Policy & Resources Committee

City Chambers DUNDEE DD1 3BY

13th August, 2021

Dear Sir or Madam

POLICY AND RESOURCES COMMITTEE

You are requested to attend a MEETING of the POLICY AND RESOURCES COMMITTEE to be held remotely on Monday, 23rd August, 2021, following the meetings of the City Council, Community Safety and Public Protection and Neighbourhood Services Committees called for 5.00 pm.

Members of the Press or Public wishing to join the meeting should contact Committee Services on telephone (01382) 434211 or by email at [email protected] by no later than 12 noon on Friday, 20th August, 2021.

Yours faithfully

GREGORY COLGAN

Chief Executive

AGENDA OF BUSINESS

1 DECLARATION OF INTEREST

Members are reminded that, in terms of The Councillors Code, it is their responsibility to make decisions about whether to declare an interest in any item on this agenda and whether to take part in any discussions or voting.

This will include all interests, whether or not entered on your Register of Interests, which would reasonably be regarded as so significant that they are likely to prejudice your discussion or decision-making.

2 MINUTE – PENSION SUB-COMMITTEE AND PENSION BOARD – 8TH MARCH, 2021 - Page 1

The above minute, a copy of which is appended hereto, is submitted for information and record purposes.

3 LEISURE & CULTURE DUNDEE - AMENDMENT TO CONSTITUTION (AN24-2021)

As a result of the COVID-19 Pandemic, and restrictions put in place around social distancing, the Office of the Scottish Charity Regulator gave special, temporary dispensation for Scottish charities, including Leisure & Culture Dundee, to conduct any formal business meetings, including Board and Committee meetings, by digital means.

Should charities wish to continue to meet by digital means or by hybrid means, the charity's constitution requires to be updated to reflect this. t:\documents\polcyres\agenda and reports\2021\230821\230821ag.doc 2

The Leisure & Culture Dundee Board have agreed, subject to Dundee City Council's approval, to amend its constitution to allow all Board and Sub-Committee meetings to be held either digitally, in person or as a hybrid of the two.

The Committee's approval of this proposed change to the Constitution is requested.

4 ALCOHOL AND DRUG PARTNERSHIP: SELF ASSESSMENT FINDINGS - Page 7

(Report No 214-2021 enclosed).

5 JOINT CITY PLAN AND COUNCIL PLAN PROGRESS REPORT 2020/2021 - Page 97

(Report No 211-2021 enclosed).

6 LEISURE & CULTURE DUNDEE PERFORMANCE AND IMPACT REPORT FOR 2020/2021 - Page 151

(Report No 215-2021 enclosed).

7 BREXIT UPDATE - Page 177

(Report No 218-2021 enclosed).

8 CAPITAL EXPENDITURE MONITORING 2021/2022 - Page 187

(Report No 212-2021 enclosed).

9 REVENUE MONITORING 2021/2022 - Page 209

(Report No 224-2021 enclosed).

1 ITEM No …2………...

At a JOINT MEETING of the PENSION SUB-COMMITTEE of the POLICY AND RESOURCES COMMITTEE AND THE PENSION BOARD held remotely on 8th March, 2021.

Present: -

PENSION SUB-COMMITTEE

BAILIES

Willie SAWERS Kevin KEENAN

COUNCILLORS

Anne RENDALL Steven ROME George McIRVINE

PENSION BOARD

Arthur NICOLL Kenny DICK George RAMSAY

Bailie Willie SAWERS, in the Chair.

It was noted that apologies had been received from Councillors Brawn and Davy, and Gordon Murray and Claire Shepherd.

I DECLARATION OF INTEREST

No declarations of interest were made.

II MINUTE OF PREVIOUS MEETING

The minute of meeting of 7th December, 2020 was submitted and approved.

III RE-APPOINTMENT OF TAYSIDE PENSION FUND BOARD MEMBERS

There was submitted Report Number 67-2021 by the Executive Director of Corporate Services setting out the proposed re-appointment of the current members of the Tayside Pension Fund Pension Board.

It was agreed that the Chair of the Pension Sub-Committee, as delegated by the Policy & Resources Committee, approve the re-appointment of all current members of the Pension Board of Tayside Pension Fund as required by pensions regulations.

IV RISK REGISTER

There was submitted Report No 68-2021 by the Executive Director of Corporate Services updating the Risk Register for the. Tayside Pension Fund.

The Sub-Committee and Board approved the Quarterly Risk Register for Tayside Pension Fund the Quarterly Risk Register for Tayside Pension Fund which was updated on 10th February, 2021, and noted the following changes to risk profile since the previous report:

Risk 1: Failure to process pension payments and lump sums on time.

Risk level had reduced as processes had been adapted to accommodate remote working which had successfully resulted in faster processing times. This had also enabled more effective resource allocation to meet requirements.

t:\documents\polcyres\agenda and reports\2021\230821\psc080321min.doc 2 2

Risk 13: Failure to hold personal data securely (incorporating Cyber Crime).

Risk level had reduced as additional controls had been incorporated into revised processes.

Risk 14: Failure to keep pension records up-to-date and accurate.

Risk level had reduced as employer data confirmation exercises had been undertaken.

V TAYSIDE PENSION FUND RISK MANAGEMENT POLICY & STRATEGY

There was submitted Report No 69-2021 by the Executive Director of Corporate Services providing information on the recent quarter’s operational performance in relation to Pension Administration.

The Sub-Committee and Board noted the content of the report

VI TAYSIDE PENSION FUND TRAINING & ATTENDANCE POLICY AND TRAINING PLAN 2021-2022

There was submitted Report No 70-2021 by the Executive Director of Corporate Services presenting Tayside Pension Fund’s Training & Attendance Policy which was subject to annual review and the Training Plan for 2021-22.

The Sub-Committee and Board noted that the training requirements of 2020-21 had not been achieved due to Covid-19. The plan had been carried forward for remote delivery during the course of 2021/22.

The Sub-Committee and Board also approved: -

(i) Training & Attendance Policy Contained in Appendix 1 to the report: and

(ii) Training Plan for 2021-22 contained in report.

VIl PENSION ADMINISTRATION PERFORMANCE – QUARTERLY UPDATE TO 31ST DECEMBER 2020

There was submitted Report No 71-2021 by the Executive Director of Corporate Services providing information on the recent quarter’s operational performance in relation to Pension Administration.

The Sub-Committee and Board noted the content of the report

VIIl INTERNAL AUDIT RISK ASSESSMENT & AUDIT PLAN 2021/2022

There was submitted Report No 72-2021 by the Executive Director of Corporate Services setting out the risk assessment undertaken by PwC and detailing their internal audit plans for Tayside Pension Fund for 2021/22.

The Sub-Committee and Board to review and approve the Internal Audit plans by Pricewaterhouse Coppers (PwC) as detailed in appendix A to the report. lX TAYSIDE PENSION FUND – AUDIT SCOTLAND ANNUAL AUDIT PLAN 2020/2021

There was submitted Report No 73-2021 by the Executive Director of Corporate Services providing a summary of the responsibilities and approach of Audit Scotland in respect of Tayside Pension Fund for 2020/21.

The Sub-Committee and Board agreed to note the report by Audit Scotland. 3 3

X TAYSIDE PENSION FUND INTERNAL ANNUAL AUDIT REPORT 2020/2021

There was submitted Report No 74-2021 by the Executive Director of Corporate Services the Annual Audit Report for 2020/21 prepared by the Fund’s Internal Auditor, PricewaterhouseCoopers (PwC) for consideration.

The Sub-Committee and Board noted the content of the Annual Report as well as the content of the appended reports on specific audit exercises undertaken, and approved the management response.

XI TREASURY POLICY STATEMENT 2021/2022

There was submitted Report No 75-2021 by the Executive Director of Corporate Services revising the Council’s Treasury Policy Statement which is intended to govern all treasury activities carried out by Tayside Pension Fund.

The Sub-Committee and Board approved the policies and procedures laid out in the attached “Treasury Policy Statement 2021/22”, noting that the Treasury Policy Statement must be reviewed annually.

XIl TREASURY MANAGEMENT STRATEGY 2021/2022

There was submitted Report No 76-2021 by the Executive Director of Corporate Services reviewing the Treasury Management Strategy for Tayside Pension Fund.

The Sub-Committee and Board examined the dates set out in the timetable and agreed the proposed programme of meetings as detailed.

XIIl PENSION ADMINISTRATION STRATEGY

There was submitted Report No 77-2021 by the Executive Director of Corporate Services setting out the Fund’s policy in respect of the standards required of both the Fund and the participating employers to ensure that statutory obligations were met and also to demonstrate effective and efficient service delivery. The strategy contained a variety of performance measures against which the Fund and participating employers were assessed, with performance reported to the Sub-Committee and Board.

The Sub-Committee and Board agreed to approve the strategy contained within the report, noting the introduction of charges to employers in exceptional circumstances and also consented to its distribution to all employers.

XIV TAYSIDE PENSION FUND – SCHEME DISCRETION POLICIES

There was submitted Report No 78-2021 by the Executive Director of Corporate Services detailing the range of discretions available to Dundee City Council as the administering authority of Tayside Pension Fund, and the current policies in place in relation to these.

The Sub-Committee and Board noted the content of the report.

XV TAYSIDE PENSION FUND COMMUNICATION POLICY

There was submitted Report No 79-2021 by the Executive Director of Corporate Services presenting a communications policy as required by the Local Government Pension Scheme (Scotland) Regulations 2014.

The Sub-Committee and Board approve the revised Communications Policy which had been reviewed in conjunction with the Fund’s Administration Strategy. 4 4

XVI TAYSIDE PENSION FUND ACTUARIAL VALUATION AT 31ST MARCH 2020

There was submitted Report No 80-2021 by the Executive Director of Corporate Services providing an update on the on the Actuarial Valuation of Tayside Pension Fund at 31st March, 2020.

The Sub-Committee and Board noted the information contained within the report.

XVIl FUNDING STRATEGY STATEMENT

There was submitted Report No 81-2021 by the Executive Director of Corporate Services reviewing the Funding Strategy Statement for the Tayside Pension Fund.

The Sub-Committee and Board approve the Funding Strategy Statement for Tayside Pension Fund contained in Appendix 1to the report.

XVIIl STATEMENT OF INVESTMENT PRINCIPLES REVIEW

There was submitted Report No 82-2021 by the Executive Director of Corporate Services reviewing Statements of Investment Principles for Tayside Pension Fund.

The Sub-Committee and Board note the information within the report and to approved the Statements of Investment Principles contained in Appendix 1 to the report.

XIX UK STEWARDSHIP CODE

There was submitted Report No 83-2021 by the Executive Director of Corporate Services setting out the revision to the UK Stewardship Code.

The Sub-Committee and Board noted the content of the report.

XX TAYSIDE PENSION FUND BUSINESS PLAN 2021/2022

There was submitted Report No 84-2021 by the Executive Director of Corporate Services introducing the annual business plan for the Tayside Pension Fund.

The Sub-Committee and Board noted the information within the report and approved the 2021/2022 Business Plan which applied to the administration and management of the Tayside Pension Fund.

The Sub-Committee and Board resolved under Section 50(A)(4) of the Local Government (Scotland) Act 1973 that the press and public be excluded from the meeting for the undernoted items of business on the grounds that they involved the likely disclosure of exempt information as defined in paragraphs 4, 6 and 11 of Part I of Schedule 7A of the Act.

XXI TAYSIDE PENSION FUNDS

(a) PERFORMANCE SUMMARIES

There was submitted Report No 86-2021 reviewing the investment performance of the Fund’s Investment Managers for the quarter to 31st December, 2020. The report compared investment performance of the Funds with the Funds’ specific benchmarks which consisted of various stock and security market indices.

The Sub-Committee and Board noted the information contained therein with regard to the performance of the Tayside Main Fund and their Fund Managers. 5 5

(b) SUMMARIES OF INVESTMENTS AND TRANSACTIONS

There was submitted Report No 87-2021 by the Executive Director of Corporate Services reviewing the investment activities of Tayside Pension Fund’s five Fund Managers for the quarter to 31st December, 2020 and summarising the transactions of each Fund Manager and showing the market values of the Pension Fund.

The Sub-Committee and Board noted the information contained therein with regard to the activities of the Tayside Pension Fund and its Fund Managers.

There was submitted Report No 89-2021 by the Executive Director of Corporate Services providing an update on Securities Lending activity for the period ended 31 December 2020.

The Sub-Committee and Board noted the content of the report.

XXIl ANNUAL PERFORMANCE REVIEW TO 31ST DECEMBER 2020

There was submitted Report No 88-2021 by the Executive Director of Corporate Services considering the Isio report ‘“Annual Review of Investment Performance 2020” completed in February 2021.

The Sub-Committee and Board noted the content of the report by Isio as detailed in Appendix A to the report.

XXIII PRESENTATION

Jason Freeman and Sabriyah Denham from GSAM gave a short presentation to the Sub-Committee and Board.

After Mr Freeman and Ms Denham had given their presentation and answered questions from members, the Chair thanked the presenters on behalf of members of the Sub-Committee and Board.

Willie SAWERS, Chair.

6 7 ITEM No …4….……..

REPORT TO: POLICY AND RESOURCES COMMITTEE – 23 AUGUST 2021

REPORT ON: ALCOHOL AND DRUG PARTNERSHIP: SELF-ASSESMENT FINDINGS

REPORT BY: CHIEF EXECUTIVE

REPORT NO: 214-2021

1.0 PURPOSE OF REPORT

To inform members of the findings of the Alcohol and Drug Partnership’s self-assessment process undertaken between May and July 2021 to evidence and evaluate the Dundee Partnership’s performance in implementing the Action Plan for Change and addressing the 16 recommendations made by the Dundee Drug Commission in 2019.

2.0 RECOMMENDATIONS

It is recommended that the Policy and Resources Committee:

2.1 Note the contents of the report, including the overview of the self-assessment process undertaken between May and July 2021, and findings of the self-assessment (section 4.4 and 4.5 and appendix 1).

2.2 Note that the self-assessment report has been submitted to the Dundee Drugs Commission to support their work to independently evaluate progress towards implementation of the recommendations made by them in 2019 (section 4.6.1).

2.3 Note that amendments will be made to the Action Plan for Change based on the self- assessment findings (section 4.6.2) and instruct the Chief Officer to submit the revised plan to the Integration Joint Board for information once it has been agreed by the Dundee Partnership.

2.4 Note the additional funds provided by Dundee City Council and the Scottish Government and planned investment to support and accelerate actions contained within the Action Plan for Change (section 3 and section 4.7).

2.5 Seeks additional opportunities to increase funding from both local and national sources, in order to progress the revised action plan and to address developing service requirements.

3.0 FINANCIAL IMPLICATIONS

3.1 There are no additional financial implications associated with the recommendations in this report.

3.2 When setting the 2020/2021 revenue budget, Dundee City Council set aside funding of £500k to support the delivery of the action plans in response to the Dundee Drugs Commission and the Independent Mental Health Inquiry. As a result of the pandemic, only £100k was committed to fund an additional five nurses (part year funding). A further £500k was provided in 2021/2022 resulting in a total of £900k being available. In conjunction with the Alcohol and Drug Partnership and Health and Social Care Partnership it was agreed that this funding should be allocated as follows:

• Continuation of additional nurses £196k • Third sector supports and outreach £334k • Resilient communities work £70k • Children and Families support £79k • Self-assessment activities £10k • Dundee Drugs Commission 2 £20k

The remaining balance of £191k is being held for mental health crisis intervention. 8 2

3.3 The Dundee Alcohol and Drug Partnership has been notified by the Scottish Government that it is to receive funding of £391k from 2021/22 (recurring for 5 years) to support the implementation of the National Mission to reduce drugs deaths and harm. This funding will be transferred to NHS Boards for onward delegation to Integration Authorities for ADP projects. The Alcohol and Drug Partnership is currently considering proposals for investment as described in section 4.7.

4.0 MAIN TEXT

4.1 In February 2021 the Policy and Resource Committee considered a report providing a comprehensive update regarding progress achieved in implementing the Alcohol and Drug Partnership’s Action Plan for Change (Article III of the minute of meeting of this Committee of 22nd February, 2021 Report 22-2021 refers). The report also advised that the Dundee Community Planning Partnership has invited the independent Dundee Drugs Commission to reconvene and assess the progress made in response to the original report.

4.2 As part of the Dundee Alcohol and Drug Partnership’s (ADP) commitment to continuous improvement and to support the work of the Drug Commission, the ADP has prepared a self- assessment which evaluates the performance of community planning partners against the 16 recommendations within the Commission’s original report published in 2019.

4.3 The self-assessment sets out in detail the significant progress that has been achieved across the Dundee Partnership over the last 2 years, progressing the recommendations made by the Commission and implementing the Action Plan for Change in the face of extra challenges presented by the COVID-19 pandemic. It summarises the findings of a thorough self- assessment process, led by the Alcohol and Drug Partnership, that included speaking with people affected by drug use, family members/carers, service providers and the workforce about the impact of drug related deaths, changes to pathways of care and support, personalisation of service provision and the development of a culture of collaborative working. It also contains reflections from leaders about the effectiveness of leadership, governance and scrutiny arrangements and behaviours in supporting the implementation of the Action Plan for Change.

4.4 The self-assessment focuses on opportunities for learning and improvement, on conducting an honest, rigorous process that does not shy away from difficult issues. The self-assessment has been informed by evidence gathered through:

• Focus groups with the workforce (30 participants) and people with lived experience of drug use (38 participants); • Service monitoring reports from 24 individual services working with people impacted by drug use; • A workforce survey (59 responses); • The submission of case studies from service providers; • A leadership self-assessment and supporting workshop; and, • A review of key strategic and operational reports and documents, as well as an analysis of relevant performance information.

4.5 Self-Assessment Findings

4.5.1 Through the self-assessment process 6 key focus areas have been identified: communication with the workforce and stakeholders / partnership working; staffing issues, staff retention and pressures; treatment options and choice / support choice; mental health; lived experience and leadership. In each of these areas, whilst progress has been made over the last two years, all partners recognise that significant work is yet to be done. In some cases, the challenge set out in the original report from the Drug Commission has been further compounded by the impact of the COVID-19 pandemic, with additional actions now required to address the specific needs and risks arising from the pandemic for people who use drugs and for the workforce.

4.5.2 Overall, during the past two years, the ADP has assessed that partners have made reasonable progress in implementation of 12 of the Drug Commission’s original recommendations, with partial progress being made against 4 recommendations. A full 9 3

summary of progress against each recommendation made by the Drug Commission is included within the self-assessment report (appendix 1, page 70).

4.5.3 Despite the challenges presented by the COVID-19 pandemic during most of this period, the evidence gathered for the self-assessment demonstrates that significant improvements have been made in some areas. This includes the response to non-fatal overdoses and assertive outreach work, extending the naloxone programme, pre COVID-19 introduction of direct access and same-day prescribing, Independent Advocacy, Peer Support programme, developing a gendered approach, progress with trauma-informed approach, anti-stigma work, and improving the governance and function of the ADP. Furthermore, the self-assessment found that during the COVID-19 lockdowns significant innovative practices were developed. There was also an improved collaborative approach between service providers (specifically between public and third sector organisations), trust and relationships between key partners strengthened, and a more focused shared improvement agenda emerged for all partners.

4.5.4 However, the evidence also identifies that partners still have significant progress to make in specific areas. These include responding to pressures and capacity issues within treatment services, accelerating progress with whole-system change (including a shared-care model with Primary Care and an integrated approach for substance use and mental health), improving treatment options (including access to residential support), progressing the Dundee Lead Professional model, eliminating stigmatising behaviour from the workforce, enhancing the focus on prevention and the need to improve communications with the workforce and other key stakeholders.

4.6 Next Steps

4.6.1 The self-assessment has been submitted to the Drug Commission and will inform their programme of work over the next 5 months. Through their activity the Drug Commission will seek to validate the self-assessment findings and to identify any additional evidence regarding progress made to date and remaining challenges. The report provided by the Drug Commission at the end of their review will add further value to the self-assessment work already undertaken by the ADP.

4.6.2 The ADP will now take forward work to adjust the Action Plan for Change to reflect the findings of the self-assessment. This will include:

• Changes to some of the existing actions based on feedback collated through self- assessment process; • Adding actions to address new areas where gaps have been highlighted by the self- assessment process; and • Utilising the opportunity to consolidate change and learning from the COVID-19 experience, and take this into next phases of the change process for improvement.

The revised Action Plan for Change will subsequently be shared with the Drug Commission and submitted to the Integration Joint Board and Dundee City Council Policy and Resources Committee for information.

4.6.3 The ADP believes that the work that has taken place over the past two years to improve responses to people who use drugs and the collective work to respond to the challenges presented by the pandemic evidences that there is significant capacity within Dundee, at leadership, strategic and operational levels, to continue to drive forward the full implementation of the Action Plan for Change. The Dundee Partnership is ambitious about its plans for pandemic recovery and the ADP is focused on accelerating key areas of work to address the needs of the most vulnerable people in the city, including those people impacted by drug use. The Dundee Partnership, the Chief Officers Group, the Alcohol and Drugs Partnership and the Leadership Oversight Group for the Action Plan for Change have demonstrated consistent focus and dedication to monitoring and supporting diverse and complex programmes of work over the last two years and will continue their leadership support into the next phase of implementation.

4.6.4 The self-assessment process has identified a number of actions where the ADP recognises an urgent need to accelerate work and to strengthen partnership working to overcome any remaining barriers to progress and full implementation: 10 4

• Increasing the focus on the development of a shared care model; • Intensifying the focus on bringing the integration of substance use and mental health through full delivery of the Dundee Substance Use and Mental Health Integration Project (funded through CORRA); • Increasing the focus on early intervention and prevention; • Resolving the current pressures on Dundee Drug and Alcohol Recovery Service (DDARS) (initially short-term but also focusing on the longer-term approach including a system-change and greater focus on a shared-care model); and • Working to secure future investments (be more systematic about anticipating investments) and how there are utilised to maximise improvements to outcomes.

As described in the existing Action Plan for Change, programmes of work have begun in relation to shared care, integration with mental health services and addressing pressures within DDARS supported by additional investment secured from Dundee City Council, through the funds allocated by the CORRA Foundation on behalf of the National Drugs Death Taskforce and additional recurring funds to ADPs from the Scottish Government (see section 4.7 for further details of investments). The immediate focus will therefore be on accelerating the pace of implementation in order that people who use drugs, their families and communities and the workforce can realise the positive impact of these changes as soon as possible. The process of updating the Action Plan for Change (as described in section 4.6.2) will reflect the focus on acceleration and on further strengthening the interface between these mutually supporting workstreams. Detailed progress will continue to be reported to the Dundee Partnership, Dundee Chief Officers Group, Integration Joint Board and Dundee City Council through the regular update reporting arrangements that are already in place in relation to the Action Plan for Change.

4.6.5 The multi-agency workforce remains the biggest asset in collective work to implement improvements and they have demonstrated commitment, flexibility and resilience in the most exceptionally challenging of circumstances; the ADP, Dundee City Council and the Health and Social Care Partnership recognise the need to continue to invest in their wellbeing in order to achieve the immediate priorities we have identified and to progress the whole of the action plan for change to full implementation over the coming months and years.

4.7 Additional Investment

4.7.1 When setting the 2020/2021 revenue budget, Dundee City Council set aside funding of £500,000 to support the delivery of the action plans in response to the Dundee Drugs Commission and the Independent Mental Health Inquiry. As a result of the pandemic, only £100,000 was committed to fund an additional five nurses (part year funding). A further £500,000 was provided in 2021/2022.

4.7.2 The Alcohol and Drug Partnership has agreed investment of these additional funds with a specific focus on supporting key programmes of work within the Action Plan for Change. This includes:

• Additional nursing capacity within DDARS to address pressures within the service and support ongoing service redesign (196k over 1 year); • Funds to support a test of change in relation the assessment and referral of people who are in custody delivered by the third sector (£9k over 1 year); • Further investment to support Dundee City Council, Children and Families Service to continue to develop approaches to children and young people impacted by parental drug use informed by learning from tests of change already carried out within the service (£79K over 2 years); • Additional funds to third sector to support the continuation of the Albert Street Hub (£90k over 2 years) and Non-Fatal Overdose Assertive Outreach provision (£188k over 18 months); • Extension of the gendered-services project (hosted by DVVA) to align to the duration of the programme of work funded by CORRA Foundation focused on the integration of substance use and mental health responses (£48k over 1 year); and, 11 5

• Additional investment in work to build resilient and supportive communities and to progress anti-stigma work, including the language matters campaign (£70k over 1 year).

In addition, £191k has been set aside for investment to enhance mental health crisis interventions.

4.7.3 The Scottish Government has notified Alcohol and Drug Partnerships of the allocation of additional funds to support the implementation of the National Mission to reduce drugs deaths and harm from 2021/22, recurring for 5 years. A total allocation of £391K has been made for investment as follows:

• £145k to support the priorities of the National Mission (focused on fast and appropriate access to treatment); • £145k to support access to residential rehabilitation; and, • £101k to support the implementation of the whole family approach.

The Alcohol and Drug Partnership is currently considering proposals for investment, informed by the outcomes of the self-assessment process and priorities and actions within the Action Plan for Change. Once priorities for investment have been agreed, expected in August 2021, further work will be progressed to support the detailed allocation of funds in-line with social care procurement regulations. This will include taking account of existing procurement arrangements for relevant services across children and adults health and social care as well as the possible need to procure new services.

4.7.4 In addition, the CORRA Foundation is managing four funds with a combined value of £18 million on behalf of the Scottish Government which opened at the end of May 2021:

• £5 million Local Support Fund to provide resources to community and third sector organisations to increase capacity. • £5 million Improvement Fund to support improvements to services for outreach, treatment, rehabilitation and aftercare, with dedicated support for women. • £3 million Families and Children fund to support children, young people and families affected by drug use. • £5 million Recovery Fund for additional residential rehabilitation capacity.

Each fund is open to non-profit organisations working in the drugs sector, including third sector organisations, community organisations and IJBs. The Scottish Government has encouraged ADPs to work with local partners to support bids to these funds which meet local need, strategy and priorities. The Dundee Alcohol and Drug Partnership is currently gathering expressions of interest from local organisations and will evaluate these against local priorities, including those identified through the self-assessment process.

5.0 POLICY IMPLICATIONS

5.1 This report has been subject to an assessment of any impacts on Equality and Diversity, Fairness and Poverty, Environment and Corporate Risk. There are no major issues.

6.0 CONSULTATIONS

6.1 Members of the Dundee Alcohol and Drug Partnership, members of the Action Plan for Change Leadership Group, members of the Chief Officers Group, and the Council Management Team were consulted in the development of this report.

12 6

7.0 BACKGROUND PAPERS

None.

GREGORY COLGAN DATE: 26 July 2021 CHIEF EXECUTIVE

DUNDEE ALCOHOL AND DRUGS PARTNERSHIP

SELF ASSESSMENT REPORT

JULY 2021

Table of Contents Foreword ...... 3 List of Abbreviations ...... 5 1. Executive Summary ...... 7 2. Introduction and Context (Why Conduct a Self-Assessment?) ...... 9 3. What we have achieved so far ...... 11 4. Self-Assessment Methods (What We Did) ...... 22 5. Data / evidence gathered (What we Found) ...... 24 5.1 Data and Information ...... 24 5.2 Organisations/ services activity information ...... 35 5.3 Focus Groups ...... 44 5.4 Staff Survey ...... 54 5.5 Leadership/ How good is our ADP? ...... 64 6. Assessment (What the Self-Assessment is Telling us) ...... 66 6.1 Communication/Partnership Working ...... 66 6.2 Staffing Issues, Staff Retention and Pressure ...... 66 6.3 Treatment Options & Choice/Support Choice ...... 67 6.4 Mental Health ...... 67 6.5 Lived Experience ...... 68 6.6 Leadership ...... 69 6.7 Overall Assessment of Progress ...... 69 7. Next Steps ...... 78 7.1 Adjustments to the Substance Use Action Plan for Change ...... 78 7.2 Immediate priorities for next phase of implementation ...... 78 7.3 Ongoing self-assessment activity ...... 79 8. Appendices ...... 81

Foreword

The Dundee Drugs Commission report ‘Responding to Drug Use with Kindness Compassion and Hope’, was published in August 2019. The Dundee Partnership has now agreed that the Commission will undertake a two-year review to determine the extent to which the recommendations made by the Commission in 2019 and actions subsequently agreed within the Alcohol and Drug Partnerships Action Plan for Change have been effectively implemented.

As a Partnership we are committed to continuous improvement of all of our services, particularly those focused on the identification, protection, support and recovery of Dundee’s most vulnerable citizens. Reducing drug and alcohol use and supporting people, families and communities who are affected by problem substance use are key priorities in our efforts across the Dundee Partnership to improve health, care and wellbeing. We welcome this opportunity to reflect on our performance in this area of work as part of our ongoing commitment to continuous improvement and anticipate that the review activities carried out by the Dundee Drug Commission will add significant value to our internal performance management, self-evaluation and quality assurance processes and information.

As leaders we have committed to: • winning the trust and confidence of the public and partner agencies through effective leadership, governance and accountability; • supporting practitioners with the right resources and structures to deliver the best possible services to those who need them; • ensuring meaningful involvement and engagement of people who experience problems with drugs, their families and carers and those that advocate for them; • confronting and addressing stigma and strengthening mutual and community support; • tackling the root causes of substance use; • keeping children safe from substance use and its consequences; • implementing trauma informed approaches, targeting support to those at increased risk of substance use and death; • ensuring gendered approaches are considered in all activities and accommodated in design and delivery of services; and, • implementing a revised person-centred, seamless, sustainable and comprehensive model of care.

This self-assessment sets out in further detail the significant progress that has been achieved across the Dundee Partnership over the last 2 years, progressing the recommendations made by the Commission and implementing the Action Plan for Change in the face of extra challenges presented by the COVID-19 pandemic. It summarises the findings of a thorough self-assessment process, led by the Alcohol and Drug Partnership, that has included speaking with people affected by drug use, family members/carers, service providers and our workforce about the impact of drug related deaths, changes to pathways of care and support, personalisation of service provision and the development of a culture of collaborative working. This self-assessment also contains our own reflections as leaders on the effectiveness of our leadership, governance and scrutiny arrangements, and behaviours in supporting the implementation of the Action Plan for Change. We have focused on opportunities for learning and improvement, on conducting an honest, rigorous process that does not shy away from difficult issues.

As leaders within the Dundee Partnership we recognise that, whilst progress has been made, we have much more to do to improve services and supports to people who use drugs and to reduce drug deaths in the city. We are pleased to see some early evidence of the positive impact that our work to deliver the Action Plan for Change has had on people who use drugs, their families and carers, communities 18

and the workforce. We know that the full impact of some of the changes that we have made to supports and services may have been masked by the additional difficulties that have been experienced during the COVID-19 pandemic and we will continue to monitor this closely, learning and adapting as we go.

We acknowledge that some of our most ambitious developments, such as implementation of a shared- care model with GPs and the provision of integrated services for people who use substances and experience mental health challenges, are in the early stages of implementation and that positive benefits we hope will be delivered have not yet been felt by individuals, communities and the workforce. It is imperative that we maintain and, wherever possible, increase the pace of implementation in these major programmes of redesign because we know that people who use drugs, their families and communities need to experience the positive benefits they will bring as soon as possible.

We want to thank people with lived experience, their families and carers, Dundee’s communities and our workforce for the contribution they have made over the last 2 years to implementing the Action Plan for Change. Your hard work, support and dedication has been invaluable and has been the driving force behind all that we have been able to achieve so far. We look forward to continuing to work with you on the next phase of our improvement journey.

Simon Little Independent Chair, Dundee Alcohol and Drug Partnership

Grant Archibald Chief Executive, NHS Tayside

Greg Colgan Chief Executive, Dundee City Council

Phil Davison Chief Superintendent, Police Scotland Tayside Division

Vicky Irons Chief Officer, Dundee Health and Social Care Partnership

Eric Knox Chief Executive, Dundee Volunteer and Voluntary Action 19

List of Abbreviations

ADP Alcohol and Drug Partnership BBV Blood born virus C&F Children and families CJS Community Justice Service COG Chief Officers Group CPR Child protection register DCC Dundee City Council DDARS Dundee Drugs and Alcohol Recovery Service (previously ISMS) DIAS Dundee Independent Advocacy Service DVVA Dundee Volunteers & Voluntary Action DWA Dundee Women’s Aid DWP Department of Work and Pensions ESG Early screening group HSPC Health and Social Care Partnership HR Human resources IA Independent advocacy IEP Injecting equipment provision KPI’s Key performance indicators KWHC Keep Well health checks LCPPs Local Community Planning Partnership NHST NHS Tayside NFOD Non-fatal overdose NMP Non-medical prescribing MARAC Multi-Agency Risk Assessment Conference MAT Medically assisted treatment MCN Managed care network OST Opiate substitution therapy RAG Red-Amber-Green rating Rating SA Self-assessment SDF Scottish Drugs Forum SIMD Scottish Index of Multiple Deprivation

SLA Service Level Agreement SMART Self-Management and Recovery Training SW Social work TCA Tayside Council on Alcohol TAY Team Around You VAW Violence against women WRASAC Women’s Rape and Sexual Abuse Centre

1. Executive Summary

This self-assessment (SA) process has been conducted by the Dundee ADP. As well as being an important part of the ADPs commitment to continuous improvement and self-evaluation it has also been undertaken in a way that will inform the work of the Dundee Drugs Commission (the Commission) during its review activity that will take place from July to December 2021. This process evaluates our own performance in Dundee against the 16 recommendations within the commission’s report published in August 2019. It aims to evidence how change achieved to date has led to improvement in the lives of individuals (including any unexpected outcomes) and to develop an understanding of where we need to target our efforts to support further improvement.

This self-assessment is based on information already in the public domain, evidence and views from a wide range of sources. We have utilised existing information and undertaken specific activities, including focus groups, surveys and workshops, to gather new information. We have also gathered case studies from individuals with lived experience.

Through the self-assessment process 6 key focus areas have been identified: communication with the workforce and stakeholders / partnership working; staffing issues, staff retention and pressures; treatment options and choice / support choice; mental health; lived experience and leadership. In each of these areas, whilst progress has been made over the last two years, all partners recognise that significant work is yet to be done. In some cases, the challenge set out in the original report from the Dundee Drug Commission has been further compounded by the impact of the COVID-19 pandemic, with additional actions now required to address the specific needs and risks arising from the pandemic for people who use drugs and alcohol and for the workforce.

Overall, during the past two years, we have assessed that we have made reasonable progress in implementation of 12 of the Drug Commission’s original recommendations, with partial progress being made against 4 recommendations. Despite the significant challenges presented by the COVID- 19 pandemic, during most of this period the evidence gathered for this self-assessment demonstrates that significant improvements have been made in some areas. This includes the response to non-fatal overdoses and assertive outreach work, extending the naloxone programme, pre COVID-19 introduction of direct access and same-day prescribing, Independent Advocacy, Peer Support programme, developing a gendered approach, progress with trauma-informed approach, anti-stigma work, and improving the governance and function of the ADP.

However, the evidence also identifies that we still have significant progress to make in specific areas. These include responding to pressures and capacity issues within treatment services, accelerating progress with whole-system change (including a shared-care model with Primary Care and an integrated approach for substance use and mental health), improving treatment options (including access to residential support), progressing the Dundee Lead Professional model, eliminating stigmatising behaviour from our workforce, enhancing our focus on prevention and the need to improve communications with the workforce and other key stakeholders.

At the same time, the COVID-19 pandemic had an inevitable impact on our ability to progress with some improvement plans. Although substance use services (especially those defined as ‘COVID-19 critical’, including DDARS, We Are With You, Hillcrest, TCA and Positive Steps) continued to provide a service, organisations had to adopt different delivery options. There was rapid and significant change to ensure the safety of the individuals accessing services and of staff, and during lockdown limited face to face work could take place.

Furthermore, we are aware that during the COVID-19 lockdowns significant innovative practices were developed, we are committed to maintaining and building on such innovative practices. In addition, an improved collaborative approach has developed between service providers (specifically between public and third sector organisations), trust and relationships between key partners has strengthened, and a more focused shared improvement agenda has emerged for all partners.

Going forward, as a partnership we are clear about the actions that are now required to continue to embed the progress made and accelerate the implementation of further improvements wherever possible. Specific priorities for the immediate future have been identified, including addressing the capacity issues within specialist services, and increasing the focus on the development of whole- system change and on early intervention and prevention. We are also committed to embedding an annual self-assessment process to evaluate progress against the action plan for change until full implementation has been achieved.

2. Introduction and Context (Why Conduct a Self-Assessment?)

The Commission was established by the Dundee Partnership in May 2018 with key objectives, including: • Consider the context, nature, extent and impact of drug use and drug-related deaths in Dundee; • Identify and investigate the key causes and consequences of drug use and drug-related deaths for individuals and their families along with policy and practical measures to address these; • Seek the views and involvement of all relevant local stakeholders including individuals with lived experience of accessing substance use services, partner organisations providing support and/or treatment, and public-sector service managers and frontline service providers; • Assess the effectiveness of the strategic planning and delivery of services co-ordinated by the Dundee Alcohol and Drug Partnership and more broadly across community planning partners as relevant; • Consider evidence of what has worked elsewhere to combat drug use and drug-related including approaches to achieve prevention and recovery; and, • Prepare a report for the Dundee ADP and its partners including Dundee City Council, NHS Tayside and the Health and Social Care Partnership with evidence-based recommendations on priorities for practical and achievable action to tackle and reduce drug use and drug-related in the city. Recommendations should also be offered at national and global levels as well as local.

The Commission’s report was presented in August 2019 and included 16 recommendations, all of which were accepted by the Dundee Partnership and the ADP.

Following an initial period of actions to address some of the most urgent issues identified by the Commission, including establishing the Non-Fatal Overdoses Rapid Response and Direct Access Clinics, the ADP developed a detailed Action Plan for Change responding to each of the Commission’s recommendations. This plan reflected a broad partnership approach for working with vulnerable individuals and families affected by substance use and was developed in collaboration with a wide range of stakeholders.

The implementation of the Action Plan is the responsibility of the entire Dundee Community Planning Partnership, with the ADP taking a lead on monitoring / scrutinising progress and escalating any areas that are not being progressed at the required pace to the Chief Officers Group (COG) and onwards to the Dundee Partnership. The Action Plan for Change has been continuously reviewed and updated to reflect progress made and to adapt to emerging challenges, information and evidence. This has included updates that have been required to reflect the impact of the COVID-19 pandemic on the actions contained within the plan.

Key achievements delivered through the Action Plan for change include: ✓ We have developed, established and evaluated the multi-agency non-fatal overdose response team; ✓ We have extended the availability and reach of naloxone; ✓ We have appointed Non-Medical Prescribing nurses (NMP), including 3 NMP nurses placed within the Children & Families Service; ✓ Pre COVID-19 lockdown we introduced same-day prescribing; ✓ We have developed an Independent Advocacy test of change;

✓ We have strengthened the membership of the ADP and developed a new governance structure; ✓ We have established the Peer Support program for Dundee and developed the Lived Experience Framework; ✓ We progressed the Anti-Stigma and language matters campaign; ✓ We have developed a programme of work to embed trauma informed leadership and practice across statutory and third sector services; ✓ We have progressed a range of activities to support mainstreaming of gender sensitive services and supports, with a specific focus on meeting the needs of vulnerable women; and ✓ We participate in the Planet Youth pilot.

