberdeen and Leader of Aberdeen City Council

CONTENTS

ACRONYMS Page The following acronyms have been used throughout this plan:

1. Foreword by Councillor Jenny Laing 2 ACC Aberdeen City Council

ACVO Aberdeen Council of Voluntary Organisations 2. Introduction 6 BMI Body Mass Index

CPA Community Planning Aberdeen 3. Our Golden Pyramid 8 HSCP Health and Social Care Partnership

LAC Looked After Children 4. The Aberdeen Context 9 LOIP Local Outcome Improvement Plan

NES North East Scotland College 5. Vision for Aberdeen City 11 N/A Not Applicable

NHSG National Health Service Grampian 6. Themes, priorities and drivers 12 RGU Robert Gordon University SCRA Scottish Children’s Reporter Administration Prosperous Economy 15 SDI Scottish Development International Prosperous People 26 SDS Skills Development Scotland SE Scottish Enterprise Prosperous Place 46 SFRS Scottish Fire and Rescue Service Enabling Technology 54 SG Scottish Government TBC To be confirmed 7. How we will do our business 60 UoA University of Aberdeen UKTI UK Trade and Investment 8. Governance and accountability 62 Throughout this document, Lead Partners refers to the 9. Change log 63 community planning partner organisations which have a leading and/or key supporting role in the delivery of this plan. 10. Endorsements 64 5

INTRODUCTION

Community planning is how public agencies work together with the The vision and strategic priorities set out within this document provide community to plan and deliver better services which make a a clear focus for Community Planning Aberdeen. They are based on difference to people’s lives. It was first introduced in Aberdeen at discussions which have taken place with colleagues across the the end of the 1990s and gained traction in early 2000 with the Partnership over the last 18 months and on the findings of the strategic introduction of ‘planning for real’ which saw the Council, Police, assessment for Aberdeen City conducted during 2015/16. The priorities Health and Fire working jointly with other public agencies and stated reflect the areas where the Partnership is striving to make communities to co-design solutions to local problems. This way of maximum impact and drive improved outcomes in face of the key working was seen as sector leading in Scotland and over the last 13 challenges it has identified for the next 10 years. All partners will reflect years the Scottish Government has done much to spread the the priorities set out in this LOIP in their own strategic plans to ensure a practice of community planning across all areas of the Country. ‘golden thread’ flows from the LOIP for Aberdeen City and runs through all partner organisations. Last year community planning became a statutory requirement with the introduction of the Community Empowerment Act (Scotland) The design of the LOIP draws on the improvement methodology of the 2015. The Act places a legal duty on community planning partners to Institute of Health Improvement (IHI) to clearly demonstrate how demonstrate that they are making a significant impact on the Community Planning Aberdeen will achieve long term transformational achievement of outcomes as a result of partnership working. In change by taking practical action now. Driver diagrams are used to doing so, Community Planning Partnerships must prepare and show this connect and identify the specific improvement aims that the publish a Local Outcome Improvement Plan (LOIP), by October 2017, Partnership will monitor to ensure we are on track to deliver which sets out the priority local outcomes it proposes to improve. significantly better outcomes.

The LOIP is a strategy for the City. To underpin this document, we will In advance of the statutory deadline, Community Planning Aberdeen develop locality plans which will take the high level direction provided has developed this Local Outcome Improvement Plan. It signals our by the LOIP and translate it into meaningful improvement aims for our joint commitment to making change happen and is recognised as most disadvantaged communities. The Community Empowerment Act critical to accelerating the pace of collaboration and joint working requires us to have locality plans in place by Oct 2017, but again we will across the Partnership and driving real and lasting improvements for work with communities to develop these plans without delay. our communities in Aberdeen.

Fundamental to our approach is working with people and communities. Our communities are unique and their sense of place defines our work now and in the future. With a focus on improvement, we will continue to listen to communities, understand what is important, recognise and mobilise strengths and work with them to deliver what matters. We are in the process of finalising a Community Empowerment, Engagement and Participation Strategy which will set out in practical terms how we will work with people to help them achieve the aspirations of our communities.

In the spirit of continuous improvement, this LOIP is endorsed by Community Planning Aberdeen as a living document that will continue to evolve as our approach to improvement develops and matures; and as we strengthen our arrangements for working jointly with communities.

OUR GOLDEN PYRAMID

A place can be represented at a number of levels. For example, a region, city, community and street are all ‘places’.

The Community Planning Partnership has a responsibility to work with communities to plan, resource and deliver integrated public services and support community lead approaches which help deliver local outcomes at a city wide level and community level.

This Local Outcome Improvement Plan (LOIP) therefore represents our city wide plan. The LOIP will be underpinned by three locality plans for specifically targeted communities which experience inequality of outcome as a result of socio economic disadvantage.

Each of the Community Planning Partners plan the delivery of their services in a range of ways. For example, by police division, Our golden pyramid depicts the Council function, NHS Boards and SFRS hubs. As partners we accept linkages between each level of these differences in delivery structures, but are united in our community planning from regional commitment to working together to achieve the outcomes set out in partnership working to locality this LOIP and the underpinning locality plans. planning 8

THE ABERDEEN CONTEXT

Our Economy Our People

Aberdeen is one of the most competitive, innovative and The population of Aberdeen City has risen sharply over the past economically productive cities in the UK, and provides Scotland decade, and in 2014 was estimated at 228,990. Our population is with 15% of its Gross Value Added (GVA). Much of the success of projected to grow by 28% by 2037 which is the largest growth of all Aberdeen has been built on the traditional oil and gas sector; it also Scottish local authorities. In 2012 there was 103,934 households in has a successful small business economy. Since the end of 2014, the City; it is projected that by 2037 there will be in excess of 140,000 the local economy has suffered as a result of the global oil price households. Given the current economic climate and recent political decline. Business growth is slowing and, while this downturn is not developments, these projections may change. the first of its kind, it highlights a growing and urgent need to Aberdeen City has a very diverse population, with 15.9% not born in diversify the economy to ensure economic sustainability. Aberdeen the UK compared to 7% of the population across the country. Due to the historical success of the City, workers in Aberdeen Children (0-15) make up 15% of Aberdeen’s population and benefit from average salaries that are almost £6,000 higher than education is provided to more than 22,000 pupils. Demand for early the Scottish average, and unemployment levels are low. Some of learning and childcare is high in Aberdeen City and there is a the most affluent areas of Scotland are within Aberdeen City, but shortage of available funded provision, with 570 children on the equally within the City boundaries are some of Scotland’s most waiting list in October 2014. In July 2014 there were 577 looked deprived areas. Overall, levels of deprivation remain low. In 2012, after children in Aberdeen City, a rate similar to the national rate. twenty-two of the 267 datazones within Aberdeen were considered to be within the 15% most deprived areas in Scotland. People in Aberdeen are living longer. The over-65s account for another 15% of the population of Aberdeen, and projections are Despite low headline deprivation figures, almost 30% of households that the population will continue to age. An older population in Aberdeen are in fuel poverty, 18% of children in Aberdeen are brings many benefits and challenges. Older people are more likely living in poverty. The majority of children that are living in poverty to suffer from multiple and complex care needs, and therefore the are living in a working household. demand for all services will shift.

Our Place As a result of climate change, extreme weather events are Aberdeen has 37 neighbourhoods. The Scottish Index of Multiple becoming more frequent and intense with warmer, wetter winters Deprivation (SIMD) is the Scottish Government’s official tool for and drier, hotter summers. Extreme weather events, such as the identifying small area concentrations of multiple deprivation across flooding in Aberdeen in January 2016, disrupt the daily routine of Scotland. Eight of Aberdeen’s neighbourhoods are recognised as individuals, communities, and organisations. Aberdeen bears 80% deprived on this basis. The next publication of SIMD ranking is due of the flood risk within North East Scotland. in August 2016 and it is expected it will reflect these same areas. Our Technology • Torry • Middlefield

• Tillydrone • Cummings Park The range of digital tools and technologies is ever expanding, and • Seaton • Northfield these advancements have changed the ways in which individuals, • • Woodside Mastrick communities, private businesses and the public sector interact.

The City has a healthy expanse of green and open space. Well Digital mobile technologies have transformed how we deliver our maintained, attractive and accessible natural spaces bring benefits services, and public service delivery is likely to change beyond all to the health and wellbeing of people. Three-quarters of Aberdeen recognition over the next decade. City’s residents live within a 5 minute walk of the nearest greenspace, with a further 15% within a ten minute walk, and 83% of properties in Aberdeen have access to superfast broadband, people who live close to local greenspace are likely to visit it. but download speeds remain among the lowest in the country. A more robust digital infrastructure would not only help to attract Continued focus on reducing carbon emissions has reaped rewards business to the City, it would also help to address wider social – a reduction of 1.8 kt CO2 per capita has been achieved over the issues such as social isolation and improving health and wellbeing. past decade. Despite this improvement, air pollution remains a key environmental concern for the Community Planning Partnership. The journey to digital public service delivery races on. Online delivery can make public services quicker and more efficient for Transport is a major contributor to carbon emissions and in customers, often at a fraction of the cost of traditional methods. Aberdeen there is an exceptionally high level of car ownership and usage. It is a vicious circle – poor air quality and poor road safety discourages people from walking or cycling, yet reducing reliance on private transport is the best way to improve air quality.

OUR VISION FOR ABERDEEN CITY

‘A place where all people can prosper’

Our vision for Aberdeen City is of a place where all people can prosper. This reflects our desire to help all people, families, businesses and communities to do well, succeed and flourish . in every aspect. To achieve this vision we are committed to tackling the issues that exist in our society which prevent equal opportunity for all to lead a happy and fullfilling life.

As individual partner organisations we do our best to serve and protect the public. Added value comes from Community Planning Aberdeen working together as a Partnership to test and do things we haven’t done before to deliver real and lasting transformational change for our communties.

There are problems faced by our City which have endured for decades and have been stubbornly resistant to improvement. Our evidence confirms what we already know; that inequalities in health, education and employment opportunities are passed from one generation to another.

We are clear that our focus going forward is on helping disadvantaged familes and communities to escape this cycle of deprivation by creating the conditions for prosperity.

WHAT WE HAVE ACHIEVED SO FAR THEMES, PRIORITIES, AND DRIVERS

We will achieve our vision through the delivery of three themes: Economy – central to ensuring a high quality of life for the people of Aberdeen; People – the key life outcomes of the people of Aberdeen; and Place – how people experience Aberdeen as a place to invest, live and visit.

Under these themes, we will focus on four priority areas for strategic partnership working:

• Aberdeen prospers • Children are our future • People are resilient, included and supported when in need • Empowered, resilient and sustainable communities

Our focus is to tackle inequality in these areas at the root causes of low income and health inequality to break the cycle of deprivation, inequality, unemployment, crime, violence and poor health that has existed in some families for generations.

Through the delivery of this Local Outcome Improvement Plan, we will push our joint resource investment toward early intervention and prevention to secure the future of our economy, people and place in all communities.

A fifth priority of Creating a digital place has also been identified, which cuts across all priority areas as a key enabler of innovative and integrated future public services.

This Local Outcome Improvement Plan identifies the primary drivers which will drive improvement in these priority areas. The following sections of the plan detail the secondary drivers for each priority and the improvement measures we will monitor to ensure we are making the impact intended. Locality Planning is fundamental to our approach to ensure the city wide aspirations outlined in this plan are delivered at a local level to secure better outcomes for communities which historically have experienced poor outcomes due to socio-economic disadvantage.

DRIVER DIAGRAM

Themes Priorities Primary Drivers Enablers

Prosperous Economy Investment in infrastructure Aberdeen has a flourishing, thriving Inclusive Economic Growth and successful local economy. Aberdeen prospers Innovation Internationalisation Prosperous People Best start in life

People in Aberdeen are happy and Children are our future Safe and responsible healthy and enjoy positive life outcomes. Respected, included, achieving People are resilient, Protected from harm included and supported when needed Supported to live as independently as possible Prosperous Place Safe and resilient communities Empowered, Resilient and Planning Locality People experience Aberdeen as the Sustainable Communities People friendly city best place to invest, live and visit. Enabling Technology Creating a digital place Digital connectivity Innovative, integrated and Data transformed public services. Digital innovation Digital skills and education

PLACE BASED INDICATORS IMPROVEMENT MEASURES

Each priority section is introduced with the place based indicators The improvement measures defined within each priority driver that we will maintain a watching brief over to understand the longer diagram are those which demonstrate the added value of the term impact of our joint efforts. Partnership and which Community Planning Aberdeen will hold itself to account for performance.

Place based indicators help us understand Improvement measures indicate the effectiveness of the the impact we are having on each of our Partnership’s performance in delivering improvement in each strategic themes priority area

Aberdeen prospers Children are our future Prosperous economy Prosperous people

Digital Place

Prosperous place Enabling technology People are resilient, Empowered, resilient included and supported and sustainable when needed communities

PROSPEROUS ECONOMY

ABERDEEN PROSPERS PLACE BASED INDICATORS OF ECONOMIC PROSPERITY:

The North East of Scotland is one of the most prosperous Average weekly median earnings % of people in employment No. of destinations served by regions in the UK. There have been a number of Aberdeen airport constraints on accommodating this growth historically and £650.00 100 75 in looking at the region’s economic development, £600.00 Aberdeen needs to be at the heart of a city region that 50 78.1 £550.00 25 competes with international city regions and not just with 0 others in Scotland or the UK. £500.00 2011 2012 2013 2014 2015

Economic activity in the North East is high, principally 5 year business survival rates Rate of unemployment Average hotel occupancy rates because of the North Sea Oil, and there are significant 100 90.5 10.0 opportunities to sustain and grow activity in both the short 75 100.0% % 50 45.6 and longer term. The immediate focus is on maximising 1.9 1.5 2.0 50.0% 25 1.2 economic recovery from remaining oil and gas reserves in 0 0.0 0.0% the UK Continental Shelf while we identify ways to anchor 1 2 3 4 5 year Year Year Year year expertise and activity in the North East region. Business birth rate Resident population per 1,000 Employment in Scotland’s Key to this transition is the retention of the talent and with qualifications growth sector transferable skills that currently exist within our businesses 0.8% 100 and educational institutions. In 2014 Aberdeen was ranked 0.6% 75 second among the UK’s 63 largest cities in terms of the 0.4% 0.57% 50 0.45% 48.5 number of patents per 1,000 population, testimony to a 0.2% 25 45.3 40.4 41.3 46.8 variety of internationally significant research centres such 0.0% 0 as the National Subsea Research Institute, the Rowett, the Marine Lab and the James Hutton Institute.

It is important that expertise continues to be retained and developed within our schools, College and universities to encourage, grow and attract more world-leading innovation in this region. Two leading research universities are located in Aberdeen and provide a highly skilled workforce in applied sciences, technology and engineering.

If the UK leaves the European Union it will lose access to funds for member states. However, prior to any departure, there is also a risk of lower funding for UK research and innovation from the EU as even the risk of Brexit provides disincentives. Much of EU funding requires countries or regions from three or more member states to be working in partnership. The risk is that other member states or regions will be less likely to want to work with regions in the UK as it could create unnecessary risk for them in the event that the UK has to withdraw at some point depending upon Brexit negotiations.

PRIMARY DRIVERS

In delivering this priority, we will focus our energy and efforts on working together to achieve the following primary LEAD PARTNERS: drivers. These are the critical driving factors that the Partnership believes need to be addressed to be successful in ensuring Aberdeen prospers. • Aberdeen City Council

1. Investment in infrastructure - Aberdeen City is a robust and resilient economy providing a • North East Scotland vibrant built environment and attractive place for residents, students, business and tourists College

2. Innovation – Aberdeen City has a reputation for enterprise, innovation and world class • North East Scotland solutions Regional Transport Partnership (Nestrans) 3. Inclusive economic growth - A skilled workforce for the future that provides opportunities for all our people • Robert Gordon University

4. Internationalisation – Aberdeen City is a location of choice for investment, high value business • Scottish Enterprise activity and skills • Skills Development For each of these primary drivers we identify the underpinning primary and secondary drivers that the Partnership Scotland will focus on to deliver tangible improvement in these areas. The driver diagrams also identify the key measures that the Partnership will monitor to ensure it is having an impact. • Scotland’s Rural College

16 • University of Aberdeen

1. Investment in infrastructure - Aberdeen City is a robust and resilient economy providing a vibrant built environment and attractive place for residents, students, business and tourists

Infrastructure is critical for the City to remain an internationally competitive business environment and to secure a long term economic future - transport connectivity, information and communications technologies, business land and property and housing are key. We are committed to investing in an infrastructure that caters for the needs of a high performing international city economy – roads with capacity to cope with the demands of business, extensive air and sea links, digital connectivity to develop competitive business, and a competitive and accessible public transport system.