The Action Plan for Change also outlines the remaining challenges that still need to be progressed or completed in Dundee. Some of these challenges relate to restrictions during the COVID-19 pandemic, others include change processes that are being progressed over a longer timescale than the two-year period that has elapsed since the Dundee Drug Commission report was published.

Remining challenges: ➢ Capacity in the specialist treatment services, including recruiting and retaining qualified staff; ➢ Our specialist treatment service is under considerable pressure; ➢ Coming out of the COVID-19 lockdown, expanding the capacity of the direct access provision; ➢ Progressing the implementation of a low threshold model of substitute prescribing; ➢ Acting on and expanding the test of change to develop shared care; ➢ Progressing with the whole system change – focusing on an integrated approach to substance use and mental health ➢ Improve scrutinising governance of statutory organisations; and, ➢ Development of a five-year commissioning plan.

In early 2021 it was agreed the Commission will reconvene for a period of 6 months (July – December 2021) to review progress against the original recommendations.

This SA process evaluates our own performance in Dundee against the 16 recommendations within the commission’s report published in August 2019. We have focused on establishing the following: • What works well and is progressing well?; • What is not progressing well and / or needs improvement?; • Where there are barriers to further progress?; and, • What requires additional focus and / or resources?

Overall the SA aims to evidence how change achieved to date has led to improvement in the lives of individuals (including any unexpected outcomes) and to develop an understanding of where we need to target our efforts to support further improvement.

More generally, we recognise the process of self-assessment as good practice; we aim to learn from it and establish it as part of an approach to on-going self-evaluation. We have focused on opportunities for learning and improvement, on conducting an honest, rigorous process that does not shy away from difficult issues.

3. What we have achieved so far

As described in Section 2, the Action Plan for Change sets out the Dundee Partnership’s response to the recommendations made by the Dundee Drugs Commission in 2019. The plan sets out a range of actions across 12 key priority areas. All the stakeholders, including people with lived experience, have been working together to implement these actions over the last 18-month period.

Despite the significant challenges presented by the COVID-19 pandemic during most of this period, progress has been made. A summary of progress achieved is provided below alongside additional information about key actions that were undertaken during COVID-19 to meet the needs of people affected by drug use.

3.1 Key Priority 1 – Tackling the immediate risk factors for drug deaths

Dundee Non-fatal Overdose (NFOD) Rapid Response Team One of the major achievements has been the implementation and evaluation of a sustained, immediate, collaborative, flexible response to non-fatal overdoses, including assertive outreach components.

Prior to November 2019, individuals who experienced non-fatal overdoses (NFODs) in Dundee were formally discussed once per week by the Early Screening Group (ESG). At that time, there was often a delay in contacting these individuals, and many did not meet the statutory three-point test that would enable an adult protection response to be provided (Adult Support and Protection (Scotland) Act 2007). A decision was made in 2019 to improve the process of responding to all known NFODs by ensuring a quick (within 72 hours) response/ contact with all known individuals who have experienced a NFOD. The multi-agency NFOD rapid response team was set up, initially as a six-week ‘test of change’ that sought to improve the co-ordination of the various organisations responding to an NFOD. This joined-up, acute response has now been established as the Dundee Non-Fatal Overdose Response. To date (May 2021) there have been 460 people discussed through the NFOD Response Team, accounting for 824 incidents. Of these 460 individuals, 146 recorded more than one NFOD incident.

The Dundee NFOD Response Team meets every week day and discusses all of the known NFODs that took place the previous day. A safety plan is developed and the aim is to contact each individual within 72 hours of their overdose experience. A number of outreach workers are in place to contact the individuals who are not in touch with services and progress with the safety plan. Full evaluation report is available in appendix 3.

Additional Key achievements for Priority 1: • Commenced research to inform the development and implementation of an effective behaviour change intervention following NFOD. • Strengthened our approach to reviewing drug related deaths and NFODs to include early trends monitoring and commenced comprehensive clinical toxicology testing within NHS Tayside. We are also participating in a national project led by Stirling University, involving multiple ADPs, focused on drug checking. • Direct involvement from the VAW services to the NFOD Rapid Response team. • Strengthened assertive outreach capacity, including additional capacity for the SafeZone Bus delivering Harm Reduction and other support to communities across the city, including support out of hours. Positive feedback from those using the SafeZone Bus service has led to the expansion in both the frequency of operation and number of localities visited.

Dundee Take Home Naloxone Programme A number of steps have been taken to widen access to take home naloxone and address challenges posed by COVID-19 across Dundee, including:

• Naloxone training and kits are supplied by statutory services, third sector partners and non- drug treatment services in Dundee, this has continued during COVID-19. Kits are also issued on prescription from DDARS as part of a risk management strategy during COVID-19; • A number of services also hold naloxone for use in an emergency, for example some community pharmacies (including all Boots pharmacies) and hostels; • 8 non-drug treatment services in Dundee registered to supply naloxone under the letter of comfort provided by the Lord Advocate during COVID-19; • A postal supply service of naloxone has been established and is provided by Hillcrest Futures and We Are With You; • Health and safety policies in DCC and NHS Tayside have recently been amended to facilitate and encourage carrying and use of Naloxone by relevant staff; • A naloxone guideline has also been approved for in-patient mental health services; • Training for trainers was moved to online training during COVID-19 and resources have been developed to support this. For example, a webpage hosted by BBV MCN directing staff/volunteers to training resources from SDF and a locally developed training video; • An information pack to support non-drug treatments services has been developed; • Scottish Ambulance Service in Dundee are participating in a national project for paramedics to supply a naloxone kit where a person declines to attend A&E • A peer naloxone training and supply project has been established in Dundee which is a collaboration between SDF and Hillcrest Futures, supported by the ADP. The project is funded through the innovation fund and has been very successful since its launch. In April and May the peer project has issued over 120 kits across Dundee; and, • All frontline Police Scotland officers in Dundee have been trained in responding to overdose and offered the opportunity to carry intranasal naloxone kits as part of a national pilot. Police officers in Dundee have used intranasal naloxone in overdose situations on a number of occasions in Dundee since the launch of the pilot.

3.2 Key Priority 2 – Urgently increase the capacity and capability of specialist services to support access, quality and safety

Key achievements: • Invested in additional capacity within treatment services, with an additional five Band 5 nurses appointed within DDARs to contribute to managing demand within the service. • Introduced arrangements to support Same Day Prescribing within DDARS prior to the onset of the COVID-19 pandemic through Direct Access Clinics in several localities in the city. These clinics included options for Same Day Prescribing supported by an additional 3 NMP nurses. During the pandemic public health restrictions meant that direct access clinics could no-longer operate safely, however the intention is to reinstate this approach once social distancing requirements are eased. • Up to beginning of 2021 sustained good overall performance against national waiting time targets despite additional pressures during the COVID-19 pandemic (however, there has been a deterioration in performance in 2021). • Advance negotiations are in place to expand the role of community pharmacies in providing care and support to individuals affected by drug use.

3.3 Key Priority 3 – Improve retention and treatment in recovery services

Housing First The aim of Housing First Pathfinder is to support extremely vulnerable people, often with complex needs who require a high level of support and who have a history of homelessness. Housing First gives people a safe home of their own and then puts in place a support structure to help them sustain their tenancy, re-integrate into society; and ultimately thrive. Housing First is a model that provides a human-centred, kind and compassionate response to the systemic issue of homelessness.

Housing First Dundee aims to cause a structural shift away from the use of temporary accommodation that perpetuates repeat homelessness, towards people being housed as quickly as possible in permanent homes with appropriate wraparound support. 82 Housing First tenancies had been achieved by the end of April 2021 and as of end May 2021 the sustainment level for those with Housing First tenancies in Dundee was 88% (further detail is available at the Homeless Network Scotland).

Dundee City Council, Transform Community Development and Dundee Health and Social Care Partnership are currently in the process of mainstreaming Housing First across Dundee. In March 2020 the partnership closed one of the largest hostels in the city with Transform and reconfigured the service to deliver outreach housing support aligned with Housing First principles. This service will continue delivering Housing First support to residents of Dundee and work with the Pathfinder throughout this transition before their planned end date along with other services across the Homeless Partnership to mainstream Housing First across Dundee. The partnership is committed to make Housing First Dundee successful and to continue delivering a person-centred wrap around support service to service users who require this level of support whilst closing the door on a homeless recurring cycle for a number of individuals. Housing First is a key strand within our Rapid Rehousing Transition Plan.

In a joint approach with Criminal Justice Service, a review is taking place of the resources currently in place (mainly based within the Community Justice Social Work service in Friarfield House and managed jointly with DDARS). A report will be presented to the ADP in August with a view to ensure best use and maximise the impact of the available resources.

Key achievements: • Reduction of unplanned discharges at DDARS. • Increase in retention and re-engagement with individuals, and a rise in the number of individuals accessing treatment. • Developed an assertive outreach model to support those most at risk of withdrawing from support. • Specific assertive outreach for vulnerable women as part of the Housing First model. • Identified protected capacity (6-month secondment from May 2021) to develop a pathway and framework for accessing residential rehabilitation care. • Agreed a clear pathway across Tayside for the transition of substance use supports for people leaving prison to community and secured additional capacity (2-year post within a third sector service) to progress full implementation of the pathway in collaboration with the multi-agency Prison Release Working Group • There has been increased investment from Dundee City Council to support improvements.

3.4 Key Priority 4 – Implement a revised person centred, seamless, sustainable and comprehensive model of care

Shared Care Test of Change A bid was submitted under the National Drug Deaths Taskforce funding to develop and implement a pilot, known as the CORRA project, within Dundee looking at strengthening and enhancing the current shared care arrangements within the city. Further information about the project can be found here.

The pilot commenced with the appointment of a 35-hour joint GP/substance use post based within the Maryfield practice. The GP appointed will direct approximately one third of this time working with patients who use drugs, in a combination of service delivery and development. An element of the service development work relates to assisting in the design of a sustainable, desirable, high quality Service Level Agreement which will be offered to all of the 21 GMS practices in Dundee. This GP started work on 7/6/21.

An existing GP working within the Lochee practice is also starting joint work with DDARS, with a view to seeing Lochee patients, ultimately within the Lochee practice. The substance use element of this post is initially 5 hours per week, increasing to 10 hours later in the year. In addition, one of the two practices which participates that currently has an existing SLA to provide shared care has agreed to increase the number of patients seen within the practice. Work is taking place within DDARS on identifying patients suitable for transfer.

A further one ‘career-start’ GP will commence post in August and will dedicate between 4 – 8 hours per week for direct work within DDARS. The funded pilot post will support: • An understanding of and scoping of the clinical requirements for GP’s to commence this approach. • The review of the model for Dundee. • The development of the model of clinical support for Dundee Practices. • The review of the current service level agreement.

Progress with the Dundee Lead Professional model Lead Professional coordinated meetings continue to take place, involving a multitude of statutory services, third sector and faith-based organisations. These meeting are usually called Team Around You (TAY) and are based around the support provided, with the individual at the centre of any decision making. For example, one recent meeting, to support an individual to move on to a tenancy from homelessness support, involved services attending a TAY meeting to develop a multi-agency support plan, bespoke to the individual’s needs and aspirations. Attendance included Transform Communities, Housing First, Dundee Woman's Aid, Hillcrest Futures and We are With You.

Key achievements: • Secured significant additional resources from the Drug Death Taskforce to progress a 2-year project to develop and test an integrated approach to substance use and mental health. Stage 1 of the project, ‘getting ready for change’ has commenced, including the establishment of a project board. Recruitment of project support staff is underway. • Following delays associated with COVID-19, a Tayside Oversight Group has been established to complete a health needs assessment. • We set up a shared-care test of change based in 2 localities in Dundee. • We have reviewed the work of community pharmacies • We have set up a working group to lead on the implementation of MAT standards.

3.5 Key Priority 5 – Win the trust and confidence of all stakeholders through effective leadership, governance and accountability

Protecting People Strategic Risk Register As part of their response to the COVID-19 pandemic the Chief Officers Group and Protecting People Committees, including the ADP, have developed a strategic risk register to support them to identify, manage and mitigate strategic risks arising from the pandemic. Reporting formats between the ADP and the COG have also been amended to support this approach, with a greater focus on reporting against the risk register.

The risk register has been an effective way for the ADP to maintain an overview of strategic risks, receive assurance about how risks are currently being mitigated and to collectively identify further action that is required. This has included a strong focus on the potential for hidden harm amongst the Dundee population during period of lockdowns and public health restrictions (see a link to the Hidden Harm Report in appendix 3 below). Escalation routes to the COG have also been utilised where further leadership support is required to effectively manage and mitigate risks. The risk register has also encouraged more collaborative working with other Protecting People Committees, including the Child Protection Committee and Violence Against Women Partnership, where cross-cutting risks have been identified.

Next steps include transitioning the risk register to reflect both COVID-19 generated and ‘business as usual’ strategic risks, adjusting ADP report formats to enhance the focus on impact on risk levels and further development of the interface between the strategic risk register held by the ADP and operational risk registers held by the individual agencies who are represented on the ADP. Regular oversight meetings for the ADP Independent Chair with Chief Officers have been set up.

Key achievements: • Completed a review of the ADP governance structure and subsequently strengthened membership and revised supporting structures. The effectiveness of these changes has also been evaluated through the leadership self-assessment process undertaken as part of this report. • Agreed a detailed role descriptor for the Independent Chair, with a focus on values and behaviours as well as skills and abilities. • Strengthened leadership from third sector organisations, especially in developing tests of change. • Strengthened our approach to reporting against Key Performance Indicators and begun the process of planning for reporting against new national KPIs, MAT standards and from the DAISy information system as well as addressing known gaps in information gathering and reporting. • Established a regular reporting schedule to the Dundee Partnership and to Elected Members via DCC Committee and, as part of the ADP governance review, appointed 2 Elected Members as ADP members. • Appointed Trauma Champions within NHS Tayside, Dundee Health and Social Care Partnership and delivered Scottish Trauma Informed Leaders Training to all COG members, with further sessions planned for other leadership groups.

3.6 Key Priority 6 – Ensure the meaningful involvement & engagement of people who experience problems with drugs, families and carers and those that advocate for them

Independent Advocacy (IA) We invested in independent advocacy capacity utilising funding from the Drug Death Taskforce to support a 2-year project led by DIAS in close collaboration with DDARS. This is a test of change project and early feedback indicates that it is very beneficial in terms of providing independent support to individuals while they access treatment and support from DDARS. In addition, the IA service supports individuals to take control over housing situations, through transition periods and to engage with mental health services.

Key achievements: • We developed a Peer Support Project model and appointed DVVA to lead the implementation, in partnership with a number of third sector organisations. To date, the project supported 10 peer volunteers to complete training and begin contributing to the provision of recovery support in a variety of different services across the city, with a further 3 volunteers currently undertaking training. • Progressed the establishment of a Dundee Lived Experience Framework, supported by third sector organisations and Scottish Recovery Consortium. • Established Lived Experience group specifically for women.

The Dundee Lived Experience Framework The Framework was developed by a group of organisations co-ordinated by DVVA and it is now being implemented at a range of levels. There is already a variety of peer involvement activities and engagement of people with lived experience in the design and delivery of public services in Dundee.

The purpose of developing a Lived Experience Engagement Framework is to create a shared understanding of lived experience, peer involvement, peer-led recovery and service user and carer engagement.

The Gendered Services Group is supporting a group of women with lived experience of gender-based violence, substance use and a range of complex issues to direct the work of the project. The group has met several times and has co-designed the gendered services project self-assessment tool and contributed to the design of the gendered approach training course which is being piloted during July 2021.

The following organisations undertake Lived Experience work in Dundee (which is still limited due to COVID-19 restrictions): Community Health Team Maxwell Centre Dundee Healthy Minds Network New Futures Eagles Wings Trust Peer Recovery Network Gendered Services Project Positive Steps Haven RecoverTay Hillcrest Futures Scottish Recovery Consortium Housing First/Transform Community Street Soccer Development Lifeline Group (Carers Centre supported) Tayside Council for Alcohol (TCA) Lochee Community Hub We are with You Making Dundee Home Albert Street Hub (WRWY)

The main areas where future improvement efforts will focus is on communication, engagement, co- production and decision making.

3.7 Key Priority 7 – Confront and address stigma and strengthen mutual and community support

Language Matters Campaign Following delays due to COVID-19, the steering group for the Language Matters campaign has now commissioned a production company to develop a short awareness-raising animation to tackle stigma. The group have been liaising closely with the production company and individuals with lived experience, and a co-ordinated commitment to the campaign been agreed across the three Tayside ADPs.

Anti-stigma Commitment To support actions to reduce stigma among services and organisations, the Language Matters steering group produced an Anti-Stigma commitment which was presented to and approved by the Dundee ADP. This was informed by the Drug Deaths Taskforce Stigma Strategy and local engagement. This Commitment will ensure consistent understanding of the actions required to address stigma across both services and communities, and will act as a tool to review progress. Part of this commitment involved a review of services’ titles, which was closely followed by a name change from ISMS to Dundee Drug and Alcohol Recovery Service, recognising the commitment to avoid stigmatising terminology such as substance misuse.

Building community capacity and delegation of funding to Local Community Planning Partnerships (LCPPs) Funding has recently been allocated to each of the eight Local Community Planning Partnerships (LCPPs) to develop and test locally-led responses to achieve priorities within the ADP Action Plan for Change. The key aim is to support people who experience substance use problems to participate actively and be supported within their local community. This is a demonstration of the ADP’s commitment to the empowerment of communities, including individuals with lived experience of substance use. The process will be facilitated by local Community Learning and Development teams and will be a unique opportunity for communities and services to work together to develop solutions.

This process will build on the existing positive connections that community teams have with people who are affected by substance use. A wide range of community capacity-building projects have been supported prior to the first Drug Commission Report. COVID-19 has not halted this support with various alternative delivery platforms being used and a significant number of IT devices being distributed via the Scottish Government’s Connecting Scotland funding, including people affected by substance use.

Key achievements: • Utilised capacity available during the pandemic to review the range of existing stigma training resources and to test virtual alternatives. • Approved an Anti-Stigma Commitment and begun the development of campaign messages and resources for implementation across Tayside. • Agreed the distribution of funds to each LCPP to support locally-led responses to tackling stigma and building resilient and supportive communities as part of our approach to embedding Recovery Friendly Dundee. It is anticipated that LCPPs will begin to agree specific allocations of these funds for work within their locality in August 2021. • Renamed ISMS to the Dundee Drug and Alcohol Recovery Service (DDARS).

3.8 Key Priority 8 – Keep children safe from substance use and its consequence

Children and Families Non-medical Prescribing (NMP) Nurses In 2019 we have located 3 NMP nurses within the Children and Families Social Work Service. Two of the nurses have now completed their NMP training and one will do so shortly. This involves 3 DDARS nurses co-locating and working directly with children’s services teams. The nurses provide a range of support alongside children’s services colleagues, this includes intensive therapeutic input to parents, initial assessment and sign posting. Indicators are that this co- located model allows for a swift response to support parents who are experiencing challenges due to drug use, there are improved levels of communication across children and adult services and the opportunity to work jointly to provide an intensive level of support to families. There has also been a significant increase in adult services engagement with the child protection process.

During the first lockdown, the NMP nurses had to move back to support DDARS’ pandemic response but this has also had positive consequences whereby the nurses were able to navigate their way through communication challenges across the 2 services in a supportive and non-threatening manner. This has appeared to support knowledge and understanding of roles and responsibilities across both staff groups.

An evaluation of this initiative is ongoing, however a workforce survey across the social work and DDARS teams took place to support our understanding of the impact of the pilot across the staff teams and the feedback is very positive (see a link to the evaluation report in appendix 3 below).

Key achievements: • Completed and evaluated a test of change focused on the co-location of Aberlour and Children 1st to provide additional support to children and families, including at the point of crisis. Based on evaluation results this is now being embedded in ongoing practice. • Implemented a range of actions to improve support to vulnerable women, including: disseminating a directory of services for vulnerable women; enhancing support pathways for women involved in commercial sexual exploitation; and, providing guidance and additional on-line training for work with vulnerable women. • Significantly strengthened arrangements for the completion of chronologies and for routine case file auditing within the Children and Families Service, with new chronologies formats now being tested by third sector services.

Initial Assessment Partnership The Care and Protection Social Work Team, Aberlour and Children 1st have piloted an approach to responding to children and families where an initial assessment is required and drug and/or alcohol use is impacting the parenting that children are receiving. Aberlour or Children 1st have undertaken initial assessments in anticipation that this will encourage families to engage more fully in the process. Since January 2020 a total of 11 families (consisting of 19 children) have received a service through this pilot.

Key achievements identified through the pilot include: more appropriate levels of support being available to families at the point of crisis and beyond, better involvement of third sector organisations in child protection processes subsequent to assessment, stronger partnership working amongst the teams involved and improved outcomes for children and young people. The staff working within the pilot identified strengthened partnership working, supported learning links and supporting families as the three most notable benefits for families and for the workforce.

3.9 Key priority 9 – Implement trauma informed approaches, targeting those at increased risk of substance use / and death

We have established the Trauma Steering Group, including membership from DCC (C&F SW, Education, HR, Neighbourhood Services) NHS Tayside, DDARS Psychology Services, third sector, and the HSCP. The group developed a trauma informed action plan, including delivery of training and supporting professionals with lived experience.

A knowledge exchange event took place to share local learning from tests of change already underway in the city, including within drug and alcohol services, and briefing sessions on trauma informed approach were delivered to all leads of service areas within DCC and most recently a team of health visiting staff.

The group has mapped the trauma informed training needs within DDARS and DCC workforce and begun the delivery of Safety & Stabilisation and Survive & Thrive with third sector drug and alcohol services. Sessions of the Scottish Trauma Informed Leadership Training were delivered to the Chief Officers Group, and will be delivered to senior managers, the Dundee Partnership and IJB members in September.

Trauma champions were nominated from DCC, HSCP and NHST and links established with the Improvement Service leading on trauma work nationally.

Key achievements: • Agreed initial priorities for inclusion within a trauma informed action plan, including delivery of training and supporting professionals with lived experience. • Held a knowledge exchange event to share local learning from tests of change already underway in the city, including within drug and alcohol services. • Mapped the trauma informed training needs within DDARS and begun the delivery of Safety & Stabilisation and Survive & Thrive with third sector drug and alcohol services.

3.10 Key Priority 10 – Tackle the root cause of substance use

The Prevention Workgroup has progressed two key priority areas of work to support the achievement of the outcomes above: 1. The development and implementation of a Dundee Drug & Alcohol Prevention Framework 2. Support the development and implementation of the Planet Youth model in Dundee

Development of Drug & Alcohol Prevention Framework The Dundee Prevention group has closely studied the Glasgow Prevention Framework and anticipates adopting a similar approach in Dundee. A report was presented to the ADP in June 2021 outlining a plan for developing a framework which holds an ethos rooted in the need for a comprehensive, whole population approach that develops and sustains action across the whole life-course, addresses underlying determinants and causative factors and focuses on inequalities and equity dimensions as integral to the response. This framework will also support a sustained, well-resourced multi-partner response and have the prospect of making a difference, given the complex nature of the problems faced.

Planet Youth Model Planet Youth is a prevention programme developed by the Icelandic Centre for Social Research and

Analysis (ICRSA) at Reykjavik University. Planet Youth instigated major improvements in the health and wellbeing of teenagers in Iceland, including a huge drop in substance use, increased physical activity levels and families spending more time together. This approach has led to young people in Iceland earning the label of ‘the cleanest living teens in Europe’.

Winning Scotland will take a catalytic role in the project, leading the co-ordination of local steering groups and the engagement with Planet Youth for the data collection / analysis phases of the project. Winning Scotland is working alongside Dundee City Council and other partners and the work will be supported with governance and steering groups. The work is currently in phase one with delivery of the survey planned for one secondary school in Dundee in September 2021.

The work will be developed with learning and work undertaken during the Youth in Iceland knowledge exchange project funded by the Society for the Study of Addictions, University of Stirling.

3.11 Key Priority 11 – Ensure gendered approaches are considered in all activities and accommodated in design and delivery of services

Gendered Services Self-Assessment Tool At the centre of the gendered services project are women with lived experience who are steering the direction the project takes. This group of women have been recruited through the support of many third sector organisations in Dundee.

Members of the lived experience group have worked with the project to discuss the barriers they have experienced when trying to engage with services, and to talk about what would make a service more accessible. The input from the group members has been incorporated into a self-assessment tool which will be used with services to identify gaps in service delivery and any gaps in knowledge for staff. Once gaps or support needs have been identified, the project manager will source training if needed, provide gendered approach training if required, advise on policies and procedures, and support services when they are applying a gendered approach to their service delivery. The tool is currently being tested by Dundee Women’s Aid and Hillcrest Futures.

Key achievements: • Developed a range of information sources to support the workforce to provide enhanced responses to vulnerable women, including a directory of women’s services, the VAWP website and multi-agency guidance on responding to commercial sexual exploitation. • Developed and delivered virtual training and awareness sessions regarding gendered response and violence against women. • Implemented new approaches to promote collaborative working with women’s services and include gender responses within existing service models. This includes implementing arrangements for violence against women services to participate in the Tayside Drugs Death Review Group and Dundee NFOD group and developing fast track sexual health pathways for vulnerable women.

3.12 Key Priority 12 – Ensure clear and consistent communications are delivered through a partnership approach

There has been a renewed focus on public, workforce and staff communications, with key organisations working together and closer than ever to ensure timely, accurate and consistent information is distributed to relevant audiences. Updates were provided to the workforce on a

number of matters, including a recent leadership statement of intent on substance use which included an update on progress against the ADP action plan.

There has also been regular engagement with print and broadcast media, and use of social media channels to distribute information. Key updates in recent months have included work to develop an integrated substance use and mental health response in communities, updates on service delivery during the COVID-19 pandemic and the convening of the Dundee Drugs Commission review. There has also been regular signposting to services during lockdowns using a variety of channels including leaflet distribution and radio advertising.

Communications officers are also now embedded within the ADP structure, providing strategic advice for effective communications and maximising opportunities to provide the public, the workforce and other stakeholders with updates on developments.

Key achievements: • Agreed a co-ordinated approach to managing communications activity across ADP partners and enhanced the direct involvement of Communications Officers in working groups of the ADP. • Developed a cross-cutting protecting people workforce communication strategy. • Developed a cross-cutting approach to public information and awareness raising during the COVID-19 pandemic, including radio campaigns, social media campaigns and distribution of information materials.

4. Self-Assessment Methods (What We Did)

Summary of the process and method of gathering the information for the self-assessment This self-assessment has been informed by information, evidence and views from a wide range of sources. We have utilised existing information and undertaken specific activities, such as focus groups and surveys, to gather new information.

With respect to routine monitoring information from service providers, we have focused on evidence already collated to minimise the burden on organisations as they continue to respond to the ongoing pandemic. However, with respect to views and experiences of change, improvement or progress, we obtained new evidence to inform the self assessment.

More specifically, we did the following:

• We gathered service-based data from 24 front-line services, including routine service monitoring information which also includes hospital discharge data; • We conducted 10 focus groups with front-line staff and individuals with lived experience (including separate focus groups for women and for those who have progressed with recovery). The focus groups had a broad focus on improvements, remaining challenges and ways to overcome these challenges. 68 individuals participated in the 10 focus groups; • We held a workforce survey for staff delivering services to individuals and families affected by substance use. 59 staff responded to the survey; • With support from the national Improvement service, we evaluated the leadership element (focusing on ’how good is our ADP’ approach) around substance use. This process included an online survey (18 respondents) and follow-on seminar with 22 participants from the ADP and wider stakeholders from across the Dundee Partnership; • With support from statutory and third sector organisations, we collected a range of stories/ case studies and examples. These are included in this report in appendix 1 below; and, • We collected a range of relevant and informative reports that have been completed since August 2019. These are available in appendix 3.

Given that each data source available to us only tells a partial story, our aim was to utilise a range of information sources so that we can use a triangulation process of comparing multiple sources of evidence.

We are very clear about our information gaps and have plans in place to improve access to robust real-time information. Some of these gaps will be resolved as we progress with the implementation of the national Drug & Alcohol Information System DAISY (commenced March 2021).

We have also included a significant real-time information improvement element to the Dundee CORRA project, an additional member of staff will be placed with Public Health for the duration of the project and will provide dedicated support to statutory and third sector substance use organisations to improve access to collating and reporting information.

What we did

Review of ADP Focus Groups Workforce Service Case Studies documents Leadership Survey Monitoring and Assessment Data reports

Leadership Self-Assessment

Supported by the Improvement Service

Self-evaluation survey/ report

Workshop/Seminar

Priorities for improvement and action plan

Focus Groups

Staff (2) Women (2) Lived Experience (1) 30 participants 21 participants 6 participants

Parents (3) Carers (1) Service Users (1) 3 participants 4 participants 4 participants

Service Monitoring

24 Monitoring reports received from services/projects

Workforce Survey

59 Surveys were completed

Case Studies

9 Case studies received

5. Data / evidence gathered (What we Found)

Introduction to section 5

Section 5 includes the following key data elements: • It presents the (mainly) numerical data available locally on drug use and its impact on individuals and families (section 5.1); • It outlines services-based reporting and information (including access to treatment / support, governance processes and experience during the COVID-19 lockdowns (section 5.2); • It reports back from the focus groups conducted specifically to inform this self assessment (section 5.3); • It presents the results of the staff survey (section 5.4); and • It reports back from the specific self evaluation process, supported by the Improvement service, that focused on the leadership of the ADP and the Dundee Partnership (section 5.5).

As much as possible, this section also highlights the gaps in real-time reliable information available locally and clearly identifies areas for development.

5.1 Data and Information

5.1.1 Prevalence data for Dundee The official national prevalence data for drug use in Scotland was last collated as a snapshot for the period of 2015-16 and published in 2019. This information outlines Dundee as having the 4th highest prevalence of drug use in Scotland. It is estimated there are 2,300 problem drugs users in Dundee – 1600 are male and 700 are female, a ratio of 70% males and 30% females (Scotland has a ratio of 71% males and 29% females). It is important to note that this data is now historical.

5.1.2 Drug Deaths The number of drug related deaths in Dundee have increased since 2001, with 2019 being the highest number on record. In 2019, there were 1,264 drug related deaths registered in Scotland, of which 72 were in Dundee.

Figure 5.1: Number of drug related deaths in Dundee 2001 – 2019 (Source: National Records of Scotland)

The data above covers the period 2001-2019. Using a five-year average mitigates any annual fluctuations, the graph below shows that for 2015-2019:

• For Scotland as whole, the average of 992 drug related deaths per year represented a death rate of 0.18 per 1,000 of the population. • Dundee had an average of 54 drug related deaths per year, representing a death rate of 0.36 per 1,000 of the population. This is the highest rate of all local authority areas in Scotland.

Figure 5.2: Average drug related deaths per 1,000 population by local authority area in Scotland 2015-19 (Source: Drug deaths in Scotland, National Records of Scotland, 2019)

It is significant to note that Glasgow and Inverclyde (as the only two local authority areas in Scotland with higher levels of deprivation than Dundee) follow Dundee with the next highest rates of drug related deaths. These figures demonstrate the strong link between deprivation and drug use, as well as the impact drug use has on some of our most vulnerable communities in Dundee.

Activities to prevent Drugs Deaths Naloxone Project The table below list the organisations in Dundee currently participating in the take home naloxone distribution in Dundee:

Table 1: Naloxone distributors in Dundee

Organisation type Organisation Statutory DDARS Third Sector drug treatment Hillcrest Futures We Are With You Non-drug treatment Positive Steps Social Work Community Justice Service Navigators Venture Trust Safe Zone Street Outreach Team The Corner Parish Nurses Women Rape & Sexual Assault Centre (WRASAC)

In addition to the list above, some homeless hostels in Dundee hold naloxone but none have signed up as non-drug treatment services (hostels in other areas in Scotland have signed up). This means that other services go into the Dundee hostels and do provide naloxone from the premises, for example Positive Steps, Hillcrest Futures and our Peer Volunteers who supply naloxone. Furthermore, DDARS are issuing naloxone as part of their routine assessment/ treatment processes, 176 kits were prescribed and dispensed Q1-Q3 2020/21.

Dundee Supplies 600

500

400 SPARE EXPIRED 300 CONFISCATED 200 LOST 100 USED

0 RE-SUPP 1ST SUPP

Figure 5.3: Number of naloxone supplies in Dundee since January 2017

The above chart shows the growth of naloxone supplies across Dundee over the last four years. The COVID-19 pandemic had an impact on the number of kits issued due to a decrease in the ability to see people face to face. A number of steps to mitigate this were implemented, including introducing postal naloxone, naloxone supply during outreach and in addition, DDARS issuing naloxone via a prescription to be dispensed at the community pharmacy as part of a risk assessment. 176 kits were prescribed and dispensed in Q1-Q3 2020/21 and are not included in the above chart due to the way data is captured.

5.1.3 Drug related Hospital discharges In Dundee 2015-2020

The most frequently recorded reason for drug related discharges between 2015 and 2020 is due to opioid use, followed by polysubstance use and then poisoning by sedatives/hypnotics. The proportion of opioid use has however dropped significantly and the use of sedatives/hypnotics has in contrast increased accordingly. This highlights a significant change of behaviour around drug use.

In May 2021 a study was conducted by the Health Intelligence Team, NHS Tayside on the numbers of drug related hospital discharges from 2015 to 2020. This was in order to see the relative numbers per year, the split between genders and to examine the age groups for the years. Drug related discharges are increaseing year on year until 2020 whereupon the figures drop to 2018 levels. No conclusions on the reasons can be made for this due to exceptional circuamstances that the COVID-19 pandemic has brought.

This analysis also highlighted a significant shift towards poisoning by sedatives/hypnotics from that of opioid use in recent years. Opioids in 2015 accounted for 74% of drug related hospital discharges with sedatives/hypnotics accounting for 5%. This is part of a pattern that in 2020 changes to 36% for opioids and 20% for sedatives/hypnotics.

Dundee City Drug Related Hospital Discharges:

Figure 5.4: Drug related hospital discharges, Dundee City 2010-20 (Source: Health Intelligence Team, NHS Tayside)

Note: In 2020 the trend upwards reversed and hospital discharges for drug related reasons decreased. This could partly be due to the overall drop in hospital attendances because of the impact of the pandemic. However, it is hard to draw any conclusions due to the relative incomparability of 2020 with previous years under the circumstances.

Dundee City Drug Related Hospital Discharge: By Gender

Figure 5.5: Proportional gender split of drug related hospital discharges, Dundee City 2010-20 (Source: Health Intelligence Team, NHS Tayside)

As we know from the data provided above, there are less women accessing specialist substance use services, and this is also reflected in hospital discharge data. It also appears that proportionately women experience less acute problems due to drug use and are less likely to require hospitalisation. However, this needs to be further interrogated.

Dundee City Drug Related Hospital Discharge: Age Groups Drug Related Hospital Discharges, Age Bands, Dundee City, 2007-2020 1000

900

800

700

600

500

400

300

200

100

0 Under 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65+ 19

Figure 5.6: Dundee City Drug related hospital discharges by age bands (Source: Health Intelligence Team, NHS Tayside)

Caveats: It is likely that the large bandings in under 19s and over 65s include cases where the recording is not always indicative of illicit substance use but more likely to reflect adverse effects of therapeutic drugs. In the older age group in particular there are diagnostic codes in many of these individual cases where the person is also recorded as suffering from terminal/ serious conditions and therefore are legitimately in receipt of some of the classes of drug that are used to denote a drug related hospital attendance. It is impossible to filter these out without reviewing an individual’s medical notes in full and that is not possible from SMR01 data.

Dundee City Drug Related Hospital Discharge: SIMD

There appears to be a clear inequality gradient exists in drug related hospital discharges by quintile. The rate of drug related discharges in the financial year 2019/20 is 20 times higher in the most deprived SIMD quintiles (Quintile 1) than the least deprived (Quintile 5). There should be some caution exercised in interpreting the exact rate of difference however, as the numbers in SIMD Quintiles 4 and 5 are considerably lower.

Figure 5.7: Age standardised rate of drug related hospital discharges by SIMD quintile for Dundee City 2019/20 (Source: Health Intelligence Team, NHS Tayside)

5.1.4 Profile of DDARS (formally known as ISMS)

Number of referrals to drug treatment The chart below presents the number of individuals starting drug treatment with DDARS per quarter. It includes information for both drugs and alcohol treatments. With some small variations, it is clear that number of referrals to the service remains consistently high. Some individuals are re-referrals (i.e. they have accessed a service in the past and are returning).

Number of Referrals per quarter DDARS 180 160 140 120 100 80 60 40 20 0 Apr/Jun Jul/Sept Oct/Dec Jan/Mar Apr/Jun Jul/Sept Oct/Dec Jan/Mar Apr/Jun Jul/Sep Oct/Dec Jan/Mar 2018 2018 2018 2019 2018 2019 2019 2020 2020 2020 2020 2021 Alcohol Use Drug Use

Figure 5.8: Number of referrals per quarter DDARS 2018-21

Age of individuals referred to DDARS (new individuals entering the service/ and returned referrals) Referrals by age group have narrowed in range since 2017/18 where there were two peaks in the groups, including specifically those in age groups 35-39 and 45-54. In 2020/21 over half of the referrals to DDARS were in the age range of 35-44.

Since 2019 there has been an increase in referrals to DDARS of older individuals (mainly the age groups of 35-44). However, we recognise that it is still likely to be the case that most individuals use drugs for a number of years prior to presentation to services, and therefore we cannot assume that there has been an increase in the onset of the age at which people begin to use drug.

DDARS Capacity Source: EMIS (NHST Client Information System), quarterly monitoring reporting A snapshot was extracted from the EMIS system of clients that are open on the combined DDARS services caseload on 25th June 2021. It showed that the service had a current client list of 1,374 open clients (including 336 unallocated cases at that time). Of these clients 62.7% were male and 37.3% were female.

The biggest single age group among the clients was aged 40-44 who made up quarter (24.6%) of the total. In total 45% of the clients currently open to the services have been with them since at least November 2019 when the current service structure was implemented on the EMIS system. The total above includes all people in receipt of both drug and alcohol treatment within the service.

Within Dundee Drug and Alcohol recovery Service (DDARS), there are 21 front facing key working Nurses who provide direct clinical care for people who require Opiate substitution Treatment. At this time there are 1144 people who would be included within this category. Of the 21 key working staff we have 4 staff who are undergoing induction and 3.6 current nursing vacancies.

As a result of the numbers of people accessing the service for OST and staffing levels, the average caseloads are 55 (54.8).

There are further specialist nursing roles within DDARS who provide input for people who have additional needs including Alcohol, Detoxification, support for pregnant women, children and families and community Justice.

Dundee Waiting Times Performance 2018-2021

Dundee ADP Progress towards HEAT target/standard - Percentage of alcohol and drug clients treated within 3 weeks of referral

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Jan/Mar Apr/Jun Jul/Sept Oct/DecJan/Mar Apr/Jun Jul/Sept Oct/DecJan/Mar Apr/Jun Jul/Sep Oct/DecJan/Mar 2018 2018 2018 2018 2019 2018 2019 2019 2020 2020 2020 2020 2021

Dundee ADP Performance HEAT Standard

Figure 5.9: Percentage of alcohol and drug clients treated within 3 weeks of referral

Total DDARS discharges showing proportional planned and unplanned 250

200

150

100

0 2018/19 2018/19 2018/19 2018/19 2019/20 2019/20 2019/20 2019/20 2020/21 2020/21 2020/21 2020/21 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Unplanned discharge Planned discharge: received required support Planned discharge: referred to other service Planned discharge: referred to GP Disciplinary

Figure 5.10: Total DDARS discharges showing proportional planned and unplanned (Source: National Waiting Times database)

There has been a steep decline in numbers of unplanned discharges from the first quarter of 2018 until the last quarter of 2018/19. Figures thereafter seem to be levelling off and remain reasonably stable. Overall, there is a continuing decline in numbers of unplanned discharges, proportional levels also dropping since quarter 4 of 2018/19

It is worth noting that there has been a change in the use of categories (e.g. in the past those clients incarcerated were previously counted as ‘unplanned discharges’ despite the fact that their treatment continued once in prison). There are also further limitations with the database, namely once an individual has not responded to 5 engagement attempts, the only option provided by the system is to record them as an ‘unplanned discharge’.

5.1.5 Prescribing / prescription drugs Information provided by NHS Tayside shows that as of March 2021, there were 1,241 people in Dundee in receipt of Opiate Substitution Therapy (OST) prescriptions. Please note that linking prescription patient data to DDARS and other service data is not currently possible without national data sharing agreements being in place.

Methadone prescription

In recent years there has been an increase in prescriptions of Methadone alternatives. This gives more choice for treatment, allows more stability for the individual and takes less time to dispense.

Recent data shows a shift from the use of opioids to benzodiazepines and consequently there has been a slight decrease (from 2018-2020) in the prescribing of methadone. Expanding/ shifting from methadone to other alternatives – including Buvidal and Buprenorphine – see details in the tables below:

Table 2: Number of patients prescribed methadone during time period (2018-20)

Time period Total number of patients 01.01.2018 – 31.12.2018 1,228 01.01.2019 – 31.12.2019 1,144 01.01.2020 – 31.12.2020 1,167

Methadone dose ranges Optimal therapeutic dose 60-120mg daily as per Orange Guidelines. Please note that the total number of patients will not match the above figures as patients may receive prescriptions in each dose range as they are titrated up or down. These figures provide an overview of dosage range only.

Table 3: Number of individuals per methadone dosage range (2018-20)

Time period < 60ml daily 60 – 120ml daily >120ml daily 01.01.2018 – 31.12.2018 583 832 11 01.01.2019 – 31.12.2019 542 808 10 01.01.2020 – 31.12.2020 557 870 8

Buprenorphine prescribing Table 4: Number of individuals prescribed buprenorphine for time period (2018-20)

Time period Buprenorphine (generic, Buvidal (numbers are too Suboxone, subutex, espranor) small to report here) 01.01.2018 – 31.12.2018 271 01.01.2019 – 31.12.2019 367 01.01.2020 – 31.12.2020 471 Please note: Buprenorphine dose range not provided as daily dose is not extractable from controlled drugs.

5.1.6 Child Protection Data Weekly reports have been made to the Child Protection Committee, highlighting the number of children on the Child Protection Register (CPR) since March 2020. These numbers compare the

numbers to the equivalent period in the previous year and breakdown the numbers by those affected by domestic abuse and substance abuse.

The average proportion of children affected by substance use in relation to the entire weekly population on the CPR is 44% for financial year 2019/20 and 43% for financial year 2020/21. (Both have a similar range of 32-56% and 27-55% respectively.)Overall, since the start of the current financial

Weekly numbers of Children on CPR highlighting those affected by substance abuse 120 100 80 60 40 20 0 Jul-19 Jul-20 Jan-20 Jan-21 Jun-19 Jun-20 Oct-19 Oct-20 Apr-19 Apr-20 Apr-21 Sep-19 Feb-20 Sep-20 Feb-21 Dec-19 Dec-20 Aug-19 Aug-20 Nov-19 Nov-20 Mar-19 Mar-20 Mar-21 May-19 May-20 May-21

Children on CPR affected by sub.abuse Children on CPR affected by non-sub.abuse year there has been a drop in the number of children placed on CPR. However, there has been no drop in the number of children placed on the CPR due to parental substance use.

Figure 5.11: Weekly numbers of children on CPR highlighting those affected by substance abuse (Source: Mosaic, June 2021)

5.1.7 Community Justice Social Work data: dedicated Keep well Nurse

The Keep Well service uses anticipatory care health checks to engage with populations who are at higher risk of health inequalities. Dundee Community Justice Service funds a 0.5 WTE Senior Keep Well Nurse who is co-located within this service. The nurse engages with individuals as they attend supervision, unpaid work, throughcare appointments and/or when on home leave from prison.

The situation with COVID-19 has had a great impact on the delivery of Keep Well health checks to offenders, as there was a period of less than 4 weeks in 2020-2021 whereby anticipatory care and assessment was recommenced prior to another lockdown. Therefore, data is included for this year on all additional aid given to respond to individual need.

Table 5: Number of Keep Well health checks (Source: Keep Well Nurses)

Keep Well Health Checks 2019/20 2020/21 KWHC (fully) 114 6 KWHC (partially complete) 1 Face-to-face health consultations (Nurse) 10 Telephone health consultations (Nurse) 29

Face-to-face and/or telephone support consultations from the 13 KW Associate Practitioner

Individuals on waiting list for a KWHC as at 20 April 2021 13

Table 6: Number of referrals from Community Justice social work to mental health nurses

Community Mental Health Nurse 2019/20 20/21 Referrals from Community Justice Social Work 87 64 of whom engaged with service 55 48 of whom had co-existing Mental Health and Substance Use issues 14 12

5.2 Organisations/ services activity information

The information in this section is based on a questionnaire survey circulated to front-line specialist substance use services. It outlines the type of services / interventions delivered in Dundee, work on quality standards, staff development activities, and how individual organisations responded to / coped during COVID-19 to maintain services and support to vulnerable people. 24 front-line services/projects provided monitoring reports for this section.

Dundee Drug and Alcohol Recovery Service Children and Families Service (DDARS) Criminal Justice Social Work We are With You Hillcrest Futures Tayside Council on Alcohol (TCA) Positive Steps Aberlour Dundee Independent Advocacy Service (DIAS) Axis (Crossreach) Dundee Women’s Aid Women’s Rape and Sexual Abuse Centre (WRASAC) MIA Barnardo’s Dundee Carers Centre NHS Public Health Community Health Team (HHOT) DVVA Peer Recovery Network DVVA Lochee Community Hub DVVA Northeast Project DVVA Public Social Partnership (PSP) Gendered Services Project Police Scotland/CJS Housing 1st Action for Children Children 1st

5.2.1 Services and support provided during 20/21

Early Prevention and Intervention?

Crisis Intervention Delivery of OST NFOD Follow-up Sexual Health Advice Food Parcels Harm Reduction Relapse Prevention Support Naloxone Housing Support Benefits Advice Emotional Support

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Yes No

Other forms of support that have been provided by services: • Social Work: Case management (DDARS), community case support (DDARS), adult care, assessment and plans in respect of children and families, • Advocacy support (DIAS, WRASAC, MIA)

• Mental Health: Support/addiction direct support (Lochee Hub), Structured Psychosocial Intervention (We Are With You), Psychological support (DWA), Counselling/Use of creative therapies (TCA) • Peer Support (DVVA, Hillcrest) • Community Engagement (Lochee Hub, Hillcrest) • Christmas dinners/presents (Lochee Hub) • Children: Lunch bags, activity packs (Lochee Hub) • Safe Zone Bus – community outreach provision • BBV testing and treatment (Hillcrest) • Domestic Abuse and sexual violence support (DWA, MIA, WRASAC), including refuge accommodation • Peer Naloxone training (Hillcrest)

5.2.2 Staff training/workforce development?

✓ Extensive training undertaken by staff including Trauma Informed, Naloxone training by 15 service and SMART Recovery by 7.

Of the 19 services that completed this question, 100% stated staff deliver or undertake extensive training/workforce development. Some of the training mentioned was general health and safety training that services are required to undertake (e.g. fire safety/PPE training) or mandatory training required within health and social care. Other training mentioned was service/role or substance use specific. Naloxone training was mentioned by 15 of the services involved and SMART Recovery training by 7 services. Other commonly mentioned training was trauma informed, domestic abuse and mental health related. Gender-specific training was also mentioned by some service highlighting the positive impact the Gendered Service project is having.

5.2.3 Quality Assurance and Engagement Activity

✓ Quality assurance tasks completed by both staff and services users to improve service delivery. Examples provided: • Surveys • Focus Groups • Service User Outcomes • Service Delivery • Service User Informed Feedback Future Developments

Of the examples provided, questionnaires were the most commonly cited method of quality assurance used by services (11). Following this, focus groups were the second most frequently used (4).

Method of Quality Assurance 12

0 Questionnaire Team Meetings Focus Groups Online Support Interviews Service Audit

Of the services that explicitly stated, service user feedback is the primary quality assurance process utilised. The types of feedback used to inform quality assurance were: service delivery feedback, service user outcomes and service user informed future developments.

Quality Assurance Participants

Staff Service Users

Examples of service delivery feedback: • Pandemic Survey conducted by Aberlour used to support and shape service design and delivery. • Routinely asking service users for feedback to drive continuous improvement and ensure service is shaped by the people who will use it (We Are With You, Positive Steps). • CrossReach involve service users in designated meetings to raise any issues or comment on any aspects of the project’s delivery. Service users can also leave comments in their recovery cafe comments book.

• Service satisfaction questionnaires were conducted by TCA to understand how their altered COVID-19 service delivery was being received by clients. TCA also conduct regular, informal ‘listening groups’ for service users to voice their wishes and preferences for how the group should be conducted and what barriers they have to accessing the group.

Examples of service user outcomes: • We Are With You use google forms to obtain feedback to review how clients have felt after discharge from their service, including housing support service. • WRASAC send end of support surveys which can be completed with case worker or individually, however they are rarely returned. Occasionally WRASAC will get informal feedback via texts and include this in their monthly reporting. • Exit evaluations are completed when women leave DWA refuge or outreach service.

Example of future development quality assurance: • We Are With You have been developing gender specific work with women. Feedback has been provided by 11 women about how the service is delivered and what should be developed in the future. • The Gendered Services Project is currently working with women with lived experiences. DWA helped recruit some women for this project. Focus group discussions have involved barriers they have experienced when engaging with services and how to make services more accessible in the future. This feedback has been used to inform a ‘self-assessment tool’ to be used by services in order to identify service gaps and areas for future development. Once we have identified and gaps or support needs, the project will source training if needed, provide gendered approach training if required, advise on policies and procedures, and support services when they apply a gendered approach to service delivery. • Positive Steps interviewed individuals with lived experience of substance use to inform how outreach service should be developed and expanded and inform the pertinent skills the service look for when recruiting additional team members.

5.2.4 Support to families/carers 89% of the services that participated in the service monitoring survey stated they offered support to families/carers of the individuals they work with. DDARS primarily supported carers in relation to their involvement with support for family member who engage in substance use, including collection of medication and crisis calls. Whilst Positive Steps provide family members with Naloxone training and supply. TCA, like other services in Dundee, adopted a whole family recovery approach and through this offer counselling to ‘significant others’. Other services tend to offer support groups for family member/carers, where individuals could discuss their lived experiences and turn to peers for advice (Hillcrest Futures/We Are With You). Groups such as RecoveryTay have been created to provide activities and a support system for anyone affected by substance use, ultimately aiming to reduce any stigma experienced. There are also two Community Recovery Cafes in Dundee run by CrossReach, which are frequented by families and carers; these cafes provide food parcels, hot food and access to health and mental health services.

The Dundee Carers Centre is a service that specifically aims to make a difference to the lives of carers of all ages. They do this by providing information and support services for carers, ensuring the rights of carers are upheld, empowering carers and developing new services in response to identified unmet needs. Existing services they deliver are in the form of advice, emotional support, peer group facilitation and much more. They have recently formed a partnership with Positive Steps to develop a new friends and families SMART recovery group which will be introduced as of June 2021.

Services which primarily focus on supporting individuals who engage in substance use, occasionally also offer one-off phone calls to family members and provide them with information on services who are better suited to aiding with carer support (e.g. DVVA Peer Recovery Project)

Key organisations providing support to family members: • Dundee Carers’ Centre and the Lifeline Group; • We Are With You; • Positive Steps; • Hillcrest Future and Recover Tay; • DVVA Peer Support Project

5.2.5 COVID-19

Statement of clarification It is important to note that throughout all the lockdowns, face-to-face support has been provided on a risk assessed basis and when such support was assessed necessary to meet critical and urgent need. Although, face to face meetings remained exceptional, it is nevertheless the case that they continued and do take place when required.

When Scotland entered the first lockdown on 23rd March 2020 due to the COVID-19 pandemic, substance use services (especially those defined as ‘COVID-critical’, including DDARS, We Are With You, Hillcrest and Positive Steps) continued to provide a service, whilst considering and implementing different delivery options. There was rapid and significant change to ensure the safety of the individuals accessing services and of staff.

Ensuring clinically safe care for individuals on Medically Assisted Treatment (MAT) during lockdown At the start of lockdown, the Scottish Government issued guidance in recognition of the specific challenges in balancing risk of death from overdose against risk of death from COVID-19 for patients on Opiate Replacement Therapy, whilst at the same time taking account of risks to all vulnerable patient groups using pharmacies and of pharmacy staff. In addition, the Royal College of Psychiatry also issued guidance for clinicians in respect of individuals on MAT. This stated that “the clinical priority currently is to safeguard life-saving clinical treatments such as methadone and buprenorphine”. This also reflected the advice from the Advisory Committee of the Misuse of Drugs (ACMD).

An intensive piece of work was carried out by consultants in the Tayside substance use services to review and assess the individuals who may be able to have their level of supervision reduced. However, in Dundee a large number of individuals remained on either daily / twice or three times supervised consumption, which provided a degree of challenge for some community pharmacies.

In April 2020 NHS Tayside Gold Command approved a multi-agency mitigating action-plan to ensure the safe dispensing of MAT and support community pharmacies.

The action plan was developed in line with the Scottish Government proposals and included the following principles: • All changes in practice should be informed by an overdose and safety risk assessment; • Individuals at highest risk should still receive frequent supervised consumption; • Individuals deemed suitable can be moved to daily pick up; • Moves to two or three times weekly should be considered rather than moving to weekly dispensing;

• Changes, if required should be made when a new prescription is due or when a consultation takes place to ensure key overdose prevention and safe storage advice is given to individuals. A blanket change to prescriptions is not recommended. • Naloxone and injecting equipment provision are provided to all individuals on MAT.

Fortnightly update reports monitoring the action plan and any impact were provided to NHS gold Command during the first lockdown.

In addition, a multi-agency virtual team, led by 3rd sector organisations was created to provide rapid daily support to community pharmacies whenever and wherever in the city required. This included supporting social distancing within pharmacies, providing COVID-19 safety advice to individuals while they waited for a service at the pharmacies and information on other support available.

Additional changes and support in place during lockdown DDARS were required to stop the Direct Access clinics and progressed to a Direct-Appointment system, based on booking slots for assessments. Individuals were able to book appointments directly and these would often be available for the next day. Very quickly and with support from third sector colleagues, DDARS implemented a home-delivery and visits service to individuals needing to shield.

We Are With You continued to deliver support from the Albert St Hub as this is a community pharmacy. Forming an integral part of the multi-agency NFOD pathway, Positive Steps continued to provide same day outreach responses to individuals who have experienced a NFOD and in person support to individuals at high risk of drug related death throughout the pandemic. This included providing vital harm reduction advice, naloxone and ensuring that individuals were linked into other appropriate services such as DDARS. CJS and Housing staff aided in delivery of OST/prescribed medication to individuals who were required to self-isolate or shielding. A further critical aspect of the COVID- response was the changes to prescribing provisions at pharmacies.

One of the most common service delivery changes, especially at the start was moving from face-to- face support to telephone/videocall (DIAS, North East Projects, Housing, DVVA Peer Recovery, DWA, MIA, TCA, CrossReach, DIAS). As restrictions began to ease, some services were able to restart face- to-face support adhering to PPE and other public health guidance. This at first began through outdoor visits in gardens and parks (DKWCT), hill walking groups (Lochee Hub) and health checks. However, when service users’ needs were immediate and their safety was at risk, service would conduct visits face-to-face. Where possible Recovery Cafes provided food outdoors and where available provided a range of support (harm reduction advice, sign posting, help with benefits and relapse prevention).

Due to the heavy reliance on technology to remain in contact with many service users throughout the pandemic, many services were concerned for those did not have access to phones/laptops/Wi-Fi. One way to counteract this was to hold outreach face-to-face appointments within Dundee chemists. Other services were able to provide laptops and mobiles to vulnerable individuals/early release prisoners for support and their children for educational purposes through additional funding (Positive Steps, DWA, Dundee Carers).

Other examples of assertive outreach that occurred from various services was: • Overdose awareness and naloxone kit distribution • IEP including foil supply • Wound Care • BBV Testing and Treatment • DDAR referrals were put in place. • Food bags from Fare Share handed out

• Food bank referral made • Health and Well Being packs • Safezone Bus

With children at home as a consequence of schools being closed, services were also concerned for their wellbeing. Safeguarding plans for children whose parents engage in substance use were implemented through Children and Families, with them following a RAG rating system to prioritise face-to-face and remote contacts. Families were also provided with food parcels at the request of social work and health to ensure children had food in the absence of free school lunches. Through the Community Support Centres vulnerable children were prioritised for access to childcare and education support during the first lockdown period. All partners across the Protecting People structure worked collaboratively to identify and mitigate the risk of hidden harm to children and to vulnerable adults.

5.2.6 Collaborative work with other organisations (formal/informal) 18 of the services stated they engaged in collaborative work. Marginally more engaged in formal collaboration and 6 services engage in both formal and informal forms. Formal collaborations occurred when individual services agreed to deliver a project/service/support in collaboration and a contract was involved. They also occurred in some cases between services and Police, DCC, Criminal Justice, ADP, DDARS and Mental Health. The list of informal partnerships for each service was often more extensive and occurred between third sector organisations in relation to working together to complete projects together, tests of change and provided what is needed by the community. Some services also stated they are aiming to turn existing collaboration into more formal agreements in the near future to ensure clear project objectives and success.

5.2.7 Participation in multi-disciplinary processes Of the services that completed the template, 89% participate in multi-disciplinary processes. Specifically, we have also noted very good participation of substance use services in the MARAC process. A small number of services / projects are unclear about how their work specifically fed into the multi-disciplinary process. This has been identified as an area for further improvement to ensure we are getting best value from all available resources.

From the services that gave detailed responses, the Drug Deaths Review Group, Tayside Overdose Prevention Group and MARAC were the most common for services to participate in.

Services Participation in Multi-Disciplinary Processes 9 8 7 6 5 4 3 2 1 0

5.2.8 Involving people in their care/treatment planning The majority of the organisations who responded to the questionnaire said they followed a ‘patient centred approach’, involving individuals in the planning of their care/treatment informally or formally. Most organisations also adopt an outcome focussed assessments and/or recovery planning which is created between the individual and case worker during early support sessions (DDARS, Hillcrest, Dundee Carers Centre, TCA). More specifically, We Are With You, Hillcrest and CrossReach use or are in the process of implementing Recovery/Outcome Star Planning. This is a collaborative tool developed by individuals who use services. The Plan is agreed jointly between support worker and service users, and is reviewed monthly using the Outcome Star.

Other organisations, including DVVA Peer Recovery and the Lochee Hub adopt a ‘bottom up approach’ by facilitating peer support relationships to sustain and promote peer recovery. Particularly at the Hub, all group services delivered are requested by the community. To ensure groups are aiding individual recovery, the Hub conduct 6 monthly reviews.

Client feedback is also key to altering preferences for engaging with services and driving service improvement (Hillcrest, Aberlour, Positive Steps). One example provided by Hillcrest is the need to create women only spaces. This aspect of service delivery is currently being analysed through the Gendered Services Project where women who engage with services across Dundee have participated in focus groups discussing barriers to services and what they wish to see.

5.2.9 Challenges or priorities moving forward As Scotland moves out of a second lockdown and into life post COVID-19, one priority and challenge that almost all services will come up against is resuming full face-to-face support. There is still some uncertainty surrounding which social distancing measures may remain and for how long, which will ultimately impact capacity of services regarding face-to-face support delivery. This has the potential

to reduce the number of individuals receiving support within a similar timeframe pre-COVID. Despite this, all services hope that face-to-face support can resume fully as it is a critical aspect of ensuring individuals safety and recovery. Although one positive that has surfaced from the altered method of delivering support has been flexibility for individuals. This is particularly evident in service users that have child caring responsibilities, additional support needs, physical disabilities or who are carers. Through this shift to delivering support online, individuals are not restricted by location and accessibility, although in some cases concerns around client safety when accessing support from home are present.

Due to social distancing restrictions, staff absences and general increased pressures from the pandemic, many services in Dundee are currently facing challenges surrounding capacity and long waiting lists. DDARS in particular are experiencing significant difficulties as a consequence of staffing issues, which the ADP are monitoring closely and supporting the Health and Social Care Partnership and other partners to manage and resolve. In other services there are backlogs of people waiting for full health check appointments (DKWCT), increased demand for refuge (DWA) and higher number requesting and accessing temporary accommodation (Housing). Community Justice are currently managing the high backlog of court cases which have been postponed due to COVID-19 and TCA are currently experiencing pressures with the increased demand on their alcohol service that the pandemic has brought.

With the impact of the pandemic, services are aware that individuals’ needs may be greater post- COVID-19. This is especially true regarding mental health issues. The impact of the pandemic on mental health and well-being of the population has resulted in more individuals who are reporting poor mental health and suicidal thoughts or have attempted suicide (TCA, DWA, MIA, WRASAC). It is now more important than ever to improve communication with Mental Health services and treatment services, which many services are trying to do. Furthermore, services are aware of the strain the pandemic has had on workforce wellbeing, with some experiencing stress. With workload likely to increase as restrictions ease services aim to support their staff to ensure emotional wellbeing remains high.

Following COVID-19 many services aim to expand/participate in the Take Home Naloxone initiative. Positive Steps will support the expansion of Naloxone, engaging with individuals who have had an NFOD, whilst WRASAC aim to be able to distribute as soon as possible and provide internal training to all staff. Hillcrest has successfully recruited 6 peer Naloxone trainers who will soon begin to engage with individuals living in Dundee to support the rollout of Take Home Naloxone. They also aim to work closely with local partners and Community Police who have agreed to work in partnership to deliver outcomes on Naloxone. This initiative is to ultimately reduce drug deaths in Dundee with the hopes in the future to also reduce NFODs.

Moving forward, many services also aim to strengthen partnership working. As a consequence of the pandemic many services had to work together to endure individuals in Dundee were safe, many hope this can continue and be built upon post-COVID. In particular, some services aim to strengthen relationships with statutory services, CJS, Children and Families to embed effective referral pathways and support high risk individuals. Aberlour also hope to establish referral pathways for children impacted by Fatal Overdoses.

5.3 Focus Groups We have conducted 10 focus groups and all focused on the same 3 broad questions: • What improvements have been achieved over the past 2 years (especially against the recommendations form the Dundee Drugs commission)?; • What are the remaining gaps/ what have we not yet progressed with?; and • What more do we need to do to get to where we want to be?

5.3.1 Focus Groups with front line staff ✓ More treatment choices available to individuals ✓ Strengthened partnership working ✓ Increased willingness to change and adapt ✓ Employment of Non-Medical Prescribing nurses with Children & Families service ✓ Improved whole system care through Assertive Outreach Model ✓ NFOD Rapid Response

What has improved It was highlighted that there have been specific improvements in the treatment choices available to individuals. Participants also welcomed that introduction of the national MAT standards and progress that has been made with their implementation.

Participants felt partnership working in Dundee has been strengthened, with different services and organisations working closer together, better co-operation, more effective information sharing and collaboration, support and understanding within the system as a whole. It was highlighted that, during the pandemic organisations adopted a ‘can-do’ attitude and had a sense of a reduction in ‘red-tape’ which enabled them to change/ adjust/ respond to need and risk almost immediately. There was greater a willingness to change, adapt and do what was needed.

The contribution of the Non-Medical Prescribing nurses based with Children & Families service was highlight as an important example of greater collaboration. Participants reported that many past and historical tensions between organisations have now been resolved, and that increasingly there is a problem-solving approach. There is an increasing sharing of the risks and a more of a joined-up conversation.

More specifically, there has been work on joint risk management, working collaboratively to support those taking responsibility for risks; sharing more information; and developing the lead professional model, to ensure it is not just on one agency carrying all the responsibility for risk. All participants felt that learning from the pandemic period demonstrated the need to further develop the lead professional approach for vulnerable adults.

Participants thought that the assertive outreach and OST delivery have been huge success. The increase in the number of assertive outreach workers is also helping to improve the whole system, including communications between services. The work of the NFOD rapid response team, and outreach workers attached to this response, is viewed by staff as a great success. Utilising outreach workers to deliver OST during lockdown also worked very well and the support delivered was more holistic with staff checking on every aspect of individuals’ situations. This includes the dedicated support to individuals released from prison.

The introduction of independent advocacy was highlighted by participants to be very positive, the test of change is working well and there is good response from specialist organisations. Participants thought this will help with retaining individuals engagement with services.

On a more strategic level, participants mentioned the benefits of having an increasing number of front line staff participating in the ADP working groups and welcomed the sense they have a say and can contribute to strategic direction. Staff also welcomed the weekly (now monthly) multi-agency meetings and thought these improved relationships, sharing information and risks, alerting each other to potential risks, developing better understanding of pressures experienced by other services. There was a sense that collaboration and joint work have developed out of those meetings and they should continue.

Lastly, it was mentioned that more organisations participate in the take-home naloxone program, including the police who have been trained at issuing nasal naloxone kits.

What are the gaps/remaining challenges Next, participants were asked to discuss the remaining gaps, especially in relations to the 16 recommendations presented by the Commission.

Participants highlighted that front line staff (and especially those working within DDARS) still work under considerable pressure, with high caseloads and not enough time to provide comprehensive support to vulnerable individuals. Difficulties with staff-retention were seen as contributing to this situation and some felt that nurses in particular are deterred from wanting to join the drug service due to stigma.

During COVID-19 DDARS had to return to appointment system as direct access was not compliant with public health restrictions. Lack of choice was raised by some participants who thought individuals are not given choices when on a daily treatment plan which impacts on their daily life, on their ability to move on, take up jobs or college places. Essentially individuals feel they are not trusted to take methadone appropriately. It was acknowledged however that the support from the Independent Advocate improves overall communication and addresses mistrust and a reluctance of some individuals to re-engage with DDARS due to previous experiences.

The need to address changes in prevalence and patterns of drug use, especially the shift from opiates use to crack cocaine, Crystal Meth and benzodiazepines was discussed. Participants reported an increase in mental health issues (specifically amongst young people and students) which highlighted the lack of available services and support. There was a clear sense that at the moment we do not have services to support those who are using different drugs. A joint approach for a trauma-informed mental health and substance use approach was seen as key requirement. Options for detoxing people off benzodiazepine and stabilise them while they remain on opiate replacement therapy for harm reduction is also needed.

Participants thought the development of a shared-care approach and creating better links with primary care, specifically for individuals who are on medication and methadone programs, and those that have relapsed during lockdown, remains a gap. Building relationships with individuals should be the focus, as is responding to their emotional and welfare needs. For example, some concerns were expressed regarding GP prescriptions. There is also a need to focus on women, many are affected by isolation but still concerned about re-engaging due to COVID-19.

Despite the increased support, some individuals released from prison are not engaging well and there have been a number of cases of re-lapse. During lockdown isolation has been a problem as work in groups has stopped and there were concerns that re-engaging may be an issue.

Participants highlighted that delays with toxicology reports means there is no access to ‘real-time’ information following drug deaths which seriously disrupts the review process and the learning/ improving responses.

All participants wanted to see the anticipated development of a lead professional approach strengthened and further embedded in their work. Staff within homeless service reported that there has been an increase in challenging behaviour through the pandemic (it was thought this was due to stress/mental health) and there was a concern that re-engaging people back into a routine could be difficult.

What do we need to do to get to there Participants thought that there is a need to have greater focus on whole-family and parenting work. Staff within adult services are not always aware they can refer directly to children services, including third sector organisations. There was a general sense that independent advocacy can help facilitate this process and provide support to families.

Overall, participants wanted to see increased retention of staff within DDARS through better understanding of their role and challenges, having patience with the service and being non- judgemental. It was highlighted that there should be more sharing of information about what is happening, and the pressures on DDARS. The aim should be to build long-term partnership working and to increase onward referrals from DDARS to other services, especially in the third sector. An alternative referral system should be considered, or develop a process not based on a referral system to increase choice. Based on current drugs trends, participants also wanted to see a new seamless referral pathway for non-opiates responses.

As we emerge out of lockdown, participants thought there should be another review of prescriptions with a view of increasing the weekly option as this supports other recovery processes [see details of the originals of the initial review in 5.2.5 above]. There was awareness that progress in developing a shared care approach is slow but participants thought this should remain a key focus, along with the focus on the whole-system change. This should include increasing the focus on ‘Recovery’ and helping people move on, as just now people feel they come into treatment and get stuck. Most thought progress with the ‘lead professional’ approach and on joint risk management would help.

Going forward, participants wanted to see historical barriers and conflicts put to rest, and for the focus to be on whole-system partnership. They were keen to ensure this also includes individuals with lived experience, and that any inclinations to blame or judge certain staff groups for past situations or events should be let go of.

Remaining challenges – summary of the views of frontline staff ➢ Reduce the caseload of frontline staff; ➢ Address issues of recruitment and retention of qualified staff; ➢ Return to a direct Access system (as soon as COVID-19 restrictions allow); ➢ Respond to shift in pattern of drug use; ➢ Progress the development of a shared-care model based on the current test of change; ➢ Finalise the Dundee Lead Professional model.

5.3.2 Focus Groups: individuals with lived experience ✓ More consistent staffing in community hubs ✓ Greater focus on peer support ✓ Improved joint working between services ✓ Positive experiences with Housing First team

✓ Making good progress in challenging and eliminating stigma within Dundee ✓ Increase in local support groups for individuals while engaging in substance use/in recovery ✓ Quick support for parents through Children & Families

What has improved Participants highlighted that there have been improvements within the community hubs, including more consistency of the staff working from hubs which helped them approach staff and build trust. The greater focus on peer support also meant individuals can learn from the experiences of others, and also benefit from the other activities that are going on, including Street Soccer/Gardening groups/allotment. All helps with building self esteem and confidence, feeling more included, developing strong peer network and watching out for each other’s wellbeing.

Participants felt there was an improvement in the joint working between some services which meant they do not need to explain their situation to multiple people and multiple times. They felt issues are being listened to and followed through. The open access/drop in and flexibility of support (as and when needed) was seen as crucial for recovery.

Some reported they had more positive experiences with Housing First than with previous housing supports, and felt better supported to sustain their own tenancy. All participants welcomed the addition of the independent advocacy worker. Those accessing the Albert St Hub reported they have good relationship with pharmacy team, and that they feel cared for and listened too.

Participants in a separate focus group of individuals in recovery thought that in Dundee we are making good progress in challenging and eliminating stigma. The group highlighted that having people with lived experience working alongside staff and having meaningful involvement helps break down barriers to enable those who are not progressing to see someone they know moving in the right direction.

The group felt that the recovery community in Dundee has grown and there are now many groups locally to support people with substance use. There is also a variety of groups to meet people’s needs including, walking, Art, Cinema, Allotments and more. Most importantly, lived experience is being recognised as a way to reach people at risk of overdose, for example the work of the Peer Naloxone Trainers.

Speaking specifically to a group of parents who focused on the support they receive from Children & Families Service, participants highlighted that the reduced waiting to get support from the service means they do not need to be in a crisis to receive support. Parents highlighted they received intense support after having their child which helped them to stop using drugs.

What are the gaps/remaining challenges Focusing on their experiences with DDARS, most participants highlighted difficulties with the consistency of staff and were unable to name their key worker or the date of their last appointment. They reported finding it difficult to build meaningful relationships with a key worker and had a constant sense their key worker was simply too busy. Consequently, participants felt that decisions are being made without speaking to them first which made them feel they are not in control or able to make real choices. Some reported they feel anxious/nervous before attending DDARs appointment, and that they cannot be honest with workers for fear of losing prescription/being suspended/ or treated poorly.

With respect to mental health services, participants had a sense they have poor access to statutory mental health services and typically do not get access to psychiatrist/psychologist, even when they

ask for such support over the years. They felt that issues relating to past trauma are not being addressed.

Participants reported mixed views regarding access to GPs and Primary Care, with some felt they were listened to and others felt they were treated differently and stigmatised due to their drug use.

Focusing on their experiences of community pharmacies, participants reported feeling they are treated differently, especially due to the restricted times they can collect their prescriptions. For example, pharmacies open from 9am-9pm and they can only attend between 10am-1pm and 3pm- 7pm. On Sundays participant reported they are unable to enter pharmacies before 12.30pm (opening time is 12.00) and one person said “I feel embarrassed when I need to tell other people who are waiting that I am not allowed in yet”. When in the pharmacy, they are made to wait in different area, there is no confidentiality when getting prescription with other customers overhearing personal details.

Participants within the group of those in recovery felt that as a result of COVID-19 people feel more isolated and alone, now more than ever, and are using more drugs to help them cope.

It was highlighted that people still have a fear of speaking to others about their drug use, as they worry about being cut off, they worry about involvement of social service, and there is a general sense that these issues haven’t changed in years.

It was highlighted that there needs to be services available for people 24hrs and 7 days a week as issues are not being faced, and do not only occur between 9am – 5pm. More generally, the group thought that, although we are making progress and people are told they have choice and options in terms of their treatment, when speaking to peers who are still in the system, these improvements are still not being recognised or felt by individuals.

The group of parents felt reviews of their methadone prescriptions are not taking place on a regular basis and thought people should only receive such prescriptions for a limited time. It was highlighted there are variations in the quality of support but that some individuals are not ready to change. Participants reported that once again drug dealers hang around community pharmacies in Dundee making it difficult for people to stop using drugs.

What do we need to do to get there Participants wanted to see more flexibility with the services delivered through statutory organisations, including non-appointment based approach, where appointments are necessary have those in community settings and in a more comfortable/relaxed space. They asked to be listened to, for them to be able to drive decisions, express their views, with no pre-set agenda prior to appointments. Having consistency of key-worker to allow relationship and trust to be built, easier access to mental health services, focused on developing better understanding around the reasons for drug-taking and how to recover.

More generally, participants spoke of the value of feeling respected and listened to, the need to focus on community inclusion and work with the general public to help them understand substance use to reduce stigma.

Overall, participants in the focus group of those in recovery thought that there has been a lot of changes for the better in Dundee, especially around help for individuals to stop using drugs and moving on with their lives. However, those people still caught in the drug-using bubble, it is still hard

to see a way out and that is why services need to do better, to make the way out of drug-use clearer, through community rehabs, accessible community detox for benzo use and more.

There is also a need to have the work of Peer volunteers more visible in all services so that people can see that lived experience is happening and is there at the front of service delivery. It is important to have more early intervention to stop children getting involved with drugs, more education in schools and reaching communities who do not usually engage.

The group of parents asked that more individuals should be offered the Depot medication in order to limit people having to attend pharmacy. There should be more education in schools to prevent children from getting involved in drug use, including input from those that have been involved in drug/alcohol use. Participants thought there should be more regular reviews of individuals, but also highlighted that some individuals should enter treatment with a more positive attitudes.

Remaining challenges - summary of views of individuals with lived experience ➢ Ensure consistency and continuity of key workers; ➢ Improve access to mental health services; ➢ Improve the consistency and quality of the services provided by Primary Care and GPs; ➢ Improve the quality of care and support delivered from Community Pharmacies. Including an improvement in the attitudes by staff at community pharmacies towards individuals affected by substance use; ➢ Develop out of hours support.

5.3.3 Focus groups and feedback from women with lived experience ✓ Improved partnership working between women’s and substance use services ✓ Better understanding of substance use within women’s services ✓ Increased flexibility in appointments ✓ Availability of new drug treatments ✓ Increased availability of peer support groups ✓ Greater understanding of women’s vulnerabilities at homeless hostels

What has improved Women spoke of the help they received from support workers (specifically within the women’s services), and the improvements in partnership working between women’s and substance use services. Women spoke of how staff within women’s services better understand substance use issues, which the women found very helpful, but highlighted that the quality of the support often depends on the individual staff member delivering it.

Some women highlighted improvements in the support they received from substance use services, but most still felt that support was not available to them when asked for, and that over the past 2 years access to substance use services has not improved. At the same time, women spoke about increased flexibility over appointments and the availability of new drug treatments on offer as definite improvements.

Women highlighted the availability of group work as an improvement, and specifically community groups and peer support, which they all found very beneficial.

The experience of the care and support provided by some of the homeless hostels was highlighted, women felt that staff understood their vulnerabilities, understood the impact of domestic abuse, the links between substance use and mental health, were alert to the risk of suicide, and were overall caring in their approach. This was seen as real progress, despite the lack of available housing.

What are the gaps/remaining challenges The lack of regular contact with support / key workers was highlighted. Some women noted they do not see their worker for several months at a time and highlighted that there is no opportunity for them to book appointments even when they feel they really need them.

Focusing on the link between substance use and mental health support, some women reported that when facing a crisis situation, they were turned away from Carseview, and often relapsed. This situation was seen as having deteriorated during lockdown with a sense of little support to prevent or respond to relapse. Women also reported they were refused residential mental health support on the ground of their substance use. There were reports of long waiting lists for mental health support, with women having a sense they are seen as a number rather than a person.

Focusing on recovery, some women spoke of being on methadone for over ten years and felt there is little encouragement to reduce their prescription levels. Women reported that, when they asked to reduce their methadone, often and without an explanation they were simply advised that ‘this is not a good idea’, and felt the lack of contact with their key worker made this situation worse.

Gaps in the provision for emotional support were discussed, with examples including occasions when women were switched to suboxone to replace methadone, often due to risk of suicide, but no emotional support was available to support them during this switch. Women spoke of their sense that staff do not listen to them, that their wishes and views regarding their own care plans and options are ignored, and an overall sense of disempowerment.

Furthermore, women spoke of feeling stigmatised and judged by staff, some spoke of their wish to have an opportunity to talk openly without repercussions or judgement. Women spoke of not wanting to hear comments like ‘I’ve seen hundreds of you’ from support workers.

Women described homeless hostels and temporary accommodation as dangerous places, with examples of being stalked and threatened by men, often requiring police intervention. Some described being in fear of leaving their room and any attempt at being friendly often being misunderstood. Women described the drug dealing taking place in hostels, the ease of getting hold of drugs, and had a sense that staff were unaware of this.