HOW WILL WE DRIVE THIS FORWARD? Driver Diagram 1a

Primary Drivers Secondary Drivers Improvement Outcomes Lead Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 LeadPartner Partners We will regenerate our city Develop a plan to incentivise Increase % occupancy in city centre 90.3% 90% 92% 94% Aberdeen City centre to become a vibrant bringing underused space above premises Council and attractive place to live, shops and long term empty retail work and invest in units into residential use We will unlock Improve access to/ around Increase number of destinations 48 50 52 56 Aberdeen Airport development potential and Aberdeen International Airport served by Aberdeen airport connectivity to Increase number of passengers 2.9m 3.0 >3.4 >3.9 international markets using Aberdeen airport We will develop Submit a City Region Deal to the Number of vessels arriving at 7,428 7,600 8,000 8,500 Aberdeen City infrastructure for UK and Scottish Governments to Aberdeen harbour Council commuter, visitor and fast track development of Reduce journey times between key 12hrs - 09hrs - Private Sector freight transportation infrastructure locations within the north east 5m - 40m - Nestrans (Total Journey time across 12 -20% Scottish Enterprise journeys) We will improve Work with European and National Reduce per capita local carbon 5.8 tonnes 5.5 5.0 4.0 Aberdeen City deployment of low carbon Funding programmes to improve emissions (tonnes) Council transport in the city and renewable energy infrastructure Number of hydrogen vehicles 14 20 TBC TBC Active Aberdeen urban areas, through active Secure significant improvements Increase the % of people cycling as - 4% TBC TBC Partnership travel networks in the city’s green/active travel main mode of travel Nestrans Private Sector (walking, cycling) network Increase in satisfaction levels with - 50% 70% 100% Sport Aberdeen city’s green spaces

Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 Lead Partner We will modernise our Regeneration of a 2Ha in East Reduce per capita local carbon 5.8 tonnes 5.5 5.0 4.0 Aberdeen City Council utilities infrastructure to Tullos exploring delivery of a emissions (tonnes) Private Sector support the economic potential £150m energy from % of household waste that is 38.2% 39% 42% 50% growth ambitions waste facility in 2021 to support recycled low carbon power targets and development of new industries We will ensure availability Ensure that there is land and Take up of commercial office space 0.4m 0.5m 1m 1.4m Aberdeen City Council of land and premises to infrastructure available to support (square feet) Landowners support business growth and grow decommissioning Ensure businesses have access to Decrease in supply of derelict 15.25h 15h 14h 13h a variety of immediately available land (hectares) and affordable premises and new Decrease in supply of vacant 16.84h 16h 15h 14h use of existing brownfield land (hectares) We will enable Aberdeen to Prioritise development of those Footfall in Aberdeen’s Business 2,571,706 +1% +5% +10% Aberdeen City Council realise the development transport and other intervention Improvement District City Centre opportunities in the City areas in the Aberdeen City Centre Masterplan Increase % of people accessing city 52% +1% +5% +10% Centre Masterplan and Masterplan that deliver the stakeholders centre using travel other than car. beyond biggest economic impact Nestrans

LOCAL SUPPORTING STRATEGIES Economic Strategy 2015-2025 City Region Deal 2014-2025 City Centre Masterplan 2015 Local Development Plan 2016 Local Housing Strategy 2012 - 2017 Nestrans Regional Transport Strategy 2013-2035 Strategy for an Active Aberdeen 2016-2020

2. Innovation - Aberdeen City has a reputation for enterprise, innovation and world class solutions

Building on our expertise in energy technology, a significant opportunity exists for Aberdeen to become a leading European City in the early deployment of hydrogen fuel cell vehicles, as well as becoming the hub for hydrogen technologies in Scotland. Today the city boasts Europe’s largest fuel cell bus fleet and Scotland’s first facility for hydrogen production and has developed a regional strategy to support these activities, in line with national low carbon economy. The availability of people with advanced skills that support innovation is an important asset from which to pursue our economic priorities – the two universities and North East of Scotland College will support the innovation agenda through the continuing development, of courses and programmes that strengthen the capacity for high value research and development.

HOW WILL WE DRIVE THIS FORWARD? Driver Diagram 1b

Primary Drivers Improvement Outcomes Secondary Drivers Lead Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 LeadPartner Partner s We will provide research Strengthen the interaction Maintain Aberdeen’s high position Top 4 in UK Top 4 Top 4 Top 4 Aberdeen City Council and design infrastructure to between research and business in number of patents per head of Private Sector support development of by developing an Oil and Gas population Scottish Enterprise advanced technologies and Energy and Learning Teaching Skills Development innovation in other sectors Centre of Expertise Scotland Universities We will accelerate the Develop the existing Improve employment in growth 900 900 1000 1200 Aberdeen City Council transition to a more balanced Biopharmaceutical Hub that sectors of life sciences Private Sector economy by maximising new would provide R&D infrastructure Scottish Enterprise technologies and growing for creation and Scottish Rural College clusters within oil and gas, commercialisation of products Skills Development the wider energy sector, and Develop an Agri Food and Improve employment in growth 15,600 16,000 17,000 20,000 also food, drink, agriculture, Innovation Hub that provides R&D sectors of food, drink and Scotland health and life sciences infrastructure and expertise for agriculture in City and Region regional primary producers, processors and manufacturers We will maximise the Reduce emissions and promote % of household waste that is 38.2% 39% 42% 50% Aberdeen City Council potential of hydrogen, alternative energy technologies recycled Private Sector energy from waste and through regional collaboration Scottish Enterprise other renewables Vehicle replacement programme % partnership fleet low carbon TBC +1% +5% +10% Skills Development technologies to develop a vehicles 19

Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 Lead Partner medium-long term demand Deliver the supply chain Increase energy production from TBC +1% +5% +10% Scotland for the transferable skills in development activities in the other renewable technologies the oil Renewables/Hydrogen Action Plan and gas sector and its focus on developing these emerging fuel cell technologies We will provide business Provide access to finance through Number of FDI projects as 9 10 12 15 Aberdeen City Council and innovation support to the SE Innovation Support, measured by Ernst and Young Business Gateway entrepreneurs/ business Business Angel Venture Capital Private Sector start-ups and increase the and/ or Scottish Local Authorities Skills Development diversity of funding options Loan Fund in Aberdeen City through an increase in Scotland accessibility of international investment

LOCAL SUPPORTING STRATEGIES

Economic Strategy 2015-2025 City Region Deal 2014-2025 North East Scotland College Outcome Agreement 2015-16 North East Scotland College Curriculum Strategy 2015-16 Scottish Enterprise Business Plan 2015-2018

3. Inclusive economic growth - A skilled workforce for the future that provides opportunities for all our people

Aberdeen has consistently performed above Scottish and UK levels of economic growth, working-age population growth and wages. It has the greatest projected growth of Scotland’s strategic development plan areas with a forecast 35% increase in households to 2035. While the high wages and salaries on offer in the oil and gas sector have attracted people into the region, this has caused recruitment challenges in other sectors, while a lack of affordable housing and income inequalities has led to people living away from key employment centres in the city.

HOW WILL WE DRIVE THIS FORWARD? Driver Diagram 1c

Primary Drivers Secondary Drivers Improvement Outcomes Lead Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 LeadPartner Partners We will develop the people Delivery of Business Gateway to Increase business gateway start up 1163 +2% +5% +10% Aberdeen City Council and skills necessary to provide business start-up and numbers ACVO deliver economic development support, that is Business gateway “Growth 41% 43% 45% 50% NES College development and, as a available to all businesses companies” accepted into Scottish Scottish Enterprise result, support Enterprise’s Growth Pipeline Scottish Rural College diversification of businesses Construct an Economic Footprint % of Economic Footprint TBC 30% 60% 100% Skills Development and economy for the CPP and develop an action improvement recommendations Scotland plan based on Key findings and implemented recommendations Universities

We will ensure that the Develop iconic tourism attractions Improve hotel occupancy rates 56.6% 60% 65% 70% Aberdeen City Council North East of Scotland is a to capitalise on non-business Increase tourists to Aberdeen 806,000 +5% +15% +30% Visit Aberdeenshire great place to be – as a tourism and leisure markets and Increase GVA of tourism sector in £400m +5% +15% +30% visitor, worker, stimulate diverse culture and Aberdeen entrepreneur or resident creative offerings We will significantly improve Develop and implement Locality Improve neighbourhood local TBC +1% +3% +5% Aberdeen City Council the city through Plans for those communities statistics on employment, ACVO regeneration of our experiencing socio economic educational outcomes and health Health and Social communities and ensuring a disadvantage in Aberdeen City areas Care Partnership vibrant economy Reduce the gap between these TBC -1% -2% -3% NHS Grampian areas and the rest of Aberdeen

Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 Lead Partner Increase take up of Employment TBC +1% +3% +5% Police Scotland related services in these areas. Scottish Fire and Increase no of employers paying TBC +5% +25% +50% Rescue Service the Living Wage Reduce no of low-skilled, low-paid TBC - -5% -10% people in insecure employment Reduce % of children in living in TBC - -5% -10% poverty We will invest in our Implement Developing the Young Increase the % of those achieving a 75% (City 76% 77% 80% Aberdeen City Council workforce, particularly Workforce to strengthen modern apprenticeship of all those and Shire) Active Aberdeen young people, develop our vocational skills attainment levels leaving an MA Partnership future workforce and and encourage apprenticeships NES College ensure all benefit from Delivering high attainment levels Increase educational attainment at 47% 50% 55% 60% Skills Development economic activity and positive destinations for our NVQ4 and above of resident Scotland young people and providing a population Sport Aberdeen future supply of skills for Increase proportion of young 94% (City +1% +2% +3% employers, inward investors and people achieving successful and Shire)

future entrepreneurs destinations post-school We will ensure there is Address skills shortages in key Reduce proportion of employers 14% (City 10% 9% 8% Aberdeen City Council access for all employers to sectors including public services reporting skills gaps and Shire) Skills Development qualified labour and health sectors as identified in Scotland the Regional Skills Strategy

Working with the Employers Increase proportion of businesses TBC +2% +5% +10% Training Forum, embed the use of that report investing in on-the-job targeted recruitment and training training, technical or job-specific clauses in our procurement training strategies to ensure those areas with higher levels of economic inactivity can access skills/ training opportunities Deliver £2.2m ESF Employability Monitor success of ESF TBC Target to be set when Pipeline Project to increase Employability Pipeline to increase project is approved economic activity through economic activity training and work experience

Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 Lead Partner We will ensure housing that Consider viability of expanding Build at least 415 affordable 214 415 415 415 Aberdeen City Council is affordable, across Places for People, a joint venture houses a year Private Sector markets, is widely available, model to deliver ‘private rented and in particular to support sector’ homes regionally Build 1094 houses a year 788 1094 1094 1094 vital key workers in the education, care and health sectors

LOCAL SUPPORTING STRATEGIES

Economic Strategy 2015-2025 City Region Deal 2014-2025 Local Housing Strategy 2012 - 2017 North East Scotland College Outcome Agreement 2015-16 North East Scotland College External Engagement Strategy 2014 North East Scotland College Curriculum Strategy 2015-16 Nestrans Regional Transport Strategy 2013-2035 Scottish Enterprise Business Plan 2015-2018

4. Internationalisation - Aberdeen City is a location of choice for investment, high value business activity and skills Internationalisation supports growth, innovation and productivity and is a key characteristic of successful regional economies. Internationalisation is already at the heart of the Aberdeen City Region, and is actually a driving force for the internationalisation strategy for the whole of Scotland. It has a long and successful history of exporting goods, expertise and talented people as well as being the home for large scale and sustained investment in sectors such as food and drink and oil and gas and energy. We want to build on our track record as one of the most international regions in the UK.

HOW WILL WE DRIVE THIS FORWARD? Driver Diagram 1d

Primary Drivers Secondary Drivers Improvement Outcomes Lead Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 LeadPartner Partners We will improve the Support the development of our Increase number of new jobs 170 +2% +5% +10% Aberdeen City Council attractiveness for harbour created from completed inward Visit Aberdeenshire international trade and investment projects investment Support the promotion and Work with Visit Aberdeenshire to TBC marketing of the place with Visit develop metrics to monitor and Aberdeenshire improve promotion and marketing of Aberdeen Develop the £330m new Number of FDI projects as measured 9 10 12 15 Aberdeen Exhibition and by Ernst and Young Conference Centre to anchor existing international events and compete for new events We will improve multi- Work with Aberdeen Improve times to and from Aberdeen City Council modal access to Aberdeen International Airport Aberdeen airport by: Scottish in supporting its development Road TBC Development plans Rail TBC International Bus TBC UK Trade and Increase number of rail passengers 3.46m +2% +5% +15% Investment arriving at Aberdeen station Nestrans Increase amount of freight arriving 4.4m +2% +5% +10%

at Aberdeen harbour tonnes

Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 Lead Partner We will support companies Provide internationalisation Increase number of inward trade 30 32 34 38 Aberdeen City Council in all key sectors to identify support to businesses in existing delegations supported by ACC Scottish Enterprise market opportunities and priority and new markets linking develop products and existing innovation and R&D services to grow sales in capability, in both the private international markets sector and academia We will collaborate with UK Promote the ‘investor readiness’ Improve attitudes of businesses TBC +2% +5% +10% Aberdeen City Council and Scottish agencies and of the region to international from Aberdeen, and of those Scottish Enterprise business in prioritising institutional investors/sovereign wishing to do business here, on international business wealth funds readiness to do business in support ensuring that Aberdeen businesses benefit from international trade and investment opportunities We will attract the best Deliver a £30m refurbishment of Increase footfall at Aberdeen tourist TBC +2% +5% +10% Aberdeen City Council possible range of incoming Aberdeen Art Gallery in 2017 attractions Active Aberdeen exhibitions and events and Improve number of national and TBC +2% +5% +10% Partnership showcase the city’s international events at AECC by 10% Sport Aberdeen internationally recognised sports, arts and culture offer Visit Aberdeenshire

LOCAL SUPPORTING STRATEGIES

Economic Strategy 2015-2025 City Centre Masterplan 2015 City Region Deal 2014-2025 Tourism Partnership Strategy

PROSPEROUS PEOPLE

CHILDREN ARE THE FUTURE PLACE BASED INDICATORS OF PROSPEROUS PEOPLE:

Our ambition is to support every child, irrespective of their % exclusively breastfed % Developmental Milestones Primary 1 children whose BMI is circumstances, to grow, develop and reach their full 50 reached (27 to 30 months) within the top 5% 80 20 potential. We want Aberdeen to be a city where there is 48.4 10.7 11.2 40 45.3 45.5 8.9 9 9.9 42.4 43.4 79.1 equality of outcomes and opportunities for all our children. 78.1 10 Our priorities reflect the importance we place on 30 70 0 supporting equity of access to education, supporting families to provide the best care they can for their children. We will also invest in the health, including mental health, of No. Children Referred to SCRA No. SCRA referrals due to Number of children accused/ our children and young people. 150 124 committing an offence suspected of offence 88 150 124 1500 1277 100 73 88 986 Investment in children is increasingly seen as one of the 1000 745 100 73 652 best and most valuable long-term investments we can 50 615 500 50 make. Investing shared resources to target prevention and 0 0 early intervention for children and young people is central 0 to tackling inequality and improving life chances. Living in deprivation, often can contribute to poorer outcomes for children and young people. Research has shown that % of LAC leavers Achieving SQF % 5+ awards at level 6 (deprived Positive destinations (Deprived children who live in persistent deprivation are: less likely Level 4/5 in Literacy and areas) Areas) achieve academically; meet developmental milestones; numeracy 90 experience poor health and are at higher risk of behavioural 100% 10 problems. 86.76 85.46 37.5% 7.87 80 22.6% 28.0% 6.41 5.81 82.56 5.13 5.69 Throughout our strategic and multi-agency approaches, we 4.0% 3.8% 77.17 78.29 will work to ensure the seamless delivery of children’s 0% 70 services at all stages of child development and growth. The 0 foundation of an individual’s health and wellbeing is laid in 26 early childhood. The period from conception to 2 years of age is of critical importance in a child’s development. Positive development during pregnancy and in the critical months post birth is essential for ensuring the best possible start. By reducing teenage pregnancies, maternal smoking and increasing breastfeeding rates, we will help ensure that children have the best opportunity to reach their developmental milestones.

Aberdeen City offers rich opportunities for all children and young people to achieve and become responsible, confident and contributing adults. Through implementing future focused engagement and participation strategies across Aberdeen City, we will continue to ensure that children and young people are respected and included citizens in their city.

PRIMARY DRIVERS LEAD PARTNERS:

In delivering this priority, we will focus our energy and efforts on working together to achieve the following primary • Aberdeen City drivers. These are the critical driving factors that our Integrated Children’s Services Partnership believes need to be Council addressed to be successful in ensuring children are the future. • ACVO 1. Children have the best start in life – children in Aberdeen City are healthy, happy and safe, and enjoy the best possible childhood • NHS Grampian

2. Children are safe and responsible – children and young people are safe from all forms of harm • Police Scotland

3. Children are respected, included and achieving – children and young people are listened to, • Scottish Fire and respected, valued and involved in the decision-making process Rescue Service

For each of these primary drivers we identify the underpinning primary and secondary drivers that the Partnership will focus on to deliver tangible improvement in these areas. The driver diagrams also identify the key measures that the Partnership will monitor to ensure it is having an impact.

1. Children have the best start in life - children in Aberdeen City are healthy, happy and safe, and enjoy the best possible childhood

The period from conception through to age two is the most critical period in a child’s life. To ensure that children have the best start in life, their mother needs to be in good physical and mental health before and during pregnancy. During infancy and early childhood, children are flooded with new experiences that impact on their brain development, and there is an opportunity for us to support children to grow and to ensure that healthy and positive habits are formed from a young age.

HOW WILL WE DRIVE THIS FORWARD? Driver Diagram 2a

Primary Drivers Secondary Drivers Improvement Outcomes Lead Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 LeadPartner Partners We will expand and improve The expansion of early learning Increase number of available early Aberdeen City Council access to affordable and child care; and out of school learning and childcare places: NHS Grampian childcare across the city care Places in LA setting: 3,566 - - - Other Setting: 6,738 - - - Ensuring continued quality of % of positive evaluations of Quality 96% 95% 100% 100% childcare provision Reference Indicators from Education Scotland and Care Inspectorate inspection reports of local authority and partner provider, primary and secondary schools and Early Learning Centres per financial year Increased satisfaction of parents 90.1% 93.1% 100% 100% with ELCC services( proportion of parents surveyed indicating that they are ‘happy’ with the service) Workforce development and Improve Recruitment 1208 - 2400 - expansion within early learning [Increase in number of staff and childcare services entering early learning and childcare sector] Data based on a Training Needs analysis

Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 Lead Partner Increase in number of staff undertaking qualifications to improve quality and meet SSSC requirements: Support workers 50% 70% 85% 90% Practitioners 86% 90% 95% 95% Lead practitioners 25% 50% 75% 90% Managers 19% 50% 75% 90% We will expand supports for Expansion of Me2 programme to Increase the no. of places available 110 220 100% 100% Aberdeen City Council young Looked After Children support Looked After Children 2 with a view to meeting 100% of Active Aberdeen and their families year olds demand Partnership NHS Grampian Sport Aberdeen We will improve health Alignment of policy and planning Increase in % of babies exclusively 36.1% - 46% - Aberdeen City Council supports and outcomes for developments in line with the breastfed at 6-8 week review Active Aberdeen families, children and young Healthfit 2020; ChildHealth 2020; Decrease in smoking during 14.1% - 7% - Partnership people and Health and Wellbeing local pregnancy NHS Grampian delivery plans. (3 year rolling average) Sport Aberdeen Improvement in child dental health 67.2% 69.5% 77% - [% of P1 children receiving a ‘low (Current risk’ letter from basic inspection] Scottish rate)

LOCAL SUPPORTING STRATEGIES

Aberdeen City Council Parent Involvement Strategy 2014-2017 Aberdeen City Strategy for Autism 2014-2024 Aberdeen Community Learning and Development Plan 2015 - 2018 Aberdeen City Council Strategic Business Plan Refresh 2016/17 Integrated Children’s Services Plan 2011-2015 Parenting Strategy 2012 NHS Grampian Local Delivery Plan 2015-2016

2. Children are safe and responsible - children and young people are safe from all forms of harm

Everyone has a responsibility to keep children and young people safe from harm, and no single agency can do this alone. Children need to be kept safe from harm in order to thrive and reach important developmental milestones, and to ultimately become responsible and contributing citizens. Keeping children safe means more than ensuring their physical safety; looking after their emotional and mental well-being is equally important.

HOW WILL WE DRIVE THIS FORWARD? Driver Diagram 2b

Primary Drivers Secondary Drivers Improvement Outcomes Lead Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 LeadPartner Partners We will ensure that children Implementation of the Reduce the number of young 42 -10% -25% -90% Aberdeen City and young people are safe Reclaiming Social Work people in out of Authority Places Council at home (Definition of out of authority Active Aberdeen currently under review so please Partners regard baseline as an estimate) Police Scotland Ensure CP re-registration rates will Ab: 25% - - - be in line with the national average Scot:16% Scottish Fire and (rate per 1000 pop aged 0-16) Rescue Service We will improve multi Implementation of Getting it Increase in % of children’s plans TBC - 100% 100% Aberdeen City Council agency support for Right For Every Child in line with assessed as good Active Aberdeen vulnerable children and the requirements of the Children (Currently in development) Partners young people and Young People (Scotland) Act Monthly Reviews of Children’s TBC 100% 100% 100% NHS Grampian 2014 including but not limited to Plans GIRFEC Operational Guidance Police Scotland and training for the 3rd sector We will ensure all children Improvements in early Reduce youth crime (No. of young 262 170 150 100 Aberdeen City Council and young people are intervention supports for people who were accused in relation Active Aberdeen supported to be responsible offenders/victims and parents to multiple CrimeFiles) Partnership and contributing citizens Reduce youth crime (No. of young 602 587 457 326 AFC Community Trust people who were accused in relation Police Scotland to a single CrimeFile) Scottish Fire and Reduce exclusion rates (per 1000 40 35 25 10 pupils) Rescue Service Increase no. young people engaged TBC +2% +5% +10% Sport Aberdeen

Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 Lead Partner in diversionary activity programmes StreetSport Transition Extreme

LOCAL SUPPORTING STRATEGIES

Aberdeen City Council Parent Involvement Strategy 2014-2017

Integrated Children’s Services Plan 2011-2015 Parenting Strategy 2012 NHS Grampian Local Delivery Plan 2015-2016 National Guidance for Child Protection in Scotland 2014

3. Children are respected, included and achieving - children and young people are listened to, valued, respected and involved in the decision-making processes in Aberdeen

Every child has a right to be treated with respect and dignity at all times, regardless of their age, gender, ethnicity or background. They all reserve the right to express their views on matters that directly affect them and to have those views listened to and considered. A child or young person who feels respected and included is one who is more likely to succeed in life. It is also important for children to feel that they are part of a supportive community that helps them to achieve their potential.

HOW WILL WE DRIVE THIS FORWARD? Driver Diagram 2c

Primary Drivers Secondary Drivers Improvement Outcomes Lead Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 LeadPartner Partners We will implement a city Implement relevant aspects of Number of School S&Q, VSE HMIe TBC +10% +20% +50% Aberdeen City Council wide strategy to promote the Children and Young People’s reports identifying pupil ACVO (3rd Sector) participation of children and Rights and Participation Strategy participation as a key area of young people and children’s strength rights, in partnership with Promote Youth Democracy and Increase no. of established forums TBC +10% +20% +50% other services within and Political Literacy, in accordance whereby young people can beyond the council, with ICS Participation Strategy participate in youth democracy including Unicef UK We will ensure that all All young people with Additional Percentage of pupils identified as 80% 85% 95% 95% Aberdeen City Council children are supported to Support Needs are educated in having an additional support need or > or > ACVO (3rd Sector) live and be educated in their their local community in line with educated in their local community. NHS Scotland local community ‘Aberdeen City Inclusion Review’ Reduction in Number of young 559 500 400 250 Police Scotland recommendations People with ASN being transported Decrease no. of LAC educated out 232 200 100 50 with the local authority (snapshot June 16, subject to variances in total LAC population size We will close the outcome Partnership working to evaluate Improve Proportion of Positive 90% 93% 100% 100% Aberdeen City Council gap for all children and and deliver targeted support to School Inspection Outcomes NES College young people schools and their local (Quality Indicators/ Primary and Police Scotland communities Secondary School Combined)

Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 Lead Partner Reduce Attainment Gap between 1752 1700 1600 1450 Universities highest and lowest achieving 20% (Tariff Scores) Increased 28% 33% 50% 60% LAC Attainment (% of LAC achieving Literacy and Numbers at SQF Level 4 or above % of teachers improving awareness TBC +10% +10% +10 of equality and diversity through CPD (Survey to be developed We will maximise the Engage partners to expand and Increase in the proportion of young 90.1% 93.1% 95% 97% > Aberdeen City Council employment, education and improve provision of post school people entering positive NES College training opportunities for all learning and employment destinations upon leaving school Skills Development school leavers opportunities for young people (Initial SLDR survey) Scotland

Increase in the proportion of young 82.6% 83.6% 85% 90% Universities people from deprived areas entering positive destinations upon leaving school (Initial up SLDR survey) Increase in % of young people 77% 79% 82% 85% progressing into a positive destination on completion of an Activity Agreement Increase in the proportion of 16-19 91.0% 92.0% 94% 97% > year olds recorded as participating in education employment or training Increase in number of young people completing formal and informal Achievement Awards:

Formal (SQA Accredited) 37 52 76 103+ Informal (Non -Accredited) 1600 2000 2680 3832

LOCAL SUPPORTING STRATEGIES

Aberdeen City Council Parent Involvement Strategy 2014-2017 Aberdeen City Strategy for Autism 2014-2024 Aberdeen Learning Strategy Integrated Children’s Services Plan 2011-2015 Parenting Strategy 2012 NHS Grampian Local Delivery Plan 2015-2016 Aberdeen City Council Strategic Business Plan Refresh 2016/17 Aberdeen Community Learning and Development Plan 2015 - 2018

PROSPEROUS PEOPLE

PLACE BASED INDICATORS OF PROSPEROUS PEOPLE: PEOPLE ARE RESILIENT, INCLUDED Adult protection referrals Alcohol related hospital admissions Alcohol related mortality AND SUPPORTED WHEN IN NEED 1200 1200 30 26 923.3 960.2 923.3 960.2 24.2 22.2 1000 849.1 794.3 1000 849.1 794.3 19.7 712.6 712.6 17.1 All people in Aberdeen are entitled to live within our 800 800 20 600 600 community in a manner in which they feel safe and 400 400 10 protected from harm, supported when necessary and 200 200 fully included in the life of the city. All citizens are equally 0 0 0 entitled to enjoy these aspirations, and it is recognised that people may, at times become vulnerable. People sometimes need others to support their achievement of a Domestic abuse incidents Emer. Hosp. admissions – over 65 Delayed discharges 253292568524824 60 45 48 52 44 45 full, active, safe citizenship. 4000 26000 39 40 42 32 32 33 22712 40 28 24000 22072 Ensuring that Aberdeen is a place where everyone feels 26963074 2000 2648 2545 22000 20 safe, supported and included is important to the 20000 0 wellbeing of people and communities, as well as the 0 overall reputation of the city. We need to make sure that 2012/13 2013/14 2014/15 2015/16 those who are harmed by crime receive the support and information they need to enable them to get on with Wellbeing (Warwick Edinburgh) % of people feeling safe when Home care hours – over 65s 30 walking in their neighbourhood 14000 their lives as far as possible. For those from our 27 27 100 13518 communities who get involved in offending behaviour, 13000 12922 20 80 81 12366 which can be for a myriad of reasons, including 83 60 77 12000 environmental and social factors, evidence has shown 69 11716 11852 10 40 that managing and supporting them in the community is 11000 20 more likely to lead to reduced reoffending rather than 0 10000 0 short term prison sentences. Family, social and 2012 2013

35 employment links can be maintained in the community, and individuals can be supported to turn their behaviour around and become contributors to society.

The quality and design of a place can significantly influence the ability of individuals and communities to live in healthy, sustainable ways. Issues such as wellbeing and quality of life, physical and mental health, social and cultural life, carbon emissions and energy use are all influenced by the quality of the environment.

Our population is diverse and is also changing with an increase in the number of people living with a combination of physical and mental health conditions. By 2037 the number of people over 65 in Aberdeen City is projected to rise by 56%, and the projected increase in the over 75s is even greater. Our city also has a mix of affluence and poverty. Estimates of how long a person is expected to live in good health (i.e. healthy life expectancy) can vary up to 17 years between neighbourhoods in Aberdeen. Wider social determinants of health describe the factors in which people are born, grow, work, live and age. These include among many, the environment, educational attainment, income levels - all of which have an impact on health and wellbeing. LEAD PARTNERS:

Improvements in health care mean that individuals with previously life-limiting conditions and disabilities are also • Aberdeen City living longer, including more children with complex health conditions now surviving into adulthood. Although these Council demographic trends have positive aspects, they present new challenges to our City and partnership in relation to inclusion and equity as well as finding sustainable models of health and social care at a time of financial constraint. • ACVO These challenges not only affect health and social care service providers, but also our wider connected system of public, third and independent sectors, businesses and local communities. • Aberdeen City Health and Social Care PRIMARY DRIVERS Partnership

In delivering this priority, we will focus our energy and efforts on working together to achieve the following primary • NHS Grampian drivers. These are the critical driving factors that the Partnership believes need to be addressed to be successful in ensuring people are resilient, supported and included. • Scottish Fire and 1. People and communities are protected from harm - Individuals and communities are made aware of the risk of Rescue Service harm and supported appropriately to reduce this risk. • Police Scotland 2. People are supported to live as independently as possible– people are able to sustain an independent quality of life for as long as possible, and are enabled to take responsibility for their own health and wellbeing.

For each of these primary drivers we identify the underpinning primary and secondary drivers that the Partnership will focus on to deliver tangible improvement in these areas. The driver diagrams also identify the key measures that the 36 Partnership will monitor to ensure it is having an impact.

1. People and communities are protected from harm – Individuals and communities are made aware of the risk of harm and supported appropriately to reduce this risk.

We all have a responsibility to keep vulnerable adults safe from harm. Everyone has the right to live in safety, and we, as public services, have a duty to safeguard people’s health, wellbeing and human rights. There are many causes of vulnerability and adults can, at any time, become vulnerable. Adults can become vulnerable when they lack the ability to take care of themselves, or unable to protect themselves against harm.

HOW WILL WE DRIVE THIS FORWARD? Driver Diagram 3a

Primary Drivers Secondary Drivers Improvement Outcomes Lead Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 LeadPartner Partners We will develop systems Work together across the CPP to Increase number of partnership TBC TBC +5% +10% and approaches that raise understand and proactively referrals received from ACHSCP awareness of harm respond to available intelligence SFRS 682 682 ACC to identify those with increased ACVO - - NHSG likelihood of requiring support, HSCP - - Police Scotland by using business intelligence, Active Aberdeen - - Scottish Fire & promote awareness that adult Police - - Rescue Services support and protection is a NHSG - - shared responsibility and ACC - - strengthen user involvement in THIRD SECTOR - - our activities INDEPENDENT - - Promote awareness amongst Increase number of usages of harm 0 0 100 200 partners of those at risk of drug app related deaths and opportunities Increase usage of Choose Life 6000 +10% +2% +5% for signposting to treatment and prevent suicide app. support services Decrease in numbers of Drug 45 28 25 22 related deaths (5 year average) We will respond robustly Work with and support all Reduce proportion of crime (2 + 58% 0 -1% -2% Aberdeen City and proportionately to agencies, by developing policies experiences) experienced by Council concerns about the and protocols, to ensure that repeat victims

Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 Lead Partner wellbeing and vulnerability they are aware of their Reduce proportion (or amount) of 14% 0 -1% -2% NHS Grampian of individuals and their risk responsibilities and are seen to crime (5+ experiences) Aberdeen City Health of harm respond in an appropriate and experienced by repeat victims and Social Care timely manner. (Source of data: Scottish Crime and Partnership Justice Survey – available biannually) Police Scotland Reduce the average age gap from Scottish Fire and when someone starts drug use to Rescue Service when they seek help: Violence against Males (years) 8.74 TBC TBC TBC Women Partnership Females (years) 6.94 - - - Reduce the average age that someone with an alcohol problem seeks help: Males (years) TBC Females (years) TBC Advance equality and reduce Increase the number of people and 83 83 +5% +10% harm, harassment and abuse families who may be at risk that towards those individuals at risk/ are identified for support potential risk. Increase number of Police Scotland 261 TBC TBC TBC Hate Crime Reports Increase the number of people 0 0 +5% +10% identified to undertake an Earlier Intervention programme for domestic abuse perpetrators. Increase the uptake of voluntary 0 0 +5% +10% support for people including children harmed. We will seek to reduce the Intensive family intervention Number of families assessed as 0 26 104 260 Aberdeen City risk of harm by increasing support to families with complex having 3 or more improved Council individual and community and multiple needs through the outcomes 6 months following NHS Grampian resilience to vulnerability. provision of a Priority Families conclusion of the support. (Note Aberdeen City Health Service figures are cumulative) and Social Care Increase number of alcohol brief 1330 1400 1600 1800 interventions delivered in wider Partnership settings (i.e. those not currently Police Scotland

Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 Lead Partner delivered in primary, accident & Scottish Fire and emergency and maternity Rescue Service settings). Raise awareness of factors that Increase number of Making Every 0 850 TBC TBC can improve personal and Opportunity Count conversations. community resilience, health and (Include home and fire checks.) wellbeing. No of clients supported by 0 40 400 1500 Community Links Workers to improve resilience, health and wellbeing (figures are cumulative) Work in partnership to Reduce repeat homelessness 67 (5.08%) 5% 4% 2% strengthen resilience and (within 12 months) capacity of people who are at risk Increase % of households 92.7% 94% 96% 100% of homelessness to maintain previously homeless that have stable living arrangements. sustained their tenancy for more than 1 year We will effectively manage Clear identified pathways and Increase in number of police direct 213 +10% +20% +40% HSCP and support people involved information flows are put in place measures (Recorded Police 2015-16 TBC TBC TBC Aberdeen City in the adult Criminal Justice to divert people from Warnings) Council System in the community to prosecution, reducing the Increase in individuals referred to 0 TBC +15% +40% Crown Office & reduce the likelihood of likelihood of their reoffending relevant services at point of arrest Procurator Fiscal their reoffending and and enabling them to improve Service improve outcomes for these their life chances Increase in number/% of people Police Scotland individuals, their families [National Outcome: Improved who were appropriately diverted Third Sector and communities Collaborative Working] from Court aged: 16-17 63 +1% + 2% +5% 18-25 14 26+ 33 2015-16 (Recognising that this will depend on factors including numbers reported by police, crimes alleged against individuals, etc) Quality of Community Payback Increase in % of individuals on a HSCP Orders is regularly evaluated to Community Payback Order Other partners as inform future practice Supervision Requirement indicating appropriate [National Outcome: Effective improved outcomes at the end of

Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 Lead Partner Interventions] their Supervision: (from a sample of 20 exit questionnaire per quarter – Baseline Q2 2016) - Housing 50% +1% +2% +3% - Emp/Education/Training 22% - Drugs 57% “ “ “ - Alcohol 81% - Personal Relationships 58% - Self Esteem 58% - Mental Health 60% - Physical Health 29% - Money Issues 50% - Coping Skills 69% Robust alternatives to remand Increase in the no. of people 22 +5% +10% +15% HSCP are in place and utilised commencing/undertaking individuals Crown Office & [National Outcome: Effective alternatives to remand (2015-16) Procurator Fiscal Interventions] Scottish Courts &

Tribunals Service Clear joint working arrangements Increase in the % of non-statutory 65% 75% 85% 100% Scottish Prison are in place in relation to post prisoners (those serving sentences Service liberation support for individuals of less than 4 years) who received HSCP on custodial sentences to reduce relevant voluntary support on Aberdeen City the likelihood of reoffending and release Council enable them to improve their life Third Sector chances. [National Outcomes: Improved collaborative working; Access to services] Appropriate pathways are in Increase in prisoners in HMP 10% 15% TBC TBC HSCP place to enable the right support/ Grampian identified as having a Aberdeen City treatment/ intervention for mental illness that have a clearly Council mental health and wellbeing defined multidisciplinary team NHS Grampian issues at the right time, at all care plan Scottish Prison stages of the Criminal Justice Service System [National Outcomes: Third Sector Improved collaborative working;

Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 Lead Partner Access to services]

Appropriate pathways are in Reduction in % of individuals 100% -1% -2% -10% HSCP place to enable the right support/ admitted to HMP Grampian with Aberdeen City treatment/ intervention for alcohol and drugs misuse issues Council alcohol and drug issues at the (from initial prison screening) NHS Grampian right time at all stages of the ADP Criminal Justice System Police Scotland [National Outcomes: Improved Scottish Prison collaborative working; Access to Service services] Third Sector

Appropriate pathways are in Increase in % of individuals TBC TBC +10% +20% HSCP place to support people to enable accessing life skills/employability Aberdeen City them to realise and build on their support and opportunities at Council potential, improve their life skills different stages of the Criminal Skills Development and move towards employment, Justice System Scotland at all stages of the Criminal Scottish Prison Justice System [National Service Outcomes: Improved Police Scotland collaborative working; Access to Crown Office & services; Leveraging in resources] Procurator Fiscal Service Third Sector

LOCAL SUPPORTING STRATEGIES

Aberdeen City Alcohol and Drugs Partnership Strategy 2011-21 Local Fire and Rescue Plan for Aberdeen City 2014-2017 Aberdeen City Local Policing Plan 2014-2017 NHS Grampian Local Delivery Plan 2015-2016 Health and Social Care Partnership Strategic Plan 2016-19 NHS Grampian Clinical Strategy 2016 - 2021

2. People are supported to live as independently as possible – people are able to sustain an independent quality of life for as long as possible, and are enabled to take responsibility for their own health and wellbeing

Sometimes people need more support than others to maintain or improve their quality of life. There are a range of services which play an important role in helping people with additional care and support needs to live as independently as possible and connect to their communities.

HOW WILL WE DRIVE THIS FORWARD? Driver Diagram 3b

Primary Drivers Secondary Drivers Improvement Outcomes Lead Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 LeadPartner Partners We will empower citizens to People are enabled to direct their Number of people directing their 6% +4% +10% +20% Aberdeen City Council feel they have real and own care and support as far as is own care and support as % of NHS Grampian meaningful choice and reasonably practicable. completed single shared Aberdeen City Health control over their own lives. assessments confirming eligibility & Social Care Establish the use of the Link App 0 TBC +30% +75% Partnership and measure increase in the utilisation of the app ACVO Develop self-management Increase in % of individuals able to 96% 96% 96% +1% options/resources e.g. education, look after their health very well or information, peer support, quite well. person centred staff and services, Mortality rate per 100,000 people 464.4 464.4 464.4 -1% technology and carer support. aged under 75 years Emergency admission rate for 9977 8760 -5% -10% adults per 100,000 population. People have a voice in key % of people reporting that they TBC TBC +2% +10% decisions and issues affecting have influence and a sense of them at a local level control ‘I feel able to participate in decision and help change things for the better’ (Place Standard Tool)

Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 Lead Partner We will promote health and Agree and develop a systematic Reduce the gap in life expectancy TBC TBC -1% Aberdeen City wellbeing in all policies by approach and framework with for men and women in defined Council Community Planning community planning partners to communities. Active Aberdeen Partners to maximise integrate the improvement of Partnership contribution toward health and wellbeing of our local Tillydrone: Female: 80.7 prevention of ill health and population into all policy Male: 75.8 NHS Grampian reduction in health decisions. Northfield: Female: 80.8 Aberdeen City Health inequalities. Male 77.6 & Social Care Torry: Female 81.5 Partnership Male 78.1 ACVO Increase number of organisations TBC +80% +100% Police Scotland in Aberdeen being supported to Scottish Fire and detect health, safety and wellbeing Rescue Service issues to prepare a Healthy Working Lives action plan and Sport Aberdeen associated policies

Small & Medium Enterprises: 39 Non SME’s: 58 Reduce the number of inactive TBC TBC -5% -10% people in Aberdeen.

LOCAL SUPPORTING STRATEGIES

Aberdeen City Strategy for Autism 2014-24 Aberdeen City Alcohol and Drugs Partnership Drugs Strategy 2011-21 Aberdeen City Alcohol & Drugs Partnership Alcohol Strategy 2009-19 Health and Social Care Partnership Strategic Plan 2016-19 Integrated Children’s Services Plan 2011-2015 Joint Commissioning Strategy for Older People 2013-23 NHS Grampian Local Delivery Plan 2015-2016 NHS Grampian Carer’s Information Strategy Strategy for an Active Aberdeen 2016-2020

PROSPEROUS PLACE

EMPOWERED, RESILIENT AND PLACE BASED INDICATORS OF PROSPEROUS PLACE:

SUSTAINABLE COMMUNITIES CO2 Emissions % CO2 emissions attributed to % of pop. within 500m of long- 1700 1649.2 transport term derelict land 1629.9 The quality and design of a place can significantly 1650 21.00% 20.44% 1579.8 20.19% 10.00% 7.40%8.00%8.00% 1554.8 20.50% 6.60% influence the ability of individuals and communities to 1600 1546.6 19.87% 5.30% live in healthy, sustainable ways. Issues such as 1550 20.00% 19.35% 19.50% 19.11% 5.00% 1500 wellbeing and quality of life, physical and mental health, 19.00% 1450 social and cultural life, the provision of quality sport and 18.50% 0.00% 18.00% leisure facilities and open space, carbon emission and energy use are all influenced by the quality of the environment. Involving communities in the shaping of % of dwellings that fail the Cleanliness Score % household waste recycled Scottish Housing Quality Standard Aberdeen City will inspire people to collectively 100.00% 39.00% 70.00% 61% 61% 95.00% 38.00% reimagine and reinvent the city as a place that 56% 38.20% 60.00% 50% 90.00% 94.70%94.00% 37.00% 45% 91.90% 37.30% contributes to their health, happiness, and wellbeing. 50.00% 85.00% 90.10% 36.00% 37.10% 40.00% 80.00% 35.00% 35.70% 75.00% 81.80% 34.00% Embracing the opportunities presented by community 30.00% empowerment legislation will enable communities to have a greater influence on their built environment and greenspace, and on the services delivered in their Average annual damages by flood % of people feeling safe walking Wellbeing (Warwick Edinburgh) source alone in their neighbourhood neighbourhood. 30 100 27 27 80 81 Everybody wants to live in a place where they feel safe. 60 77 83 20 But safety is not just about being protected from crime 40 69 20 10 and risk of accident. Aberdeen City holds approximately 0 80% of the flood risk within the North East of Scotland. 0 2012 2013 44

There are 5 areas within Aberdeen City that have been classified by the National Flood Risk Assessment as being potentially vulnerable to flooding. The main areas at high flood risk in Aberdeen are along the large watercourses, including the River Dee, River Don, the Denburn, and the coast and harbour-side area. The environment is integral to the quality of life enjoyed in Aberdeen City and is vital in encouraging the wellbeing of citizens. Aberdeen has an established green heritage and is held in high regard across the UK as an “in-bloom” destination. Good quality, attractive green spaces and air quality promote exercise and improve people’s health and overall quality of life.

Aberdeen’s booming economy in recent years has placed the city’s infrastructure below and above the ground under significant pressure and that infrastructure is now struggling to keep pace. Significant investment is required to improve infrastructure to ensure that the city remains an attractive and connected place to invest, live and visit and to maintain the region’s competitive advantage in the Future Cities era.

PRIMARY DRIVERS LEAD PARTNERS:

In delivering this priority, we will focus our energy and efforts on working together to achieve the following primary • Aberdeen City Council drivers. These are the critical driving factors that the Partnership believes need to be addressed to be successful in delivering a prosperous place. • Active Aberdeen Partnership 1. Safe and resilient communities - Aberdeen is a place where people are safe from harm • ACVO 2. People friendly city - a city where people to choose to invest, live and visit • Civic Forum For each of these primary drivers we identify the underpinning primary and secondary drivers that the Partnership will focus on to deliver tangible improvement in these areas. The driver diagrams also identify the key measures • NHS Grampian that the Partnership will monitor to ensure it is having an impact. • Police Scotland

• Scottish Fire and Rescue Service

• Sport Aberdeen

1. Safe and resilient communities - Aberdeen is a place where people are safe from harm

A fundamental sense of safety and wellbeing has the greatest impact on people’s lives and builds community empowerment and resilience. Preventing crime and antisocial behaviour continues to be a priority for partnership working, but climate change and extreme weather events also pose a significant risk of harm to our communities. Flooding is the most common issue facing Aberdeen, which bears 80% of the flood risk of the North East. Our joint approach to prevention, rescue and recovery is critical to minimise the risk of harm.

HOW WILL WE DRIVE THIS FORWARD? Driver Diagram 4a

Primary Drivers Secondary Drivers Improvement Outcomes Lead Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 LeadPartner Partners We will develop community Raise awareness of Community Number of community groups that 1 3 50% 100% Aberdeen City Council and business resilience Resilience across a range of include Community Resilience Police Scotland awareness as well as community groups within their local plans Scottish Fire and enhancing ability to respond Assist Communities and Assess effectiveness of community 1 3 100% 100% Rescue Service Businesses to develop and resilience arrangements through Scottish Water maintain effective Resilience testing and exercising Scottish Plans Environmental Protection Agency We will maintain resilient Maintain resilience within and Development of resilience self- Completed Aberdeen City Council and effective Category 1 and between Category 1 responders assessment toolkit Feb 2017 NHS Grampian Category 2 Responders (as through partnership working and Self-assessment and identification Completed Police Scotland defined by Civil continuous assessment of recommendations for Apr 2017 Scottish Fire and Contingencies Act 2004) improvement Rescue Service Develop and maintain single and Maintain participation of all 100% 100% 100% 100% Scottish Water multi agency emergency plans partners in Local Resilience Scottish and arrangements based on Partnership groups and plans Environmental national, regional and local risk Protection Agency assessments

Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 Lead Partner Coordinated multi-sector No. of public sector organisations 0 1 5 12 Aberdeen City Council response to adverse weather actively participating in ACVO conditions through Community Community Action Days Health and Social Action Days Increase the no. of crises averted TBC +10% +30% +70% Care Partnership as a result of the visiting schedule NHS Grampian picking up an immediate problem (no heating, electricity, water etc) Police Scotland Scottish Fire and Rescue Service We will prevent and reduce Proactively investigate youth Reduce the number youth AFC Community Trust the incidence of crime, annoyance and antisocial annoyance and antisocial Aberdeen City disorder and antisocial behaviour behaviour incidents reported to: Council behaviour and tackle the Council – Anti-social behaviour 3372 -1% -5% -10% Active Aberdeen underlying causes of such Police Scotland – Youth Annoyance 2213 -1% -5% -5% Partnership behaviour to ensure that Reduce number of persistent Aberdeen is a place where offenders involved in incidences Police Scotland people are, and feel, safe of youth annoyance and anti-social Sport Aberdeen behaviour: StreetSport Council – Anti social behaviour 74 -1% -5% -10% Transition Extreme Police Scotland – Youth Annoyance 60 -1% -5% -10% Increase the no. of young people engaged in diversionary activity programmes who take on a coaching or volunteering role 12 +2% +5% +10% within their communities. Educating Young People involved Reduce incidences of wilful raising Scottish Fire and in youth annoyance to actively through fire safety themed 290 -1% -5% -10% Rescue Service reduce the number of wilful fires education and awareness sessions in Aberdeen City being delivered to schools in localities where respective incidents show greater prevalence Promote fire safety in the home Increase partner referrals for home 529 +1% +5% +10% Aberdeen City Council amongst the elderly and young and fire safety visits around higher ACVO alike risk cases

Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 Lead Partner Maintain /Increase levels of home 944 +1% +5% +10% Health and Social and fire safety education across Care Partnership primary schools (Absafe) NHS Grampian Police Scotland Maintain home fire safety visits 2769 +1% +5% +10% Scottish Fire and including care and repair / home- Rescue Service check

Develop a safe culture around Work in partnership to reduce the 24644 -1% -10% -7% Aberdeen City Council alcohol consumption and its % of violent crimes* ACVO effect on the City and residents (Violent Crime* = All Assaults, Health and Social Serious Assaults, Attempted Care Partnership Murder, Murder, Robbery and Assault with intent to rob. (inc. NHS Grampian Emergency Service / Police Police Scotland Assaults) Scottish Fire and Increase no. of participants in Best Rescue Service Bar None and Unight to promote responsible drinking: Best Bar None 42 +5% TBC TBC Unight 17 +10% TBC TBC Raise public awareness around Increase no. Awareness raising 6 12 18 24 Aberdeen City Council the issue and impact of Domestic events tackling Domestic Abuse ACVO Abuse to affect an increase in across Aberdeen City. Health and Social reporting and a reduction in Increase the number of referrals 112 +1% +5% +10% Care Partnership incidences made through the Disclosure NHS Grampian Scotland Domestic Abuse Scheme (DSDAS) Police Scotland Monitor and reduce the number of 2535 - -2% -5% Scottish Fire and domestic abuse incidents Rescue Service Develop enhanced partnership Work in partnership to reduce all 25822 -1% -5% -10% Aberdeen City Council working to prevent and reduce crime across Aberdeen City ACVO crime of all types and the (Crime = All Group 1 (Violence), Health and Social subsequent fear/perception of Group 2 (Sexual Offences), Group 3 Care Partnership crime across Aberdeen City (Crimes of Dishonesty), Group 5 (Other Crimes), Group 6 NHS Grampian

Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 Lead Partner (Miscellaneous Crimes and Police Scotland Offences), Group 7 (Road Traffic Scottish Fire and Offences) Rescue Service Increase % of people who feel safe 83% +1% +4% +7% in Aberdeen City (City Voice respondents)

LOCAL SUPPORTING STRATEGIES

Aberdeen City Waste Strategy 2014-2025 Aberdeen Local Development Plan 2016 ADP Alcohol Strategy 2009-19 ADP Drug Strategy 2011-21 Climate Change Study 2011 Local Housing Strategy 2012 - 2017 Local Transport Strategy 2016 - 2021 Nestrans Regional Transport Strategy 2013-2035 North East Flood Risk Management Strategy Strategic Development Plan 2014 Strategic Housing Investment Plan 2015-2020 Sustainable Energy Action Plan

2. People friendly city – a city where people to choose to invest, live and visit

As our population continues to grow and diversify, it is imperative that our city is built so it benefits people, the environment and the economy. This means building a city where all have the opportunity to enjoy the natural environment that can improve health, reduce stress and increase life expectancy. Preservation and enhancement of our environment is therefore vital to maintain social and economic wellbeing, as well as providing health, recreation and employment benefits to our communities.