Woman spoke of the challenges of getting their own house and tenancy, with some having spent almost one year in a hostel. Many of the women spoke of their experience of domestic abuse, and the challenge of having to sit with a male worker or in a waiting room with men. They described a general gap in the understanding of trauma issues and a lack of a gendered approach to meet their specific needs.

What do we need to do to get there The majority of the women felt there is a need for more workers and more appointments. They highlighted the need to better support the staff working in substance use and in mental health services, which they thought would help reduce staff turnover, and in turn the need for women to re- tell their story time and again.

Women wanted staff to listen to them, to understand their needs and support them rather than make decisions for them. They asked to be treated as individuals, for there to be recognition they are all different with own individual needs and wishes. They asked for the option to see only female workers.

Women spoke of the need for staff to be more compassionate and understanding, some thought that having more staff with lived experience / peer workers would help as they will have better

understanding of what they are experiencing. For example, women explained that when they are denied the option of being detoxed from Valium, they are then coerced by men to do things they don’t want to do in order to get money to buy Valium. This also leaves them vulnerable to sexual assaults and incidents and inappropriate touching. Women had a strong sense that if they were given the option to detox, it will then not be possible for men to coerce then to do things they don’t want to do. But this will require staff to listen to them and understand their situation.

The need for a rehabilitation centre was highlighted by several women, and after care/ follow on support once the person returns to the community.

Women highlighted that it can be challenging for those in recovery to attend the main DDARS building, where many people in much earlier stages in their support are also attending. It was suggested that those further on in their recovery should be able to attend a different location. It was highlighted that some key workers can be inflexible regarding timing and location of appointments. The need for more support for those in recovery was mentioned, with more available choices and options, including simply being able to talk to someone and less focus on increasing medication.

There was a lot of discussion about the provision of crisis support. Several women felt there needs to be a 24 hour crisis support for vulnerable women, and that support between 9am and 5pm during week days is not enough.

More partnership working was also highlighted, in particular in relation to substance use and mental health. It was suggested that links should be improved between Primary Care/GPs and other services. Woman spoke of the benefits when agencies co-operate and talk to one another, and how this saves them the need to re-tell their stories.

Remaining challenges - summary views of women with lived experience ➢ More frequent contact with key workers; ➢ Better access to mental health, especially at time of crisis; ➢ More options and support to reduce methadone levels; ➢ Expand rehab opportunities for detox from Benzodiazepines; ➢ Reduce stigma; ➢ Improve safe accommodation for women.

5.3.4 Focus Group with Carers

✓ Increased access to rehabilitation provision ✓ New Independent Advocacy service

What has improved In terms of tangible improvements, although the group recognise and are aware of increased discussion and planning for change, participants reported they are not yet experiencing any improvements in services.

At the same time, participants highlighted that there has been an increased access to rehabilitation provision. The new Independent Advocacy service was seen as important, but participants felt this should not be seen as something replacing the role undertaken by family members and friends who provide regular support. The key is to focus on what individuals want.

What are the gaps/remaining challenges Participants felt that over the past 2 years there has been a deterioration in the care provided by statutory substance use services, especially during the COVID-19 lockdown. Participants reported of experiencing a reduced service or no service, without being able to contact anyone. It was identified that, unlike other social care services, in some cases individuals had no care plans or reviews. There is still very little choice being offered.

Participants highlighted they were unsure of what the ‘recovery’ element of the service was, they felt there was no continuity of service and big variations in the quality of service.

It was felt that involvement of carers and families in supporting individuals was discouraged, and that included attendance at appointments.

Participants spoke of the continued stigma around substance use, the derogatory treatment from members of the public and the devastating impact of this. Continued lack of understanding and empathy was highlighted.

What do we need to do to get there Participants wanted to see an increase in the availability of psychological support and substantial change to statutory services, focusing mainly on the basic principles and values and starting with a respectful conversation and about what people want in their lives, how they are going to get there, and the support required of services.

It was proposed that a set of minimum standards of what people should expect from services should be clearly available, as currently people are hearing about ‘what will happen’ when they access services but often don’t believe that it will. Participants expressed concern about how risk is managed, especially for women.

It was highlighted that often published data from services is out of date (e.g. Drug Deaths data) and wanted to see a focus on the testing of drugs.

Remaining challenges - summary of views of carers ➢ Availability of psychological support for carers; ➢ Clear communications of standards expected of services; ➢ Increase the testing of drugs.

5.3.5 Focus Group with Parents This focus group included 3 individual parents who provided specific feedback about the support they receive from the Children & Families service. ✓ Reduced waiting time to receive support ✓ More intensive and comprehensive support after birth of children

What has improved Participants welcomed the reduced waiting to receiving support from the service, which also meant they no longer needed to reach crisis point to get support. The support provided after the birth of their children felt intensive and comprehensive, with positive outcomes of parents no longer using drugs. All the participants commented they tried in the past to come off drugs but did not succeed.

What are the gaps/remaining challenges Participants thoughts that reviews of treatment progress were still not happening often enough and that they still felt they are left on methadone for perhaps too long. They thought that OST should be a time limited option. There was also the sense that not all parents received the same level of help, and that some were not ready to change.

One participant thought that currently ‘drugs were rife in Dundee’ and that the drug dealers are back waiting outside community pharmacies offering drugs to people. But there was also the sense that individuals could choose not to engage with the dealers, and that the support on offer once they had their children helped to do so.

What do we need to do to get there Participants thought that more individuals should be offered the Depot Medication in order to limit the number of times they need to attend the pharmacies. They thought there should be more education in schools to prevent children from getting involved in drug use. This should include having people that have been involved in drug/alcohol use going into schools to give real life education to children.

There should be more regular reviews of individuals’ progress but also that some individuals should come into treatment with a different attitude and be more ready and willing to change.

Remaining challenges - summary of views of parents ➢ Introduce more frequents reviews of treatment progress; ➢ OST to become a time-limited process; ➢ Increase access to Depot Medication; ➢ Increase focus on prevention;

5.4 Staff Survey

Introduction We conducted a survey with front line staff from Dundee City Council, Dundee Health and Social Care Partnership, NHS Tayside and third sector services, and received 59 responses. All sections of the survey followed the same 3 broad questions: • What progress has been achieved over the past 2 years regarding specific recommendations from the Dundee Drug Commission? • The impact this progress has had on services, individuals, families, children and communities. • The improvements that still need to occur to fully achieve the recommendations. Where relevant, we focused questions within the survey on some specific recommendations made within the Dundee Drugs Commission report.

Results

5.4.1 Recommendation 6: Learning from the things that have gone wrong

✓ Improved structure and governance of the ADP ✓ Increased transparency, understanding and accountability ✓ Increased multi-agency working ✓ Identified Trauma Informed Champions

Drugs Commission Recommendation 6 level of progression

Progress No Change Deterioration

What has improved It was highlighted by some participants that progress had been made regarding the structure and governance of the ADP, with leadership more frequently in contact with services. Through the monthly service meetings, services feel involved in work and more aware of what is occurring within the ADP partnership, resulting in a clearer view of the progress of actions and their impact.

When lockdown occurred, there was great focus on developing and adhering to a joint Risk Register. Participants believed this helped focus efforts, created transparency on what could be progressed and strengthened understanding/accountability. The pandemic also increased multi-agency working, with organisations having to support each other. Participants stated this resulted in increased productivity

despite the difficult nature of operating during this time, which some believed benefitted individuals accessing support.

There has also been progress in identifying Trauma Informed Champions within NHS Tayside, Dundee City Council and Dundee Health and Social Care Partnership.

Of the participants that believed there had been no change in relation to Recommendation 6, most attributed this to the impact of the pandemic. Some mentioned they were still unclear regarding the ADPs role and few believed change was noticeable within day to day service delivery, with support not always being trauma informed.

What do we need to do to get there Participants highlighted the need for more communication between the ADP and third sector/statutory services, and between services themselves. This is to ensure information is being passed down to all services who in turn can cascade to individuals and local communities they support. The information should be fully explained so services can understand why changes have been implemented, ensuring transparency within the partnership. Due to lack of communication and information sharing some third sector services were still unaware of the recommendations and wonder if any of Recommendation 6 has been completed.

It was also highlighted that there needs to me more trauma training for practitioners and greater investment in staff training for workforce development which would in turn support the implementation of recommendations. Training would also allow nurses within services to operate at a higher band, benefitting the service that can be offered.

Remaining challenges ➢ Improve communications with frontline staff; ➢ Ensure services understand the reasons behind proposed change; ➢ Increase the focus on trauma training and on workforce development.

5.4.2 Recommendation 7: Choice is important

✓ Assertive Outreach Model ✓ Mainstreaming of Housing First Model ✓ Improved pathways for individuals leaving prison through Positive Pathways and Positive Connections

Recommendation 7 level of progression

Progress No Change Deterioration

What has improved Participants highlighted clear, positive progress with regards to the rollout of the Assertive Outreach Model. This model has currently helped identify people needing support quickly, who may have not accessed support on their own, and assists them to access the help they require. Participants also stated progress has been made regarding choice of services through Assertive Outreach. The model is particularly helpful to individuals who have experienced an NFOD or who have disengaged from DDARS. However, to ensure the model’s success participants stated there needs to be improved communication between DDARS and third sector services and pathways into ongoing treatment/support need to be clearer to reduce the length of time for allocation/follow up.

The mainstreaming of the Housing First Model was also highlighted as showing excellent progress. This model is currently working well and is easily accessible for Dundee’s most vulnerable. Some believe the model to be ‘the epiphany’ of person lead support, ensuring tailored support for each individual. The success of the model is clear with around 80 people who would normally be in direct access hostels/accommodation now having secured their own tenancy.

Pathways for individuals leaving prison through Positive Connections Service has also been improved, with them gaining easier access to community-based services. Organisations including Housing, Community Justice, Scottish Prison Service, Police Scotland, DWP, Health and DHSCP established a virtual meeting initially in response to the Early Prisoner Release Programme in May 2020. This group have continued to meet quarterly and report to the Community Justice Partnership. The key focus is communication and engagement across services involved in the prison release process, to make it as efficient for services and ensure collectively that our pathways and our processes are accessible for prisoners transitioning and reintegrating in to communities.

The above models/services mentioned have been designed to support individuals at a time of crisis and/or transition and many of the individuals believe and hope this has resulted in improved outcomes for them. Due to many being in the early stages, some believe it is too soon to understand the impact they have made on the wider community.

What are the gaps/remaining challenges Despite some progress having been made with regards to prison releases, some believe not enough has been done so far and are concerned about the risk of fatal overdoses due to the lack of joined-up

approach between prisons and community. It was also mentioned that some individuals leaving prison are receiving one appointment with DDARS and then no further appointments are offered, with individuals just being placed on opiate replacement therapy. Particular concerns were raised for women who are exiting prison as they are particularly vulnerable and require input to reduce chance of overdose and relapse. More specialised intervention is needed to help women stabilise and increase the chance of contact with children. This would also help women to engage with other services to address other vulnerabilities if substance use is being addressed by specialist services already.

There are still some concerns over individuals not being offered and explained the full range of treatment options. More choices are available for individuals now through assertive outreach, however some feel that individuals are forced to engage with key substance services and this may not always be wanted. Concerns were also raised over the two major third sector recovery organisations having vastly difference approaches in terms of the levels of 1-to-1 support delivery. One is more group work orientated and the other is individualised support. The kind of support an individual receives is determined by their GP surgeries postcode which means type of support is not always appropriate for the individual. Some hope that both services will be available to the whole city. This arbitrary division of services by geographical location is not conducive to person-centered working, and does not encourage partnership working between services either.

Participants also highlighted that choice of treatment needs to be clearer when discussing with treatments instead of ‘forcing them’ to engage with DDARS. It was also mentioned that there is a lack of appropriate space to deliver support, especially in regards to Constitution House (DDARS). This is resulting in both clients and staff believing there is not any investment for them to work in a nice, welcoming environment.

Finally, some participants believed there has been little evidence to suggest the framework for residential rehab options is working.

What do we need to do to get there It was highlighted that despite the Housing First Model being a great idea and already having some success, further expansion would be beneficial. Participants hope this expansion would include adequate support for people in new tenancies and removing some of the barriers to accessing housing. There is also hope that it would be available to all individuals who would benefit from the service/level of support. Already service users are questioning why they cannot receive the same level of support as their peers.

Despite some progress also having occurred with regards to Tayside Pathways, there still needs to be clearer, structured pathways for prison leavers. Some still leave prison with no support or plan set up for housing, benefits, drug treatments etc. Lead professional could already be offering support in prison and having all the necessary support in time for individuals release date. Some also suggested the third sector could offer support with this.

Regarding treatment options, some stated that further work needs to be done to streamline the number of agencies offering support as there is some overlap which leads to confusion when referring individuals. There also needs to be greater focus on therapeutic interventions as well as substance replacement. Increased availability of residential rehabilitation services also needs to occur; however, these have to be resourced effectively, financially and workforce wise. Therefore, great focus on the basics needs to occur before further progress is made, by employing more staff and improving partnership working.

It was also highlighted that there needs to be greater transparency with individuals wishing to access support for their dependency to additional substances such as benzodiazepines. Participants believed that under current capacity it would be unrealistic to accommodate the scale of support that is required to address illicit benzodiazepine use, however this must be stated to individuals in order to avoid further frustration.

Remaining challenges ➢ Improve joined up support for individuals returning from prison, including a focus on women; ➢ Ensure treatment options are fully explained to individuals, and that consistent support options are available across the city; ➢ Improve the spaces available for the delivery of treatment and support;

5.4.3 Recommendation 8: Whole system of care

✓ Progress with whole system care ✓ Increased involvement and engagement between statutory and third sector services in partnership approaches ✓ Increased partnership working ✓ Increased support choices being offered ✓ Quicker responses to high risk individuals ✓ Community Hub Model being established ✓ CORRA application has refocussed thinking and enabled new pieces of work to be planned

Recommendation 8 level of progression

Progress No Change Deterioration

What has improved While progress has been made regarding ‘Whole System Care’, this has primarily occurred within the restrictions of the pandemic, with early work being stalled and/or changed to adapt to the current situation. This includes suspension of the direct access clinics, service delivery from community hubs and the development of the initial Health Needs Assessment. Despite this, participants highlighted there has been an increase in the involvement and engagement between statutory services and third sector services in decisions relating to partnership approaches. This has meant that during very challenging times, services have continued and mobilised to provide support in ways which were not required previously.

Staff believe current progress has resulted in more partnership working, more support choices being offered, quicker responses to high risk individuals and the Community Hub Model being established. Along with COVID-19, staff shortages have also impacted progression. However, with the recent CORRA application and additional Scottish Government funding, this has refocussed thinking and enabled new pieces of work to be planned to further progress whole system care.

What are the gaps/remaining challenges Most participants highlighted the minimal progress that has occurred regarding mental health support. Access to mental services for anyone who is in receipt of methadone/suboxone continues to be difficult, with Community Mental Health Teams not accepting referrals and GPs generally referring back to DDARS. Due to staff shortages at DDARS, individuals continue to wait for long periods to see the psychiatry service. There is also an issue with individuals being refused by mental health services due to substance use and remaining a high-risk. Therefore, participants highlighted that a clear ‘multi- agency pathway’, holistic approach needs to be established between DDARS and mental health, to avoid the current detrimental effect on individuals who have experienced trauma such as relapse or overdose.

It was also highlighted that there is no clear model for shared care with GP surgeries or pathways ongoing into support/treatment. There is also too much pressure on the DDARS nursing staff to deal with their own caseload, and the large number of individuals who are unallocated a keyworker due to understaffing. Participants felt that situation contributes to an increased work-related stress, high caseloads and underachieved service outcomes.

What do we need to do to get to there In order for a whole system of care approach to work participants stated there needs to be improved communication and better multi-agency working. This includes the ADP, DDARS, third sector, NHS and social work.

Staff highlighted that there needs to be a more holistic approach and better partnership working in particular between substance use services and mental health, which should include clearer pathways. Some suggested that a team created specifically for mental health intervention within the Alcohol and Drugs Service may be the way forward. Most of all, participants felt there needs to be increased provision of mental health services for those with substance use problems. Participants thought this will require an attitude shift and for NHS staff especially to understand substance use as being interlinked to mental health.

Some participants working within statutory services stated it would also be useful for third sector services to have a better understanding of what DDARS do and ways in which they can help without adding more pressure on staff.

With the increased use of benzodiazepine, some staff members highlighted the potential benefits of creating dedicated support to that need with a focus on benzodiazepine detox.

Finally, participants highlighted that despite staff shortages there needs to be quicker access into treatment, more choice and flexibility with recovery options. Some highlighted they do not agree with the ‘methadone for life’ approach that is often taken. Instead there needs to be a reduction programme or alternative choices offered.

Remaining challenges ➢ Better access to mental health services and support, especially for those on OST; ➢ Clear model of Shared Care with Primary Care;

➢ Improved communications, including increase mutual understanding of what other services/ organisations do.

5.4.4 Recommendation 9: Prioritise access, retention, quality of care and safety ✓ More support choices available ✓ More joint working between services ✓ Easier access to services, especially those that are community based ✓ Hostel staff visiting women who would otherwise not engage ✓ Employment of peer workers with lived experience Recomendation 9 level of progression

Progress No Change Deterioration

What has improved Some participants believed there has been some initial progress regarding more support choices available, more joint working, Housing First and easier access to services especially those that are community based. This has resulted in increased engagement. As a consequence, individuals are now meeting with services they would not normally access. Through this, retention of patients has been improved. Further improvements highlighted were: workers in hostels visiting women who would otherwise not engage and employment of peer workers with lived experiences. In addition, the Housing Service have funded a Community Social Worker post as a test of change in partnership with DHSCP to be embedded within the Housing Options/Homeless Team and to support 3rd sector services delivering a homeless service.

What are the gaps/remaining challenges Third sector services in Dundee are working closely together and hope they have bridged the gap that existed within statutory services, however it was highlighted that staff in these services are experiencing stress due to the high expectations and needs from clients. Despite this progress, there is still a gap between some third sector services and NHS services which needs to be addressed. Whist overall access to treatment and retention has increased, some believe this has impacted on the quality of care/safety. There are currently not enough staff to manage the high retention of patients, which impacts the level of care received and ultimately poorer outcome for individuals.

What do we need to do to get there Staff highlighted that funding needs to increase for the continuation of services and more staff employed to deliver the required support. This would also involve investment in staff wellbeing, training and realistic caseloads where all being prescribed are allocated and regularly reviewed. It was also highlighted that to retain service users and for them to engage in their own recovery, a service must first meet their needs. Suggestions included more treatment options through detoxes and for rehab facilities to be located within communities, essentially bringing services to the individuals to make treatment more accessible for all.

Service advertising and support options should also be discussed and written in ‘plain language’ for individuals to fully understand what services are available within Dundee and what each can offer. This will allow individuals to make more informed decisions on their own recovery journey. More co-location of staff from different services should also occur, with DDARS becoming fully integrated with social workers and them becoming more involved in the care of individuals. It was suggested that healthcare staff should become more involved and greater accountability/ involvement should be placed on other third sector services, not just on DDARS. It was highlighted that staff need to work together for the good of the client. Training should also be provided for VAW services, however funding will be needed to allow them to provide this support.

Remaining challenges ➢ Improve working relationship between statutory and third sector organisations (including the women’s services); ➢ Improve the capacity of services; ➢ Any information about services and support should be written in plain clear language.

5.4.5 Recommendation 10: Involvement of primary care and shared care models Recommendation 10 level of progression

Progress No Change Deterioration

What has improved No examples of progress were highlighted due to this recommendation still being in the very early stages.

What are the gaps/remaining challenges Progress has ultimately been delayed due to COVID-19 and the additional pressures this has caused for primary care services. Despite this, there seems to be a lack of knowledge regarding the primary care and shared care models, with many participants unaware of the current pilot. Those that are

aware commented on the persisting problems of communication with GPs and individuals still struggling to access primary care support.

Staff also highlighted that in general GPs do not give individuals the right support especially regarding mental health. Individuals also continue to be stigmatised as only contacting GPs to access ‘drugs’, however there is also a problem of individuals being prescribed benzodiazepines, for example, by GPs without any acknowledgement that they are open to recovery services.

What do we need to do to get there Some participants believed the pilot has been paused until GPs return to operating under normal circumstances, however this is not the case. For the pilot to be successful there needs to be more communication encouraged between GPs and substance services. Following the initial pilot staff suggested applying the findings and expanding the model to more GPs. However, for this to be successful, there needs to better joint working, support without stigma and perhaps more localised services.

Remaining challenges ➢ Respond to additional challenges posed by COVID-19 pandemic; ➢ Progress the development of shared care model and ensure all staff are informed about it; ➢ Address stigma issues, including stigma from professionals.

5.4.6 Key priorities that must be addressed:

Towards the end of the survey staff were asked to highlight the critical issues that they believe should be prioritised for response by the partnership. Below is a summary of the responses.

Mental health and substance use must be viewed as being interlinked and appropriate support must be provided. This will involve taking a trauma approach and addressing root causes of substance use when offering support to aid recovery and harm reduction in individuals lives. A pilot service in a local community may be one way to address this.

In Dundee there has been an increase in polysubstance use that deviates from just opiates and alcohol over recent years. This has resulted in increased risks of harm and increased access to OST prescribing in the absence of integrated holistic care. With this in mind a priority must be addressing the harms posed by benzodiazepines and facilitating prescribing/detoxes. They are present in the majority of drug related deaths yet there are limited options currently available to support people using them and no consensus on best practice regarding treatment.

Staff retention: it was also highlighted through the staff survey that there is great focus on patient retention however not enough focus on healthcare staff retention. With DDARS currently being severely short staffed, this has resulted in long waiting list times and high care loads. This is also caused many staff to experience stress. Therefore, in order for real progress to occur a key priority must be to hire more staff and more support for current staff in the meantime to avoid stress.

Recovery options: with OST prescribing being the primary recovery option and is essentially replacing one medication with another, staff highlighted the need to make more recovery options available. This would help with the current waiting list for OST prescription. Some concerns surrounding the perceived ‘3 strikes of your off OST’ approach was also highlighted and deemed as potentially leading to NFODs. Participants believed that due to OST being a medication it should not be used to control

people or make them comply with appointments. It is important to note that this policy is no longer in place within Dundee and raises further concerns if some believe this still to be in operation.

Prevention and early intervention: it was highlighted that prevention of substance use and early intervention need to be a key priority to address and reduce harm for future generations.

5.5 Leadership/ How good is our ADP?

Background This element of the self assessment was supported by the Improvement Service. In April 2021, members of the ADP other key stakeholders were invited to complete a Self-assessment Check List where they were asked to rate the extent to which they agreed or disagreed with the statements in the Leadership Checklist. Current strengths and challenges were also highlighted and areas for improvement identified.

Findings from the checklist were shared with partners in early June 2021 and a development workshop was then held with partners on the 10th June, facilitated by the Improvement Service. This workshop allowed for discussion on the findings from the survey and identified priority areas for improvement.

Please see the Leadership Self-Assessment Checklist Results in Appendix 3 below.

Key Messages from the leadership checklist • The ADP’s strategic priorities and Action Plan for Change are largely being progressed effectively, albeit disrupted by the COVID-19 pandemic. Closer partnership work is developing, especially in the context of the CORRA project and the Whole System of Care work. • A number of Action Plans have already been developed to strengthen work to improve outcomes for people affected by drug and alcohol use in Dundee. The ADP has a critical leadership role to play in ensuring these plans are implemented effectively through monitoring progress and performance, identifying and promoting best practice and fostering a culture of continuous improvement. • ADP leadership have shown determination to bring about positive change and there is a useful degree of creativity and innovation across working groups. Improvements could be made to strengthen oversight and accountability within the ADP. • It is important that the ADP improves communication about its work effectively to frontline staff, local communities and partner organisations, and improve emphasis on demonstrating impact and outcomes for people affected by substance use. • Multi-disciplinary, partnership working across the Dundee Partnership needs to improve in order to achieve the greatest impact on outcomes in this area of work. • It is recognised that currently systems and services providing care and support to individuals affected by substance use are under huge pressure and require support from the leadership to work differently.

As the workshop set up to discuss the Checklist report, key feedback from attendees included the following actions as initial priorities for improvement by the ADP and Dundee Partnership:

1. Consider how to strengthen partnership working between the ADP, existing Public Protection structures and other governance/planning forums. 2. Engage staff across the partnership around plans to support whole systems change through forums etc. to discuss and find solutions to challenges. 3. Identify ways to review ‘what works’ and ‘what doesn't work’, as part of core business to meet the partnership’s agreed outcomes and support continuous improvement. 4. Ensure robust processes are in place to enable people with lived experience to feed into the work of the ADP at all levels.

Other areas identified as important for future consideration: • Develop a robust performance management system for the ADP with an appropriate suite of indicators to support the monitoring of progress.

See the full report from the workshop (including the action plan) in appendix 3 below

Next steps: Leadership element Following on from the workshop and the report, a Leadership Improvement Action Plan was developed to be progressed and implemented by the ADP and its governance structure, as well as the Dundee Chief Officers Group (COG) and the Dundee Partnership.

6. Assessment (What the Self-Assessment is Telling us)

Introduction This section includes a summary of the key messages outlined within all the data presented in section 4. We have identified 6 key themes.

6.1 Communication/Partnership Working Front line staff highlighted that in Dundee there is now closer working relationships between organisations. This was in the form of improved and better co-operation and more effective information sharing. Individuals with lived experience also echoed this and stated they now feel there is less need to explain their personal circumstances multiple times. The overall consensus is that the pandemic forced services to collaborate and support each other. In turn, this increased productivity, mutual understanding and respect despite the difficult nature of operating during the pandemic. This is an important cultural shift and provides a foundation on which to continue our improvement work.

More specifically, staff value the monthly meetings (weekly meetings during lockdown) for all substance use (and related) services that were established during COVID-19. Staff said as a consequence they feel more involved, informed and included in the work of the ADP.

There was a clear message that our most successful achievements/ impact and best outcomes (including assertive outreach, direct access clinics, community hubs, OST delivery during COVID-19, and the NFOD Team) are those that involve good partnership working, sharing and collaboration. The benefits of improvements in the quality of care/ support and responsiveness are clear for individuals with lived experience and for the staff delivering these services and supports.

However, despite the progress that has been made, there is also a clear message that specific gaps remain with communications across the partnership. More information should be shared with all stakeholders, with local communities in particularly being made more aware of challenges facing individuals who use drugs and the progress being made in improving our responses to them.

Gaps also remain in the sharing of information, especially to create transparency and a shared understanding/motivation to further progress with the recommendations from the Commission. For example, some third sector organisations highlighted they were still unaware of progress being made with the recommendations. The request is that individuals and communities across the city, including front line staff at all levels receive more information about what is happening, the progress made and the remaining challenges.

6.2 Staffing Issues, Staff Retention and Pressure There is wide recognition from both staff and those with lived experience (backed by the data in section 5.1) of the considerable pressure on DDARS. Specific issues highlighted included high caseloads, the lack of sufficient time to see all individuals and the challenges with retaining staff in the service as well as recruiting staff. The risk of staff stress was also highlighted with a clear sense of the potentially detrimental impact on the overall functioning of the service. There is a clear consensus that these conditions also have an impact on the individuals seeking support from the service. Individuals are not always aware who their key worker is, there is not always opportunity to build relationship with key workers and sometimes long timespans between appointments. This is not the standard of service that the service and the workforce within it aspires to deliver.

Some of the individuals with lived experience feel that time and capacity pressures have resulted in them not always being in control of their treatment and recovery process and that decisions are being made for them without their knowledge.

However, the data also includes suggestions for improvement, including the need for DDARS to share more details of the pressures they are under so other services could support them, increase and improve onward referrals to third sector organisations, and increase focus on staff wellbeing, including training and development.

There are also clear messages of the need to finalise and fully implement the lead professional model in Dundee to create consistency, accessibility, regular contact, and individuals being listened to /involved in decisions affecting them.

6.3 Treatment Options & Choice/Support Choice Staff members feel that overall improvements have been, and are being, made in relations to the MAT Standards but that there is still a way to go. The addition of independent advocacy is highlighted by staff and those with lived experience as a very important element in supporting individuals to access and act on choices. However, carers also noted they do not wish advocacy to replace their role and firmly believe treatment choice should be down to the individual. The conclusion is that individuals will be more invested in their recovery when they have more agency.

Individuals with lived experience feel that they are often not given an explanation regarding the full range/choices available to them, that they do not have enough choice regarding the dispensing of OST and that the requirement for a daily collection can interrupt with other elements of their lives, including work and/or attending college. Some felt that treatment choice is still limited (and exacerbated by the current pressures facing DDARS) and that this was more apparent during COVID- 19.

The assertive outreach model is widely supported, especially as it assists individuals in accessing help. However, there is still a sense that better communication between DDARS and third sector will improve this model further. The Housing First model is also highlighted as a great success by services and service users.

In terms of options for improvements, limiting the overlap between services/streamlining services was proposed as a way to avoid confusion, and increasing access to residential options. There is a need for all organisations to advertise their services in clear, ‘plain language’ so that information is well understood and aids individuals making informed decisions regarding choice and increase involvement in treatment planning.

Many commented (confirmed by the data in section 4.1) on changes in the prevalence and the changing patterns of drug use in Dundee. There is a clear sense that this needs to be followed by changes to treatment/support options and to the way services operate.

Significantly, there is a lot of support for a 24/7 crisis intervention, with a specialist women’s services, housing and welfare support.

6.4 Mental Health Participants recognised the progress made with a trauma informed approach, especially through the specific training/workforce development and the appointment of Trauma Champions. However, individuals with lived experience and staff noted the slow progress in the development of a joint substance use and mental health approach. Specifically, participants highlighted their experience of

continued lack of access to statutory mental health services for those affected by substance use and issues related to past trauma that are not currently being addressed.

There is overall acknowledgement of how COVID-19 impacted on mental health, with increased isolation and loneliness, an increased use of substances, further increasing the need/demand for mental health support. It is also recognised that due to pressures on the NHS and more people within the wider community requiring mental health support, there is even greater pressure on the availability of support for those affected by substance use.

Specifically, the issue of individuals being refused residential mental health support on the grounds of their substance use was highlighted. As was the issue of waiting lists for mental health support and people reporting they feel that they are ‘seen as a number’ rather than a person in urgent need of support. Women reported being turned away from Carseview, which they believed directly impacted on relapse. Their GPs often then refer them back to DDARS and creating a vicious circle. This combined has resulted in a clear message of the need for a multi-agency pathway to resolve issues highlighted.

The data includes clear messages that there has been an attitude shift, especially from NHS staff and that there is greater understanding of the links between mental health and substance use, including the need to respond to both in a joint approach. The value of a trauma informed workforce, trauma care, shared care, anti-stigma training is also highlighted.

The increased role and support from community pharmacies is acknowledged, with people asking to see all working together in new pathways that are seamless, clear and well understood by everyone. The need for greater consistency of approach across all community pharmacies was highlighted and there was some criticism of individual models, restricted hours and remaining stigma issues.

Concluding self-assessment remarks to sections 6.2/ 6.3/ and 6.4 We recognise that the challenges described in sections 6.2, 6.3 and 6.4 are symptomatic of continuing Whole System of Care gaps in Dundee. During the past two years, whilst progress has been and is being made, elements of the current systems do not yet operate as a fully integrated model of care, with specific gaps around person-centred approaches and considerable pressures remaining.

6.5 Lived Experience The data presented in this self assessment highlights some of the progress made over the past two years in providing structured opportunities for individuals with lived experience to participate, influence and shape progress. Participants noted that within the ADP membership there is now representation of carers and that the Lived Experience Framework has been developed and adopted by the partnership as a whole. We are being supported by the Scottish Recovery Consortium to implement the Framework and that individual organisations and services have developed a much clearer approach to their own engagement with individuals with lived experience. The Peer Volunteers project has progressed and there has been clear focus on tackling stigma, which is key to ensure people feel willing and able to participate.

Throughout COVID-19 lockdowns, SMART Recovery groups continued to operate virtually and a specific lived experience group for women was established.

However, there is also clear feedback that the partnership still needs to respond to, which currently is not progressed through developments around the influence of lived experience. This includes individuals with lived experience highlighting the lack of respect when accessing service from some

community pharmacies; carers talking about being continually stigmatised; and accounts of GPs and mental health services not willing to support individuals affected by substance use.

We are therefore aware of the feedback that progress in this area could be accelerated – especially in progressing with the implementation of the Framework which covers all the various aspects of the work. The message is that both the ADP and the Dundee Partnership need to do more to ensure discussions and decisions are well informed by the experiences and views of those with lived experience.

6.6 Leadership Participants highlighted some developments in the leadership around substance use in Dundee, including strengthening of the membership of the ADP, improved functioning and governance of the ADP, better support from Chief Officers and example of whole system collaboration as in the CORRA project.

Areas for improvement included the need for better oversight and accountability to the work of the ADP, the need to improve links and joint working with other areas of vulnerability through the integrated protecting people agenda, clear gaps in communications (with frontline staff and communities), and providing opportunities for staff to participate in and influence change.

6.7 Overall Assessment of Progress

Having considered the evidence gathered through this self-assessment process, and reflected on the six themes identified, in the table below we have assessed our progress against the 16 recommendations made by the Dundee Drug Commission.

Overall, we have assessed ourselves as having made Reasonable Progress in relation to 14 recommendations and Partial Progress in relation to 4 recommendations.

Self-assessment against the 16 recommendations from the Dundee Drugs Commission

Score Description Colour chart Excellent Progress Recommendation is either completed in full or, where complex, all sub tasks have been completed to schedule. There are no barriers to further progress and the recommendation will be fully implemented Reasonable Progress Progress against the recommendation has been made in many but not all areas. Expectation that current barriers to progress can be overcome by partners in the short-term / to medium term and full implementation achieved. Partial Progress Progress has been made in some areas but significant further focus is required to overcome current barriers and to achieve full implementation. No Progress There is no or very limited evidence of progress and significant barriers which there are no clear plans to overcome in order to achieve full implementation.

Rec The Dundee partnership must do all that is necessary to achieve the required standard of leadership – the test of which will be that the agreed 1 changes are owned and supported by the statutory and third sectors, recovery communities, service users and families.

Key achievements: Reasonable • The ADP has strengthened its governance structure and membership with greater clarity regarding responsibilities; this addresses progress several concerns raised by the Commission. (C) • There is strong evidence that the statutory and third sectors are united on agreed priorities and critical tasks. (SA sections 3, 5) • In general, partnership working between agencies has improved and a broader range of leaders are engaged in progressing activities. (SA sections 3, 5) • The COVID-19 response has brought organisations closer together and stimulated some innovation. (SA Section 5 and Leadership Report) • Multidisciplinary innovations such as the Non-Fatal Overdose response are exemplars. (SA Section 3, Section 5 and Leadership Report) • We have appointed two Trauma Champions to lead the focus on trauma-informed services • We have established regular reporting to Dundee Partnership, to Dundee City Council Policy and Resource Committee, and to Elected Members • The Dundee Chief |Officers’ Group (COG) has adopted the Protecting People Strategic Risk Register, in collaboration with all the Protecting People Partnerships and committees.

Remaining challenges: • Whilst the ADP has committed to engaging Lived Experience and structures have begun to take shape, progress has been slower than hoped for. There are positive examples of Lived Experience involvement in some areas but this is far from universal. There are mixed views amongst those with Lived Experience with some identifying progress but others not. (SA Section 5) • There is slippage against some tasks in (Action Plan for Change) the Action Plan for Change which cannot solely be attributed to the impact of COVID-19. • The Commission emphasised the need for a comprehensive performance framework, there have been improvements in scale and frequency of performance monitoring but further work is required. (SA Section 3, Action Plan for Change) • The Leadership Report identified that communication of ADP priorities and performance to stakeholders needs to be improved.

Recs Challenge and eliminate stigma towards people who experience problems with drugs, and their families, across Dundee to ensure that 2 everyone is treated in a professional and respectful manner. & 3 And Language matters. People who experience problems with drugs, and their friends and families are part of our communities - let’s make them Partial feel like that. progress

Key achievements: • Anti Stigma and Language Matters campaign progressed (with support and input from local communities and individuals with lived experience), the ADP approved an anti-stigma commitment (SA Section 3, 5) • Employment of Peer workers and Peer volunteers identified as breaking down barriers (Section 5) • We have developed the Gendered Services project which engages women with lived experience at every aspect of the project • We have tested stigma training virtually, and progressed to delivery • We have allocated specific funds to each of the LCPP’s to develop local initiatives led by local communities • We have renamed ISMS to DDARS (Dundee Drug and Alcohol Recovery Service)

Remaining challenges: • We still receive feedback about incidents of stigmatising practices within community pharmacies, some GP surgeries and by individual support staff.

4 Level the ‘playing field’ to ensure that all partners, statutory and third sector are held equally accountable. This is necessary to enhance patient safety and quality of provision. The balance between current centralised statutory and other provision needs to be changed.

Key achievements: Reasonable • The implementation of the ADP Governance review has contributed to increased transparency and accountability. (Self assessment progress sections 2,3,5 and Leadership Report)

• There has been strengthened involvement of and leadership from the Third Sector, e.g. in development of innovative proposals to the DD Taskforce etc, and third sector organisations have benefitted from the success in bringing additional funding to the city. (Action Plan for Change). • The Chief Officer of DVVA co-chairs the ADP’s Implementation Group. • Third sector partners are involved in all of the workstreams and subsidiary groups e.g. Drug Death Review Group, NFOD etc

Remaining challenges: • Whilst some progress has been made, further work is required to provide the level of performance data necessary to properly scrutinise statutory services. (Action Plan for Change, Leadership report) • When compared with statutory services the Third Sector continues to be subject to more onerous contractual arrangements, monitoring requirements and insecure funding. • Whilst advocated for by the Commission, a five-year Commissioning Plan and Service Level Agreements with statutory service have not been put in place. The majority of our 3rd sector have very secured funding – as secure as statutory services

5 Meaningful Involvement of people who experience problems with drugs, their families, and advocates.

Key achievements: • Many Third Sector organisations are routinely seeking feedback from service users and this influencing the development of some Reasonable services (SA Section 5) progress • DVVA are leading development of a Lived Experience Quality Framework on behalf of the ADP and are assisted in this by the Scottish Recovery Consortium (Action Plan for Change) • The ADP Governance review has committed to all levels of its structure providing meaningful opportunities to engage with and influence decisions. (Governance Review) • We have established an Independent Advocacy test of change led by the Dundee Independent Advocacy service (DIAS) • We have established a lived experience group specifically for women, who co-produced a self-assessment tool for services

Remaining challenges: • COVID-19 has impacted the pace of implementation of the Lived Experience Framework and levels of engagement are variable. (SA Section 3, 5)

6 Learning from things that have gone wrong - attention to continuous improvement to benefit others who are vulnerable.

Key achievements: Reasonable • The NFOD response, implementation of Same Day Prescribing, expansion of Outreach, support to prisoners on release and expansion of progress Naloxone provision, all reflect examples of improvements to tackle drug deaths. (SA Sections & 5, Action Plan for Change)

• The Tayside Drug Trends Monitoring Group established to act on learning from when things go wrong and propose / implement mitigating actions for the future • The CORRA application is founded on analysis of failings in the current system of and makes proposals for significant improvements. (CORRA application) • The Action Plan for Change has set out a comprehensive improvement programme structured around strategic priorities (Action Plan for Change, Leadership Report) • Focus on a gendered approach and helping organisations to focus on the specific needs of women and girls.