HOW WILL WE DRIVE THIS FORWARD? Driver Diagram 4b

Primary Drivers Secondary Drivers Improvement Outcomes Lead Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 LeadPartner Partners We will be a city whose built Streets are designed with older Achieve Older people friend status TBC 60% 80% 100% Aberdeen City Council environment is fit for people in mind to ensure using the Design of Streets with Active Aberdeen keeping an ageing ‘walkability‘ of local Older People in Mind Toolkit Partnership population safe and healthy neighbourhoods, particularly with ACVO and puts the child at the regards to the provision of centre of design seating facilities to break up the Health and Social pedestrian journey Care Partnership Build a child friendly city to ensure Achieve UNICEF Child Friendly City TBC 60% 80% 100% NHS Grampian that the best interests of the child status (pilot project, criteria to be Police Scotland is a primary consideration confirmed) Scottish Fire and Increase % of Schools actively 52% +5% +10% +20% Rescue Service engaged with the Unicef Rights Sport Aberdeen Respecting Schools Award Ensure that all areas of the City Reduce the % of inactive: and everyone in our communities Adults TBC TBC TBC TBC have access to opportunities to children TBC TBC TBC TBC participate in a range of health Increase % uptake of recreational 62% 64% 66% 78% and fitness activities walking Ensure all public leisure centres 60% 70% 70% 100% are accessible for people with a disability Sustainable food provision in Increase provision of meals 0 25% 50% 75% Aberdeen City Council Aberdeen, tackling food poverty, provided during school holidays to ACVO developing community food skills children entitled to free school

Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 Lead Partner and knowledge and delivering meals Health and Social sustainable food provision Care Partnership Reduce no. of people affected by -10% -25% -60% NHS Grampian Household Food Insecurity Police Scotland

Cummings Park 20 Scottish Fire and Mastrick 91 Rescue Service Middlefield 32 Northfield 62 Seaton 71 Tillydrone 122 Woodside 65 Total: 463 Increase provision of allotments 468 +1% +10% +25% and community food growing spaces We will create an attractive, Creating a new place based Countesswells Development – TBC TBC TBC TBC Aberdeen City Council welcoming environment in community on a 3000 unit Creating a new place based Active Aberdeen partnership with our housing development, which community on a 3000 unit housing Partnership communities includes a Learning Hub to deliver development (Improvement Health and Social Care education, social and health, measures emergent – place Partnership sports and leisure facilities for all shaping and planning by public ages partners is developing in a very NHS Grampian different way from the past) Police Scotland Scottish Fire and Rescue Service Sport Aberdeen Encourage communities to get Increase in no. of people involved + + + Aberdeen City Council involved in improving their local in friends of parks groups 100 20% 100% 200% environment through friends of Increase in no. of people involved 5 + + + parks groups and environmental in environmental walkabouts walkabouts 20% 100% 200% walkabouts Increase in number of asset 0 1 2 3 transfer requests Maintain level of Britain in Bloom Gold Gold Gold Gold or Beautiful Scotland awards achieved

Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 Lead Partner Increase number of ‘It’s your 5 25 35 40 neighbourhood’ awards achieved’ Increase in volunteers involved in + + + Britain in bloom and other TBC 20% 100% 200% environmental opportunities

LOCAL SUPPORTING STRATEGIES

Accelerate Aberdeen: Super-connected Cities Programme Local Transport Strategy 2016 - 2021 Strategic Development Plan 2014 City Centre Masterplan 2015 Local Development Plan 2016 Local Housing Strategy 2012 - 2017 Nestrans Regional Transport Strategy 2013-2035 Strategy for an Active Aberdeen 2016-2020

ENABLING TECHNOLOGY

PLACE BASED INDICATORS OF THE SMART CITY REGION: CREATING A DIGITAL PLACE Fixed Availability (%) Fixed Take Up Fixed Date Download Digital technologies are part of daily life for the 93% significant majority of people and businesses. We pay 100% 83% 60% MBit/s for shopping and do our banking online; communicate 80% 50% 40% 60% 40% and share with family, friends and business associates 30% 25% 22% 40% using video or social networks; and book cinema 20% 10% 20% 0% tickets from our mobile devices while sitting in cafes. 10% 4% 0% 0%

Digital technologies are transforming how we deliver public services, allowing communities to engage in Fixed Upload WiFi Hotspots per Head Wifi Heads per Hotspot different ways and providing more opportunities for 25 0.03 0.022 2,000 1,817 20.0 0 20 0.02 businesses. 1,500 15 11.1 0.02 10 1,000 3.5 0.01 A key to this is world class connectivity. As the 5 0.000 500 0.01 6 0 47 indicators opposite show Aberdeen is behind the best 0.00 Avg Avg Max 0 City Target connected regions for most indicators. Through this Upload Speed Speed City Target (GB) plan we will address this shortfall. We will also exploit the use for data, stimulate innovation and ensure that Geographic Signal Coverage % Premises Signal Coverage % Highways Signal Coverage our people have digital skills. 100% 83% 82% 100% 90% 100% 96% 98% 79% 50% 50% 50% 33% 14% 15%

0% 0% 0% 53 2G 3G 4G 2G 3G 4G 2G 3G 4G

PRIMARY DRIVERS

In delivering this priority we will focus on the following primary drivers. These are the factors that the Partnership believes will create a truly digital place.

1. Digital Connectivity – Provide the first-class, fixed and mobile digital connectivity necessary for the economy to grow, communities to prosper, and for government and citizens to interact.

2. Data - Work collectively to develop and implement a common, data-driven approach to decision-making that will both protect communities and enable prosperity. LEAD PARTNERS:

3. Digital Innovation – Aberdeen City is the location of choice for businesses to develop in digital • Aberdeen City Council innovation, supported by academic and public sector activity. • Aberdeenshire Council

• Aberdeen University 4. Digital Skills and Education – Aberdeen City invests in education in cutting edge digital skills • ACVO and knowledge, from primary school to post-graduate research, and supports citizens and our • Moray Council workforce to apply this to daily life. • Robert Gordon University For each of these primary drivers we identify the underpinning primary and secondary drivers that the Partnership • NHS Grampian will focus on to deliver tangible improvement in these areas. The driver diagrams also identify the key measures • Nestrans that the Partnership will monitor to ensure it is having an impact. • Police Scotland

• Socttish Government • Scottish Futures Trust • Scottish Fire and Rescue Service • Transport Scotland • Visit Scotland

1. Digital Connectivity – providing the first-class, fixed and mobile digital connectivity necessary for the economy to grow, communities to prosper, and for government and citizens to interact

High speed, ubiquitous connectivity is at the heart of building a smart city and supporting communities. Ensuring that communities and businesses can access ultrafast fibre and world class wireless is critical to prosperity and protection in the city.

HOW WILL WE DRIVE THIS FORWARD? Driver Diagram 5a

Primary Drivers Secondary Drivers Improvement Outcomes Lead Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 LeadPartner Partners We will ensure businesses, Provide citizens and visitors with % of households that are in 83% 95% 100% 100% Aberdeen City Council citizens, the public and third the opportunity to connect easily properties passed by superfast Scottish Government sectors have access to the from their homes or other broadband provision UK Government ultrafast fibre broadband locations % Businesses have access to 0% 20% 100% 100% ultrafast broadband. Ensure that businesses can Attract public and private sector 0 £10m £15 £35m prosper through better investment in digital infrastructure connectivity We will provide business Develop an Inward Investment Increase in % of premises in receipt 83% 90% 95% 97% Aberdeen City Council and public sector Plan that looks at how alternative of superfast broadband Scottish Development organisations with a level financial models which can be International playing field in current and used to invest in/deliver regional Increase in average download 19.5 25 35 50 UK Trade and next generation information priorities of housing, broadband, speeds (M/Bts) Investment and communications etc. technology We will ensure businesses, Citizens and visitors need good % of free Wifi across the city 0% 20% 100% 100% Aberdeen City Council citizens, the public and third connections to enhance their sectors have access to experience of city quality Wi-Fi and wireless Businesses and public sector % coverage of boosted 4G 33% 60% 100% 100% connections providers rely on wireless coverage and 5G capability across connections to provide services. the city.

Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 Lead Partner Public sector needs a means to % of city with sensor network to 0% 20% 100% 100% capture data to deliver high capture data quality services and protect its citizens

2. Data – work collectively to develop and implement a common, data-driven approach to decision-making that will both protect communities and enable prosperity

Public sector partners do not use data consistently well to understand service delivery, develop policy, and drive operational efficiencies. We all need to improve our data quality, apply standards for its collection, recording and storage, and implement the means to share data securely. We can then apply data science techniques so that we can understand complex inter-connectedness of service provision, predict demand and impact, and rationalise how we collaborate for outcomes, and develop policy, at a city regional level.

HOW WILL WE DRIVE THIS FORWARD? Driver Diagram 5b

Primary Drivers Secondary Drivers Improvement Outcomes Lead Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 LeadPartner Partners We will share data across Ensure that there are common Secure internationally recognised Dec 17 Aberdeen City Council public sector partners in standards across public sectors standards accreditation NHS Grampian order to deliver services and organisation Police Scotland protect citizens Provide a secure shared data Deliver a regional data platform Dec 17 Aberdeenshire platform for use by all partners Council and businesses We will use data to enable Build data analytics capability Number of employees across the 0 10 20 30 Aberdeen City Council evidence based business within the community planning CPP with a high level of analytical Aberdeen University and policy decisions of partnership to exploit city data skills Robert Gordon’s Community Planning platform University Aberdeen

3. Digital Innovation – Aberdeen City is the location of choice for businesses to develop in digital innovation, supported by academic and public sector activity

Aberdeen will develop as a city which is known for excellence in digital innovation. This will build on existing skills and capacities, and will involve all actors in the city. This programme will have an ambitious span: from designing the urban environment to developing solutions to address the challenges of tele-medicine for an aging population, from involving citizens in the co-design of digital services based on open data, to harnessing opportunities presented by Internet of Everything (IoE), to creating living labs which test solutions to complex interconnected issues over longer timespans.

HOW WILL WE DRIVE THIS FORWARD? Driver Diagram 5c

Primary Drivers Secondary Drivers Improvement Outcomes Lead Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 LeadPartner Partners Grow a digital economy to Grow a substantive digital Number of digital start ups 42 50 70 100 Aberdeen City Council support both public sector economy within the city Open Data Institute challenges and private Establish the right environment Number of living labs across the 1 3 10 20 Aberdeen enterprise. to exploit digital opportunities city Support community capacity Enable citizens to be supported in % increase in citizens receiving care 5% 10% 30% 70% Aberdeen City Council building through the use of their own homes through in the home. NHS Grampian technology telecare Scottish Centre for Develop a state of the art Dashboard fully operational Dec 17 Telehealth and dashboard to provide community Telecare with information on assets, Scottish Fire and alerts, groups and networks Rescue Service Develop applications that can be Number of community applications 0 5 10 20 used to help those most in need released each year

4. Digital Skills and Education – Aberdeen City invests in education in cutting edge digital skills and knowledge, from primary school to post-graduate research, and supports citizens and our workforce to apply this to daily life.

It is essential to the city’s future that our citizens, workforce and decision makers have the skills and confidence to exploit digital technologies, make intelligent decisions, and interact using modern tools and platforms.

HOW WILL WE DRIVE THIS FORWARD? Driver Diagram 5d

Primary Drivers Secondary Drivers Improvement Aims Lead Primary Drivers Secondary Drivers Improvement measures and aims Baseline 17/18 20/21 26/27 LeadPartner Partners All employees, managers, Need to ensure that all public % of public sector employees with 5% 10% 30% 90% Aberdeen City Council elected officials, and sector employees have the right a standard level of digital skills Aberdeenshire Council management boards of our skills to work in a modern NHS Grampian organisations will have the business environment

skills Students and school leavers All public sector partners will % of school leavers and students TBC 40% 80% 100% Aberdeen City Council are provided with access to develop opportunities for who have high levels digital skills NESCOL digital skills, and the means placement for students in ICT, The Robert Gordon to raise their digital literacy Data Science and related University disciplines and encourage skills Aberdeen University transfer Data Lab Our citizens will have access We will work with the 3rd sector % of citizens who feel comfortable TBC 15% 50% 90% Aberdeen City Council to learning opportunities to to plan a comprehensive range of using digital tools Silver Surfers develop their digital skills, adult training ACVO digital literacy, and data NES College literacy

HOW WE WILL DO OUR BUSINESS

Community engagement and building our asset base Sharing and using data Our ambition is to support the achievement of better outcomes for Joining up public sector data is critical to making service delivery all. Improvement is about people – their lives, aspirations, skills and more efficient, more cost-effective and to help serve our talents – and we recognise people as our most valuable asset. In customers better. It will enable us to design and deliver new different communities across Aberdeen, assets range from skills and services, realign and reform how we deliver existing services and knowledge to local clubs, groups and informal community networks. cease providing services that are no longer fit for purpose. When Effective engagement with people and communities about how local data is used effectively, everyone benefits. services are planned and delivered is integral to how we will deliver this plan. We will finalise our Community Empowerment, We are committed to making data more openly available to Engagement and Participation Strategy to ensure the Partnership is others. By allowing others to access ‘our’ data, we will have a united in its approach to working with people to help them achieve better understanding of the impact of our joint interventions and their aspirations for our communities. the collective difference we are making to achieving better outcomes for our people and communities. Evaluation and performance management Ultimately, improving outcomes will be the test of our success. Joint resourcing We have included a carefully chosen list of improvement CPA is the only strategic forum where partners in Aberdeen are measures and aims within this document. However in some areas, able to jointly plan how to deploy collective resources to achieve for example the early years work, the results may take up to five the agreed priorities set out in the Local Outcome Improvement years to demonstrate success in achieving longer term significant Plan (LOIP). CPA will develop its approach to joint resourcing to outcomes. It is therefore critical that we use evidence based self- ensure the LOIP is the focal point for the planning and deployment evaluation to ensure we are measuring the impact and outcomes of resources locally and share budget, investment and resource we are having in taking forward this plan. As part of our planning information through the CPP. However, the CPP does performance management arrangements we will produce an not replace or override the formal governance and accountability annual performance report detailing progress against this plan. arrangements of partner bodies.

Improvement and innovation CPA will adopt the Model for Improvement for driving improvement activity across the Partnership. It is a structured approach to improvement which can be used for any area of business and is designed to break down change into manageable chunks. Each small part is then tested to make sure that the things we are aiming to improve are actually improving. Designed by the Institute of Health Improvement (IHI), it has been widely used by the Scottish Government and NHS to deliver improvements and is currently being rolled out across local government; specifically in the area of Early Years. Aberdeen’s Integrated Children’s Services Partnership has a number of improvement projects underway using this methodology.

Equality A central theme of this Local Outcome Improvement Plan is a commitment to tackling the inequalities that exist within our society as a result of socio-economic disadvantage. People can also face barriers because of their race, gender, age, disability, sexual orientation or religion or belief. In delivering this plan, the Partnership will seek to tackle inequality in the city in whatever form it manifests itself, through clear and coordinated approaches.

GOVERNANCE AND ACCOUNTABILITY

The CPA Board provides strategic leadership and direction for Community Planning across Aberdeen. It will scrutinise overall delivery of progress against this Local Outcome Improvement Plan (LOIP) and the underpinning Locality Plans to ensure improved outcomes across all areas of Aberdeen.

The CPA Management Group is accountable to the CPA Board and will oversee the delivery of progress by five new Outcome Improvement Groups, a new Community Justice Group, Alcohol and Drugs Partnership, and new Community Engagement Group.

These groups facilitate effective joint working across Community Planning partners and with communities to ensure delivery of the LOIP and locality plans remain on track, and to advise the CPA Board of any additional action required to overcome barriers.

Locality Partnerships will also be established with communities to oversee the delivery of Locality Plans to ensure that improved outcomes are being achieved for our most disadvantaged communities in Aberdeen.

CHANGE LOG

This change log provides record of all approved changes made to the Local Outcome Improvement Plan following approval of the original document by the Community Planning Aberdeen Board on 22 August 2016. Significant changes to the LOIP require approval by the CPA Board prior to incorporating into the document. The latest versions of the LOIP are available online at www.communityplanningaberdeen.org.uk.

Version Changes Page Number Approved By Date 1 Local Outcome Improvement Plan 1-34 and 42-61 CPA Board 22 August 2016

2 People are resilient, included and supported when in need section 35-41 CPA Board 12 December 2016 added. Updated governance and accountability structure following approval 59 CPA Board 12 December 2016 of the Final Report for the Review of CPA Infrastructure. 3 Priority community justice drivers incorporated into People are 35-41 CPA Board 24 April 2017 resilient, included and supported when in need section. 4 Amendments as proposed in 2016/17 Annual Outcome Improvement 16-59 CPA Board 4 December 2017 Report pages 81-82.

ENDORSEMENTS

This document is endorsed by the following Community Planning Partners:

FOR FURTHER INFORMATION CONTACT:

Community Planning Team

Email [email protected] Visit communityplanningaberdeen.org.uk Phone Michelle Cochlan, Community Planning Manager 01224 522791

Aberdeen City Integrated Children’s Services Plan 2017-2020 Children are Our Future

Helping make Aberdeen a place where all children and young people will prosper Children are Our Future Aberdeen City Integrated Children’s Services Plan 2017-2020 Aberdeen City Integrated Children’s Services Plan 2017-2020

Integrated Children’s Services Plan 2017-2020

This Aberdeen Integrated Children’s Services Plan 2017-

Children are Our Future 2020 forms the basis of our fi rst 3 year cycle of our 10 year drivers as part of Community Planning Aberdeen’s Contents Local Outcome Improvement Plan 2016-2026.