Remaining challenges: • Whilst COVID-19 has had an impact on the ability to progress, some tasks in the Action Plan for Change have been delayed for other reasons or because original timescales were unrealistic (Action Plan for Change) • Significant learning is still to be implemented as part of the development of an integrated approach for substance use and mental health (CORRA Project).

7 & Choice is important and having the choice of accessing a full menu of services (including community and/or in a residential setting) to support 8 recovery should be available to people in Dundee.

The provision of services currently offered by DDARS (ISMS)should be delivered through the development of a new ‘whole system’ model of Reasonable care. This should be structured via a joint and equal partnership with both primary care and the third sector, the key purpose of utilising the progress unique strengths of all partners.

Key achievements: • The CORRA project will deliver a key Test of Change in areas of Substance Use and Mental Health integration, expanded locality services and 24/7 Crisis Care (CORRA submission) • There has been significant additional investment by DCC (~ £1M over 2 years) to strengthen service provision in a range of areas (SEE PREVIOUS ADP reports) • There has been an increase in alternative prescribing options to Methadone with increased take up of Buprenorphine and Buvidal now on NHS Tayside formulary (Self-Assessment 3 and 5) • Proposal to significantly enhance the Community Pharmacy model across Tayside are well advanced. (see report to ADP) • The Independent Advocacy service has been well received and this can assist individuals to secure their desired treatment options (SA Section 5) • Direct access and same Day prescribing arrangements implemented pre COVID-19 (SA Section 3) • Establishing the Primary Care / DDARS Shared Care pilot (SA Sections 3 & 5) • Closer joint working between statutory and third sector organisation (Self-Assessment 3 and 5, Leadership report) • There is a greater focus on peer support (SA Section 3 & 5) • Work is underway to develop a coherent framework for access to and return from residential rehabilitation (SA Section 3 and 5)

• Dundee is participating in national research into drug checking and a local group is investigating practical arrangements.

Remaining challenges: • There are currently considerable pressures on DDARS which arise because of an unexpected turnover in staff, recruitment challenges, combined with growing caseloads. (SA Section 5) • It is anticipated that scaling up the shared care TOC with Primary care will be challenging for a range of reasons, including the current low level of experience amongst GP practices (report to ADP) • Consequently consideration of capacity, capability and sustainability of current and future models must be paramount • The CORRA project will demonstrate our commitment for a change in approach, and is awaiting the appointment of a Project Manager. • It is possible that models of care will require further adaptation to reflect the changing patterns of drug use (SA Section 5)

9 Reframe all substance use services to prioritise access, retention, quality of care and the safety of those using services, in line with the evidence base including, but not limited to: improved attention to having an unambiguous ‘no unplanned discharges’ policy; optimised OST; psychological treatments; assertive outreach; and broad integrated care.

Key achievements: • There has been considerable focus and effort to improve access, retention, quality and safety. (SA sections 3 & 5)

• There has been investment in additional capacity at DDARS to support demand

• The Non-Fatal Overdose Response is having a crucial impact on rapidly engaging those at high risk in treatment services. (SA sections 3 & 5) • Outreach services (including assertive outreach) have been very significantly expanded and play a crucial role in engaging those who are Reasonable at high risk or who have variable/challenging relationships with services. (SA sections 3 & 5) progress • DDARS have continued to offer a scaled back assessment and treatment services during the pandemic, including some limited face to face work • A working group is examining how proposed Medically Assisted Treatment (MAT) standards will be implemented in the City. • Same Day prescribing at drop in etc was established practice pre COVID-19; currently limited by COVID-19 restrictions (SA Sections 3 & 5) • Housing First is playing a significant role on improving retention. The current Pathfinder Model is reviewed with a view to being mainstreamed (SA Section 3 & 5) • Unplanned discharges have reduced (SA Section 5) • Additional support has been put in place for those leaving prison (SA Section 3) including those released under the COVID-19 early release programme.

Remaining challenges: • Caseload levels at DDARS are currently beyond capacity and there is a need to place additional focus on staff recruitment and retention (SA Section 5)

• Increased retention in treatment has brought additional caseload pressures without an increase in staffing (SA Section 5)

10 Involvement of primary care and shared care models.

Key achievements: Partial • Primary Care shared care test of change – sessional work Maryfield and Lochee practices, supported by DDARS progress • Proposals to review Service Level Agreement arrangements and payments for GPs (report to ADP)

Remaining challenges: • Starting from a low base of shared care in the city, with historical decisions to support alternative models. • In the short-term, very limited scope for GP practices to take pressure off DDARS.

11 Review and refresh the community pharmacy model for OST engaging all stakeholders to develop an integrated and holistic approach to the care and treatment of people who use substances. Look to establish a new Community Pharmacy model with additional support. Reasonable Key achievements: progress • A review of the community pharmacy model in Tayside has been conducted and proposals to significantly enhance provision are well advanced

Remaining Challenges: • We are still receiving reports of some stigmatising practice in community pharmacies

12 Commission a comprehensive independent Health Needs Assessment for people who experience problems with drugs.

Key achievement: Partial • There have been some outputs from national conducted work (Public Health Scotland) Scoping report and collaborative commissioning progress model agreed

Remaining challenges: • The ability to progress this work has been severely impacted by Public Health resources being redirected to the COVID-19 response.

13 Full integration of substance use and mental health services and support. This is recommended UK and international best practice - and it needs to happen in Dundee. Trauma, violence, neglect and social inequalities lie at the root of both mental health and substance use problems and most people with substance use problems also have mental health problems. Reasonable progress Key achievements:

• The CORRA project will progress the development and implementation of a Test of Change for the integrated approach of substance use and mental health. (SA Sections 3 & 5) • As part of stage one of the test of change, Healthcare Improvement Scotland are facilitating discussions with a wide range of local stakeholders.

Remaining challenges: • There are significant vacancies in psychiatric services across Tayside; this may impact on the level of clinical engagement in service redesign • The required level of culture change will take longer term to achieve.

14 Address the root causes of drug problems.

Key achievements: • Stakeholders have recognised the role of Trauma in contributing to substance use and there are initiatives underway to make services more trauma informed. (SA Sections 3 & 5) Reasonable • Research into the Youth in Iceland model has concluded and Dundee will operate a pilot at a secondary school in Dundee from progress September. (SA section 3 and Stirling University Research study outputs) • Work is progressing on a prevention framework (ADP report)

Remaining challenges: • It is possible that the true level of substance use and harms have been hidden during the COVID-19 crisis and that these, combined with significant and enduring economic impacts will increase demand on services.

15 Ensure the needs of women who experience problems with drug use are assessed and addressed via adoption of gender sensitive approaches to service planning.

Key achievements: Reasonable • Gendered approach has been adopted across the partnership, with considerations being examined and collaboratively addressed for progress existing service models (SA Sections 3 & 5) assessment tool • New information and staff development resources are available (SA Section 3) • Lived experience involvement in service redesign discussions (SA Sections 3 & 5) • Pathways strengthened for those involved in commercial sexual exploitation (SA Section 3 & 5)

Remaining challenges: • It is generally recognised that the women’s services have been under considerable pressure during the COVID-19 crisis • Dundee records very high levels of Violence Against Women and especially domestic abuse.

16 Attend to the intergenerational nature of substances problems and place the safety and well-being of children at the heart of all planning, alongside proactive support for parents. Explore the creation of family support workers in the third sector that can provide support ahead of families reaching crisis point requiring social work intervention. Reasonable Key achievements: progress • Additional Non-medical Prescribing Nurse Practitioners (3) are in place in Children’s Services and these are reported as having a very positive impact. (SA Sections 3 & 5) • Test of Change undertaken by Aberlour and Children 1st providing additional support to children and families, including at point of crisis (SA Section 3) • A Whole-family approach strengthened.

Remaining challenges: • A recent independent review of SCRs (Significant Case Reviews) and ICRs (Initial Case Reviews) identified that parental substance use was an issue in a high proportion of cases in Dundee.

7. Next Steps

Introduction

In this section we outline our plans, focus and commitments for future improvement actions and for embedding annual self-assessment reviews (sections 7.1-7.4).

7.1 Adjustments to the Substance Use Action Plan for Change

Following the process of conducting this self-assessment, we now plan to introduce the following adjustments to the substance use action plan for change, our key partnership document/ tool for recording and monitoring progress against specific actions. Once these adjustments have been made the document will be shared with the Commission (anticipated sometimes towards the end of August 2021):

• We will make changes to some of the existing actions based on feedback collated through self- assessment process; • We will add actions to address new areas where gaps have been highlighted by the self- assessment process; • We will utilise opportunities to consolidate change and learning from the COVID-19 experience, and take this into next phases of the change process for improvement; • We will put plans in place to repeat an annual self-assessment process.

7.2 Immediate priorities for next phase of implementation

The self-assessment process has identified a small number of actions where we recognise an urgent need to accelerate our work and to strengthen partnership working to overcome any remaining barriers to progress and full implementation:

• Increasing the focus on the development of a shared care model; • Intensifying the focus on bringing the integration of substance use and mental health through full delivery of the Dundee Substance Use and Mental Health Integration Project (funded through CORRA); • Increasing the focus on early intervention and prevention; • Resolving the current pressures on DDARS (initially short-term but also focusing on the longer- term approach including a system-change and greater focus on a shared-care model); and • Work to secure future investments (be more systematic about anticipating investments) and how we are utilising these to maximise outcomes.

We believe that our work over the past two years to improve responses to people who use drugs and our collective work to respond to the challenges presented by the pandemic evidences that we have significant capacity within Dundee, at leadership, strategic and operational levels to continue to drive forward the full implementation of the action plan for change. We are ambitious about our plans for pandemic recovery and are focused on accelerating key areas of work to address the needs of the most vulnerable people in the city, including those people impacted by drug use.

The Dundee Partnership, the Chief Officers Group, the Alcohol and Drugs Partnership and the Leadership Oversight Group for the Action Plan for Change have demonstrated consistent focus and dedication to monitoring and supporting diverse and complex programmes of work over the last two

years. Our multi-agency workforce remains our biggest asset and they have demonstrated commitment, flexibility and resilience in the most exceptionally challenging of circumstances; we recognise the need to continue to invest in their wellbeing in order to achieve the immediate priorities we have identified and to progress the whole of the action plan for change to full implementation over the coming months and years.

7.3 Ongoing self-assessment activity

It is our intention to repeat a self-assessment process in future on an annual basis as the primary mechanism through which we collectively review and evaluate progress against the action plan for change and evidence this to our internal and external partners.

The ADP will also continue to consider self-assessment findings from other programmes of self- evaluation activity taking place across the protecting people strategic structure and within individual service providers. In addition, we are committed to participating in the emerging national structures and processes responding to the impact of substance use, we are willing to share our learning from this self-assessment and to learn from other areas.

8. Appendices

Appendix 1: Case examples Comments ADP members\Case Studies Submitted.docx

Appendix 2: Work on Lived Experience T:\10 ADP\2021\Lived Experience\Final report Lived Experience Engagement Report - 9 March 2021.docx

Appendix 3: Evidence Portfolio - relating documents/ strategies/ reports

Dundee Action Plan for Change Dundee Action Plan for Change

Dundee ADP Strategic Plan (2020-2022) Dundee ADP Strategic Plan

Dundee ADP Annual Report (2020) ADP Annual Report 2019-2020

Leadership Self-Assessment Checklist Results T:\10 ADP\2021\Drugs Commission\Self Assessment\Leadership element\Dundee ADP Leadership Self-assessment_Draft Report.pdf

Leadership Workshop Report T:\10 ADP\2021\Drugs Commission\Self Assessment\Leadership element\Dundee ADP Self Assessment Workshop Report - June 2021.docx

Dundee Drugs Commission Report, August 2019: https://www.dundeecity.gov.uk/dundee-partnership/dundee-drugs-commission

Evaluation Report of Non-Fatal Overdose Rapid Response Multi-Agency Team Tayside NFOD Report

Children & Families: Survey of NMP Nurses Pilot Comments ADP members\Final NMP nurses survey report July 2021.docx

Community Pharmacy Report Comments ADP members\Community Pharmacy Services and substance use April 2021.docx

Evaluation of Community Hubs (Dundee University) Dundee Community Hubs Evaluation Report - University of Dundee October 2019

Designing a Behaviour Change Intervention to Reduce the Risk of Overdose Designing a Behaviour Change Intervention to Reduce the Risk of Overdose

Dundee Hidden Harm Report to COG Comments ADP members\Dundee Hidden Harm Report.docx Comments ADP members\Hidden Harm Report supplementary information.docx.

REPORT TO: POLICY AND RESOURCES COMMITTEE – 23 AUGUST 2021

REPORT ON: JOINT CITY PLAN AND COUNCIL PLAN PROGRESS REPORT 2020/21

REPORT BY: CHIEF EXECUTIVE

REPORT NO: 211-2021

1.0 PURPOSE OF REPORT

To provide elected members with updates on progress on both the City Plan and the Council Plan during financial year 2020/21 and at its fourth year of implementation

2.0 RECOMMENDATIONS

It is recommended that Committee:

i) notes the joint City Plan and Council Plan progress report.

ii) agrees to the report being submitted to the Scrutiny Committee for further consideration

3.0 FINANCIAL IMPLICATIONS

None

4.0 MAIN TEXT

4.1 In line with the Council’s performance management framework, the Policy and Resources Committee receives an annual and six-monthly progress report on the City Plan and Council Plan. The City Plan 2017 – 2026 is the plan agreed by the Dundee Partnership as the Local Outcome Improvement Plan under Community Planning Guidelines, while the Council Plan 2017 - 2022 is the Council’s main corporate plan. As in agreed in previous years a joint progress report reduces duplication for members. The Committee received the last mid-year report at its meeting on 7 December 2020 (Article VII, Report No 269-2020).

4.2 The annual report is attached as an appendix. It aims to capture progress on the City Plan’s main priority themes and targets as at March 2021. This includes progress on the year 3 targets set in the plan in 2017. At this point in the year a number of indicators relating to Children and Families and Health and Social Care are not available so the final tally of targets met from the 2017 plans will be provide in the mid-year report due in November this year.

4.3 The Covid-19 response and lockdown has obviously impacted much of the comparisons to previous years from a performance perspective. However, the report has focussed on where the city and the Council had progressed to from the 2017 period and will provide a public record up to this point.

4.4 The summary of the City Plan priority theme performance shows that, overall, 67% of the performance indicators in the City Plan have improved since the baseline in the plan in 2017. The plan contained ambitious targets, 40 out of the 68 measures for 2020/21 have met or are within 5% of the target. The Building Stronger Communities theme in particular has achieved improvement over the baseline across 76% of its performance measures.

4.5 The summary of the performance in the Council Plan for the Council’s Strategic Service Areas (including the Dundee Health and Social Care Partnership and Leisure and Culture Dundee) shows that 60% of the performance indicators have improved since the baseline in the plan in 2017. City Development and Corporate Services have seen improvement in 93% and 83% respectively of their performance indicators since the baseline.

4.6 In terms of performance management, the report attached covers the following sections:

i:\2021\23 august 2021\221-2021_draft_joint_city_and_council_plan_progress.docx 98 2

• A strategic overview of the main strategic issues (pages 3–10) • An assessment on how the City is progressing with the long-term Vision in the plan (pages 12-13) • A scorecard for each theme and strategic service area in the plan on targets met, improvement over the baseline, percentage of action complete and a few selected highlights and areas for improvement (pages 14-17) • A six-page section on each theme and aligned strategic service covering priorities, performance, and some key highlights and activity for the next six months (pages 18 – 71) • Mapping the City Themes to the National Performance Framework and UN Sustainable Development Goals (pages 74-77).

4.7 The City Plan and Council Plan annual report shows the Council has for over a decade or more transformed the city economy and quality of life in neighbourhoods however has a way to go to similarly transform the social inclusion part of the Dundee Partnership Vision. The Accounts Commission in its conclusion on the Council’s Best Value Audit confirmed that the city had been transformed but “deep-rooted challenges” remained and the pace of transformational change needs to increase in relation to poverty, drug deaths, mental health, closing the attainment gap for children in deprived areas and addressing the council’s and IJBs financial sustainability. The Climate Emergency will also be a main driver of the new plans.

4.8 Attention is turning to preparing revisions to the City Plan 2017-2026 and a new Council Plan for 2022 to include the lessons learned from the Covid-19 experience to date, including aspirations for the ‘build it back better’ principle referred to in Covid-19 recovery planning. A number of activities are planned and/or underway to gather feedback from citizens, partners, members and employees in advance of drafting a new Council Plan.

5.0 POLICY IMPLICATIONS

This report has been subject to an assessment of any impacts on Equality and Diversity, Fairness and Poverty, Environment and Corporate Risk. There are no major issues.

6.0 CONSULTATIONS

The Dundee Partnership Management Group and the Council Management Team have been consulted in the preparation of this report.

7.0 BACKGROUND PAPERS

None

GREG COLGAN DATE: 4 AUGUST 2021 CHIEF EXECUTIVE

99 dee Cit Dun y

City Plan

Council Plan

A l i j o c i n n u t o r e C p y o Progress Report it r C t fo e r e th nd e u Du d D nd an ee Partnership

Dundee City Plan2020/21 & Council Plan Progress Report • 2020/21 1 100 101 Table of Contents Strategic Overview of Progress to 2021 Strategic Overview of Progress to 2021 3 The Vision for the City 12 This fourth annual report combines both the Council Plan and City Plan to allow elected members to read an integrated report on Progress on the Plan Summary 14 progress.

Fair Work and Enterprise 18 This report sets out progress and performance for the financial year 2020-21 and marks the four- year point in the City Plan 2017 – 2027 and Council Plan 2017-2022. The plans approved by the Children and Families 24 Council in December 2017 included 1, 3 and 10 year targets. We are sticking to the 2020 year 3 targets and reporting on them all although in some cases COVID has made this year’s data challenging for the ongoing trends. Many of these targets were deliberately bold and ambitious Health, Care & Wellbeing 30 and linked to delivering the Council’s vision. This document aims to capture where Dundee and the Council is in its improvement journey as it starts work on creating a new Council Plan for the Community Safety & Justice 36 2022 – 2026 period.

Building Stronger and Empowered Communities 42 In December 2017, the Council adopted an ambitious Dundee Partnership City Plan 2017-2026 and Council Plan 2017-2022 with a clear vision to continue to transform the city over the next Climate Emergency – Sustainable Dundee 48 ten years to create jobs, improve the quality of life and promote social inclusion. The Plans included bold and ambitious targets and strategic projects under five key themes of Fair Work and Enterprise, Children and Families, Health Care and Wellbeing, Community Safety and Justice Leisure and Culture 54 and Building Stronger Communities and showed how these align to the Council’s service areas. Corporate Services 60 Strategic Priority Strategic Service Lead Chief Executive’s Services 66 Calendar of Completed Actions in 2019/21 72 Fair Work and Enterprise City Development

Dundee’s Priorities – National and Global 75 Children and Families Children and Families

Health, Care and Wellbeing Health and Social Care Partnership

Community Safety and Justice Neighbourhood Children Services and Families

Building Stronger Communities Neighbourhood Services

2 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 3 102 Strategic overview of progress to 2021 Strategic overview of progress to 2021

Opportunities and Challenges

COVID-19 Pandemic Tragically, at 12th July 2021, 233 Dundee residents had lost their lives with COVID-19 directly attributed as the cause of death. 11,731 have contracted COVID-19 and tested positive too.

The Council reviewed its Recovery Plan and COVID emergency response in reports in April to the Policy and Resources Committee. It is with some pride that the Dundee Partnership institutions and volunteers throughout the city pulled together to support people shielding, self-isolating or who lost their income and required support with food, medicine and new grants.

The Council’s Customer Service and Advice Services teams held over 14,000 conversations with people isolating, the food insecurity network supported by the council supplied food to over Setting up the Caird Hall as a Mass Vaccination Centre 5,000 people each week, payments to financially vulnerable groups were made and over £56m in business support grants were administered by the Council. The Dundee Partnership has come together to encourage all businesses and organisations to The COVID Recovery Plan set these out as responding to the four harms: COVID itself, Non pay the Scottish Living Wage and the percentage of people earning less than the living wage COVID health impact, social impact and economic impact. Moving forward the City needs to in the city has dropped from 20% to 13.5% and the median earnings of Dundee residents gets recovery from the crisis and re-assess its plans and priorities. This will lead to new thinking on even closer to the Scottish average. The latest set of figures also shows an increased percentage what the city’s ambitions and priorities are which can inform a process of engagement with of working age people in employment at 71.5%, reaching the milestone set in the City Plan. communities and partners in the city through 2021. From the engagement on recovery and The investment in the city announced by Forth Ports, BT and the Scottish Social Security Agency renewal will emerge new or revised plans for the City and Council in 2022. alongside the Tay Cities Deal gives hope for the future development of the Dundee economy in key sectors such as renewables, digital, public administration and creative cultural and tourism sectors. Transformation However, a further 2,000 people have joined the claimant count this year due to COVID and The city has undergone a thirty-year transformation emerging from the decline in its traditional young people will be worst affected. And although Dundee met its 2020 positive destinations industries in the 1990s into a city described as the best place in the UK to live in 2019 and a top target there are still too many 16-19 year olds not in a positive destination, making delivering ten tourist destination in many publications such as the New York Times and Rough Guide. The the Youth Guarantee and employability services a major challenge for the year ahead so that no population is rising again after a long period of decline, fulfilling a key part of the vision. one is left behind.

Attract and Retain People and Create Jobs The city’s waterfront regeneration programme welcomes the Eden Project adding to the world the Dundee Partnership institutions and volunteers class attractions with the V&A Dundee contributing to a growth in tourism. V&A Dundee adds to the award-winning McManus Galleries, Discovery Point, DCA and Dundee Rep as part of throughout the city pulled together to support people the city’s cultural regeneration. A redeveloped train station, city beach and emerging 5G and state of the art digital infrastructure provides a strong platform for the future growth of the city, shielding, self-isolating or who lost their income and supported by the Tay Cities Deal. required support with food, medicine and new grants.

4 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 5 103 Strategic overview of progress to 2021 Strategic overview of progress to 2021

The city continues to respond the high number of drugs death following the develop of its action plan in response to the independent Drugs Commission’s recommendations. The Dundee Alcohol and Drug Partnership has been restructured and, with new members and under an independent chair, it has developed and oversees the action plan to reduce and prevent drug deaths and promote full and meaningful recovery services developed in partnership with individuals who use services in the city. The Non-Fatal Overdose Rapid Response Team was established this year. The Dundee Partnership issued a renewed statement of intent marking this out as a top priority for the year ahead.

Sustainable Dundee The Council adopted a motion that we face a climate change emergency and placed the Sustainable Development Goals and its detailed Strategic Energy and Climate Change Action

Plan in a central role. One of the three-year targets already surpassed is the city’s CO2 emissions. Through Sustainable Dundee, Drive Dundee Electric, the District Heating programme and DEEAP promoting energy efficient homes, the city can be a leader in tackling climate change.

Dundee City Centre Being a leader in developing the low carbon economy, decommissioning oil and gas and innovating in new energy and transport solutions is a challenge on which the city has already Quality of Life started to make progress. The new Michelin Scotland Innovation Parc (MSIP) and the Mobility Innovation Living Laboratory are already in place to lead the way. The Council’s annual survey has shown, over the past decade, increasing levels of Dundee people very satisfied with their neighbourhood, the quality of life and an increasing sense of feeling safe, fulfilling a further aspect of the vision to improve the quality of life. Community regeneration programmes, building stronger community engagement and investment in the Budget and Financial Planning quality of social housing and the neighbourhood environment will have all contributed to this. The Council’s Long-Term Financial Strategy 2020-2030 was reviewed by the Policy and Resources Committee in December 2020. This concluded that, on current projections of We were not able to run the annual citizen survey in 2020/21 so the 2019 survey is the latest budgetary requirements and available grant funding, it is estimated that savings and efficiencies data. Construction of new homes and infrastructure was also delayed. However, over the course totalling £78.1m may be required over the next ten financial years in order to achieve a of the year developments in active travel and reducing traffic with ‘places for people’ initiatives balanced budget. Obviously with COVID costing an extra £42m this year, although with have opened up new quality of life opportunities for development. government grants and careful management the Council came in under budget, it remains uncertain what that means for the medium to longer term.

Fairness and Social Inclusion This represents a significant challenge for Dundee. The Council has saved over £130m over the last decade and has still retained high levels of customer satisfaction and comparative Achieving social inclusion and justice remains the area of the city’s vision where the greatest performance with other areas throughout Scotland. To continue to deliver significant savings progress is required. The 2020 Scottish Index of Multiple Deprivation shows that 70 out of annually and meet the improvement targets in the City and Council Plans will require significant the 188 data zones in Dundee are in the 20% most deprived in Scotland. 37% of Dundee’s commitment to the priorities, service re-design and organisational change. population live within these areas, and 66% of those people are of working age.

To create a new understanding and better responses, the Fairness Commission has engaged large numbers of people who live with poverty to inform our Fairness Action Plan. The Child Poverty Targets and Fairness will be placed at the centre of the City Vision for the development of a new Council Plan in 2022. Closing the inequalities in health and education outcomes will be a key priority in the next phase of the city’s development.

6 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 7 104 Strategic overview of progress to 2021 Strategic overview of progress to 2021

Best Value Progress with all of the actions in response to the audit recommendations is being monitored closely and regular updates on progress will be reported to Council Management Team and to The Best Value Review of the Council was undertaken during this reporting period, the Committee. findings of which were published in September 2020. The Auditors recognised “a decade of improvement” and that the Council was improving at a faster rate than its peers in many of the national benchmarking measures. Many strengths, including the Council’s clear vision, effective Brexit leadership and effective partnership working, were also highlighted within the report. Brexit became a major new strategic priority for the city and the Council has co-ordinated a number of activities via an officer group and the Cross-Party European Group (comprising of Looking ahead in the report the Accounts Commission highlighted the deep-rooted issues Councillors, MSPs and MPs). which the Council and its partners must address within the city, specifically in relation to deprivation, drugs deaths and inequality. These will be priority issues to take forward into new Many uncertainties remain about the impact of the UK withdrawing from the EU. We will plans for 2022. continue to pay particular attention to the impact on the local economy; on the funding of employability, social inclusion, regeneration and support for key business sectors; and on the Being well prepared for the audit was a priority for the Council and the Auditors felt the self- work of our Universities which play such a key role in the city. Partners across the city continue evaluation undertaken prior to the audit “demonstrated a mature organisation, able to honestly to support EU citizens living in Dundee to stay and offer support to apply for Settled Status to appraise its own strengths and weaknesses”. secure that right.

The Best Value Audit made 8 recommendations. Due to the current COVID-19 situation and its impact on the economy it is looking increasingly unlikely that the Council will be able to separately quantify the impacts of Brexit on the Council’s income, expenditure, assets and liabilities going forward. 1. Consideration should be given to extending the support provided to non- elected committee members. 2. Regular performance reports need to be presented to members which include performance data for the current year, covering all services. 3. Workforce plans need to be developed for all services to demonstrate that staff have the Performance and Accountability capacity and skills to deliver the Council’s priorities. 4. A strategic asset management plan should be developed, aligned to the financial and strategic service delivery plans. Our Progress 5. A standardised business case template should be developed and completed for The City Plan 2017-2026 has 70 Key Performance Indicators (KPIs) with targets up to 2027. A all capital projects, including detailed options appraisal, whole life costing, and snapshot was taken on 31 March 2021 and, where the data is available, 68% of those are better consideration of funding implications. than the 2017 baseline year. The targets set in the plan in 2017 to be reached by year 3 were 6. The Dundee Partnership needs to set out how it will measure the impact of its action plan based on these being ambitious and 22 targets set for 2020 are met. to reduce inequality and poverty. 7. Communication to citizens on the rationale for policy decisions should be reviewed. The Council Plan 2017- 2022 has 91 Key Performance Indicators (KPIs). A snapshot was taken on 31 March 2021 and, where the data is available, 64% of those are better than the 2017 baseline 8. Prioritisation of improvement plans should be considered to focus on actions which will year. Overall 35 indicators in the Council Plan are on target and 60% of the indicators have deliver the greatest impact for service users. improved over the pervious year.

An action plan in response to the recommendations was approved in November 2020. Since then, key areas of progress include the revision and re-launch of the Council’s Performance Management Framework, the development of Service Plans for each strategic service area and more robust arrangements being put in place to assist the Dundee Partnership measure impact on the key challenges facing the city.

Overlooking Dundee

8 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 9 105 Strategic overview of progress to 2021

Benchmarking is also used to compare the Council’s performance with other organisations to support the improvement journey. The Local Government Benchmarking Framework (LGBF) provides performance data for all 32 local authorities in Scotland and is now in its ninth year. It therefore provides valuable trend based insights as well as robust comparisons. It provides a comparison of 89 performance indicators across all strategic service areas. For most of the services covered by the framework there is a measure of efficiency/productivity (cost per output), service outcome and customer satisfaction.

Following the Best Value Audit and self-evaluation the Council updated its Performance Management Framework which in addition to the above agreed that new service plans be developed and submitted to each service committee by summer followed by performance monitoring reports twice yearly.

Work has started to research and engage with partners and communities throughout Dundee to bring forward performance priority areas and targets to include in revising the City Plan and a new Council Corporate Plan for the 2022 - 2026 period.

Conclusion

Throughout 2020/21 the Council and Dundee partners across the city have had to go into emergency response and adapt dramatically at pace to respond to the COVID crisis and put in place supports for many of our citizens.

Public sector key workers managed to deliver high quality services to the people of Dundee and the Council adapted to continue to provide sound governance and prudent financial management.

This is achieved through effective collaborative working within the Council and across partnerships. Significant challenges continue to be faced due to the high levels of deprivation in some of our communities, economic and demographic pressures, legislative and regulatory changes, increasing demands and expectations from our communities.

The Council continues to be ambitious, innovative and committed to delivering the best possible services with the resources it has. The financial and wider impacts of the pandemic and lockdown are being assessed along with the other challenges and opportunities to shape the city’s plans for the future.

10 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 11 Love Dundee Local banners, Murraygate, Dundee 106 The vision for the city

The Council’s Transformation Programme, Changing for the Future, is in its 5th phase, known as The Vision for the City C2022, which runs from 2018 to 2022. The current programme is closely aligned to key plans and corporate strategies including, but not limited to: the City Plan 2017-2026, the Council Plan 2017-2022, short, medium and long-term Financial Strategy (Revenue and Capital), Our The Dundee Partnership has held true to a longstanding vision for People Strategy, Digital & IT Strategies and the Tay Cities Deal. It provides a roadmap to navigate through the challenges of unprecedented pressures on public sector finances and the resulting the city, framed around jobs, social inclusion and quality of life. need to deliver services differently. This programme promotes service design, partnership and Working with our partners we aim to: collaborative work, digital transformation and more efficient use of assets.

The Council recognises that there is still a way to go and have never shied away from the challenges around deprivation and inequality, so our strategic plans set out how the Council would deliver a step change in prosperity and fairness over the next decade. have a strong and sustainable city economy The Council has further underpinned its commitment to Social Inclusion through the Fairness that will provide jobs for the and Drugs Commissions, and is addressing the Climate Change Emergency through Sustainable people in Dundee, retain more Dundee and the Strategic Energy and Climate Change Action Plan. graduates and make the city a magnet for new talent.

offer real choice and opportunity in a city be a vibrant and that has tackled the root attractive city with an causes of social and excellent quality of life economic exclusion, where people choose to creating a community live, learn, work and visit. which is healthy, safe, confident, educated and empowered.

The City Plan for Dundee 2017-26 built on the work that has already been undertaken through the collective efforts of our communities, private, public and third sector partners. The City Plan was created after listening to the people of the city, and focuses on key priorities such as tackling poverty and inequality, increasing job opportunities, improving the lives of our young people, addressing health problems and creating stronger, safer communities.

The Council Plan for 2017- 2022 set out how the Council will play its part in achieving the vision set out in the City Plan. The Plan set out the main priorities and how they will be approached – including scorecards to measure progress. The Council Plan was informed by the consultation Love Lochee street art by Sophie J Morrison, Lochee, Dundee with partners on the City Plan, the Engage Dundee Process and consultation with employees.

12 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 13 107 Progress on the Plan Summary

Progress on the Plan Table 2 summarises performance for the Council’s Strategic Service Areas (including the Dundee Health and Social Care Partnership and Leisure and Culture Dundee) and shows that 64% of the performance indicators have improved since the baseline and 60% have improved compared to the year before. 41 of the performance indicators are either on target or within 5% of reaching Summary their target out of 92 performance indicators in total. City Development has seen improvement in 93% of their performance indicators since the baseline.

The City Plan was based on key strategic themes and the Council Table 2: Council Plan 2019/20 indicators April 2020 – March 2021* Plan aligned the various targets to the Council’s service area Strategic Services On Within Not Total Improved Improved structure. Both plans have a great deal of overlap, with 80% of key Target 5% of on or the Since same (%) Baseline performance indicators being in both. Target Target (2016/17)

Obviously COVID-19 has rendered some comparisons with previous years not relevant and at All services 37 15 42 94* 49 (52%) 56 (60%) this stage in the year some of the data for 2020/21 is not available yet. We are therefore still relating to targets to the 2020 milestone set in the City Plan and Council Plan when they were Children and Families Service 5 4 10 19 11 (58%) 10 (53%) published in 2017 and this report provides the data on improvement over the previous year City Development 10 2 3 15 10 (67%) 14 (93%) based on the latest available data. Dundee Health & Social Care 5 1 8 14* 6 (43%) 4 (29%) Tables 1 and 2 below provide a high level summary report on the number and status of targets and improvement made on the performance indicators selected to measure progress on the Neighbourhood Services 7 6 7 20 14 (70%) 15 (75%) City Plan (Table 1 by Theme) and Council Plan (Table 2 by Service Area). Leisure and Culture Dundee 0 0 4 4 0 2 (50%)

Table 1 shows that, overall, 67% of the performance indicators in the City Plan have improved Corporate Services 6 0 6 12 7 (58%) 10 (83%) since the baseline in the plan in 2017. The plan contained ambitious targets for year 3 and 27 out of the 68 measures have surpassed that target. The Building Stronger Communities theme Chief Executive’s Services 4 1 6 10 3 (30%) 4 (40%) in particular has achieved improvement across 82% of its performance measures. In contrast, the Health, Care and Wellbeing theme has only seen improvement in 25% of the measures. Table 3 shows that the vast majority of actions from the combined plans are complete or have made significant progress of greater than 50% of planned activity being achieved by the end of year 4 of the 2017–2022 Plan. This is an underestimate, as not all of the projects have updated Table 1: City Plan 2019/20 indicators - April 2020 – March 2021* their records due to COVID-19 work cutting across the preparation of this report.

City Plan Themes On Within Not Total Improved Improved Target 5% of on or the same Since Table 3: Council Plan and City Plan Actions combined (%al) Baseline Less than 20% progress Between 20% and 50% progress Greater than 50% progress Complete Target Target (2016/17)

(%) Theme A: Fair Work and Enterprise 2 4 11 18

All Themes 27 13 28 72* 47 (65%) 48 (67%) Theme B: Children and Families 1 4 18 10

Theme C: Health, Care and Wellbeing Fair Work and Enterprise 9 3 4 16 10 (63%) 11 (69%) 1 8 19 12

Children and Families 4 3 10 17 10 (59%) 9 (53%) Theme D: Community Safety & Justice 0 7 3

Health, Care and Wellbeing* 1 1 2 8* 4 (50%) 4 (50%) Theme E: Building Stronger Communities 1 5 6 9

Community Safety and Justice 5 1 2 8 5 (63%) 5 (63%) Sustainable Dundee 0 8 3

Building Stronger Communities 6 5 6 17 14 (82%) 13 (76%) Leisure and Culture Dundee 2 1 3 5

Sustainable Dundee 2 0 4 6 5 (83%) 6 (100%) Corporate Services 010 4

Chief Executive Services 2 11 * 4 indicators in the Health, Care and Wellbeing theme do not have a target as they are to reduce however, they have an improvement 0 rate compared to the previous year and have been included when calculating the percentage improved. 0 5 10 15 20 25 30 35 40 No. of Actions

Each section of the document highlights the activity completed or making significant progress this year.

14 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 15 108 Progress on the Plan Summary Progress on the Plan Summary

Summary of key highlights in the report . Areas for improvement

Some of the most significant achievements, in meeting targets and making progress on projects, have been: Normally this report would seek to highlight areas for improvement in the year ahead but obviously the focus this year will be on recovery as we move through the phases of being Percentage of working 94% £ released from lockdown. age people in 89% 90% employment rose from 5% The economic and logistical environment is too uncertain to discuss targets and action 66% in 2017 to 71.5% in improvement in the median deadlines set in 2017. 2020/21 meeting earnings of Dundee residents the City Plan compared to the Scottish However, there are a number of areas where the city had not reached important milestones 16/17 18/19 20/21 Target. Average. which mostly linked to social inclusion and fairness.

66% 67% 71.5% The areas on which we need to focus next year to maintain a focus on the City Plan’s ambitious targets on the key priorities are: • The average tariff score for school leavers in SIMD 1 is still significantly below the target level 7%reduction in the number of set and closing the attainment gap will be an even greater concern following the COVID-19 16/17 18/19 20/21 workers in Dundee earning crisis less than the living wage. • The percentage of people aged over 65 with long term care needs receiving personal care 20.5% in 2017 to 13.5% in 2020/21. The number of accredited living at home is 57% compared to a target for 2020 of 67.6% wage employers in the city is 83 compared with a 2020 target of 63, meaning more partners have come on board than presumed at the • The percentage of waste recycled at 33% (current estimate and impacted by COVID) in 2020 FREE outset of the plan. 1479 workers received an uplift to Living Wage as a Early Years at is below the 2020 target of 48% result of accreditation. 1140hours pa for all 3-4 yr olds and a Overall it should be noted that 68% of the City Plan Key Performance Indicators are showing eligible 2 yr olds m improvement over the 2017 baseline and 60% are improving in the City Plan Themes and 9 Council Plan Services Areas compared to the previous year. This figure is likely to rise as data Delivered in 2020. 2 5% y t collection processes update more of the data on 2020/21 and is reported on again in the six- increase in school leavers achieving monthly progress report. both literacy and numeracy at SCQF Drugs Action Level 5 or better in the 2019/20 Plan - Non- 6% assessment compared with the Fatal Overdose Fuel poverty continues to previous year. Rapid The City Plan and Council Plan are Bold and Ambitious Response Team show improvement from This measure is now at its highest level and 37% in 2017 down to 31% meets the target set. established. combined with the rise in the percentage of council houses meeting the energy efficiency COVID related calls standard and targeted investment to Customer Services. in External Wall Insulation. 14,000

The reduction in CO2 emissions £41.5m and energy consumption in extra expenditure on Council buildings is already COVID-19 response. significantly better than the 2020 target level.

16 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 17 109 Fair Work and Enterprise Actions in progress for 2021 • Waterfront Place and Active Travel Hub completion and open.

“Promoting the development of a strong, sustainable and • Investment to enhance Dundee Airport. connected local economy which is a part of a Tay Cities region • Develop river-based tourism initiatives. which is more productive, smarter and fairer” • Deliver the Business Gateway contract.

Dundee Outcomes National Performance Framework United Nations Sustainable • Raise Regional Productivity Development Goals • Close the Jobs Gap Open connected and make A globally competitive, a positive contribution • Reduce Unemployment entrepreneurial, inclusive and internationally sustainable economy Thriving innovative business with Strategic Highlights from last year fair and quality jobs for everyone • The % of people qualified to NVQ Level 4 + is the highest recorded and surpasses both the £ short and long-term target. 89% 90% 94% • The latest available statistics show % working age people in employment at 71.5%, which is Dundee Median above the three-year target in the plan. 8.3%66% 67% 71.5% earnings of • The current Median Earnings of Total Resident Workers as a Percentage of Scottish Average increase of residents is 94% and above the 92% target. working age closing the gap people in as a % of the • Waterfront occupancy levels are now at 50% of available plots and developers are showing 16/17 18/19 20/21 16/17 18/19 20/21 interest in the other sites and submitted planning applications for a proposed development employment. Scottish ave. which will subsequently secure further employment in the Waterfront area. • Work on Waterfront Place continues with the Active Travel Hub due to open in Summer 2021 following construction through the year along with the development of the waterfront urban 20.5% 18.5% beach. 13.5% • The Tay Cities Deal was signed on 17th January 2021. Many of the first wave of projects are now approved and are moving into the delivery phase. For Dundee this includes four key 729Business SME start-ups 16/17 18/19 20/21 projects including Growing the Tayside Biomedical Cluster, Cyber Quarter, Discovery Point achieved supported by and investment in Dundee Airport. Fairer pay as % of people earning LESS Business Gateway 2020/21. • Forth Ports are continuing with a £40m investment programme which will see the Port than the Living Wage going down Target was 500. become the construction hub for the Neart Na Gaoithe offshore wind project. • Supported by our partners Scottish Enterprise and Michelin, we succeeded in establishing Michelin Scotland Innovation Parc and delivering £7.5m of DCC investment that will support 14,154 12,605 the transformation of the site and also the development of a flagship Innovation Hub. 13,700 • Business Gateway contract continues to deliver ahead of schedule with 729 Business Start Ups achieved for 2020/21 out of a target of 500. The target of 42 businesses into growth 1549increase in total number of jobs 2480 advisory service was met in December 2020. in growth sectors since 18/19 Claimant Count • On behalf of the Discover Work Partnership, the Council will be accountable for an (food and drink; creative industries; (JSA+Universal Credit) sustainable tourism; energy; financial increase in annual employability funding from £1.9m to c.£5.3m devolved from the Scottish sadly increased in COVID and business services and life sciences) 16/17 18/19 20/21 Government. year Mar 2020-Mar 2021.

18 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 19 110 Fair Work and Enterprise

Priorities in Action those selected to participate are developing a range of future thinking products and Discover Work service services, including electric vehicle mobility and Tay Cities Deal up and running Renewables & Decommissioning charging technology, smart and sustainable find 2-3 people a job The Tay Cities Deal was signed by all parties The Port of Dundee is constructing new energy solutions, and mobility as a service. each week and Dundee’s this year. The two governments have pledged quaysides as part of a £40m investment as it This aligns with the Council’s own investment Young Person Guarantee’s £300 million which will help to lever a further looks to service offshore renewable energy in EV charging and the Mobility Innovation £400 million of investment to create a smarter and oil and gas sectors. The work will be Living Laboratory. an opportunity for all and fairer city region with over 6,000 new job complete towards the end of 2021 when the 16 – 24 year olds. opportunities. port will welcome Siemens Gamesa who will 2020/21 has also seen the announcements use the port as the construction hub for Neart of new tenants on the site including Arcola Inclusive growth has been placed at the heart Na Gaoithe offshore wind farm. Energy, Solariskit, Swarco and MEP Tec. The Employability Partnership will be addressing of the Deal and it is designed to enable our the needs of people seeking work especially regional economy to thrive while increasing Orbital Marine Power Ltd (Orbital), Scottish- Waterfront attractions if new skills are required such as digital online economic participation, reducing inequalities, based developers of the world’s leading interviews. Dundee’s Young Person Guarantee and attracting and retaining talent. floating tidal turbine technology, successfully Work continues to follow on from the amazing will guarantee every young person aged launched its 2MW tidal turbine, the Orbital successful first year of the opening of Dundee between 16 and 24 the opportunity, based on O2, from the Port of Dundee in April 2021. V&A , which is estimated to have added £21m their own personal circumstances and ambitions, Dundee was named as This is helping Scotland to achieve its ambition to the Dundee economy. Sadly COVID has to go to university or college, an apprenticeship one of the world’s top in tackling the climate emergency and had an impact on visitors to this and all visitor programme, training, fair employment including further showcasing Dundee as a city which is attractions in the city but they are looking work experience or participating in a formal “places of the future”- transforming itself into a hub for renewables forward to recovery. Work continues to develop volunteering programme. and innovation. the waterfront sites. £2m is being invested Centre for the Future of in Waterfront Place urban beach, sculpture, Work – March 2021. interactive play park and active travel hub, all of New plans and strategies which will be opening in 2021. Dundee is established as a Work to steer the next 30 years of One of the first projects to be officially signed development and investment opportunities off by the Tay Cities Region Joint Committee is centre for renewables and 50% of the sites are now developed or in for Dundee city centre will be boosted by the Growing the Tay Cities Biomedical Cluster. development and attracting more exciting development of a new City Centre Strategic environmental innovation. opportunities including the Eden Scotland Investment Development Plan. Work to build on Dundee’s world-class project locating a new attraction in Dundee. expertise in biomedical sciences is set to begin Michelin Scotland Innovation Parc (MSIP), a A six-week public consultation was undertaken with initial funding of £25 million from the joint venture between Michelin, Dundee City Discover Work Partnership from November to January using an online Scottish Government as part of the Tay Cities Council and Scottish Enterprise, is a world- questionnaire covering the key themes of the Since the pandemic began more than 100 Deal. The project builds on Dundee University’s class Innovation Parc in Dundee for sustainable strategy - living, working, visiting, connectivity people have got a job after help and support world-class expertise in life sciences research, mobility and decarbonisation, which aims and public realm. from the employability team. Between April last drug discovery and medical innovation. to drive growth and diversity in the Scottish year and the end of January 103 people were Throughout 2021 youth organisations, economy whilst addressing the global climate helped into employment/self-employment schools, colleges and other bodies will be Dundee’s reputation continues to grow and emergency. the City was named as one of the world’s top through adult and youth employability enlisted to support the participation of city “places of the future” in a report examining The partners have agreed a first phase services. The service continues to place 2-3 residents under 26 in urban policy making. how new technologies will create jobs released investment plan which will see an enabling works people each week into employment. Future development of the city is likely to be in March 2021. programme which will upgrade infrastructure driven by that age group who will also enjoy across the site and include the development of a The Discover Work Partnership which includes the benefits of a vibrant city centre when the The 21 Places of the Future report looks flagship Innovation Hub and Skills Academy. the Department for Work and Pensions, masterplan is completed. for where new jobs will appear, hotbeds Dundee City Council, Developing the Young of innovation and ideas, and affordable & MSIP continue work with academic partners Workforce, Dundee and Angus College, Fair Addressing the changing nature of City enjoyable places to work – places “where the with Memorandum of Understandings now in Start Scotland (Remploy), Skills Development Centre under the Vacant to Vibrant banner, is future is being built right now.” place with Dundee, Abertay and St Andrews Scotland and representatives of the Third a collaboration with the creative industries to Universities. Sector will play a key role in helping Dundee repurpose unoccupied city centre properties by The study placed Dundee alongside major recover from COVID. As well as almost £1m identifying alternative short, medium and long- cities around the world. Dundee was MSIP, Elevator and Scottish Enterprise continue for employability services committed by local term uses. The UNESCO City of Design team, highlighted for its thriving creativity, design to support the development of Accelerator partners the Scottish Government is backing Creative Dundee and local property agents are and use of technology in the study by the programmes. The second cohort of the initiatives in Dundee to the tune of £5.6m over working together to raise awareness of how a Centre for the Future of Work. MSIP Accelerator has now commenced and the next two years. revitalised city centre might function.

20 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 21 111 Key City Plan Council Plan Both Performance Scorecard Actions in the plan Progress % On Within Not Total Met Improved or Improved Fair Work and Tay Cities Deal Agreed 100% Target 5% of on Year 3 the same as since Enterprise Target Target target last year baseline (2020) Review Asset Management Plan and Processes 100% (% of total (2016/17) Action in relation to improving public transport 100% Fair Work and Enterprise 9 3 4 16 9 10 11 Scottish Social Security HQ provision 100% City Development 10 2 3 15 10 10 14 Regional Performance Centre for Sport 100% Most Improved PI’s Most Deteriorating PI’s Support and monitor the development of the city's construction sector 100% Waterfront Occupancy Levels New jobs from inward investment projects Establish Dundee as a preferred location for Offshore Wind and decommissioning investment 100%

% of working age people in employment Number of jobs in the tourism sector Develop and implement regional STEM strategy 100% Develop and implement revised Social Enterprise Action Plan for the City 100% % of people qualified to NVQ Level 4+ SME business base per head of working population Develop one stop shop regional partnership approach to international trade & inward investment 100% Performance Indicator 2018/19 2019/20 2020/21 2021 Complete and open V&A Museum of Design 100% Data Data Data Target Develop a single gateway - Scottish Work and Health Service for those with a health condition 100% or disability who are in work, off sick from work or recently unemployed Total number of house completions 430 187 N/A 480 Develop shared Apprenticeship Programme across the region 100% % of people qualified to SCQF Level 2 or above 74.7% 74.7% 78.9% 73.5% Develop "Aspire and Achieve" project that supports young people from worst SIMD areas to 100% % of people qualified to NVQ Level 4+ 43.1% 43.1% 44.9% 41.5% access and sustain college places Waterfront Occupancy Levels 0% 0% 50% 50% Develop Future Skills College within a wider Future Talent Agenda to match young people to 100% the skill needs of the future economy % working age people in employment 67% 68.6% 71.5% 70% To operate a Challenge Fund that will result in the delivery of an employability pathway that is 100% Median Earnings of Resident Workers as a % of Scottish Ave 90% 94% 94% 92% responsive to service user need and labour market demand

% jobs in tourism sector 11.8% 13.3% 12.2% 11.5% Mobility Innovation Living Laboratory Phase 1 100%

Total no. jobs in tourism sector 9,000 10,000 9,000 8,440 Waterfront Place & Active Travel Hub 85%

Unemployment Rate 6.6% 5.5% 5% 6.5% Dundee Airport Enhancements 60%

Youth unemployment rate (16-24) 17.1% 16% 16.8% 17% Develop new and expanded commercialisation opportunities through our Universities 70%

Residents satisfied with the conditions of roads, pavements 90% 89% 78% Develop facilities to promote regional skills development (e.g Regional Hospitality and 18% Tourism Centre, Aviation Skills Academy, Engineering & Advanced Manufacturing facility) and street lighting % Establish Dundee as a preferred location for Oil & Gas Decommissioning 33% Residents who were satisfied with public transport in their 97% 98% 97% area % Develop incubation facilities and affordable work space for creative sector 20%

Proportion of people earning less than the Living Wage 18.5 13.5 13.5 17.31 Enhance travel infrastructure and service provision (e.g new railway station, active travel hub, 70% airport facilities and route development, enhance rail services) % of jobs in growth sectors 16.4% 18.9% 19.1% 19.5% Progress mixed use developments in key Waterfront Sites (Hotels, Office Space, Residential) 50% Total no. jobs in growth sectors 12,605 14,530 14,145 14,600 Develop Centre of Entrepreneurship 100% SME Business Base per 10,000 Head of Working Age 327 475 340 350 Population Deliver new Business Gateway Contract 80%

University start ups and spin outs (Dundee University Only) 7 6 9 12 Develop the Discover Work Service which will enable people to progress into better paid 60% employment and tackle in-work poverty Companies accessing export support through SDI 61 66 73 125 Develop Comic Museum 20% Planned new jobs from completed inward investment 260 67 24 170 Roll out new parking permit scheme to residential areas close to city centre commuter parking 15% projects Develop river-based tourism initiatives ( marina development, Discovery Point 15% Number of passengers using Dundee Airport 21,000 21,000 50,000 redevelopment, Unicorn Maritime Museum) 22 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 23 112 113 Children and Families Actions in progress for due dates in 2021 • The Attainment Challenge - to be replaced with new strategy. “Our children and young people will have the best start in life and • Implement the actions in local school plans to improve results and positive Dundee will be the best place in Scotland to grow up” destinations for care experienced children and young people. • Establish Family Engagement and Family Learning. Dundee Outcomes • Establish a holiday programme to ensure all families have access to free food and activities during the school holidays. • Improve Early Years Outcomes • Close the Attainment Gap • Our Promise to Care Experienced Children, Young People and Care Leavers 2021-23. • Improve Physical, Mental and Emotional Health for Children and Young People • Improve Health and Wellbeing Outcomes for Children and Young People who Experience Inequalities National Performance Framework • Increase Safety and Protection of Young People United Nations Sustainable Development Goals Strategic Highlights from last year We are well educated, skilled and We grow up loved, safe and able to contribute to society respected so that we realise our full • During the pandemic Dundee’s Children and Families Service and its partners opened schools potential to support vulnerable children and young people, and the children of key workers. Staff, families, children and young people all adapted to new blended models of learning, with over 4,000 digital devices issued to pupils. 40% • There was a 5%-point increase in school leavers achieving both literacy and numeracy at SCQF Level 5 or better in 2019/20 compared with the previous year. This measure is now at its 18.5% Pupils from 29% highest level and meets the target set. increase of school the most • Dundee saw an increase in the participation measure with 90% of 16-19 year olds participating leavers at Level 5 Literacy deprived in education, training or employment, the highest level since the measure was introduced and and Numeracy in 2020 areas with 16% meeting the target set. The percentage for school leavers going to higher education (SCQF since 2015. 5 or more 8% level 7 or better) is now 40%, a 5%-point improvement on last year’s figure. awards at 2015 - 54% & 2020 - 64% 2013 2020 2013 2020 • The exclusion rate (number of exclusions per 1,000 pupils) for care experienced children and (2020 Target was 64% ) SCQF young people is at its lowest level (54, compared to 335 in 2015) highlighting that work to Level 5 Level6 reduce exclusion rates continues to be successful and meet targets set. Consistently close to 100% of children on the Child Protection Register continued to be seen at home at least every fortnight by a Social Worker and over 90% of care leavers were also contacted at least every fortnight; both figures above the national average. FREEEarly Learning and Childcare for all 3-4 yr olds • Throughout lockdown care experienced pupils continue to be supported by schools and a and eligible 2 yr olds delivered in 2020. team of Pupil Support Workers. A recent survey shows that, of those that participated, 75% 90% were attending school and all had the necessary resources to access learning. of 16-19 year olds The • Following school estate stakeholder consultations, approval and Scottish Government funding c participating + exclusion support has been given to replace Braeview Academy and Craigie High School with a new in education, rate for Care 3352015 £60m Joint Community Campus by August 2025. The partnership approach to the campus 18% 8 design will have a transformational effect on the wider community as well as the life chances training or drop in P7 CfE experienced for young people in the area. employment. level 2 literacy children and numeracy this 2 and young • By early September 2020, all eligible children aged 2-5 years were able to access 1140 hours 2015- 85% & 2020 - 90% year so Catch Up people of funded Early Learning and Childcare. Families can access their entitlement in a Local (2020 Target was 90%) 54 Authority Nursery or Funded Provider. needed. y dropped 2020

24 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 25 114 Priorities in Action Children and Families review what daily physical activity, and the Very positively, the proportion of care Daily 15, look like in primary schools as part of experienced children and young people who Closing the attainment gap The impact of the COVID-19 related closure of schools in March 2020 had two profound the Physical Education, Physical Activity and had more than one placement in the year The Council is on a journey to significantly effects on primary school literacy and Sport (PEPAS) Strategy and Action Group. significantly reduced and is now close to the improve the attainment of children and numeracy achievement and its assessment. The Dundee Alcohol and Drugs Partnership national average, as is the balance of care young people throughout school and on into Firstly, pupils had to engage in remote (ADP) developed a new governance for children in the community versus those in positive destinations. Although the latest data learning and, despite the best efforts of structure, including Prevention and Children residential settings. Costs for care experienced is affected by COVID-19, it still shows a long- teachers and families, this was not as effective and Families Workgroups. The Prevention children and young people in the community term improvement. The % of pupils from SIMD as attending school. Secondly, lack of contact Workgroup is in the process of developing show a 20% reduction since the previous year. Quintile 1 (the most deprived areas) achieving with pupils adversely affected teachers’ ability a prevention framework for Dundee. The 5+ awards at level 5 has increased from 29% to to make informed professional judgement as Children and Families Workgroup has We are continuing to work towards reducing the 40% and those achieving 5+ awards at level 6 to the CfE Level each pupil has achieved. developed joint working between NHS Tayside number of children placed outside of Dundee, has doubled to 16%. and Social Work Locality Teams to improve improving the stability of care settings and support for parents/carers. improving educational outcomes. The residential Early years home environment is actively being improved The Best Value Assurance The near doubling of entitlement to free The Tayside Mental Health Strategy was which will improve its Care Inspectorate quality Report (Audit Scotland 2020) Early Learning and Childcare (ELC) for all 3-4 approved by the Council in February and rating. As part of this a site has been identified year olds and eligible 2 year olds has been includes a section on children and young for a new-build residential house to replace recognised that the Council’s delivered in Dundee this year. people’s mental health in 2021. Over 75% Fairbairn Street Children’s House. targeted intervention activity of mental issues have their onset before the Since early September 2020, all eligible age of 20. In Tayside we take a life-course Protection is ‘having a positive impact children aged 2- 5 years have been able to approach to mental health because good on early years and primary access 1140 hrs of funded ELC. Families can mental health begins in infancy. The increase in the number of children on the school performance. access their entitlement in a Local Authority Child Protection Register followed a period Nursery or Funded Provider. where children continued to be registered but Over 75% of mental issues not deregistered due to lockdown. Services Recent reports show the Council is taking the As part of the ELC expansion plan the Council were wary of deregistering children when right approach and has made good use of is building a new nursery school in Caird have their onset before they didn’t have the normal checks of seeing £20m Scottish Attainment Challenge funding Avenue. Construction has been delayed due the age of 20. children regularly at school or nursery. At and £20m Pupil Equity Funding. However, to COVID-19. the same time, they added new children, so we are still not reaching all of the ambitious numbers on the Register hit a record high at targets set and the Council and Dundee The Family Support Hubs review stage is Care experienced children and snapshot date 31st July. Partnership is committed to intensifying its now complete and a structure is now being efforts to close the attainment gap. established to support the implementation young people However, we are managing to de-register most stage. Dundee has been awarded financial The Corporate Parenting Strategy report within a year without the need to re-register The approach dovetails with the Fairness and and wider support, as part of the National delivered during the year showed how the them because, following support, their care has Child Poverty Action Plan and Our Promise to Promise Implementation Strategy, to progress strategy is reducing exclusions and improving improved, or because they are now in the care Care Experienced Children and Young People. the Flexible Family Support Plans approved attendance and attainment for children and of others and registration is no longer required. A key action has been implementing the by the Children and Families Services young people who experience care. recommendations of the Cost of the School Executive Board. The associated ‘Our Promise’ Despite COVID-19 restrictions the work on the Day report. Costs have been removed from transformation plan will involve alignment Following the Independent Care Review pilot approach to tackle neglect in partnership after school and lunch activities. As a result, of Family Support, 365 Community Hub and listening to the voice of people who with CELCIS has been progressing well. The 44% of the participants in the Active Schools Schools and related Adult/Child Protection experience care the Council approved a new multi-agency implementation team has been programme are from SIMD Quintile 1. development activities. approach called Our Promise. The Promise strengthened and took part in a learning aims to declutter, destigmatise and improve series for capacity building using Active The Best Value Assurance Report (Audit Scotland the system of supports for children and young Implementation Science. This knowledge and 2020) recognised that the Council’s targeted Health and wellbeing people in the care system. deeper understanding is now used being used intervention activity is ‘having a positive impact Primary schools were making good progress to help scale the approach across the city. on early years and primary school performance.’ on the implementation of the Daily 15 physical All children who experience care by kinship The number of P1, 4 and 7 children achieving activity programme. However, COVID-19 has or foster carers, or in a Children’s House, There is active collaboration with other their expected Curriculum for Excellence (CfE) had an impact on the school day and therefore now have access to advocacy support either projects under the general umbrella of Family level has risen by 14% since 2015/16 with a 15% the number of schools and classes delivering through Who Cares Scotland? or, in relation to Support and Our Promise, such as FORT and increase in the achievement of learners living in the Daily 15 model has decreased. As part of Children’s Hearings, Partners in Advocacy. What Matters To You. the most deprived areas. the Recovery Plan for Primary Schools we will

26 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 27 Performance Scorecard Key City Plan Council Plan Both 115 Actions in the plan Progress On Within Not Total Met Improved or Improved % Children and Year 3 Target 5% of on the same as since Develop a Dundee Standard to Raise Aspirations & Ambitions for our Children & Young People 100% Families Target Target target last year baseline (2020) (% of total (2016/17) Increase the capacity of Health Visitors to carry out their roles as Named Persons for 0-5 years 100%

City Plan 4 3 10 17 4 10 9 Deliver a new Health Visiting Pathway 100%

Council Plan (inc justice) 5 4 10 19 5 12 12 Expand the Family Nurse Partnership to First Time Mothers 100%

Develop and implement a parenting strategy in partnership with Health and Social Care 100% Most Improved PI’s Most Deteriorating PI’s Implement a national and local training and development programme in all placements for 100% School leavers with literacy and numeracy at SCQF P7 pupils reading and numeracy at CfE 2nd level Looked After Children level 5 Ensure all Looked After Children have access to advocacy support 100% Number of funded early years places at 1140 hrs Care experienced pupils entering a positive destination Deliver a Breakthrough Mentoring Programme for Looked After Children in schools 100%

Exclusion Rate for care experienced pupils Residential and foster care rated good or better Provide staff with training and support in key aspects of child protection 100%

Provide 1140 hours of Early Learning and Child Care for Every 3, 4 and Vulnerable 2 year old 100% 2018/19 2019/20 2020/21 2021 Performance Indicator Scottish Attainment Challenge 80% Data Data Data Target School Estate Strategy 50% % of School Leavers Literacy and Numeracy at SCQF level 5 59% 64% 64% Tayside Children's Collaborative 40% % of School Leavers Literacy and Numeracy at SCQF Level 4 86% 85% 88% Develop local Family Support Hubs 60% Exclusion Rate for care experienced pupils - Local Measure 86 54 71 Implement the recommendations of the cost of school day research 70% % of 16-19 Year Olds participating in Education, Training or 88% 90% 90% Employment Implement an Eat, Play and Learn Well Pilot 100%

Care experienced children and young as a percentage of 1.9% 1.7% 1.8% 2.0% Extend the Daily Fifteen walking initiative in primary schools 27% the 0-17 age old population (31st July snapshot) Develop & implement a multi-agency framework to prevent & address early initiation of 65% % of school leavers entering a positive destination 94% 92% 93% substance use

% Attendance at School 92% 92% 94% Develop and implement a mental health strategy focusing on prevention, early identification, 55% support and acute services % of Primary 1 Children Classified as Obese or Overweight 25% 24% Reduce teenage pregnancy and implement a Pregnancy and Parenthood in Young People Strategy 30% Number of funded 1140 hours early years places 556 2,450 2,620 2,811 Re-model the range of locally based placement options for Looked After Children 85% % of P7 pupils achieving CfE second level reading & numeracy 73% 55% 85% We will develop a Champions Board engagement and involvement model for Looked After 90% % of Care Experienced School Leavers Achieving Literacy 58% 52% 78% Children in schools and Numeracy at SCQF Level 4 Increase support to schools to pro-actively identify and support Young Carers 75% % of Care Experienced School Leavers Achieving Literacy 13% 19% 40% Provide individualised support to children which aims to reduce risk and promote positive outcomes 70% and Numeracy at SCQF Level 5 Carry out high quality assessments of children and young people identified as at risk of harm 70% % of Care Experienced School Leavers Entering a Positive 88% 71% 91% Destination Implement a pilot approach towards neglect in partnership with CELCIS 50%

% of Residential and Foster Care Placements which are 94% 60% N/A 80% Carry out high quality work with children and young people where initial concerns are identified 50% Rated as Good or Better Community HUBs 35% % of Care experienced children and young people 77% 62% 66% 75% maintained in Dundee Establish Holiday Programmes to Ensure all families have access to free food and activities 60% during the school holidays Overall Average Tariff Score 752 773 875 Continuing Care for Careleavers 80% Average Total tariff SIMD Quintile 1 532 553 750 Implement actions in local school plans to improve results and positive destinations for Looked 80% Children on Child Protection Register (CPR) on 31st July, 3.1 3.8 4.2 3.0 After Children and those who have experience of care in Dundee rate per 1,000 of the 0-15 years population 28 www.dundeecity.gov.uk Establish FamilyDundee Engagement City and Plan Family & Council Learning Plan Progress Report • 2020/21 10%29 116 117 Health, Care & Wellbeing

Health, Care & Wellbeing Actions in progress for 2021 • Continued focus on implementation of Living Life Well and the Action Plan for Change, including learning from the forthcoming Drug Commission and Mental “Each citizen of Dundee will have access to the information and Health Inquiry Reviews. support that they need to live a fulfilled life.” • Implementation of an integrated whole system of care for people who use drugs and alcohol and who have mental health needs. • Restarting action on child healthy weight and obesity framework for Dundee Dundee Outcomes which includes appropriate reference to/implementation of the Active Living • Reduce Obesity Framework. • Improve Mental Health and Wellbeing • Remobilisation of health and social care services following the COVID-19 pandemic. • Reduce Substance Misuse • Health Inequalities* • Early Intervention and Prevention* • Locality Working and Engaging with Communities* National Performance Framework • Models of Support, Pathways of Care* United Nations Sustainable Development Goals

We are healthy and active Strategic Highlights from last year

• Strategic highlights in relation to the priorities of the Dundee Health and Social Care Partnership (marked with *) will be reported through their statutory Annual Performance Report by the end of July 2021. • The health and social care sector (statutory, third and independent) response to the COVID-19 pandemic has been the overwhelming focus over the last year. As well as working 57%of people aged 65 or adults are participating in mental Delayed discharge. to establish new COVID-19 pathways and responses, a range of services and supports have 125 over with long term health recovery activity per week. 450 bed days lost been the subject of rapid redesign to enable continued operation, including of non-COVID care needs receiving services. This is above the target of 92 for the is 35% better than personal care at home – current year although had to switch to target of 688 set in • Progress made in implementing the Action Plan for Change addressing the 1-1 online support during pandemic) Target is 68% 2017. recommendations of the Dundee Drug Commission, including the establishment and evaluation of the Non-Fatal Overdose Rapid Response Team which has had a direct impact of drug-related harm, including deaths, in the city. % of Care Services Graded Good or Better in • Progress made in implementing the Tayside Mental Health and Wellbeing Strategy and Care Inspectorate Inspections was related workstreams in response to the Independent Inquiry into Mental Health Services, including improvements in urgent and crisis care and support for people in distress. 13%of 15 year olds said they had • Doubling of the percentage of people accessing self-directed support payments. drunk alcohol in the week prior to being surveyed, that’s 7% • The Dundee Green Health Partnership received the Award for Best Nature Based Social below the Scottish average. Prescribing Project. (SALSUS) survey 2018/19 77%in 2019/20 but below the target of 83%.

30 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 31 118 Health,Care and Wellbeing

Priorities in Action The three Tayside councils (Angus, Dundee the availability of beds in the acute sector City and Perth & Kinross) have joined up to to respond to COVID-19 positive patients help establish safe, anonymous online support requiring hospital admission, but have also Drug deaths – substance misuse 24 hours a day, 7 days a week. been integral to providing responses to Leaders of key Dundee agencies are The NFOD Response Launched 1 February 2021, young people COVID-19 positive people in the community, underlining their continuing support to city is very much a first aid aged 16 to 24 across Tayside can contact both within their own homes and within efforts to tackle drug deaths and the suffering Togetherall, a supportive virtual community. residential settings such as care homes. As caused by substance use by publishing a response, it’s the basic well as working to establish new COVID-19 collective statement of intent. The Dundee Green Health Partnership pathways and responses, a range of services crisis intervention model, received the Award for Best Nature Based and supports have been the subject of rapid it’s partnership working, Social Prescribing Project at the 2021 redesign to enable continued operation in We are committed to it’s sharing information, International Social Prescribing Conference the context of social distancing regulations and received this year’s Colin Mair Award for and public health advice. A range of essential, continuing that collective it’s responsive to what’s Policy in Practice. non-COVID services have also continued to effort, to reduce the happening at that time. be delivered, including face-to-face contact Addressing Obesity on a risk assessed basis. In addition, the awful harm that drugs Partnership has made a significant contribution can cause and improve Over the past 2 years, under the to wider Dundee Community Planning auspices of the Tayside Regional Improvement Partnership efforts to respond to community lives with kindness, A test of change for independent advocacy Collaborative (TRIC), a Tayside multi-agency support needs, such as responses to shielded compassion and hope. for individuals affected by drug and alcohol Child Health Weight strategy has been people, food distribution and a range of public use has shown early signs of positive impact. developed. It was approved by the Tayside protection responses. Funded through additional investment Regional Collaborative but the pandemic has from the National Drugs Death Taskforce, This statement of intent was sent to front restricted planned activity. The contribution of the health and social Dundee Independent Advocacy Services are care workforce, including those employed by line workers and those across organisations helping individuals and families to maintain who are implementing the Dundee Alcohol Primary schools were making good progress independent and third sector providers, has engagement with drug and alcohol treatment on the implementation of the “Daily 15”, been a critical and invaluable enabler during and Drug Partnership’s (ADP) action plan for and support services. change. however COVID-19 has had an impact on the COVID-19 pandemic. Their commitment the school day and therefore the number of to maintaining services and to protecting the The development, implementation and Mental Health and Wellbeing schools and classes delivering the Daily 15 health and wellbeing of the people they care evaluation of the Dundee Non-fatal Overdose model has decreased. As part of the Recovery for has been demonstrated through their A Tayside wide project group has reviewed Plan for Primary Schools we will need to review flexible approach in rapidly changing and very Rapid Response Team has had a significant crisis and urgent care pathways for people impact on drug related harm in the city. This what daily physical activity and the Daily 15 challenging circumstances. experiencing a mental health crisis, including looks like in primary schools as part of the is a multi-agency team that meets every week- through a stakeholder engagement event. The day to develop safety plans for every individual Physical Education, Physical Activity and Sport group’s single, clear recommendation to the (PEPAS) Strategy and Action Group. who has experienced a non-fatal overdose. A establishment of Community Wellbeing Hubs Strategic Priorities team of assertive outreach workers linked to that operate 24/7, are led by voluntary sector Progress against the strategic priorities for the response team aim to make contact with partners and are a single point of access for Integrating Health and Social individuals within 72 hours of the non-fatal the Health and Social Care Partnership will be people experiencing a mental health crisis or Care reported through their Annual Performance overdose. emotional distress is now being progressed The COVID-19 pandemic has been the Report. The summary version of the report will through the 2 year programme of work be published by the end of July 2021, with the The appointment of non-medical prescribers (funded by Corra) to develop an integrated biggest public health challenge facing society, within Children and Families social work teams including our health and social care system, full version available by the end of October response for people experiencing both mental 2021. has supported an enhanced focus on the health and substance use challenges. This will in our lifetimes. Community health, social health and wellbeing of families and ensures include enhancing existing hub models and work and social care services for adults form that parents can access fast and well supported ensuring that a 24/7 Community Wellbeing a critical part of our overall health and social treatment for drug use. This development Hub is resourced to support the needs of care system. Partnership services have not has also further strengthened joint working a range of people in crisis / experiencing only supported efforts to rapidly increase between specialist drug services and children’s distress. services.

32 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 33 119 Key City Plan Council Plan Both Actions in the plan Progress Performance Scorecard % Establish Personalisation Implementation Team 100% Health Care and On Within Not Total Met Improved or Improved Target 5% of on Year 3 the same as since Roll out enhanced community support across the city and test a model for acute illness 100% Wellbeing Target Target target last year baseline (2020) (% of total (2016/17) Develop an integrated team to support care homes 100%

Health and wellbeing Theme 1 2 4 8 1 4 4 Continue to develop a range of intermediate care options 100% Develop a specialist stroke rehab unit for people aged 65+ 100% Dundee Health and Social Care 5 1 8 14 5 6 4 Implement independent living and community rehabilitation action and delivery plan 100% The statistics in these tables reflects the position reported for 2019/20 as no new data for 2020/21 is available yet but will be by the next progress report in November Implement arrangements to prepare for commencement of Carers (Scotland) Act 2016 100% Most Improved PI’s Most Deteriorating PI’s Publish & implement Carers Partnership Strategic Plan 100% Increase provision of Community Cook-it training 100% Self-directed support spend as a % of total social care spend Rate of emergency hospital admissions where the primary rate of admission was regarding mental health Increase number of women of child bearing age accessing free commercial weight management 100% programme and achieving weight loss. Number of individuals participating in recovery activity % of P1 children classified as obese or overweight per week, SMART / mutual aid groups Increase community-based step down and assessment facilities 100% Developing a citywide approach to social prescribing and enhancing skills of health 100% Number of drug deaths professionals (or staff) working in GP practices to use social prescribing approaches Develop an obesity framework for Dundee which includes appropriate reference to/ 25% Performance Indicator 2018/19 2019/20 2020/21 2021 implementation of the Active Living Framework. Data Data Data Target Increase the number of women breastfeeding at 6-8 week review. 88% Proportion of 15-year olds drinking alcohol on a weekly basis (4 13% 4% Increase the % of eligible families accessing Healthy Start children's vitamin supplements. 36% year survey 7% in 2015) Increase walking opportunities including recruitment, training and support of volunteers. 51% Number of people completing suicide 33 Extend the locality-based approach to the provision of substance use services. 66% Number of drugs deaths 66 72 57 Manage the availability of alcohol through a revised alcohol overprovision assessment. 74%

Number of alcohol deaths 36 30 Ensure a rapid and efficient response to discarded needles. 90%

Number of individuals participating in recovery activity per week, 98 125 92 Create a programme of ongoing conversations with local communities to jointly respond to the 70% impact of substance use. SMART / mutual aid groups Increase family-focused services where children are potentially at risk due to parental substance use. 60% % of adults supported at home who agree they feel safe (87% in 82% 86% 2017/18) Target and support groups of young people at risk from early initiation into alcohol/drug use. 40% Self-directed support spend as a % of total social care spend 2.43% 4.96% 3.93% Increase education/prevention activities in schools. 42%

Bed days lost after being registered as fit for discharge (75+) 369.43 450.8 688 Improve harm reduction service and responses to non-fatal overdoses. 65% Improve identification and responses to vulnerable groups, including those at risk of drug death, 70% % of care services graded good or better in Care Inspectorate inspections 85% 77% 83% and commercial sexual exploitation. % of Primary 1 children classified as obese or overweight 24.7% 24% Increase the provision of Alcohol Brief Interventions. 30% % of Adults Supported at Home who agree Service is improving 76.6% 89% Increase access to specialist services by developing clear and efficient pathways. 75% or maintaining quality of life ( 85% in 2017/18) Improve access to mutual-aid and peer-support recovery groups to help people avoid relapse. 68% Rate of emergency hospital admissions where the primary rate of 6.5 6.6 4.28 admission was regarding mental health Increase delivery of mental health awareness training 20% Rate of emergency bed days where the primary reason for 508 361 307 Expand and scale up the Making Recovery Real Network approach in localities 80% admission was regarding mental health Increase short breaks for people with mental ill health and their carers 35% Rate of emergency admissions to hospital for adults per 100K (age 18+) 12,703 12,569 11,317 Increase Crisis and Suicide prevention training to front-line staff and communities 65% Re admission to hospital within 28 days of discharge per 1,000 129.4 127.23 97.4 Improve the experience for those transitioning from children's services to adults 10% pop over 18 Improve pathway & transitions between community, primary care and acute services transitions 65% % of people aged 65 or over with long term care needs receiving 56.18% 57.07% 67.6% personal care at home Increase use of Dundee Safe Zone Bus 60% % of carers who feel supported to continue in their caring role (38.2% 34.6% 46% Increase the number of people directing their own care 60% in 2017/18) Increase availability and range of appropriate interventions for distress 40% 34 Residential cost per week per resident forwww.dundeecity.gov.uk people aged 65+ £475 £476.45 Increase the Dundeeaccessibility City of health Plan and & Councilwellbeing Planinformation Progress Report • 2020/21 65%35 120 121

Community Safety & Justice Actions in progress in 2021 • Dundee has in place strong community alternatives to prison sentences and supports a bail supervision scheme as an alternative to remand. In the year pre- Making Dundee safer for all. COVID the bail supervision scheme increased in uptake and the Caledonian Programme increased the number of Orders with a domestic abuse programme requirement. Dundee Outcomes • Agree crime priorities in each local community plan - Local MATACs have restarted following interruption due to COVID and are the vehicle by which crime priorities • Dundee has reduced levels of crime in localities are kept under review. • Dundee has reduced levels of domestic abuse • Home safety work continues to take place through Dundee City Council and • Dundee has reduced levels of re-offending partner agencies. • Dundee has reduced fear of crime • The pandemic has driven the creation of new legislation for anti-social behaviour, • We have improved safety of our local communities by reducing which for the first time has legislated against certain behaviours both within the private and public setting, which would previously have been legal. the risk to life, property and the environment from fire • We have improved road safety in Dundee • Dundee has reduced levels of antisocial behaviour National Performance Framework United Nations Sustainable Development Goals Strategic Highlights from last year • A Tayside Road Safety Forum Road Safety Strategy and action plan have now been We protect human rights and live developed and agreed. The purpose is to develop an effective partnership approach to free from discrimination refocus and co-ordinate our efforts to further improve safety on our roads in the next 3 years (2020-23). • The Caledonian Programme continues to have a positive impact on perpetrator work and support offered to women in Dundee. Antisocial Behaviour complaints • A number of Operations have been successfully delivered, designed to reduce levels of crime. • In the most recent Annual Citizens Survey (2019), the percentage of respondents who felt 27 1821 1733 1946 P their neighbourhood was a safe place to live has remained high at 98%. 68% fire casualties, of community payback • The number of accidental dwelling fires has decreased by 16% against the 3-year average, continually orders have been completed with cooking in the home the most common cause of house fires. Multi-agency initiatives declining 2018/19 2019/20 2020/21 successfully. continue to promote collaboration effectively. • Multi Agency Risk Assessment Conferences (MARAC) continue to be reviewed and there is currently a MARAC Steering Group convened, chaired by Police Scotland with representation across all 3 Local Authorities. • Antisocial Behaviour Complaints have risen from 1733 to 1946 in 2020/21 which may be related to the pandemic, including changes in routines with more people being at home. 175 98%of respondents accidental 443 deliberate fire feel their dwelling setting incidents neighbourhood fires, a steady (down from 763 in is a safe place to decline since 2016/17) live. the plan began

36 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 37 122 Community Safety and Justice

Priorities in Action support victims of domestic abuse within Community Payback Orders Dundee City Council housing. A policy working group, led by the Council’s Housing Service, Schemes which offer alternatives to Housing Office. The team have also been Community Safety Progress consisting of representatives from Dundee prosecution or a prison sentence are central to assisting with the setting up of COVID testing Violence Against Women Partnership, local reducing re-offending in Dundee. Progress continues to be made in key areas of sites and leaflet dropping in areas where sites Adult and Child Protection services, Dundee community safety and justice in the city. are to be established. Women’s Aid and Council Legal services, was Measures including Diversion from Prosecution set up to help develop the new policy. and Community Payback Orders are used for Partnership working is helping to deliver less serious offences when perpetrators want reductions in crime and levels of domestic There was a 12% increase to work to address underlying issues. abuse, develop alternatives to short-term prison sentences and remand, and to boost in antisocial behaviour Increased use of initiatives which address road and community safety. New policy sends a clear complaints in 20/21. offending behaviour without the need for a message that Dundee City court appearance have resulted in a reduction The priority areas of work and the key targets Council will not tolerate in the number of court reports by social community safety and justice have set as a Its not clear yet whether the increase in anti- workers and also a dip in the number of city are very much reflected in the positive social behaviour complaints is caused by the domestic abuse by its Community Payback Orders (CPOs) issued. progress being demonstrated and while it is pandemic. They were decreasing since 2018 tenants. great to see, we must all continue to work hard however the team records show more noise to push on with the advances that have already complaints from people home working or from been made. children not being at school being up later. Operation CEDAR Caledonian System Throughout the year, Road Policing Units, Partners continue to develop interventions Noise complaints are 50% of ASB complaints. A Dundee Community Justice Service (CJS) assisted by local officers, have delivered a across the criminal justice system in order development in response to this increase is the alongside partners in Perth and the Third structured series of campaigns and operations to ensure that timely, proportionate and imminent trialling of a “noise app” which has Sector, introduced the Caledonian system for under the banner of Operation CEDAR cost-effective responses are delivered which been used successfully in other Council areas. addressing Domestic Abuse in April 2019. This (Challenge, Educate, Detect and Reduce). increase community safety and improve provided the Sheriff Court with the option of Based on our strategic assessment, a number outcomes for adults who offend. These have sentencing offenders to a nationally accredited of priority locations have been identified included programmes to address sexual Victim Centred Investigation structured Programme for men convicted of within Dundee which have been successfully offending and unpaid work initiatives. a domestic offence, including support to the and Domestic Abuse Tenancy targeted via focussed operational activity. partners, ex-partners and children. The change In addition, a focus has been placed on Policy to Caledonian also enhanced the Court targeting driving behaviour believed to have Report writing process with non-convicted Community Safety Wardens and Every domestic incident attended by the greatest impact on casualty reduction and information (for example Police callouts that address community concerns. Enforcement Safety and Alarm Centre (SARC) Police Scotland across Dundee results in a did not lead to a charge) being considered as victim centred investigation, underpinned activity has concentrated on a wide range The Community Safety Warden service has part of the assessment, alongside an invitation of driving behaviours including dangerous/ by the completion of a domestic abuse to the victim to share their perspective. continued to operate as close to normal as questionnaire. This questionnaire provides careless driving and drink/drug driving. was possible and the team have continued an empirical means to assess and evidence As well as Caledonian, Dundee has continued to to provide pro-active patrols around the city, the level of risk associated with the incident, especially in areas that have experienced offer the Respect Programme which can be more the wider relationship and the offender. This suitable for people less able to attend groupwork. Educating Digitally anti-social behaviour (ASB). They have also risk assessment activity is supported by the continued to respond to calls into the service COVID-19 impacted upon Police Scotland’s creation of a safety plan for each victim which These programmes reflect positively on calls (in real time) requesting for assistance ability to deliver the educational inputs around includes a bespoke set of safety measures the effectiveness of offering structured with ASB and other matters. Core duties have crime and crime prevention which is usually specific to that victim. This can include management to people convicted of domestic also continued such as fly tipping reporting, undertaken in person. However, the following practical steps such as the Police provision of abuse offences as well as offering support to youth disorder and fire raising. online packages were delivered across a mobile phone, establishing supports from their partners/victims. During COVID, case Dundee educational establishments to retain neighbours, family and friends, security advice management and programme work continued, The Community Safety Warden team have a focus on this work - No Knives Better Lives in respect of the victim’s home, or in some as did the support for women. Case managers responded to requests from other teams for (national knife crime prevention programme) cases tenancy support to move victims to safer have been aware of very low levels of assistance, mainly as part of the Dundee City and Safetaysiders (personal safety multi accommodation. domestic reoffending by the men managed on Council COVID-19 response. Examples of this partnership programme aimed at P7 pupils). these Orders, which is in contrast to the wider include assisting with the initial setting up and Facebook live events also took place with Dundee City Council approved in November evidence that the circumstances of lockdown stocking of the Personal Protective Equipment Dundee & Angus College in relation to Hate 2020 a Domestic Abuse Policy designed to led to an increase in domestic abuse offences. (PPE) distribution hub located at the West Crime and Frauds/Scams.