The purpose of the plan is to provide partners and 1. Our 10-Year Vision for Our Children and Young People 4 services with an overview of the work of the ICS across the city, showing how we will focus our resources 2. Background 5 towards the principle of prevention of need and early intervention around core wellbeing themes, in line with 2.1 National Context: Getting It Right for Every Child 5 our vision. 2.2 Local Context: Community Planning Aberdeen 6 This plan is a standalone document that describes how we intend to meet our statutory responsibilities in line 2.3 Aberdeen’s Integrated Children’s Services Plan 2017-2020 9 with the Children & Young People’s Act 2014. It also aligns with existing and developing strategies across 3. Developing the ICS Plan 10 our Community Planning Partnership. Including but not limited to: 4. Setting our 3-Year Priority 11

5. Putting it All Together: Our 3-Year Children’s Services Priorities 15 NHS Grampian Child Health 2020 Aberdeen City CPP Community Empowerment, 6. Delivering on Our Primary Drivers 16 Engagement and Participation Strategy 6.1 Children have the Best Start in Life 16 Aberdeen City Community Justice Outcome Improvement Plan (In development) 6.2 Children are Safe and Responsible 19 Aberdeen City Council’s Strategic Business Plan 6.3 Children are Respected, Included and Achieving 21 Aberdeen City Child Protection Committee Improvement Programme 7. How will we know if we’ve made a change? 23

8. Glossary 24

9. ICS Action Plan 25

2 3 Children are Our Future Aberdeen City Integrated Children’s Services Plan 2017-2020 Aberdeen City Integrated Children’s Services Plan 2017-2020

1. Our 10-Year Vision for Our Children and Young People 2. Background “Over the next ten years we want to make 2.1 National Context: Getting It Right for Every Child The Getting It Right for Every Child (GIRFEC) approach Aberdeen a place where all children and young The Scottish Government’s ambition is for Scotland to was developed by the Scottish Government to embed

Children are Our Future be ‘the best place to grow up and bring up children’. these principles into practice and to ensure that work people can prosper” In order to achieve this, all public bodies and areas of related to children and their families fully embraces the governance that work with, or for, children and young UNCRC2. GIRFEC outlines 8 key wellbeing indicators We will work towards a day when we can support Aberdeen City offers rich opportunities for all children people are required to uphold and embed the Articles of (referred to collectively as the SHANARRI indicators), every child, irrespective of their circumstances, to grow, and young people to achieve and become responsible, the United Nations Convention on the Rights of the Child which link directly with the UNCRC articles, and which develop, reach their full potential and strive to help make confident and contributing adults. Through the (UNCRC) at every level of service. These 541 articles, that are considered necessary to ensure that children and Aberdeen a city where there is equality of outcomes and implementation of future-focused engagement and outline the basic rights of every child, are summarised young people get the right help from the right people at opportunities for all our children. participation strategies, we will continue to ensure into 4 core principles: the right time: that children and young people live as respected and To do this we will improve equity of access to health and included citizens in their city. Non-discrimination education as well as supporting families to provide the W 1 Articles of the UNCRC https://www.unicef.org.uk/ best care they can for their children. In delivering our vision, we will focus our energy and Devotion to the best interests of the child what-we-do/un-convention-child-rights/ £ W 2 efforts on working together to achieve the following core The right to life, survival and development GIRFEC Approach http://www.gov.scot/Resource/ Investment in children is one of the most valuable priorities. These are the principal driving factors that our W 0041/00417256.pdf

long-term investments we can make. Investing shared Integrated Children’s Services Partnership will address to WRespect for the views of the child resources towards services with a focus on prevention be successful in ensuring children are our future. and early intervention methods to ensure that children’s needs are met at the earliest opportunity is central to tackling inequality and improving life chances. Primary Drivers

1 Children have the best start in life – s C Throughout our strategic and multi-agency approaches, er on we will work towards the seamless delivery of children’s children in Aberdeen city are healthy, n ed A fid ar tur cti e services at all stages of child development and growth. happy and safe, and enjoy the best e ur ve n L Having opportunities to t The foundation of an individual’s health and mental possible childhood l N Having a nurturing I take part in activities such n fu place to live, in a family d wellbeing is laid in early childhood. By supporting as play, recreation and 2 Children are safe and responsible – children s setting with additional i s sport which contribute v parents at pre and postnatal stages, reducing unplanned help if needed, or, where i and young people can become responsible e to healthy growth and d pregnancy and parenthood among young people, this is not possible, in a R citizens and safe from all forms of harm c development, both u c g suitable care setting e maternal smoking, and increasing breastfeeding rates, at home and in the a u in s l community p s we aim to ensure that children have the best opportunity 3 Children are respected, included and S v to reach their developmental milestones. achieving – children and young people are e Having the opportunity, e i Being supported and along with carers, to c listened to, respected, valued and involved in h guided in their learning and be heard and involved t e the decision-making process and supported c in the development of their skills, in decisions which d A confidence and self-esteem at affect them to achieve home, at school, and in the community

Having the highest attainable Having opportunities and standards of physical and encouragement to play active and responsible roles in their e mental health, access to suitable l H schools and communities and healthcare, and support in b e learning to make healthy and where necessary, having i s a safe choices appropriate guidance and l supervision and being n R t involved in decisions o h Having help to s e y that affect them p r s overcome social, s o p Protected from abuse, educational, physical and e t o neglect or harm at home, economic inequalities and R u n at school and in the being accepted as part of ib s community the community in which tr ib they live and learn n le o C S ed C i af ud ve tiz e Incl ti en ec s Eff

4 5 Children are Our Future Aberdeen City Integrated Children’s Services Plan 2017-2020 Aberdeen City Integrated Children’s Services Plan 2017-2020

The Children & Young People (Scotland) Act 2014 now 2.2 Local Context: Community Planning We also work to drive improvement within local For our other communities across the city that are not enshrines these responsibilities in law, outlining in detail Aberdeen communities at a geographical level. The CPA has part of one of the Locality Partnerships our Partnership how the GIRFEC principles will be implemented at both identified Locality areas as defined by the Community Forums provide community based support for children strategic and operational levels across all services for At a local authority level we also have some key drivers Empowerment (Scotland) Act, these are communities and young people, these local groups cover the area children and young people. As part of this legislation, that influence the way we plan our children’s services which face socio economic disadvantage and have in of the local secondary school and its associated feeder each Local Authority and related Health Board (in this provision. Each Local Authority has what is referred to place 10 year improvement plans. These Localities have primaries. Their initial focus has been to work with case Aberdeen City Council and NHS Grampian) has a as a Community Planning Partnership (CPP). These local oversight in the form of Locality Partnerships and schools together with local partners to demine how the partnerships are responsible for working with all key Children are Our Future statutory responsibility to develop a 3-year plan outlining the ICS will support improvement projects relating to money provided by the Pupil Equity Fund can be used the measures they will take to ensure that every child partner organisations in the area to deliver improved children and young people in these Localities alongside to improve educational outcomes for our children and and young person gets the best possible start in life3. public services. Each CPP is required to produce a the other priorities identified. The Locality Partnerships young people and the local priorities of the CLD Plan. In The act ensures that: delivery plan outlining how they will do this referred to report directly to our CPP working and are comprised the long term the ICS will assist these forums to develop as a Local Outcome Improvement Plan (LOIP). from at least 50% community representation and local and deliver improvement projects related to our ICS Plan (a) Children’s Services in the area are provided in a partners. If you live in these areas and want to find out key themes. way which: Community Planning Aberdeen’s (CPA) LOIP 2016- more or get involved you can find more details on the £ i Best safeguards, supports and promotes the 2026 was released on 22 August 2016. This 10-year CPA website5. 5 CPA Website http://communityplanningaberdeen.org.uk/ wellbeing of children in the area concerned plan sets out how services within Aberdeen will work ii Ensures that any action to meet needs is taken with communities across the city to improve the lives at the earliest appropriate time and that, where of all its residents and make it ‘…a place where all CPA BOARD appropriate, action is taken to prevent the people can prosper’. The LOIP covers 4 key themes and need arising 5 priority areas of work within which CPA intends to improve outcomes for those in the city, as detailed in the iii Is the most integrated from the point of view of CPA Management Group the recipients, and diagram below. Detailed information on each of these iv Constitutes the best use of available resources themes can be viewed here4. (b) The related services in the area are provided in a way which, so far as is consistent with 3 Children & Young Peoples Act 2014 Scotland £ Outcome Improvement Group Statutory/Policy Community Engagement the objects and proper delivery of the service Statutory Guidance (Section 3) www.gov.scot/ concerned, safeguards, supports and promotes Resource/0051/00512307.pdf NEW NEW NEW NEW 4 Aberdeen Community the wellbeing of children. CPA Local Outcome Improvement Plan Sustainable Community Prospers City Group Engagement http://communityplanningaberdeen.org.uk/aberdeen- Group Justice Group city-local-outcome-improvement-plan-2016-26/

NEW NEW Integrated Alcohol Themes Priorities Primary Drivers Enablers Children’s Aberdeen Resilient, Included & and Drugs Services Prospers Partnership Board Group Supported Investment in infrastructure Group Prosperous Economy Aberdeen has a flourishing, Inclusive Economic Growth Aberdeen Prospers thriving and successful local Innovation economy. Locality Partnerships Internationalisation

Best Start in life NEW Children are our future Safe and responsible NEW Locality Partnership NEW Prosperous People Locality Partnership Cummings Park, Locality Partnership People in Aberdeen are Respected, included, achieving Torry Heathryfold, Mastrick, Seaton, Tillydrone happy and healthy and enjoy Middlefield, Northfield positive life outcomes. People are resilient, Protected from harm included and supported Supported to live as when needed* independently as possible Locality Planning Prosperous Place Empowered, Resilient Safe and resilient communities People experience Aerdeen and Sustainable as the best place to invest, Communities live and visit. People friendly cities

Digital connectivity Enabling Technology Data Innovative, integrated and Creating a digital place. transformed public services. Digital innovation Digital skills and education

6 6 7 Children are Our Future Aberdeen City Integrated Children’s Services Plan 2017-2020 Aberdeen City Integrated Children’s Services Plan 2017-2020

Both the Partnership Forums and Locality Partnerships 2.3 Aberdeen’s Integrated Children’s also support the delivery of our Community Learning Services Plan 2017-2020 and Development plan. The below diagram outlines how these different streams report The information that that follows outlines how we will link our national, local legislation and priorities to work as part of CPA, through the LOIP to improve outcomes for children and young people by embedding the GIRFEC approach throughout the Partnership. Children are Our Future

Community Planning Aberdeen/LOIP Our 3 primary drivers in our 10 year vision are underpinned by the GIRFEC wellbeing indicators and are embedded throughout our Partnership. We work to ensure that each key area of a child’s wellbeing is addressed through a multi-agency approach and aim to ensure that children, young people and their families are ICS Board/Children Community Locality Boards provided with a comprehensive and coordinated suite of Services Plan Engagement Group services around their core wellbeing needs.

At its centre this is based on a strong partnership of city- wide services including:

GIRFEC Outcome Group Prior No Community? Yes

ICS/GIRFEC – CLD ASGPASGP Governance Governance ICS – ICS GIRFEC/ – CHI/CLD – CLD Priority 1 & 2 GIRFEC/CHICHI CLD CLD Priority 1 & 3

Partnership Forums

These are by no means our only partners; we are supported by numerous local and national organisations that work with us through our multi-agency working groups.

If you want to fi nd out more about us, or get involved in supporting our work, you can visit our GIRFEC website6. This will include a schedule of meetings and their content, as well as examples of local work to improve outcomes for, and engage with, children and young people. £ 6 GIRFEC Website www.aberdeengettingitright.org.uk/

8 9 Children are Our Future Aberdeen City Integrated Children’s Services Plan 2017-2020 Aberdeen City Integrated Children’s Services Plan 2017-2020

September-November 3. Developing the ICS Plan Engaging Our Stakeholders 4. Setting our 3-Year Priorities We carried out extensive stakeholder engagement From June 2016 to December 2016 with children, young people, families, partners and 4.1 What do we know about our children and practitioners as well as using our ICS Conference in we worked towards the development of our new plan, young people in Aberdeen? November 2016 to allow everyone an opportunity this was informed by the previous work across the to help is us shape the priorities for the ICS over the In May 2016 Community Planning Aberdeen published 9

Children are Our Future partnership to deliver on the recommendations of our period of the 2017-2020 plan. the Aberdeen City Strategic Assessment 2015/16 . This Children’s Services Inspection towards the development document offers a comprehensive overview of statistics in of our plan a range of areas of interest across the city, reviewing the impact of historical trends and local context on the lives of all Aberdeen citizens. Considerable data was gathered August – October 2014 on the status of children and young people across the Children’s Services Inspection city. Some of the information below has been further supplemented by new data where published. Our Partnership was inspected, receiving a positive report 7 published in March 2015 . 9 Community Planning Aberdeen Strategic £ Assesement March 2015 – June 2016 Joint Inspection Action Plan We worked towards the completion of a Joint Inspection Youth Population Overview Free School Meals Action Plan, based on the recommendations of the The population of Aberdeen City Children and Young In February 2016, 53.2% of inspection report. People aged 0-25 is set to increase from 72,308 to primary school pupils in Aberdeen 87,852 (21%), by the year 2037. were entitled and registered for free school meals in mainstream local June – July 2016 Birth rates in the city have authority schools. Our Local Outcome Improvement Plan increased considerably since 2005 where there Parents and Early Years We began working towards the development of the was a recorded 2,061 new ICS Plan in June 2016. Contributing a range of births, this has since W The Scottish average rate of metrics and actions (developed through a review of the increased to 2,609, an increase of 21%. This is despite pregnancy among under-20s is data provided as part of the CPA Strategic Assessment a peak of 2,688 in 2012, and a dip to 2,500 in 2013. 34.1 per 1,000, and in consultation with children’s services across the Aberdeen City has a higher rate Partnership), discussions on how the ICS Plan should Birth rates in the city have increased considerably since W be shaped to ensure full alignment with the LOIP8. of pregnancies among young 2005 where there was a recorded 2,061 births, this has people, 36.2 per 1,000. since increased to 2,609, an increase of 21%. This is despite a peak of 2,688 in 2012, and a dip to 2,500 W Twenty three of the intermediate zones within August 2016 and December 2016 in 2013. Aberdeen City have higher than the Scottish average Reviewing Our Priorities rate, and most of these contain the 20% most deprived areas. We evaluated our current work and action plans to Child Poverty review actions for the next 3 years and to determine For the period October to Moreover, 21.2% of all young people under 20 who where we needed to focus our improvement work. This December 2013, after housing become pregnant will have experienced at least one phase included: costs are taken into account, previous pregnancy. an estimated 18% of Aberdeen’s children 7 Amongst those living in deprived areas, the repeat reviewing any outstanding actions from the Joint Aberdeen City Joint Inspection 2015 were living in poverty. There was, however, W £ W pregnancy rate rises to 24% (in the least deprived it Inspection Action Plan; www.careinspectorate.com/images/documents/ substantial variation in levels of child poverty 2370/Joint%20inspection%20for%20c%20and is 14%). ensuring that work was under way to meet our between different city wards, ranging from a low of 5.3% %20YP%20Aberdeen%20City%20February%20 W legislative requirements and national and local in Hazlehead/ Ashley/ Queen’s Cross to a high of 32.2% 2015%20v2.pdf policies; in George Street/Harbour.

W reviewing of data and current priorities; 8 Community Planning Strategic Assessment 2016 and reviewing the membership of our partnership http://communityplanningaberdeen.org.uk/strategic- W assessment-and-dashboard/ developing our new actions around our W 2017-2020 ICS 3 year priorities

10 11 Children are Our Future Aberdeen City Integrated Children’s Services Plan 2017-2020 Aberdeen City Integrated Children’s Services Plan 2017-2020

Attainment Positive Destinations 4.2 What Do Our Stakeholders Say? Engaging with Children, Young People by Category Young people assessed as having and Adults Literacy and Numeracy at SQF City wide, Higher Imagining Aberdeen10 level 4 are considered to have the Education has been In addition to taking on board the views of our necessary basic levels literacy and the highest leaver Over the course of 2016, the Children’s Parliament Imagineers we carried out extensive stakeholder numeracy (L&N). In Aberdeen city destination across the worked with young people in four Aberdeen schools, engagement activities with children and young people as a whole this has increased from 2012 past 5 years and has with twenty young people (the ‘Imagineers’) becoming including: focus groups, interviews, the ICS conference Children are Our Future with 73.9% of young people achieving SQF shared a converse relationship to Further Education representatives of the children and young people of and other events such as attendance at locality planning level 4 L&N to 86.6 %. This is higher than which has been the second highest leaver destination Aberdeen. The Imagineers have worked with their peers to events our virtual comparator at 83.9%. each year except 2013/14 where it was briefl y taken imagine a future Aberdeen where all children and young over by Employment (26.2% compared to 25.5%). people can be healthy, happy, and safe and supported to We also engaged with adults to identify priority areas SQF Level 4 L&N among other cohorts in Aberdeen In 2014/15 both Higher and Further Education do their best. They have developed a mural of Aberdeen for service development. This included parents (through however is lower. increased together at the same time as which depicts the city as the best possible place for parents’ councils and play sessions conducted Employment decreased. them to live, produced a fi lm and community reports, throughout the city), as well as partners and practitioners For those from the 30% most deprived communities spoken to political representatives and public bodies, (through the ICS Conference). In many respects, their there has been an increase from 52.7% in 2012 to Positive Destinations in Deprived and presented a keynote address at the ICS Conference views mirrored those of children and young people. 75.5% in 2015. Higher than our virtual comparator Communities in November 2016. These are the 13 priorities that they at 70.7% challenged us to support them with in order to achieve In 2014/15 Positive Destinations among their vision for Aberdeen. 10 Imaging Aberdeen www.childrensparliament. £ For looked after children SQF level 4 L&N was 28%. those young people in the 30% most deprived org.uk/our-work/imaginingaberdeen/ This has been a signifi cant increase since a low of communities was considerably lower than among their 2.63% in 2013, but there is still more that can be done peers, 82.6% compared to the Aberdeen average of to improve this further. 90.1% in the same year. It was also lower than the Scottish average for young people in the 30% most deprived communities at 89.2%. Young People over the Age of 16 Positive Destinations among Positive Destinations Overview Looked After Children Overall initial positive destinations across Aberdeen Positive Destinations among Looked After Children have City schools have increased from 85.6% in 2010/11 increased between 2011/12 to 2014/15 from 54.4% to to 90.1% in 2014/15. Figures peaked in 2012/13 72%. It should be noted that these fi gures are greatly at 91.1% but have declined by 1% since then. These affected by the small numbers within the cohort but fi gures have remained fairly stable over the past three even at its highest in 2014/15 this is close to the years. These very closely align with the Scottish average national average of 74.6% which in 2014/15 was slightly higher at 93.0%.