38 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 39 123 Performance Scorecard Key City Plan Council Plan Both

Community Safety On Within Not Total Met Improved or Improved Target 5% of on Year 3 the same as since and justice Target Target target last year baseline (2020) (% of total (2016/17)

Community Safety and Justice 5 1 2 8 5 5 5 (63%) *data expected for 2 indicators in June 2020

Most Improved PI’s Most Deteriorating PI’s Number of fire casualties Number of antisocial behaviour complaints

Number of deliberate fire setting incidents Average number of reconvictions per offender

Number of accidental dwelling fires % of Community Payback Orders Completed Successfully

Performance Indicator 2018/19 2019/20 2020/21 2021 Data Data Data Target

Reconviction Rate % 25.2% 25% 28.9%

Average number of reconvictions per offender 0.43 0.44 0.48

Number of fire casualties 37 40 27 58

Number of accidental dwelling fires 194 181 175 215

Number of deliberate fire setting incidents 734 585 443 655

Percentage of respondents who felt their neighbourhood 99% 98% 98% 99% was a safe place to live.

% of Community Payback Orders Completed Successfully 69% 68% 75%

Number of antisocial behaviour complaints 1,821 1,758 1,946 1,670

Actions in the plan Progress %

Establish Prisoner through care network 100%

Implement short term prisoner intervention programme 100%

Deliver individual pre-release case conferences 100%

Establish Dundee Road Safety Forum 100%

Develop alternatives to short term prison sentences and remand 85%

Increase use of perpetrator programmes with Sheriff Court 80%

Roll out Safe and Together Model 75%

Improve the Multi-agency Risk Assessment Conferencing (MARAC) 75%

Improve effectiveness of Multi-Agency Tactical and Co-ordinating (MATAC) meetings 70%

Agree crime priorities in each local community plan 50%

Implement multi-agency home safety check scheme (cancelled) 35%

Train frontline staff on home safety triggers and referrals (cancelled) 8% www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 40 Overlooking41 Dundee 124 125 Building Strong and Empowered Communities Building Strong and Empowered Communities Actions in progress for 2021 • Progress towards building the 1,000 new social housing target. “Delivering best value, fairness and sustainability by creating • New Local Community Plans consultation for 2022. stronger, more resilient, influential and inclusive communities and neighbourhoods” • Kirkton Community Hub Trial. • Waste to Energy plant commission completed. Dundee Outcomes • New digital services developed in Neighbourhood Services. • Local community planning • Asset transfer and participation requests • Community Budgeting • Housing and Neighbourhoods National Performance Framework • Sustainability and green spaces United Nations Sustainable • Transportation Development Goals We are creative and our vibrant diverse We live in communities cultures are expressed and enjoyed that are inclusive, empowered, resilient and safe Tackle poverty by sharing wealth, Strategic Highlights from last year opportunity and power more equally • The Community Safety and Resilience Team took a leading role in responding to the pandemic. • Communities and partners pulled together to support shielding, food security networks and community hubs during the COVID pandemic. • Waste collection and disposal lived up to key worker status during the pandemic to maintain the service, while Environmental Health and Trading Standards officers ensured compliance with COVID suppression policies. 98% satisfied with public felt their neighbourhoods 98% • Online Community Consultation has started for Engage Dundee leading towards the development of new community plans in 2002. were a good place to live transport in their area • Further improvement in the time to complete emergency housing repairs - now 6 hours. Social Tenure Houses • The all household measure of fuel poverty continues to show improvement from 37% in since 2017 2017 down to 31%. A new definition of measuring fuel poverty will be introduced from this year onwards, which will help target interventions on poverty, combined with the rise in the percentage of council houses meeting the energy efficiency standard and targeted built investment in External Wall Insulation.

• The Community Growing Project surpassed its target and is ready for a new City Plan target. 308 sites identified • Additional Green Flag awarded to Riverside Nature Park in 2020/21. The Law Regeneration to encourage Scheme was completed to bring the total up to 7. on site wildlife • Surveys carried out to identify 25 sites to develop as naturalised areas to encourage wildlife 341 25 as part of the biodiversity plan.

42 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 43 126 Building Strong and Empowered Communities

Priorities in Action The new accommodation will extend Biodiversity established educational partnerships and enable wider access to facilities and Further development of biodiversity is supporting the flexibility of service delivery. proposed for some green spaces across available for the development of 4,552 homes Building Affordable Quality Dundee following suggestions from until 2024 providing sufficient housing land to communities to enhance open areas. Housing support the increased house building activity. Community Learning As grounds maintenance services resume A key priority within the City Plan/Council Plan following the easing of lockdown restrictions, A key focus in improving the quality of housing The overall figure for citizens engaged in CLD is the delivery of more social and affordable the Council is seeking to work with the public is investing in their energy efficiency which learning programmes is understandably down housing. The aim is the delivery of 1000 on plans to create naturalised spaces that helps both reduce fuel costs and tackle climate for the period April 2020 - March 2021 due homes over a 5-year period which is being would encourage wildlife. to the impact of the COVID-19 pandemic. delivered through the Strategic Housing change. Nearly £44 million has been spent across the city since 2016/17 to ensure homes Community Centres were closed for the most Investment Programme (SHIP). Since 2016/17 In line with the Council’s Biodiversity Plan, this are easier to heat and more energy efficient. part of the year, when open, only operating to the total number of registered social landlord would reduce the amount of herbicide use support food larders, supporting local people tenure house completions within Dundee is and grass cutting across the city. in challenging situations. 308. There are 341 units in the pipeline which The External Wall Insulation programme benefited 592 properties in 2019/20. There should be completed in 2021/22. An update A survey has identified a number of areas has been no increase in progress during However, almost 2,000 engaged in community of the Strategic Housing Investment Plan will within parks and green spaces elsewhere 2020/21 due to COVID-19 restricting site learning including for learners with suitable IT be presented to Committee later in 2021 and in the city which can be given a provisional activity although about 72 will be completed. equipment participating in a blended learning will outline our 5-year target from 2022/23. designation of biodiversity or naturalised Any remainder of the EWI Programme for approach. The overall percentage from SIMD zones. 25 potential sites across the city have 2020/21 has been carried forward to 2021/22. 1&2 at 60% indicates that the most vulnerable This is ambitious, challenging but below been identified. within our communities were receiving support. target. The main cause of reduced numbers of completions in 20/21 has been delays The percentage of Council houses now meeting the energy efficiency standard is in appointing contractors or in contractors Communities are getting 25 sites identified as progress on site, some of which are COVID-19 87.1% but that will rise towards 100% when related. Other delays include difficulties the home certification visits can take place. greener potential naturalised associated with developing brownfield The expansion of Community Growing spaces to encourage sites(e.g. surface water drainage, ownership Local Community Planning Projects has exceeded target. The growth and wildlife. and meeting planning requirements). popularity should now be refined for further Community Planning Partnerships iteration of the next City Plan. In total 818 house completions of all types have recommenced in November 20 with the been confirmed since 2017 of which the social meetings taking place online. New local There are 11 Council initiated and 2 led by the Local Transport housing referred to above makes up 38%. community plans are being developed for Third Sector. The Tay View Community Garden The Council continues to strengthen 2022 and will be based on a city-wide Engage in particular has seen great success, winning Levels of construction though continue to Dundee exercise which has been developed partnerships with bus operators to achieve the prize for the Best Community Garden in the joint goal of improved bus services. The hold a steady trend with 523 units under from community consultations which took the UK and incorporating input from both construction (as at June 2020). Through the place during lockdown. annual citizen survey in reported in 2020 98% the local community and groups such as the satisfaction with public transport in their area. delivery of the Strategic Housing Investment Addaction Recovery Group. Programme on various brownfield sites Consultation is underway in Kirkton to pilot throughout the city as well as the continued making greater use of the St Paul’s and Through various initiatives such as the Priority The Dundee Green Health Partnership has bus lanes, Blether Bus and the Mobility delivery of the Western Gateway and Linlathen Baldragon Secondary Schools as Community also attracted awards. Despite the pandemic, on greenfield sites, a choice of house types, Hubs. The aim is to make the modern facilities Innovation Living Laboratory a number of they were able to adapt through introducing innovate workstreams to establish a public locations and tenures is being provided. more accessible for community activity and initiatives such as bird-feeding projects for integrate services for children and families and e-bike scheme and expand car sharing have those shielding, a garden-based wellbeing been progressed. the wider community. drop-in for hospital staff, making ebikes 38% of all new build available to the community to stay active, and An easy to use local Mobility as a Service homes are social housing. The design of the new £60m community develop online activities for all ages and needs learning campus for Braeview and Craigie will app is being created for people to connect to multiple transport services using their have a transformational effect for the wider Dundee Law Heritage Project was completed community. smartphone. It will provide on-demand access with a visitor survey measuring a significant to a range of transport services, making it The Local Development Plan housing site success of project, as well as a Green Flag allocations as well as windfall sites provide land more convenient to use public, shared and Award being achieved each year. sustainable transport.

44 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 45 127 Performance Scorecard Key City Plan Council Plan Both Average length of time taken to complete emergency repairs 8.24 8.72 5.93 6 Building Stronger On Within Not Total Met Improved or Improved Target 5% of on Year 3 the same as since % of household waste landfilled 8 7 8.5 7 and empowered Target Target target last year baseline (2020) Number of Dundee Citizens engaged in CLD Programmes 6,793 6,466 1,932 7,184 communities (% of total (2016/17) % of Dundee Citizens from SIMD 1 & 2 engaged in CLD 58.73 59.02 59.89 65 Building Stronger 6 5 6 17 5 14 13 Communities Theme Construction Services – Percentage, in relation to turnover, 6.1% 1.5% -3.3% 6% of financial return to DCC General Fund Neighbourhood Services 7 6 7 20 7 14 (70%) 15 (75%) Construction Services – % of stakeholder satisfaction 97.2% 95.04% 92.2% 90% Most Improved PI’s Most Deteriorating PI’s Construction Services – Accident/Incident Ratios (AIR): 0.65 0.45 0.5 0.8 Reportable accidents x 100,000 / Nr of hours worked New tenancies sustained for 1yr or more Number of affordable house completions Street Cleanliness Score - Streets (A and B) cleaned to an 92 92 92.4 94 Ave time to complete an emergency repair Household waste landfilled acceptable standard

Number of green flag awards Percentage of waste recycled * % of household waste recycled or composted 35.8% 38.4% 33% 48%

*recycling collections were impacted throughout this period due to the pandemic, this is a provisional figure which is subject to Performance Indicator 2018/19 2019/20 2020/21 2021 validation being confirmed by SEPA Data Data Data Target Actions in the plan Progress % The percentage of residents satisfied with the condition of 90% 89% 78% roads, pavements and street lighting Review and relaunch local community planning partnerships 100%

Percentage of residents who felt their neighbourhood was 98% 98% 99% Increase community asset transfer 100% a good place to live Create Community Infrastructure Fund 100% Percentage of residents who were satisfied with the 96% 96% 97% cleanliness of streets Take Pride in your City campaign 100%

Percentage of residents who were satisfied with areas for 85% 93% 93% Expand Community Growing projects 100% children to play outside Complete the Law regeneration 100% Percentage of residents who agree that people in their 54% 51% 50% community can influence decisions affecting that area Develop & deliver an integrated locality employability project for the East End & North East Wards 100%

Total number of affordable housing completions 161 58 27 200 Roll out new recycling routes 100%

Percentage of social rented households who felt the 97% 91% 95% Develop and implement the Biodiversity Duty Delivery report 100% condition of their house or flat was good Build 5,280 new homes by 2029 15% Total number of accredited private landlords 151 147 149 187 Maximise External Wall Insulation Programme 69% Total number of district heating schemes 4 5 5 7 Improve neighbourhood bus services 93% Percentage of residents who were satisfied with the natural 100% 100% 100% environment in the neighbourhood Develop a financially sustainable model of accessible transport 50%

Percentage of residents who were satisfied with the quality 99% 97% 99% Develop new digital services within Neighbourhood Services 20% and maintenance of open spaces Kirkton Community HUB trial 20%

Increase the number of Keep Scotland Beautiful (KSB) 6 6 7 6 Build 1000 new units of affordable housing from 2017 to 2021 45% Green Flag awards achieved Waste to Energy Plant 96% Annual Citizens Survey - Percentage of adults very satisfied 96% 97% 99% or fairly satisfied with refuse collection Cleaner Air for Scotland (CAFS) 90% % of new tenancies sustained for more than one year 83.73% 85.49% 93.8% 90%

Percentage of all tenure households living in fuel poverty 31% 32% 31% 30%

46 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 47 128 129 Climate Emergency - Actions in progress in 2021

Sustainable Dundee • The city-wide Dundee Climate Action Plan implementation. • Further roll out of EV charging hubs. “Looking after our natural environment whilst ensuring a strong • Opening of the Waterfront Active Travel Hub. economy and a fair and healthy society” • Community Engagement and Participatory Budgeting on green space and biodiversity. Dundee Outcomes • Reduced fuel poverty National Performance Framework • Net-zero greenhouse gas emissions by 2045 or sooner United Nations Sustainable • Improved air quality and human health Development Goals • Greater sustainable employment, apprenticeship opportunities, skills and supply chain development We value, enjoy, protect and enhance our environment

Strategic Highlights from last year

• Climate Leadership Group formed to help drive Dundee towards Net Zero.

• Dundee City CO2 Emissions (kt CO2) is already 12.5% lower than its 2021 target. • The Council’s energy use in buildings fell by 11 % on the year before. • Waterfront Place Active Travel Hub constructed and the Embark E Bike scheme launched. • New measure being developed this year to measure waste reduction and the circular economy. The city has already • Traffic reduction led to 70% fall in in NO2 air pollution proving the link to cleaner air. reduction in NO pollution due to surpassed its 2020 target 70%2 traffic reduction • Spaces for People Programme led to more space for walking, cycling and wheeling in trial for reducing CO2 areas in the city. • New Community Wealth Building Strategy development taking place looking at local sustainable supply chain employment opportunities. 5% £60m Council operations continue spent so far to tackle to meet the 5% reduction in Climate Emergency energy use per annum

48 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 49 130 Sustainable Dundee

Priorities in Action Dundee Goes Electric and Active The closure of Union Street to through traffic has been welcomed by residents and traders The Council continues to lead on clean fleet and has been one of the biggest success Climate emergency leadership of these discussions were formulated into a transition and developing innovative solutions stories of the Spaces for People programme proposal for the Council to assist and inform to charging infrastructure within the city. Scotland-wide. The Dundee Climate Leadership Group their COVID-19 Recovery Plan and presented It has introduced two new electric refuse was established this year to provide active at a deputation to the Council’s Policy and vehicles into its fleet, reducing emissions and leadership on Dundee’s net-zero challenge, Resources Committee on 24 August 2020. servicing and maintenance costs. The Council Spaces for People leveraging expertise from across the city to is supporting city and regional growth in engage and inspire collective ownership and electric vehicle rollout. A further investment programme delivers more a shared commitment to tackling climate Energy Efficiency of £420,000 in 2020/21 is installing new space for walking, cycling change. Energy efficiency remains the most cost- charge points to improve the availability of and wheeling. effective way of reducing heating demand Electric Vehicle (EV) charging infrastructure, Professor Iain Gillespie, Principal of the and, in the process, emissions. Measures can particularly for those without access to off- University of Dundee, will Chair the group and include retrofitting properties with better street parking via on street pop-up chargers. Scottish Ministers announced a pause on Council Leader John Alexander will be Vice- insulation, installing more efficient boilers, the Low Emission Zone (LEZ) development chair. controls and energy management systems. The Embark Dundee e-bike sharing scheme process, due to COVID-19, and subsequently Typically, this will mean a shift towards launched this year and will be the largest a delay to their introduction in Aberdeen, As a city we are making real progress in renewable and low carbon energy sources with e-bike share service in Scotland. Charging Dundee and Edinburgh. A revised indicative reducing our carbon footprint, leading the national legislative standards being stepped stations are currently being installed around introduction date of February 2022 to May electric car revolution and working with up over the coming years. Dundee providing a new solution for 2022 was announced by Scottish Ministers in partners to deliver more sustainable transport commuters and visitors to move around the August 2020 with the 2020/21 Programme for options in the city. Dundee City Council continues to maximise city, as well as for leisure. In particular, it will Government committing this new time period the use of the Home Energy Efficiency better connect the University of Dundee for the introduction of LEZ’s in these zones. Programme Scotland - Area Based Schemes campus, major workplaces and visitor £60m has been spent (HEEPS:ABS) funding by combining it with its attractions owing to the strategic placement of by the Council to tackle own capital funding and ECO funding from docking stations in these areas. Waste reduced as well as SSE to externally insulate mixed tenure blocks recycled climate change. of flats in former Council estates that are either The city’s first Active Travel Hub is under As well as seeking to continue to improve the solid wall or non-traditional construction. construction at the Waterfront adjacent to the V&A. It will promote cycling and other forms recycling rate in the city from the current 38% Nearly £60 million has been spent by the of sustainable and low carbon travel to visitors the Council’s Waste Management Service Council to tackle climate change and we will and residents of Dundee and have immediate are working to prevent waste. A Single Use continue to spend on this issue. External Wall insulation access to the National Cycle Network that runs Reduction Strategy including the launch of a Making Dundee a sustainable city is a key alongside the Tay and across to Fife. “plastics pledge” and associated toolkit for priority for the group. The city will pass upgrades delivered to both householders and businesses in the city through a period of transition from a carbon- 5,000 households since is being developed. based economy to one that plays a leading 2013. Cleaner Air for Dundee role on Scotland’s goal to achieve net-zero Council Officers have been working with One of the benefits of electric vehicles and greenhouse gas emissions by 2045 or sooner. Zero Waste Scotland to establish waste and active travel is cleaner air as well as lower recycling baseline measurements for future Since its inception in 2013 the EWI Programme emissions. The COVID related dramatic drop in Dundee City Council, DC Thomson, Scottish waste reduction interventions, including a has invested approximately £47m with almost road traffic in Dundee resulted in daily average Gas Networks, Dundee Climate Action modelling exercise to determine the impact of 5,000 residents in Dundee seeing their levels of NO at some real-time monitoring Network, University of Abertay, University of 2 the deposit return scheme on the waste stream properties thermally upgraded. These stations reducing by over 70% compared to Dundee, Michelin Scotland Innovation Parc, when the scheme is implemented. improvements have played a significant part the same period in 2019. Dundee Heritage Trust, Creative Dundee, in creating warmer homes with reduced fuel Scottish Water, Hillcrest Homes and Robertson bills for residents contributing as tackling fuel To further the sustained change in behaviour Group make up this group. Community Wealth Building poverty across the city. This helps to alleviate the Council secured £2.46million through wider socio-economic issues, particularly Sustrans’ Spaces for People Programme. This Work began this year to develop a community The Dundee Action Forum organised an online for the city’s low income and protected funding has already delivered 20mph zones and wealth building strategy for Dundee which will People’s Assembly on ‘A Green Recovery for characteristic households. filters installed on the Broughty Ferry Esplanade emphasise the opportunities in developing Dundee’ which brought together over 80 and Douglas Terrace to provide people with local jobs, benefits from meeting the supply people from community groups. The results more space for walking, cycling and wheeling. chain developments of the Dundee public, private and voluntary sectors.

50 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 51 131 Performance Scorecard Key City Plan Council Plan Both

Sustainable Dundee On Within Not Total Met Improved or Improved Target 5% of on Year 3 the same as since Target Target target last year baseline (2020) (% of total (2016/17)

Sustainable Dundee 2 0 4 6 2 5 6

Most Improved PI’s Most Deteriorating PI’s Reduction in Council building Energy Consumption Active travel to work

Dundee CO2 Emissions

Household waste recycled

Performance Indicator 2018/19 2019/20 2020/21 2021 Data Data Data Target

Active Travel (walking and cycling) as proportion of trips to 21.2 19 25 work

Energy consumption in Council buildings tCO2 (5% 22,479 22,454 20,191 21,331 reduction pa)

Dundee City CO2 Emissions (kt CO2) 655.9 647.4 739.9

Percentage of electric vehicles in the city 0.4 0.6 0.7 3

Percentage of council dwellings that are energy efficient 84.2 85.9 87.1 100 (EESSH)

Percentage of household waste recycled 35.8 38.4 48

Actions in the plan Progress % Publish a citywide Dundee Climate Action Plan 100%

Improve neighbourhood bus services 93%

Maximise External Wall Insulation Programme 69%

Waste to Energy Plant 96%

Action in relation to improving public transport 100%

Develop and implement the Biodiversity Duty Delivery report 100%

Waterfront Place & Active Travel Hub 85%

Cleaner Air for Scotland (CAFS) 90%

Zero emissions fuels 54%

Active travel hubs 80%

Develop a financially sustainable model of accessible transport 50%

52 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21Blossom, Dawson Park,53 Dundee 132 133 Leisure and Culture Leisure and Culture Strategic Highlights from last year • Spaces for People - Sustrans. Leading the Union Street co-design project to pedestrianise the street, make space for outdoor trading and support physical “To deliver, for the citizens of and the visitors to Dundee, high distancing. quality Leisure, Sport, Cultural and Learning experiences which • We Dundee - an online platform to gather the thoughts, opinions and ideas of improve their quality of life” people in Dundee about lockdown, and what they would like to see in the future. • The McManus: Dundee’s Art Gallery & Museum delivered an ambitious six-month remote learning and engagement project to help combat isolation heightened by Service Priorities the COVID-19 pandemic. ‘Reconnect’ enabled the museum to continue to provide valuable cultural engagements, resources and experiences for community groups • Provide high quality, consistent and customer focused access to with long term health conditions and families groups. cultural services and resources. • Loans of all e-resources have risen significantly since the first lockdown. E-books • Provide and promote access to the cultural heritage of Dundee and e-audio books are promoted on social media pages, linked in to national and Scotland. events such as International Children’s Day, Women’s Prize for Fiction, International Women’s Day and World Book Day. • Provide information and venues to support and promote cultural • The main Caird Hall opened as the Mass Vaccination Centre for the city at the and creative learning activities, improving people’s quality of life. beginning of February 2021, contributing enormously to the city response to • Provide customer focused and high-quality sports and leisure dealing with the COVID pandemic. experiences which contribute to general wellbeing and quality of life. • Lead the sporting network in the city. Actions in progress for 2021 • Lead the cultural agencies network for the city. • Discussions with potential partners have taken place to explore a purpose built • Support customers’ and participants’ desires and aspirations facility for housing collections and archives of city partners. through provision of specific programmes and inclusive player • Develop Dundee’s status as the UNESCO City of Design. pathways. • Welfare Reform Support for Universal Credit Rollout will be introduced again. • Build an active city culture which engages the community and increases participation levels. • Provide free, consistent and customer focused access to high quality resources for reading, information and learning. • Support and facilitate access to information and digital literacy. 7,214 492,358 • Help to build vibrant communities by encouraging increase of people people engaged community involvement and locally based activity thus attending Caird Park digitally through promoting inclusion. Golf Course 9 Hole cultural services.

15,826 loans of Ebooks

54 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 55 134 Leisure and Culture

Priorities in Action term health conditions and families groups. prior to the COVID-19 pandemic offered nine This will enhance positive cultural participation free community Health Walks across the city and ensure that isolated and shielding to support people with a range of long-term Pandemic Response participants can still benefit from the rich health conditions enjoy a more active lifestyle. This collaborative approach will create a experiences the museum has to offer. Leisure & Culture Dundee is playing a crucial collective response during a time of extreme role in Dundee’s response to the pandemic. challenge, ensuring that the sector is heard, We continue to support the mental and recognised and supported, and able to Active Schools physical wellbeing of everyone in our contribute positively to recovery and renewal It’s a crucial time for Active Schools has in the past year been communities, a role that we expect to become in the city. cultural venues to reach working closely with the NHS to develop even more important as Dundee progresses a programme aimed at the changing lives with its recovery from the pandemic. We are out and provide creative agenda. The programme that has been also ready to address digital inclusion and engagement with groups. developed will be known as “Best Foot employability concerns, as demand increases Community Sports Hubs Forward”. The programme is a 9-week for assistance in those areas in the coming Community Sport Hubs play a key role programme aimed at families to improve year. at the heart of communities in Dundee, An integrated team of museum educators, healthy lifestyle habits, which will include food achieving both sporting and social outcomes. curators, cultural partners and freelance artists habits including portion size and the eat well Staff and buildings were redeployed to Each Community Sport Hub is managed has been brought together to support those plate, screen time habits and physical activity support the city response, for example by a network of local volunteers with the most in need. Participant groups involved are goals. The project will incorporate information Community Sport Hub Officer (CSHO) from Alzheimer Scotland, Home-Start Dundee and physical activity in each session. • Worked with Dundee City Council, NHS providing excellent ongoing advice and and Tayside Healthcare Arts Trust. The project and other agencies to assist with set-up of support to CSH’s to enable them to make an has been made possible thanks to Art Fund The Active Schools team has been the temporary mass Vaccination Centre at impact in their chosen priority areas. Caird Hall. support and additional funding from Tayside encouraging schools to do the Daily Mile in Healthcare Arts Trust. their playground since the schools returned in The pandemic has had a huge impact on • Worked with Dundee City Council to August. This is an activity schools can do easily Community Sport Hubs with restrictions redeploy staff into the critical services Activities include digital reminiscence sessions with no equipment required. This worked putting a stop to sporting activity. However, the of social care, community support and and tutor led zoom sessions to develop skills especially well with P6 & P7 pupils as the team strong, hardworking and committed network temporary vaccination centre in photography. A wide range of family friendly organised the Road Relay citywide virtual of volunteers in Dundee has seen many sports digital activities, free art kits, artist-led art competition. clubs continue to provide activities to keep activities as well as specially choreographed individuals active at home and respond to museum themed online dance sessions. The team has engaged with the newly Cultural Recovery wider community need. appointed Daily Mile Development Officer for The Dundee Partnership Cultural Development Scotland and are planning to encourage all Ongoing learning for the CSHO, in regards to Group has agreed to develop a new Cultural schools to connect more with The Daily Mile the Changing Lives Through Sport Approach, Steps to Health Recovery Plan for the city. and all their projects to get children more will support CSH’s to use sport to overcome Leisure and Culture Dundee’s health project - active. social issues in communities. There has also With strong links to the city’s Tourism Strategy Steps to Health – has been awarded Dementia been ongoing support to CSH’s in relation to and Tourism Recovery Plan and with the city’s Friendly Walking recognition Cultural Agencies Network (CAN) at its heart, facility development, funding and maintaining member engagement. Street Soccer the Culture Recovery and Resilience Plan will Managed by Leisure and Culture Dundee, lay out a path for the next two years, taking the the community health project Steps to Health The innovative asset transfer by lease of the city’s vibrant cultural sector from lockdown to has received walking charity Paths for All’s, Lynch Centre to Street Soccer will combine renewal. Reconnecting Through Isolation Dementia Friendly Walking accreditation. sport and fitness with helping people struggling with a range of issues such as The McManus: Dundee’s Art Gallery & Museum The Dundee Partnership Cultural Development Leisure and Culture Dundee’s Steps to homelessness, poor mental health and has embarked on an ambitious six-month Group is the strategic lead group for culture in Health community project aims to increase addiction. Street Soccer aim to transform the remote learning and engagement project Dundee. It was a key force in the development the number of inactive people walking in building to include become a change centre to help combat isolation heightened by the of Dundee’s pioneering approach to culture as and around Dundee to improve their health with drop in, cafe and education centre. It it current COVID-19 pandemic. ‘Reconnect’ will a driver of economic development, produced and wellbeing. This long running project is a delivers multiple social outcomes, supports enable the museum to continue to provide the city’s last four Cultural Strategies and led Scottish Health Walk Network member that third sector and invests in the building. Dundee’s successful bid to become the UK’s valuable cultural engagements, resources and first and only UNESCO City of Design. experiences for community groups with long

56 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 57 135 Performance Scorecard Key City Plan Council Plan Both

Leisure and Culture On Within Not Total Met Improved or Improved Target 5% of on Year 3 the same as since Target Target target last year baseline (2020) (% of total (2016/17)

Leisure and Culture Dundee 0 0 4 4 2 0 2

Most Improved PI’s Most Deteriorating PI’s Digital Literacy Sessions (Delivered Quarterly)

Library visits in person per 1,000 population

Total visitors to pools per 1,000 population

Performance Indicator 2018/19 2019/20 2020/21 2021 Data Data Data Target

Library visits in person per 1,000 population 7,805 6,547 216 7,500

Digital Literacy Sessions (Delivered Quarterly) 14,728 0 10,000

Museums – Visits to council funded museums in person 1941 6178 662 3302 per 1,000 population

Total visitors to pools per 1,000 population 4,360 3552 169 3548

Actions in the plan Progress %

Assist delivery of the Regional Performance Centre for Sport 100%

Establish a number of season mass participation physical activity events 100%

Launched physical activity strategy 2017 - 2027 100%

Establish an effective operating model with the V&A Dundee 100%

Macmillan Support 100%

Welfare Reform Support for Universal Credit Rollout 95%

Deliver the Council's Cultural Ambitions 80%

Develop Dundee's status as the UNESCO City of Design 75%

Broughty Ferry Community Library Extension 40%

Explore a purpose built facility for housing collections and archives of city partners 16%

Increase the number of inactive people taking part in activity 100%

58 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 59 The McManus, Dundee’s Art Gallery and Museum 136 137 Corporate Services

Corporate Services Actions in progress for 2021

• Revise the Long-Term Financial Strategy and HR policies in light of COVID. “Our vision is to be a trusted service which provides professional, innovative and dynamic services to support other council services, • Develop a new Digital Strategy to follow on from the work in 2020. deliver significant frontline services to the public and support • Increased opportunities for young people as part of the Dundee Young Persons Guarantee. elected members in carrying out their role” • Community Wealth Building Strategy developed. Dundee Outcomes • Deliver on the Council’s medium to long term financial strategy • Implement and deliver Our People Strategy COVID related • Implement and deliver the Digital Strategy calls to Customer 382,000 Services. • Deliver a robust and secure corporate IT platform Online transactions on the • Provide governance and infrastructure support to the thematic Council’s website. boards to deliver the outcomes of the City and Council Plans Target was 320,000. • Improve income collection across all services 14,000 • Develop collaborative partnerships • Provide assurance of good corporate governance, including effective audit and benchmarking

£41.5mextra expenditure on COVID-19 Strategic Highlights from last year response. • Managed gross additional costs of £41.569m for financial year 2020/21 ( as at April 2021), in respect of the Council’s response to the COVID-19 emergency and managed the Council’s finances to come in under budget at the year end. • Our People Strategy adapted to quickly to support employee wellbeing and re-deployment in response to COVID-19. 4.8% of the workforce are • Customer Services took on the role of the COVID support helpline and handled 14,025 under 25. 73% cases through support for people shielding needing emergency food and medicine of the Council’s Capital Plan contracts is by local Labour. deliveries and then contacting people self-isolating to offer support. • The Council Advice Services dealt with thousands of additional Scottish Welfare Fund, Isolation Support, Fuel-Well payments. • The IT service rolled out at pace the new Office 365 video conferencing and apps and coped with the rapid change to home working. • Democratic Services and Elected Members adapted to remote meetings by video conference to maintain governance and decision making. • The Procurement Service are taking the lead in developing the Community Wealth Building approach and building on the 73% of local labour and employment opportunities which the Capital Plan and community benefits from the Council’s procurement delivers.