12 13 Children are Our Future Aberdeen City Integrated Children’s Services Plan 2017-2020 Aberdeen City Integrated Children’s Services Plan 2017-2020

Collectively, the following themes emerged “There’s not too much in Aberdeen for teens to actually 4. Ensuring that the voices of children and from our stakeholder engagements do that’s free. Everything costs money nowadays so young people are heard for like young teens from 13-14 straight up to 18-19, 1. Health and wellbeing there’s really not that much to do. When we have Important issues highlighted by children and nowhere to go to, that’s when people kind of turn to young people included: Promoting channels for “She [the head teacher] gives us like our own the groups and sort of smoking and drinking, because leadership, like last year me and some people we just Mental health, bullying, healthy eating, smoking, engagement, using different methods to engage, and they’re bored, they’re just like, sitting, just twiddling went and asked if we could do a talent show for the e-cigarettes, and drug and alcohol use were maintaining communication around key issues, with their thumbs and stuck in the house” little ones and they really, really enjoyed it…we just

Children are Our Future identifi ed as key areas of concern by children and children and young people; increasing representation went and asked the head teacher and she said, ‘Oh, young people. Issues discussed included: feeling of different groups of children and young people; what a good idea’, and we organised it ourselves” unable to get mental health support when needed and encouraging and enabling children and and not knowing where to get information; a need 3. Community safety young people to take on active roles in community “No one has asked me before if I feel healthy or to increase awareness of, and decrease stigma development. Many felt that mechanisms to be heard safe…so it shows that [adults] are beginning to listen around, mental health issues and additional support Key themes identifi ed by children and young people in the wider community (when compared to schools) to young people.” needs (ASN); and a need for better information included: Improving safety in play areas and parks; were especially lacking. They also felt that they rarely

and education around healthy eating and provision addressing exposure to alcohol and drug use, and saw the impact (in terms of changes to services) of of more heathy eating options in schools. These violent and antisocial behaviour, in the community; expressing their views. concerns were also shared by adults, with parents improving road safety and lighting; and promoting expressing uncertainty about where they could get online safety. Adults expressed a need for safer help to support their children. community spaces (noting that they wished to feel more comfortable with letting their children go out to 5. Putting it All Together: Our 3-Year Children’s “I think there’s less help with diet than there is about play) and more information about online safety and Services Priorities exercise... I think there’s quite a lot of things about cyberbullying. exercising, within the school there’s lots of clubs you Through the analysis of data on children and young Aberdeen’s ICS Partnership. We also need to improve can join and stuff, but I’m not sure a healthy diet is “There is somewhere for me to go but older people go there and my mum’s afraid I might get hurt” people, together with the issues highlighted by opportunities for more vulnerable young people to promoted quite means of the stakeholder engagement activities, it feedback their views and ensure that they can see as much” “Near where I live, at night, like at the weekends is possible to see how we can begin to achieve the more clearly how these views help to shape their 3 primary drivers outlined in our vision. Although community and the services provided for them. “I don’t think a lot of people are comfortable talking say, there’s like a lot of drunk people walking around and it doesn’t make me feel safe, because there are the data shows a picture of Aberdeen that has seen about it as much... I know a few people who do have improvements in health, early years, education 3. Health and wellbeing depression and anxiety, and they feel like they’re quite children around there” and leaver destinations, there remain core areas for Mental wellbeing impacts across a child’s or young isolated, don’t really have anyone to talk to, apart improvement: person’s lifespan, even into adulthood, affecting from me and a couple of other friends who they met various areas of their lives, including social and either online or through a group or something like 1. Closing the Gap academic development and confi dence in their own that, so I don’t really think there’s that much help” independence on leaving school. Children and The National Improvement Framework outlines the young people expressed concern about bullying, need for local authority areas to improve educational anxiety and depression. They described feelings of outcomes for all children and young people, by 2. Participation in leisure, play and isolation, as well as diffi culties in accessing help. cultural activities closing the gap between those who are in most and least need of support. It also refl ects the need to In addition to this, our stakeholders clearly felt a improve health and economic outcomes for children Key areas of priority discussed by children and need for more opportunities for outdoor activities and their families. This can only be achieved through young people included: providing more, and and play spaces, together with more information on multi-agency working. The statistics outlined earlier improving existing, outdoor spaces; increasing improving their health. clearly show that we can do better to support provision of youth clubs and groups and increasing children and young people and their families in these participation in such clubs and groups; and areas, particularly in communities of need. Community Safety and Environment addressing the specifi c needs of children and young people of different ages (e.g. providing affordable 2. Youth Engagement and Inclusion Parents and young people expressed a desire to or free activities for older young people). Similarly, feel safer in their community. Issues such as anti- adults felt that the cost of existing activities was high, Children and young people have clearly expressed social behaviour and dirty environments restrict and that travel costs were prohibitive for children and their desire to be included in the decision making young people’s desire to engage in activities in young people. processes around issues that affect them. their local communities and create anxiety on the Opportunities to impact on decision making in part of parents or carers in allowing or encouraging “Children should get better parks, because down schools (e.g. pupil councils and the Imagineers them to do so. We also need to ensure we meet our my street we’ve had the same park for years and it’s initiative) have been positively received, but we responsibilities to ensure the safety of all children getting really old and unstable” need to increase their infl uence in supporting at home.

14 15 Children are Our Future Aberdeen City Integrated Children’s Services Plan 2017-2020 Aberdeen City Integrated Children’s Services Plan 2017-2020

Key Action Areas include: Supporting a Nurturing Environment for 6. Delivering on Our Primary Drivers Our Children and Their Parents in the Building on and expanding the capacity of all Early Years What follows is an overview of the key work we will primary and secondary years and beyond as well as W services (including mental health services) to undertake to meet our priorities. This by no means focusing on the learning needs of staff and services improve children’s and young people’s mental Through our multi-agency Nurtured Outcome Group, represents the totality of our provision, additional to increase capacity and understanding of how they health and wellbeing. We will also develop we will coordinate the development and delivery of information can be found in our action plan (Page can and are contributing towards improving mental and implement a framework to share and use the annual local Nurtured Outcome Group Action

Children are Our Future 39). Further details can be found through our health and wellbeing and the delivery of specialist existing data/information on the milestones that Plan. This represents a coordinated, inclusive, GIRFEC Website, and as the plan unfolds we will services to meet need. contribute towards creating positive physical comprehensive and democratic governance system continue to update and improve the information and mental health and wellbeing among our for early learning and childcare (ELCC), out of on the site to ensure that it remains an up to date In line with and linked to the NHS Grampian Child children and young people school care, and play in Aberdeen. Implementation reference guide to the work of the Partnership. Health 2020 Strategy and Action Plan, the city’s and delivery will be focused on universal services, Sport, Physical Activity and Transport/Active Travel W Making better use of data and local information including a priority emphasis on early intervention 6.1 Children have the Best Start in Life Strategies and the city’s open space action plan, to work effectively with local communities in and prevention and improving health, economic we will also build on the work of our services response to their identifi ed needs and educational outcomes for all children and their Supporting Children, Young People and (separately and collectively) to improve physical and families. Our high level priorities will be to: Parents to be Healthy, Happy and Active mental health from the earliest stages including: Developing, implementing and reviewing W relevant activity relating to pregnancy parenting Being healthy and having a sense of wellbeing 1. Maternal and infant health e.g. breastfeeding/ and young people in Aberdeen in line with 1. Ensure that consistently high quality, underpins the abilities, choices and decisions that infant feeding and weaning the national Pregnancy Parenting and Young affordable, accessible ELCC services are our children, young people and their families make. People Strategy and an audit undertaken in available to meet the changing needs of We recognise the need for all services to work 2. Oral health Aberdeen city during 2016-17. families in the city together to improve the health and wellbeing of our 3. Healthy eating and active living (including 2. Identify gaps in provision whole population of children and young people. We walking, cycling, accessing and making best W Taking forward action to promote and also recognise that there are differences in health use of outdoor open/play spaces encourage breastfeeding and infant/feeding 3. Expand, develop and support the childcare and wellbeing experienced by them that are also and weaning in line with UNICEF Baby Friendly workforce refl ected in the differences in educational attainment, 4. Making informed choices about sexual health, Initiative achievement and factors impacting on the quality of parenthood and pregnancy, substance use 4. Continue to promote equality and inclusion our neighbourhoods. (including tobacco, alcohol and drugs) W Helping to overcome barriers to making across all services changes that will improve health outcomes for 5. Promote better outcomes for children, young Through our key partners such as: NHS Grampian; our children and young people by improving people and families Community Learning; Schools; the Third Sector; access to and availability of services and Early Years; Sport Aberdeen; and other local health facilities and provide opportunities to improve 6. Promote cross-sector investment in learning partners through the Aberdeen Health & Social Care health and wellbeing, especially those through play Partnership we will continue to work towards closing experiencing disadvantage and inequalities 7. Ensure that accessible, comprehensive, up- the gap where there are inequalities that impact on to-date information on all services for children health and wellbeing outcomes. and young people is available to parents and professionals. We will continue to improve how we create the conditions for children, young people and families to take control of their own lives, fi nd ways of doing things differently that meet their needs and continue to improve our efforts for all our children and young people.

A key priority for us is to help improve the mental health and wellbeing of our children, young people and their parents as this impacts on all aspects of their health. It is important that there is a common understanding of what is meant by “mental health” and we have adopted the World Health Organisation (2014) defi nition of “mental health is defi ned as a state of well-being in which every individual realises his or her own potential, can cope with the normal stresses of life, can work productively and fruitfully, and is able to make a contribution to her or his community”. We will therefore continue to focus on supporting positive mental health and wellbeing from the earliest stages of life; through the early years,

16 17 Children are Our Future Aberdeen City Integrated Children’s Services Plan 2017-2020 Aberdeen City Integrated Children’s Services Plan 2017-2020

Early Learning and Childcare Provision 6.2 Children are Safe and Responsible System and help them out of it. The work of the Youth Teams, Criminal Justice Social Work (CJSW), the Alcohol and Drugs Partnership (ADP) and the All Scottish Local Authorities have a duty to secure Empowering Children & Young People ELCC places for all children in the nursery term Problem Solving Courts demonstrate that there are following their third birthday, until they start primary through Responsible Citizenship still solutions which we need to capture, develop and school. There is also a duty to provide ELCC for realise. With technological advances, a refreshed 2-year-old children who are looked after (supported Our previous work to support the youth justice plan and children at the heart of our decision agenda has seen considerable effort allocated to the making, we need to move forward, capture learning Children are Our Future through the Children Social Care team) or whose parents are on specified benefits. Aberdeen City reduction in crime and offences committed by young and use it positively. Council provides free places in nursery classes in people. While this has continued to drop for some local authority primary schools. It also commissions years, there is an appreciation that it will plateau, early learning and childcare from the private, so there is a need for us to take a wider focus. To independent and third sectors. this end our priority over the next 3 years will be to move to support early intervention and preventative The Scottish Government has committed to a measures that will promote active citizenship and major expansion of ELCC provision to 1140 hours supported risk taking. These will be focused around whilst also seeking to provide for the flexibility and 4 key aims: choice needed by parents. This will be a major change project for all partners. From May 2016, the 1. To reduce youth crime by reducing the Government expansion programme has been set out involvement of young people in the in three stages: commission of crime and encouraging responsible behaviour

Stage 1 – in the first budget: provide 600 2. To increase active citizenship by developing W hours of childcare per year to around half of opportunities for meaningful engagement and Scotland’s two year olds (those whose parents participation for young people within their receive working tax credit or child tax credit) communities Stage 2 – by the end of the first Parliament 3. To ensure children and young people have the W (assumed to be 2020): provide 1,140 hours information and support they need to make of childcare per year to all three and four year safer choices and manage risk olds and vulnerable two year olds 4. To develop and use an effective Stage 3 – by the end of the second Parliament communications strategy to ensure young W (assumed to be 2024): provide 1,140 hours people’s views inform the community supports of childcare per year to all children from one to we put in place. school age. These aims are intended to support our children’s services priorities around the areas of improving Play for All community safety and youth engagement. They also contribute to improving wellbeing and Aberdeen City’s vision for play is to develop high supporting young people who might otherwise quality, innovative, and inclusive services in become adults who slip into the poverty gap. This partnership with the community, children and young will see a wide range of organisations working people and all agencies involved in the delivery together, incorporating the traditional Police, Scottish of play. We will make a commitment to see, hear, Children’s Reporter Administration (SCRA) and listen and respond to children who play in our other local partners. It will also combine with the communities and to encourage healthy community innovative practices and developments brought activity with active and positive contributions from all about by the revised Social Work structures, as well generations. We recognise that play is central to the the opportunities provided by the Community Justice health and wellbeing of our children. Access to high programme and its Community and Victim focus, quality play opportunities leads to the development the LOIP and Locality Planning structures, and the of confident young people who are better able to lead introduction of Priority Families. their own learning, participate in their communities and make a full and active contribution to society Through the continuously developing work of specialist service partners, such as The Foyer, Barnardo’s and SACRO as well as through access to the dedicated police officer running the programme at Polmont Young Offenders Institution, there is a real opportunity to support those who are in the Justice

18 19 Children are Our Future Aberdeen City Integrated Children’s Services Plan 2017-2020 Aberdeen City Integrated Children’s Services Plan 2017-2020

Empowering Children & Young People Corporate Parenting – Engaging with 6.3 Children are Respected, Included Post School Destinations- Ensuring Our through Responsible Citizenship Young People to Improve our Services for and Achieving Young People Have the best Opportunities Looked After Children to Achieve and Thrive as Adults The Reclaiming Social Work (RSW) model is a The National Improvement Framework: whole system redesign of the Social Work Services Corporate Parenting is the formal approach adopted Helping Our Children and Young People Aberdeen Guarantees was developed in September delivered to families in need within Aberdeen City. by all local authority CPPs and all the associated to Achieve by Embedding the GIRFEC 2014 as a new commitment to providing learning, Aberdeen City Council is the fi rst local authority in partner organisations which have a responsibility training and work for 14-25 year olds, through

Children are Our Future Scotland to adopt the model. Together we want to for working together take to meet the needs of Approach in Our Local Community Services Positive Destinations and engagement with change Children’s Social Work in Aberdeen, focusing LAC, young people and care leavers. The Children businesses to enhance learning and training on the way we work with each other, our partners (Scotland) Act 1995 imposed duties, powers and We are currently working to develop a series of opportunities and better promote local opportunities and most importantly our families in need. responsibilities on the local authority in relation locality based partnership forums across our through the Aberdeen Guarantees website and to this cohort of children and young people. The Associated School Groups (ASGs) (the Secondary social media. Social workers play a vital role in assessing risk Children and Young People (Scotland) Act 2014 School catchment and their feeder Primaries) to children and helping and supporting families now extends these duties and increases the number to support multi-agency delivery of the National Our weekly newsletter has also been developed and in need. The redesign of our services will enable of public bodies that are considered to be corporate Improvement Framework. Jointly governed through is distributed to over 650 mailing list subscribers staff to work systemically and collaboratively in parents. the ICS and the CPP Community Engagement from a range of education establishments, youth small social work units, ensuring that they are free Group, these forums will help develop our GIRFEC work and training providers, social work services, to focus on this work, rather than unnecessary Aberdeen City’s Champions Board held its inaugural practices by promoting primary prevention and early businesses and more. The audience reach of posts bureaucracy. These will be multidisciplinary groups meeting in January 2014. Based on what has intervention at a local operational level. We will via Aberdeen Guarantees has been evaluated, with of fi ve practitioners who co-work a caseload. become known as the ‘Dundee model’, this provides work to a shared agenda to improve the impact of the YEAR 2 end of year report published in Allocation of cases to units rather than individuals a forum where care experienced young people can our partnership working and contribute to improved December 2016. ensures that practitioners are well supported in their have direct access to Chief Offi cers in their area. outcomes for our children, young people and analysis of risk and implementation of interventions. Champions Boards, which are relatively new in families and ultimately our communities. Over the next 3 years, in support of post-school Although the Consultant Social Worker is ultimately Scotland, are proving to be an extremely effective destinations, we intend to work with communities responsible for each case, all unit members opportunity for young people to articulate the The forums will support the delivery the LOIP, the and local partnerships. There will be a particular collaborate on casework, offering a variety of challenges of being looked after and how these can associated ICS Plan and Community Learning and focus on communities most in need and the different skills and perspectives to their work with be faced and overcome with the right support. Development plan at a local level. They will also provision of more targeted support among those with children and families. By doing this we are helping Our 3-year Champions Board action plan details the enable practitioners from each locality to work in ASN. This will include: our workers to have the confi dence and expertise strategy for our local corporate parents to build on partnership to address needs in keeping with the 4 priority areas outlined in the National Improvement to work as effectively as possible with Aberdeen’s young people’s participation and to ensure that we 1. Working with our local universities and the families. These measures will also ensure best are making a meaningful contribution to improving Framework: North East of Scotland College to expand wider possible value by reducing the costs of our services, outcomes for care experienced children and young access programmes whilst improving the supports for children, young people. The action plan includes the appointment of 1. Improvement in attainment, particularly in 2. Making better use of data to support individual people and families taken into the care system and an Advocacy and Participation Worker in partnership literacy and numeracy; young people increasing the availability of support to our staff. with Who Cares? Scotland; the development 2. Closing the attainment gap between the most The clear message from RSW is that together we of a participation group; the appointment of and least disadvantaged children; 3. Expanding the development of achievement are providing high quality services for children and care experienced Development Assistants; the 3. Improvement in children and young people’s awards across the partnership and linking with families in need. introduction of individual grants for young people; health and wellbeing; and businesses to promote their value and the development of a website for LAC and care 4. Improvement in employability skills and 4. Working with both primary and secondary We will continue to work with partners to ensure that, experienced young people. sustained, positive school leaver destinations as far as possible, those children who are assessed for all young people. schools to pilot programmes to develop the young workforce and providing age appropriate as being at risk are identifi ed, and that plans are put The Champions Board, which is scheduled to meet employment skills for all ages in place to try and reduce the risk. Where risk cannot quarterly, is currently comprised of care experienced It is expected that each partnership forum will be safely managed we will actively support extended young people, elected members and Chief Offi cers consider how these areas can be addressed through 5. Surveying the aspirations of our young family members to provide care to enable the child from Aberdeen City Council, Police Scotland, direct intervention with families and members of the secondary school pupils to adapt our pre- and or young person to remain with their families. We NHS Grampian and the Third Sector and several local community and report on progress through the post-school supports to meet their needs and also want to ensure that Looked After Children new organisations. Following the announcement ICS Partnership. aspirations. (LAC) and young people can remain in Aberdeen by of funding from the Life Changes Trust there is a reducing out of authority places. renewed enthusiasm to take forward the Champions Board work. Members fully understand that they can make effective and meaningful change to the services that affect our care experienced young people. Going forward, membership will need to be expanded to include representatives of those groups to which the corporate parenting duty was extended in the 2014 legislation, for example, Higher Education and the Scottish Fire and Rescue Service.

20 21 Children are Our Future Aberdeen City Integrated Children’s Services Plan 2017-2020 Aberdeen City Integrated Children’s Services Plan 2017-2020

Respecting and Including Children and Supporting Children with Additional Young People’s Views in How We Deliver Support Needs to be fully Included 7. How will we know if we’ve made a change? their Services We are working to ensure that young people with We will work with our and Locality and Partnership In order to do this we are adopting the Quality In the next few years we aim improve the ASN receive timely and effective interventions. We Forums to provide a strategic support link to our national Improvement Methodology set out in the 3-Step coordination of youth engagement work across the strive to ensure that children and young people and local agendas as well deliver improvement projects Improvement Framework for Scotland’s Public Services partnership. We want to ensure that young people can access the educational services and facilities and interventions within our communities. We will do . This Framework was designed to allow services to

Children are Our Future are able to express their views and that these views they need to fully participate in school life and their this by ensuring that we can evidence how we are channel collective knowledge through self-assessment are used to inform Partnership decisions. In order to community in order to achieve their full potential. improving against our 10 year drivers through a clear and debate and to assist services and partners to do this we will: As far as possible we want to ensure that we can focus on our 4 children’s services theme areas. This will develop mechanisms that empower and engage local support children with ASN to remain in their local allow us for instance to show how our interventions and leaders to deliver (in this instance) outcomes for and 1. Ensure that we have a comprehensive mainstream schools, so that they can grow up supports for mental health and well-being can positively with children, young people and families in Aberdeen. overview of youth engagement work across the among their peers and are better equipped to be impact on attainment or how engaging our young people partnership by mapping existing and planned independent on leaving school. This also plays an to participate in their community’s development can This is a simple and effective methodology that can be youth engagement important role in destigmatising children and young improve community safety. used in operational projects as well as in wider strategic people with ASN, while also enabling their peers planning. This involves assessing impact and need 2. Assist in the development of further to be better equipped to support them in their adult Taking this approach will allow us to increasing through 3 key self-evaluation questions and a 4 stage mechanisms to engage with young people life. Further details of the range of supports can be recognise and act on local examples of good practice review process known as a PDSA Cycle: 3. Implement a youth engagement charter found via our Aberdeen City Guide to Education & directing and redirecting resource to support what works outlining the responsibilities of partners to Children’s Services11. in a quicker and more responsive way. ensure that engaging with young people becomes part of normal working practice 11 Aberdeen City Guide to Education £ & Children’s Services www.aberdeencity.gov.uk/ Report on work to expand the youth What are we trying to accomplish? 4. web/fi les/SchoolsColleges/Guide_to_ECS.pdf engagement and Children’s Rights agenda to the Partnership. This work includes: Expansion How will we know that a change of the rights respecting schools agenda across is an improvement? the city; expansion of the Youth Work team to increase local youth groups; continuation What change can we make that and expansion of the Imagineers Programme; will result in improvement? and development of the Idea’s Hub, an online survey facility available to all school pupils throughout the city.

In addition to the above Aberdeen City has recently been successful Act Plan in a bid to be supported by Uncief. Ready to Set objective With their support over the next implement? Make predictions 3-5 years we want to be awarded What changes need Plan to carry out the the status of ‘Child Friendly City’. to be made? cycle (who, what, when) This will involve working across Next cycle... Plan for data collection the partnership with all of our stakeholders to ensure that we Study Do embed the UNCRC throughout the Complete analysis Carry out the plan work that we do. of the data Record problems Compare data to and observations TrustShare predictions Begin analysis of Ambition Challenge Summarise what the data Motivation Respectful ResponsibilityA.C.ETeam Work was learned Support Try Safe Listen You

22 23 Children are Our Future Aberdeen City Integrated Children’s Services Plan 2017-2020 Aberdeen City Integrated Children’s Services Plan 2017-2020

We will embed the use of this Model for Improvement to provide a clear change method which is understood 8. Glossary 9. ICS Action Plan by everyone across children’s services. This will be achieved by building capacity and capability in This section outlines some of the key actions we will Quality Improvement (QI) through a comprehensive carry out to improve against our priorities. The high level programme of learning opportunities for ICS, Acronym Description metrics by which we will assess our impact are outlined as follows: ACVO Aberdeen Council of Voluntary in the Aberdeen City LOIP. Further and more detailed Organisations Children are Our Future information about the specific improvement projects Delivery of two QI Learning Programmes during 1. and how they are being assessed will be added to our 2017 to support development of knowledge and ADP Alcohol and Drugs Partnership GIRFEC Website as they progress skills to progress improvement efforts across ASG Associated School Group (a Secondary children’s services School catchment and its associated feeder Primary Schools) 2. Development of a QI Learning Network to offer continued professional development opportunities ASN Additional Support Needs to practitioners who have already had some QI CfE Curriculum for Excellence learning experiences and who may be able to support future learning programmes or provide QI CJSW Criminal Justice Social Work support within their own teams CLD Community Learning and Development 3. Development of local partnerships to make best CPC Child Protection Committee use of resources, expertise and learning from across the Community Planning Partnership CPP; CPA Community Planning Partnership; (In Aberdeen known as) Community 4. Development of the Improvement Coach capacity Planning Aberdeen 5. Engagement with national partners (e.g. Scottish GIRFEC Getting it Right for Every Child Government, NHS Education for Scotland) to test other approaches to develop capacity across the ICS/P Integrated Children’s Services/Partnership whole system LAC Looked After Children

In addition to this our wider CPA has also adopted the LOIP Local Outcome Improvement Plan model for improvement as its methodology for change. NHS National Health Service In the long term this will ensure that we can expand NIF National Improvement Framework training and knowledge of the method at all levels of service RSW Reclaiming Social Work SACRO Safeguarding Communities and Reducing Offending SCRA Scottish Children’s Reporter Administration SHANARRI Safe, Healthy, Achieving, Nurtured, Active, Respected, Responsible, Included UNCRC United Nations Convention on the Rights of the Child

24 25 Children are Our Future Aberdeen City Integrated Children’s Services Plan 2017-2020 Aberdeen City Integrated Children’s Services Plan 2017-2020 BY WHOM BY WHOM Children are Our Future Early Learning and Child Care Partners Early Learning and Child Care Partners Early Learning and Child Care Partners NHS Grampian Community Learning Schools ACVO Early Years Sport Aberdeen Aberdeen Health & Social Care Partnership

MEASURES OF IMPROVEMENT MEASURES OF IMPROVEMENT Increase number of available early learning and childcare places (double current levels of provision by 2020) based community to availability and access Improve early and childcare Increased access to the Me2 ‘Stay and Play’ support Looked After 2 year olds Maintain positive early learning and childcare inspections at 100% Increase proportion of positive evaluations across all quality indicators inspected Increase satisfaction levels of early learning and childcare services Increase number of staff entering the early learning and childcare sector Increase % staff undertaking training and development opportunities Increase % of babies exclusively breastfed at 6-8 week review Decrease % of smoking during pregnancy Increase breastfeeding rates in targeted areas Increase proportion of children and young people with average or above mental wellbeing Decrease in obesity rates P1 • • • • • • • • • • • • • CHANGE ACTIVITIES CHANGE ACTIVITIES Enable flexible access to early learning and childcare for all eligible 2, 3 4 year olds by 2018 Carry out extensive programme of consultation with stakeholders to assess future the of parents including and predict demand and review areas for improved Target service provision against the Care inspectorate quality Indicators Seek and review feedback from stakeholders Development of Early Learning and Childcare Academy promoting a partnership approach to early learning and childcare as a positive career opportunity Undertake annual training needs analysis to inform training and development workforce planning Annual review and allocation of Development and Expansion Workforce Funding Facilitate delivery of Family Nurse Partnership Model supporting and enabling first time teenage mothers 2nd birthday pre-birth through to child’s Unicef accreditation/revalidation of health visiting staff within community settings Maternity Service to delivery and review breast feeding peer support programme Improve provision of mental health services and support Development of ‘Child Healthy Weight’ Projects across partners to advance Work City Play Policy as a Aberdeen’s commitment to UNCRC Article 31 support CEL 13 SG directive to To improve the capacity of school nurses to focus on the health and wellbeing needs of children and young people OBJECTIVE OBJECTIVE PARTNERSHIP PARTNERSHIP PARTNERSHIP Expansion of early learning and childcare and out of school care Ensure continued quality of childcare provision Workforce development and expansion within early learning and childcare services Alignment of policy and planning developments in line with Healthfit 2020, ChildHealth 2020 and health and wellbeing local delivery plans ICS ICS 1-4 1-4 1 1 1 3 PRIORITY PRIORITY Improvement Outcome 1: Children have the best start in life happy and safe, enjoy the best possible childhood Children in Aberdeen City are healthy, Improvement Outcome 1: Children have the best start in life happy and safe, enjoy the best possible childhood Children in Aberdeen City are healthy,

26 27 Children are Our Future Aberdeen City Integrated Children’s Services Plan 2017-2020 Aberdeen City Integrated Children’s Services Plan 2017-2020 BY WHOM BY WHOM Children are Our Future ACC Children Social Work Supported in Partnership to Protect Children by: Child Protection Committee Police Scotland NHS ACVO SCRA SACRO GIRFEC Partnership Outcome Group Police Scotland ADP CJSW ACVO Foyer SACRO ACC MEASURES OF IMPROVEMENT MEASURES OF IMPROVEMENT Reduce number of children and young people in out of authority placements Child protection re-registration rates in line with national average Staff Scoical Work Improved support for Children’s plans assessed as good Increase % of children’s plans Monthly review of children’s Reduce number of children at risk Reduce number of young people charged with crime or offence Reduce number of young people charged with multiple crimes or offence Reduce number of antisocial behaviour reports involving young people Increase number of young people engaged in diversionary activity programmes Reduce pupil exclusion rate • • • • • • • • • • • CHANGE ACTIVITIES CHANGE ACTIVITIES Implementation of the Reclaiming model Social Work Undertake audit of current chronologies and assessment practices along with level of practitioner confidence Develop multidisciplinary training programmes (online/face to face) address outcomes of audit Establish focus group to provide feedback on approaches and inform next steps, engaging with parental groups across the city Develop opportunities for meaningful support and engagement within communities Develop intelligence led processes to maximise allocation of resources Develop a communications strategy for children and young people OBJECTIVE OBJECTIVE PARTNERSHIP PARTNERSHIP PARTNERSHIP Ensure that young people are safe at home Improve multiagency support for vulnerable children and young people Improvements in early intervention supports for offenders, victims and parents ICS ICS 1-4 1-4 4 4 4 PRIORITY PRIORITY Improvement Outcome 2: Children are safe and responsible Children and young people can become responsible citizens safe from all forms of harm Improvement Outcome 2: Children are safe and responsible Children and young people can become responsible citizens safe from all forms of harm

28 29 Children are Our Future Aberdeen City Integrated Children’s Services Plan 2017-2020 Aberdeen City Integrated Children’s Services Plan 2017-2020 BY WHOM BY WHOM Children are Our Future ACVO ACC Education Parliament Children’s ACC Community Learning Police Scotland Aberdeen Foyer VSA NHS ACC Inclusion Team Supported by the GIREC Outcome Group ACC NHS Police Scotland ACVO SDS ACC ACVO SDS The Foyer RGU North East College

e e MEASURES OF IMPROVEMENT MEASURES OF IMPROVEMENT Increase number of children and young people using using people young and children of number Increase the Ideas Hub Increased awareness among children, young people and professionals of the UNCRC Achieve Unicef ‘Child Friendly City’ accreditation Increased number of youth democracy opportunities Increase in partners demonstrably supporting young people to be involved in planning and development Increase % of pupils identified as having an additional support need education within their local Reduce number of pupils with additional support needs receiving transport Reduce number of looked after children educated out with the local authority Increase % school leavers entering a positive destination Increase % school leavers entering a positive destination from 20% most and least deprived areas Increase % of young people progressing into a positive destination on completion of an activity agreement Increase number of young people completing achievement awards • • • • • • community • • • • • • CHANGE ACTIVITIES CHANGE ACTIVITIES Improve mapping of youth engagement Develop of an ICS engagement charter Expand rights respecting school agenda Increase capacity of youth work Expansion of the Imagineers Programme Improve promotion of Aberdeen Guarantees to increase the number of young people engaging with career support services Expand partner provision of Activity Agreements Increase Employability Fund provision programme Expand Keen4Work Improve and expand achievement award uptake Support young people from regeneration areas to have more opportunities to enter higher education OBJECTIVE OBJECTIVE PARTNERSHIP PARTNERSHIP PARTNERSHIP Embed young engagement and the UNCRC Rights agenda throughout the partnership Ensure children and young people with additional support needs as far possible are supported to live and be educated in their local community Services is currently drafting Education and Children’s At the time of writing this document Aberdeen City Council’s its National Imprudent Framework Action Plan. This will outline in detail the various key pieces of work that ACC partnership with members of the ASG forums will carry out to improve educational outcomes for all children in city. Once the National Improvement Action Plan has been complete a link will be provided on our GIRFEC Website Engage partners to expand and improve provision of post school learning and employment opportunities for young people ICS ICS 1-4 1-4 2 1 1 1 PRIORITY PRIORITY Improvement Outcome 3: Children are respected, included and achieving Children and young people are listened to, respected, valued involved in the decision making process supported to achiev Improvement Outcome 3: Children are respected, included and achieving Children and young people are listened to, respected, valued involved in the decision making process supported to achiev

30 31 Children are Our Future Aberdeen City Integrated Children’s Services Plan 2017-2020 Aberdeen City Integrated Children’s Services Plan 2017-2020 Children are Our Future

32 33