60 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 61 138 Priorities in Action Corporate Services Our People COVID-19, has provided Although the pandemic has slowed work out the year. Normal recovery is expected to strong evidence on how Financial Planning in some areas, the Council has successfully resume for financial year 21/22. introduced a Wellbeing Service through we can work effectively A major focus of the past year has been MyLearning Hub that has provided support to dealing with the impact of COVID and the remotely. employees through this difficult time. latest projection for the year reported in Citizen Welfare April 2021 show gross additional costs of Council Advice Services and administering the Pulse surveys were introduced, initially on a £41.569m for financial year 2020/21, in respect Scottish Welfare Fund continued to provide weekly basis, reducing to monthly, that have of the Council’s response to the COVID-19 Digital services throughout the pandemic as well resulted in quick action being taken to support emergency. Taking account of reduced activity as supporting the various isolation support our employees and whose insights have The vast majority of the objectives laid out in and additional government grants a surplus on helpline and payment schemes. further developed the Wellbeing Service. the Digital Strategy 2017 - 2020 have been year was the outcome which will help manage completed by 2020 and attention is turning to the ongoing uncertainty on how COVID will A dedicated fund has distributed almost People and Health & Safety policies and creating a new digital transformational vision continue to affect the Council’s budgeting. £300,000 to people struggling with fuel procedures have adapted quickly in response for the city and the Council. poverty during the winter months of lockdown to the emergency, including an updated home An annual financial outlook report in Dundee. working policy and a recovery induction for Digital Council - the new website and (25/01/2021) keeps the agreed long-term returning to buildings. The latter was rolled deployment of Firmstep to accelerate online financial strategy under review. The strategy out in September to provide information to services has seen the continued growth in the report identified that £78.1m of savings and any employees returning to buildings, albeit number of online transactions. There were efficiencies may be required over the 10- New welfare, fuel and free that employees are returning in very limited 444,000 online transactions on the Council year period 2020-2030 in order to achieve a school meal payments numbers at this time. website in 2019/20 compared to a target of balanced budget. made to thousands of 320,000 over 101 online transaction services We deployed in April 2021 an agreed available. Due to COVID this reduced to households. satisfactory solution to consolidating the 382,050 mainly as a result of schools and other The Council’s longer-term Scottish Local Government Living Wage into facilities being closed and school payments financial strategies will the pay structure. and online booking were down. Around 2500 low-income households across require to be revisited to the city have been helped by Fuel Well The Youth Employability Team continued to Mobile - The emergency steps taken reflect the post-COVID Dundee, which launched at the start of the contact and encourage participation with to mobilise the workforce as a result of year. young people who are at risk throughout the COVID-19, has provided strong evidence on situation. emergency. how we can work effectively remotely. Next While the fund is now closed, staff continue steps are to look at rolling out more Office365 to work with households referred through the People & Business Support collaborated with functions and looking at future devices to scheme on ways to reduce heating bills and services and partner agencies to successfully assist mobility of council employees. The Council’s longer-term financial projections other means of support. Help for those on low ensure a continuous service during the and strategies will require to be revisited and incomes who are facing crisis or exceptional emergency and this success will be built on to updated to reflect the post-COVID situation pressures continues to be provided through develop a wider council deployment service in Community Wealth Building and reports will be brought forward to the grants from the Scottish Welfare Fund. the coming months. Policy and Resources Committee once more The annual procurement programme clarity emerges. creates dozens of apprenticeships and work Free school meal payments were made Along with all council services, Corporate experience opportunities across the various to qualifying Dundee families in the new Services has published its Recovery Plan and Throughout the year the service also managed projects as a result of the council’s community lockdown. Around 6,000 children will be this includes ensuring that the Our People and to maintain a business as usual level of benefits policy. covered by the scheme. Workforce Strategy commitments are reviewed monitoring and its pleasing to see Council Tax to reflect new ways of working as a result of collection levels being maintained. The Council’s wide-ranging capital programme As well as the additional demands the ongoing COVID-19, including a review of Health and has used 73% of local labour in the range of benefits maximisation work continued and the Safety Policies and practices. projects. NDR collection is down 5.32% on the same figures on the total amount obtained through period last year. This is in the main down to this advice work is still be calculated. Its likely The development of a Community Wealth the impact of COVID-19. The team responsible to be slightly down due to the emergency work for billing & collection of NDR were also Building Strategy will build on this strong to get payments and advice to people during foundation. responsible for the administration of various the lockdown. business support grants schemes though

62 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 63 139 Performance Scorecard Key City Plan Council Plan Both

Corporate Services On Within Not Total Met Improved or Improved Actions in the plan Progress % Target 5% of on Year 3 the same as since Target Target target last year baseline (2020) Publish an Our People Strategy 100% (% of total (2016/17) Publish a Digital Strategy 100% Corporate Services 6 0 6 12 6 7 6 (50%) Develop and medium / long term financial plan 100%

Most Improved PI’s Most Deteriorating PI’s Deploy the recommendations in the collaborative procurement review 100% Complete and submit a comprehensive partnership bid to the big lottery and ESF to test a 100% Variance between revenue budget and actual Number of opportunities provided to young new model of service delivery for Budget and Money Advice expenditure people Design a service to recruit and develop the young workforce 100% Teacher and employee absence Number of online transactions ( mainly school payments) Implement the new Our People and Workforce Development Plan (added 2019) 43% Income Maximisation - Council Advice Service Percentage of highest paid 5% of employees that are women

Performance Indicator 2018/19 2019/20 2020/21 2021 Data Data Data Target

% of Income due from Council Tax Received 94.1% 94.2% 93.7% 94.5% by end of Year

Days lost per FTE for Teachers 7.22 6.97 4.29 6

Value of completed income maximisation £12,308,546 £14,928,767 £14,928,767 £8,300 checks - Council Advice Service

Total number of online transactions 336,164 444,182 382,050 320,000

Variance between revenue budget and 99% 98.6% 96% 99% actual expenditure

Total number of opportunities provided to 411 383 281 80 young people

Days Lost per FTE (LGE only) 12.88 13.22 12.35 10

Calls satisfaction 96% 97% 97%

Face to Face satisfaction 98% 99% 92%

Improve in year Non Domestic Rates 95.97% 97.65% 92.33% 98% Overlooking River Tay, Dundee collection rate (annual)

Percentage of workforce Under 25 5.03% 4.91% 4.8% 7%

The percentage of the highest paid 5% 44.73% 45.63% 44.92% 50% employees who are women

64 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 65 140 141 Chief Executive’s Services Chief Executive’s Services Actions in progress for 2021 • The percentage of children living in poverty after housing costs (relative poverty) has increased, and more focus on the Child Poverty Action Plan is required. “Providing the leadership, planning, communications, • Work continues after the end of the Brexit transition period with a particular focus performance reporting and analysis to make Dundee the best on encouraging applications to the EUSS, assisting the Chamber of Commerce city.” in its support for local businesses, monitoring any impact on costs and supply chains of the new trade arrangements, and seeking to influence and prepare for the UK Shared Prosperity Fund which will replace European funding. • With the Dundee Partnership taking the lead on recovery, It is also likely Service Priorities that existing partnership strategies like the City Plan will be adapted to take account of the changing circumstances caused by coronavirus. Any future • Promoting good governance and supporting councillors in their plans would set out how action will be taken in the coming months and years policy making and scrutiny roles with a focus on areas like construction, retail, tourism, leisure, culture and • Delivering the City Plan and the Council Plan opportunities for young people. • Delivering the Fairness Action Plan • Ensuring Dundee Performs better than the other Scottish Cities • Changing the Council for the Future • Delivering Scottish and regional collaborative shared services

60,769Council Social Media followers. 83Dundee based employers are Strategic Highlights from last year Up in a year. currently Living Wage Accredited, 8,500 employing 18,286 workers. • Phase 3 of the Fairness Commission completed and its report has been published recently setting out key recommendation for the Dundee Partnership to consider and implement. • The Dundee Partnership Team has continued to allocate funding throughout the year to support communities across the city. • During the pandemic communications with our citizens has never been so important to ensure key messages about supports and restrictions were widely known and understood. Regular updates were made to websites and social media channels followers and interactions all grew significantly as well as new channels like TikTok being implemented. • During the first lockdown, the transformation team’s work was paused as they moved to support the setting up of the programme of work needed to support the city. • The National Entitlement Card Programme Office team awarded new contracts for the continued delivery of this shared service for Scotland and is implementing new systems to support the expansion of concessionary travel to all young people under 22.

66 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 67 142 Chief Executive’s Services

Priorities in Action This approach is about fundamentally It will also reinforce individuals’ understanding redesigning the way we deliver support, of the contribution they are making to the education and leisure to our communities to achievement of council and partnership Performance Management Framework, Recovery Plan achieve better outcomes for communities, strategic objectives. the development of Service Plans for each to deliver city priorities and to rationalise the The service contributed in a significant way to strategic service area and more robust cluster of other buildings in a community. the COVID response in the following activities. arrangements being put in place to assist the Mainstreaming Equality The key aims are to deliver a more integrated Dundee Partnership measure impact on the • Managing the local COVID communications service in a HUB model, combining community From April 2018, the Fairer Scotland Duty, key challenges facing the city. sports, digital inclusion, adult learning and under Part 1 of the Equality Act 2010, came • Supporting the Food Security Network community development and potentially some into force across Scotland, placing a duty on planning and resourcing health-related services to integrate care for certain public bodies to ‘pay due regard’ to • Programming the initial community Fairness Commission children and families. This is a place-based how they can reduce inequalities of outcome caused by socio-economic disadvantage supports set up The new Fairness Action Plan for Dundee is to approach to support children and families in when making strategic decisions. Public be published in June 2021. a locality to meet their needs and improve • Monitoring and reporting on weekly outcomes for all, by planning for services and bodies are also be required to publish written COVID statistical returns to the Incident assessments showing how they have fulfilled The new recommendations look at the areas partners to be located together, where possible. Management Team and Government the duty. The latest Mainstreaming Equality around: Report describes the progress made in the last A recovery plan update report was prepared • Mental Health – employability support two years. for Members ( April 2021) which also showed agencies, communication, social isolation Performance Management how the Council aligning with the Scottish and loneliness and financial uncertainty Framework New outcomes have also been developed Government’s Strategic Framework and setting The revised Performance Management to reflect the lived experience of people in • Food and Fuel – fuel insecurity, forms and out the long term issues the Council and Framework (PMF) for 2021-24 has been Dundee from protected groups, the impact procedures, complexity of fuel schemes Dundee Partnership will address as part of the published. The framework has been reviewed of COVID-19 and the evolving national and food insecurity Recovery Planning. to address the recommendations from the policy landscape. These will enable the Council to embed our equality and diversity • Disability – services and communication, Best Value Assurance Report (BVAR). work within the overall vision for Dundee new adult disability payment and advocacy. Performance Management is about how we and develop an action plan to improve Best Value outcomes, reduce inequality and increase The service has supported three Fairness consistently plan and manage improvements A comprehensive review of Dundee City diversity simultaneously. These outcomes also Commissions. The third Commission has to our services, and enables key decision Council by auditors has highlighted a “steady blend the strategic priorities of the Dundee followed the format of the second one, with makers, both elected members and officers, pace of improvement” over the past decade. Partnership and Dundee City Council with the a whole new set of commissioners. Within to take the necessary action based on facts about our performance. Everyone will be given recommendations of the Equality and Human The Best Value Assurance Report (BVAR) the bounds of the approaches taken by an opportunity to engage in and contribute Rights Commission (EHRC). evaluates how effectively the Council is each of the commissions, the views of the to performance improvement discussions and delivering on its statutory duty to deliver Best wider community were / are being sought activities. Value. to help inform discussions and the resulting conclusions. Monitoring Performance The report was compiled by Audit Scotland for Following on from the Best Value the Accounts Commission following a lengthy Everyone will be given recommendations, the Chief Executive’s period of evaluation, using the Council’s Community Hubs an opportunity to Service has been working closely with other services to develop their Strategic Service self-evaluation report, interviews, information The Changing for the Future team submitted a engage in and contribute Area Plans and translate higher level priorities gathering and further analysis. report setting out the principles and rationale into Directorate level actions. These three year of a Community HUB model which aimed to to performance plans also outline how each service area will The final report contains many positive make best use of the Council’s high-quality improvement. deliver on key functions including national assessments of the Council, including the school estate, and explore how schools could regulatory and benchmarking requirements. progress made since the last Best Value Audit be utilised more as community assets and in 2010. Service Plans help the development of better meet the needs of communities by The framework looks to embed a culture Operational or Team Delivery Plans, so that integrating services for children, their families of continuous improvement across the An action plan in response to the teams and individuals understand how and the local community. It also took on board organisation by encouraging the involvement recommendations was approved in November they contribute to, and are responsible for learning from Community Support Centres and engagement of everyone, recognising 2020. Since then, key areas of progress include achieving, the Council’s strategic priorities. (CSCs) that were established as part of the that individuals directly engaged in service the revision and re-launch of the Council’s COVID-19 response. delivery will add value to performance improvement activity.

68 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 69 143

Key City Plan Council Plan Both Actions in the plan Progress Performance Scorecard % Chief Executive’s On Within Not Total Met Improved or Improved Publish an annual Self-Assessment on Best Value 100% Target 5% of on Year 3 the same as since Services Target Target target last year baseline Agree a new Transformation (CFTF) Programme 100% (2020) (% of total (2016/17) Develop the Dundee Performs Webpages 100% Chief Executive’s Services 4 2 4 10 3 5 (50%) 5 (50%) Develop the About Dundee Webpages 100%

Develop & deploy a new Corporate Communication Strategy 100% Most Improved PI’s Most Deteriorating PI’s Complete Phase 2 of the Dundee Fairness Commission 100% Number of living wage accredited employers based or Allocation of Community Regeneration Funding Conduct Annual Equality Scheme Review 100% headquartered in Dundee Increase Scottish Living Wage Accreditation Across Dundee 100% Average duration to respond to complaints at stage Percentage of Council Plan Performance Indicators that are maintained and improving Create Scorecards to measure progress with key plans 100%

Number of Social Media Followers Average number of page views to One Dundee Publish the report from the new Dundee Fairness Commission - Phase 3 100% Corporate Intranet Site (including those who use Increase Scottish Living Wage Accreditation Across Dundee 100% One Dundee on the Move) Implement the Fairness Strategy and produce bi-annual reports on the fairness Action Plan 90% incorporating the Child Poverty Action Plan Performance Indicator 2018/19 2019/20 2020/21 2021 Continual assessment of the impact of Brexit on the city to ensure the mitigation, resilience 85% Data Data Data Target and preparedness is planned and deployed Number of Social Media Followers 52,249 60,769 45,000

Customer Satisfaction with the Council's Website 98% 98% 98% 98%

Number of living wage accredited employers based or 51 70 83 81 headquartered in Dundee

Percentage of children living in poverty after housing costs 26.2% 26.8% 26% (Relative Poverty)

Average duration to respond to complaints at stage 1 7 4 5.2 5

Percentage of Council Plan Performance Indicators that are 60% 61.22% 51.02% 80% maintained and improving

Average number of page views to One Dundee Corporate 277,646 199,741 Intranet Site (including those who use One Dundee on the Move)

Percentage of Local Government Benchmarking Indicators 46.67% 47.19% 43.75% 55% where Dundee is in the top half of its family group

Average number of visitors to Council website per day 5,513 5,711 5,104 8,000

Allocation of Community Regeneration Funding 99.29% 97.87% 76.94% 100%

Percentage of respondents who were very satisfied with the 72% 75% 87% quality of life in Dundee

Tay Road Bridge, Dundee

70 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 71 144 145 2020-21 Calendar of completed actions

Jan - Mar April - June July - Sept Oct 20 - Jun 21

Published an annual Self- Action in relation to improving Macmillan support. Tay Cities Deal. Assessment on Best Value. public transport. Develop and implement the Complete the Law regeneration. Worked with schools to provide Develop and Implement regional Biodiversity Duty Delivery report. enhanced provision to support S1-3 STEM Strategy. Implement a national and local Attainment. Mobility Innovation Living training and development Publish and implement Carers Laboratory Phase 1. programme in all placements for Reviewed the Property Assessment Partnership Strategic Plan. Looked After Children and ensure all Management Plan. Establish Dundee as a preferred Looked After Children have access Expand the Family Nurse location for Offshore Wind and to advocacy support. Increased Scottish Living Wage Partnership to 1st time mothers. Decommissioning investment. Accreditation across the City. Review and relaunch local Expand Community Growing Support and monitor the community planning partnerships. Projects. development of the city’s construction sector. Develop and implement a parenting Developing a city wide approach to strategy in partnership with Health social prescribing and enhancing Provide 1140 hours of Early and Social Care. skills of health professionals (or staff) Learning and Child Care for every working in GP practices to use social 3 and 4 year-olds and vulnerable Publish the report from the new prescribing approaches. 2 year olds. Dundee Fairness Commission - Phase 3.

72 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 73 146 147

Dundee’s Priorities – National and Global

The National Performance Framework (NPF) was developed by the Scottish Government and is a framework for all of Scotland linked to the United Nations Sustainable Development Goals (UNSDGs), which Dundee has adopted.

The City Plan Themes priorities are aligned to the Council’s structure of Strategic Service Areas. The Partnership is also committed to aligning to the National Performance Framework and United Nations Strategic Development Goals.

Strategic Priority Strategic Service Lead

Fair Work and Enterprise City Development

Children and Families Children and Families

Health, Care and Wellbeing Health and Social Partnership

Community Safety and Justice Neighbourhood Children Services and Families

Building Stronger Communities Neighbourhood Services

It currently has 81 measures of how well Scotland is performing as a nation. These are split over 11 topics. We have mapped the Council’s priority themes and strategic service indicators to both the NPF and UNSDGs. An earlier mapping exercise resulted in additional performance indicators and actions being added to our plans.

Within each of the Theme/Service sections the NFP and UNSDG’s icons are also noted to show more clearly these links to both national and global priorities.

Magdalene74 Park daffodils with the Law in distance, Dundeewww.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 75 148 Dundee City The National Performance The UN Sustainable 149 Plan Themes Framework Development Goals

Open connected and make A globally competitive, entrepreneurial, a positive contribution inclusive and sustainable economy Fair Work internationally 17 Partnerships for the goals & Enterprise Thriving innovative business with fair and quality jobs for everyone

We grow up loved, Children We are well educated, skilled and safe and respected so & Families able to contribute to society that we realise our full potential

Health Care We are healthy and active & Wellbeing

Community We protect human rights and live Safety & free from discrimination Justice

We are creative and our vibrant We live in communities Building diverse cultures are expressed and that are inclusive, enjoyed empowered, resilient Stronger and safe Communities Tackle poverty by sharing wealth, opportunity and power more equally

Sustainable We value, enjoy, protect and enhance our environment Dundee

76 www.dundeecity.gov.uk Dundee City Plan & Council Plan Progress Report • 2020/21 77 150 Design by Communications, Dundee City Council KL/7/21

78 www.dundeecity.gov.uk 151 ITEM No …6….……..

REPORT TO: POLICY AND RESOURCES COMMITTEE – 23 AUGUST 2021

REPORT ON: LEISURE & CULTURE DUNDEE - PERFORMANCE AND IMPACT REPORT FOR 2020-2021

REPORT BY: CHIEF EXECUTIVE

REPORT NO: 215-2021

1. PURPOSE OF REPORT

To provide an annual report setting out financial and performance information on Leisure & Culture Dundee to meet the guidance on Following the Public Pound.

2. RECOMMENDATIONS

It is recommended that Committee:

(i) Notes the performance across the range of services undertaken by Leisure & Culture Dundee in the detailed annual report which is attached as Appendix 1. (ii) Note the contribution to the strategic priority themes in the Dundee Partnership’s City Plan in Appendix 2 (iii) Instructs the Chief Executive and Director of Leisure & Culture Dundee to review the agreements in place between the Council and Leisure & Culture Dundee to bring forward any necessary amendments.

3. FINANCIAL IMPLICATIONS

3.1 In 2020-2021 the Council paid a management fee to Leisure & Culture Dundee of £7,327,378. The gross turnover (unaudited) for Leisure & Culture Dundee for the same financial year was £14,359,745. The Management Fee is 51% of the turnover.

3.2 There are further fees paid to Leisure & Culture Dundee of £1,159,510 for a variety of other services (see section 4.7).

3.3 The Council provided £7.3m to support property and buildings maintenance, IT and support costs, and loan charges in relation to facilities managed by Leisure & Culture Dundee.

3.4 As a Scottish Charitable Incorporated Organisation (SCIO) the Scottish Government provides relief of rates to Dundee City Council for the properties operated by Leisure & Culture Dundee, the value of which for 2020- 2021 was £3,187,286.

3.5 During 2020-2021, Leisure & Culture Dundee raised £1.069m (£1.239m in 2019/20) to support programmes and services provided in Dundee from SportScotland (Active Schools included in para 3.2 above), and Macmillan, EventScotland, Creative Scotland, various trusts and private sector sponsorship.

3.6 Leisure & Culture Dundee’s COVID-19 financial overview was included in a report to the Policy and Resources Committee 26 April 2021 (Report 120-2021, Article XII refers). The report noted that Leisure and Culture Dundee followed a phased programme of reopening and recovery during the period July to December 2020 when restrictions were eased across the country but all facilities and services closed from 26 December 2020 in line with the introduction of protection level 4 lockdown. Almost all staff were placed back on furlough (either full or flexibly) from that date and the majority continued to be on furlough, although staff returned for the reopening of the golf courses from 1 March 2021 and to plan the reopening of other facilities and services as part of the next recovery phase. The Job Retention Scheme continued to be claimed into 2021/22 as part of the phased reopening of services and facilities as restrictions 152

are eased to keep expenditure to a minimum during this period. The unaudited year end trading deficit for 2020/21 (excluding non-cash adjustments) was £3.118m

3.7 As noted in the Council’s annual accounts in 2020/2021, the financial results of Leisure and Culture Dundee have been consolidated on a Subsidiary basis within the Council’s group accounts. Previously, consolidation was on an Associate basis. This change in accounting treatment reflects the increased level of financial support and other assurances provided by the Council to Leisure & Culture Dundee in the wake of the Covid-19 pandemic.

4. BACKGROUND

4.1 Reference is made to Article VII of the minute of the Policy and Resources Committee of 7 December 2015, (report 425-2015), where approval was given for updating the Council's guidance on Following the Public Pound. As the Council provides substantial funding to Leisure & Culture Dundee to deliver a range of services on its behalf, an annual report is brought to Committee and made publicly available to ensure scrutiny and accountability.

4.2 Leisure & Culture Dundee is a Scottish Charitable Incorporated Organisation established in 2011 with responsibility for delivery of the following services on behalf of Dundee City Council:

• Library and Information Services • Cultural Services • Leisure and Sports Services

4.3 As part of the monitoring of the service level agreement between the Council and Leisure & Culture Dundee, a quarterly performance report is provided to the Council’s designated officer. The following performance highlights are taken from the public service obligation report (as described in the agreement between the Council and Leisure & Culture Dundee) in Appendix 1, which gives a comparison with the previous year and includes the statutory performance indicators included in the Local Government Benchmarking Framework.

4.4 The total number of attendances/visits to facilities operated by Leisure & Culture Dundee on behalf of the City Council during 2020/21 compared to 2019/20 is summarised in the tables below and in fuller detail in Appendix 1. In person attendance felt significantly due to Covid restrictions but digital product engagement rose significantly.

% In Person Attendance 2019/20 2020/21 Change Change Library 977,467 32,249 -945,218 -97% Museums 215,596 20,380 -195,216 -91% Halls / venues 147,090 34,695 -112,395 -76% Leisure & Sport 1,662,602 243,079 -1,419,523 -85% Total 3,002,755 330,403 -2,672,352 -89%

Digital Products Library 30,283 102,129 71,846 237% Culture 371,257 492,358 121,101 33%

4.5 Leisure & Culture Dundee is a key partner with its priority actions and performance indicators included in the Council Plan 2017-2022. In the joint City Plan and Council Plan Progress Report (Article III of the minute of the Policy and Resources Committee of 24 August 2020, Report 169-2021 refers) progress was noted on 11 priority actions and 4 Council Key Performance Indicators where Leisure & Culture Dundee are responsible for delivery. Leisure & Culture Dundee are also essential to the delivery of the City Council’s Physical Activity Strategy adopted at the Policy and Resources Committee 31 October 2016 ( Report 345-2016, Article III of the minute refers) and the Cultural Strategy 2015-2025 (Article VI of the minute of the meeting of the Policy and Resources Committee on 12 January 2015, report 7-2015 refers).

153

Appendix 2 highlights where Leisure & Culture Dundee’s activities align with the priorities in the City Plan 2017-2026 and shows a high level of adapting to the priorities of the City Council and its Community Planning partners.

4.6 As outlined in the latest phase of the Changing for the Future Programme - C2022 (Article V of the minute of the Policy and Resources Committee on 25 June 2018, report 223-2018 refers), all services and partners delivering public services in the city are facing continued financial challenges. As one of our key partners, Leisure & Culture Dundee is developing its own transformation plan and actively working together with the Council and Community Planning partners to ensure projects are aligned and complementary, as appropriate. As noted in paragraph 5.4 of this report, Leisure & Culture Dundee are reviewing service models, digital transformation and property rationalisation.

4.7 In addition to its three core service areas listed above, Leisure & Culture Dundee is funded to deliver or oversee a variety of initiatives and agreements on behalf of the Council and Dundee Partnership e.g. Active Schools, Outdoor Education, the School Library Service, Dundee Partnership funding, etc.

4.8 An Annual Report is also submitted to the Office of the Scottish Charity Regulator, and each service produces an annual report, copies of which are available through Dundee’s Public Libraries or online at http://www.leisureandculturedundee.com/who-we-are. This report is ahead of that timetable and is based on the regular monitoring information shared with the Council throughout the year.

4.9 An Internal Audit report carried out and reported to the Scrutiny Committee 23 June 2021(Article V, Report 186-2021 refers) concluded “Service Level Agreements and the Memoranda of Understanding are outdated and have not been reviewed recently, and therefore may no longer be fit for purpose.” It is therefore recommended the Chief Executive and Director of Leisure & Culture Dundee review the agreements in place between the Council and Leisure & Culture Dundee to bring forward any necessary amendments.

5. COVID IMPACTS AND RECOVERY PLANS

5.1 Leisure & Culture Dundee is playing a crucial role in Dundee’s response to the pandemic supporting the mental and physical wellbeing of communities, a role that will become even more important as Dundee progresses with its recovery from the pandemic. Increasingly as the figures show digital inclusion is major issue for the service as digital became one of the main ways to reach communities and deliver services. As a service that had a large proportion of staff furloughed and redeployed employee welfare was a critical issue.

5.2 Leisure and Culture Dundee achievements during the COVID year include: • Undertaken rapid responses to announcements from Scottish and UK Governments to protect jobs and services and minimise the significant economic impact to the organisation and the city. • Worked with Dundee City Council, NHS and other agencies to assist with set-up of the temporary mass Vaccination Centre at the Caird Hall. • Worked with Dundee City Council to redeploy staff into the critical services of social care, community support and temporary vaccination centre. • Supported the Scottish Blood Transfusion Service with temporary relocation of services to Caird Hall. • Developed a ‘Reconnect and Collect’ personal shopper service at Libraries across the city. • Increased the provision of eBooks, audiobooks, magazines and comics at Libraries. • Assisted and supported Dundee City Council with the transfer of the Lynch Sports Centre to Street Soccer. Leisure and Culture Dundee continue to develop the partnership with Street Soccer Scotland and will help them provide sports-based programmes for those citizens suffering from social disadvantage and engage with families, children & young people to help tackle inequality. • The McManus have embarked on an ambitious six-month remote learning and engagement project with partners to help combat isolation heightened by the current COVID-19 pandemic.

154

‘Reconnect’ will enable the museum to continue to provide valuable cultural engagements, resources and experiences for community groups with long term health conditions and families groups. This will enhance positive cultural participation and ensure that isolated and shielding participants can still benefit from the rich experiences the museum has to offer. • Moved towards cashless transactions at our venues and a ‘digital first’ approach to marketing and promoting our services. • Increased digital communication and engagement with staff and Trade Unions. In a staff survey, 95% of employees felt that Leisure & Culture Dundee has taken appropriate action in response to COVID-19. • Resumed face to face frontline services at The McManus, Libraries, Gyms, Sports Centres, Camperdown Wildlife Centre, Caird Park Golf Course, Dundee Ice Arena when possible subject to Scottish Government guidance • Continued the successful ParkLives programme that provides group exercise opportunities in the City’s greenspaces, this is subject to government guidance. • Put in place protective measures to keep the public and staff safe at our venues, giving confidence that our facilities are Covid secure and that we can resume our services with confidence as guidance allows. Elsewhere, home working has increased significantly. As a result, any positive Covid cases have so far had a minimal effect on our services. • Active Schools created online activities and challenges that young people and families can take part in. • Introduced online leisure and sport activities for 0-5s including videos, ideas and activities to do at home with little ones free of charge • Leisure Active gym instructors shared home workout ideas and streamed live classes on our social media channels free of charge. The recorded videos remain free to access on our social media channels. • Libraries started video storytelling sessions with local history themes on our social media channels. • The McManus made an audio guide tour available online where everyone can embark on a journey through 400 million years, and witness how a small settlement developed into the City of Dundee as it is today. • Cultural Services also continues to take the museum's fantastic collection as inspiration. They developed hands-on activities each week to provide fun DIY learning ideas to keep families creative. • UNESCO City of Design Dundee - Sunny Dundee Face Coverings - Developed with Halley Stevensons and made by local freelance designers the face coverings were sold with a Pay It Forward model ensuring that for every face covering sold, another was given away to someone in need. Nearly 1500 face coverings were circulated for free to the community via community groups, charities and foodbanks. • Spaces for People, Union Street - UNESCO City of Design Dundee in partnership with Dundee City Council led this project through a co-design approach to create a pedestrianised space which made more space for people and supported businesses to trade outdoors. • UNESCO City of Design Dundee - Projects for 2021 - Dundee Design Festival 2021 - Revised the proposal for DDF 2021 changing from one large city-centre based venue to multiple venues (Design Houses) which will be located in communities across Dundee. The content in the Design Houses will be developed collaboratively with designers community-based organisations.

5.3 The COVID-19 Recovery Plan (Article XIV of the minute of meeting of this Committee of 24 August, 2020, Report 185–2020 refers) for Council services including Leisure & Culture Dundee, identified that significant changes will need to be made, including new models of service delivery, greater use of digital facilities and opening hours different from pre-lockdown, and that discussions are underway with the Council to look at options to protect services and reduce property costs. Changes may necessitate a review of the agreement between the City Council and Leisure & Culture Dundee.

155

6. POLICY IMPLICATIONS

6.1 This report has been subject to an assessment of any impacts on Equality & Diversity, Fairness and Poverty, Environment and Corporate Risk. There are no major issues.

7. CONSULTATIONS

7.1 The Council Management Team and the management team of Leisure & Culture Dundee have been consulted in the preparation of this report.

8. BACKGROUND PAPERS

None

GREG COLGAN 5 AUGUST 2021 CHIEF EXECUTIVE

156 157

Appendix 1

SERVICE AGREEMENT PART 2 - SPECIFICATION OF PSO SERVICES SUMMARY – 2020 to 2021

Reporting Period: 01/04/2020 to 31/03/2021

Library and Information Services

Library and Information Services will provide the operation, management and development of library and information services throughout the City. This service will provide access to high quality resources for reading and writing as well as high quality information, as well as an access to high quality educational resources. Services provided will promote inclusion and deliver outreach activities to adults, children and families.

Service Update: Local Government Benchmarking Framework (LGBF) 2018- 2019- LGBF +/- % 19 20 Cost per visit to libraries £2.91 £2.93 0.02 0.7 % of adults satisfied with 72.3% 71.3% -1 -1.4 libraries

Actual Actual 2019- 2020-21 Attendance Indicators 20 (Apr-Mar) +/- % Comments (Apr- Mar) Library visits 977,467 32,349 -945,218 -97% Visits in person only. Dundee Outcomes Loans of all e-resources have risen significantly since the first lockdown. E- books and e-audio books are promoted on our social media pages, linked in to Loans of e-books 8,672 15,826 +7,154 +82% national events such as International Children’s Day, Women’s Prize for Fiction, International Women’s Day and World Book Day. Loans of e-audio books 8,510 13,093 +4,583 +54% In April 2019, Pressreader was launched which gives free unlimited access to thousands of newspapers from both the UK and over 100 other countries. Over the year over 50,000 13,101 73,210 +60,109 +459% Loans of e-magazines articles have been accessed. In March 2021 a new Overdrive e-magazine service became available, increasing access to over 3,000 UK and international magazines.

158

Actual Actual 2019- 2020-21 Attendance Indicators 20 (Apr-Mar) +/- % Comments (Apr- Mar) Due to social distancing the number of PCs available to customers was reduced. During the times 15,005 6 -14,999 -100% Digital literacy sessions libraries were open, there were 6 taster sessions and 178 users were helped with basic troubleshooting.

All libraries except Whitfield were open for some of this period, but due to Covid restrictions, Activities promoting reading 3,941 6 -3,935 -100% no activities were able to take place. There were 6 class visits to Blackness Library.

Performance Highlights During COVID • Developed a ‘Reconnect and Collect’ personal shopper service at Libraries across the city. • Increased the provision of eBooks, audiobooks, magazines and comics at Libraries. • Libraries started video storytelling sessions with local history themes on our social media channels. • There were virtual author visits attracting 2835 online attendees. International Women’s Day – 8th March For International Women's Day on 8th March we broadcast an interview 2021 with Janet Skeslien Charles, author of Moonlight in Odessa and The Paris Library. on our social media channels. This online event was viewed by 144 people, a good turn-out for an author.

World Book Day – March 14th 2021 For World Book Day event we were treated to a performance from the irrepressible duo that is Macastory. Originally booked for the Steps Theatre, they shared a 40-minute film of their performance featuring stories and legends form India, Greece and Persia, which by the end of March had achieved 1875 views.

Outreach events Local History hosted an online book launch for Margaret Bennett's Dundee Street Songs, Rhymes and Games book on 2 March, which had 60 attendees - lots of reminiscences from the audience and a lot of people keen to borrow the book in the future.

Another online event An A-Z of Dundonian Dissent took place on 25 Feb - this was a collaboration between the Cooper Gallery at Duncan of Jordanstone College of Art and Design and Local History to launch their latest exhibition The Ignorant Art School. There were around.200 people watching live when it went out, and the YouTube video now has 796 views and some very positive feedback in the chat.

The Tay Reflections banner made by ScrapAntics artists in response to our short oral history recordings with people about their lockdown experience of the Tay is now up on the side of Discovery - it went up on 19th March (with an explanation banner about the project also on the railings in front of the boat).

Book Week Scotland 2020 – The On Saturday 21st November the Friends of The Wighton broadcast a Future Zoom event, No Trees to Whisper – The Music of Poetry. The poetry workshop was led by Dawn Wood, with musicians Frances Cooper and Joanna Nicholson of the duo Turning the Elements. This was an opportunity to be part of a collaborative writing event and to hear about the creative processes behind ‘No Trees to Whisper’, a new song cycle commissioned by soprano and clarinet duo, Turning the Elements.

159

Cultural Services

Cultural Services will provide the operation, management development and promotion of the arts, heritage, culture and science services throughout the City. The section will provide access to high quality educational resources and promote inclusion and deliver outreach activities to adults.

Service Update: Local Government Benchmarking Framework (LGBF) 2018- 2019-20 +/- % 19 Cost per visit to museums and £2.61 £2.49 -£0.12 -4.6% galleries % of adults satisfied with 77.87% 78.53% +0.66% 1% museums and galleries

Actual Actual Attendance Indicators 2019-20 2020-21 +/- % Comments (Apr-Mar) (Apr-Mar) Total visitors in person Limited opening for 215,596 20,380 N/A N/A McManus only during this period due to restrictions Open from 20 Aug 2020 McManus 167,391 20,380 -147,011 -87% until 23 December 2020 due to restrictions Broughty Castle Museum 42,149 0 N/A N/A Closed due to restrictions Mills Observatory 5,601 0 N/A N/A Closed due to restrictions Collections Unit / Steeple 455 0 N/A N/A Closed due to restrictions Halls and Music Development

Venues Supporting NHS in s Caird Hall venue for the Mass 132,113 33,887 -98,226 -74.5% Vaccine Centre and (per 1,000) Scottish National Blood Transfusion Service Closed due to COVID Burgh Hall 5,879 0 0 0 restrictions. Public office & phone lines closed due to Box Office 123,085 1,596 -121,489 -98.7 COVID restrictions. Online ticket sales only. Only figures to 31 Hollins Room 2,368 808 -1,560 -65.9 December 2020 available DCC using all rooms, Lord Provost & Staff. Mitchell Street ‘English to Speakers of Other 6,730 0 0 0 Conference Rooms Languages’ services etc. Closed to external events due to COVID restrictions. Volunteering Moving forward we will be working to safely bring volunteers back to onsite. Improvements to the Hours 1248.33 0 N/A N/A collections management system may also offer the opportunity of remote working for appropriate projects. Our nine volunteers remain committed to the service, although have not been able to come in Individuals 9 0 N/A N/A and work on projects since the start of Covid- 19 restrictions in March 2020. We have kept in touch with our team of

160

volunteers through regular updates, and by including them in catch up video calls with staff. Actual Actual Attendance Indicators 2019-20 2020-21 +/- % Comments (Apr-Mar) (Apr-Mar) Digital Much of our learning and engagement move to digital remote provision. Many members of staff Digital Engagement 371,257 492,358 121,101 +32.6% were furloughed over this period however, we still increased digital engagement significantly.

Performance Highlights During COVID • The main Caird Hall opened as the Mass Vaccine Centre for the City at the beginning of February 2021, contributing enormously to the city response to dealing with the COVID pandemic. • We continue to support the SNBTS with blood collecting three days per week in the Marryat Hall. • The McManus embarked on an ambitious six-month remote learning and engagement project with partners to help combat isolation. ‘Reconnect’ ensure that isolated and shielding participants can still benefit from the rich experiences the museum has to offer. • The McManus made an audio guide tour available online where everyone can embark on a journey through 400 million years, and witness how a small settlement developed into the City of Dundee as it is today. • Cultural Services also developed hands-on activities each week to provide fun DIY learning ideas to keep families creative. • UNESCO City of Design Dundee - Sunny Dundee Face Coverings - Developed with Halley Stevensons and made by local freelance designers the face coverings were sold with a Pay It Forward model ensuring that for every face covering sold, another was given away to someone in need. Nearly 1500 face coverings were circulated for free to the community via community groups, charities and foodbanks. • Spaces for People, Union Street - UNESCO City of Design Dundee in partnership with Dundee City Council led this project through a co-design approach to create a pedestrianised space which made more space for people and supported businesses to trade outdoors. • UNESCO City of Design Dundee - Projects for 2021 - Dundee Design Festival (DDF) 2021 - Revised the proposal for DDF 2021 changing from one large city-centre based venue to multiple venues (Design Houses) which will be located in communities across Dundee. The content in the Design Houses will be developed collaboratively with designers community-based organisations. Exhibition Programme Key focus on collections across our social media channels in addition to physical visitors being able to access McManus displays.

The two exhibitions Time and Tide: The Transformation of the Tay and A Love Letter to Dundee: Joseph McKenzie photographs 1964-1987 continue to be promoted through weekly posts on our social media channels. Digital access has been provided through two filmed exhibition overviews.

A Love Letter to Dundee was featured as a photo story in the January 2021 edition of Scottish Field.

Streetlevel Photoworks Glasgow also included the exhibition in their online programme with a talk by The Times Journalist Kenny Farquharson.

John Duncan’s Riders of the Sidhe was featured in the Great British Art tour an initiative by Art UK that featured in the online Guardian on 10 Feb 2021.

161

We supported DCA to market their streaming of the Anthony Baxter documentary Eye of the Storm which featured artist James Morrison and The McManus exhibition Among the Polar Ice.

The film was then broadcast on BBC Two and BBC Scotland.

Loans Programme Covid-19 restrictions had an impact on our loans programme, with both incoming and outgoing loans cancelled or rescheduled.

We have extended our loans to Musei di San Domenico Forli in Italy and the Guildhall Art Gallery in London, to give more visitors the chance to see the artworks lent. Despite the challenges of the pandemic, we have brought objects on loan from National Museums of Scotland to enrich our current exhibition Time and Tide: The Transformation of the Tay. We will continue to work with lenders and borrowers in the coming year to deliver our revised loans programme.

Engagement programme The Reconnect project is a six-month project to combat Covid-19 social isolation.

Participant groups involved are from Alzheimer Scotland, Home-Start Dundee and Tayside Healthcare Arts Trust. The project has been made possible thanks to Art Fund support and additional funding from Tayside Healthcare Arts Trust.

‘Reconnect’ enabled the museum to continue to provide valuable cultural engagements, resources and experiences that enhance positive cultural participation and ensure that isolated and shielding participants can still benefit from the rich experiences the museum has to offer.

An integrated team of museum educators, curators, cultural partners and freelance artists supported those most in need. All project activities are designed to spark imagination and support shared remote learning experiences, utilising the museum’s new temporary exhibitions ‘Time and Tide: The Transformation of the Tay’ and 'A Love Letter to Dundee: Joseph McKenzie Photographs 1964- 1987' as creative catalysts.

Participants of one group are working to launch a series of webpages that share the work they have done so far.

Collections Online We have made significant headway with the delivery of collections online which will prove to be a major connection with audiences to the city’s stored collections and history.

Staff have worked to make web ready records during the period of flexible furlough this has allowed 5655 records to be made web ready and the next step is running it on a test site. Strengthening the permanent While we continued to acquire objects during lockdown, the final stages of collections through acquisition acquisition process, accessioning, could not be completed due to lack of access to our sites.

Objects donated, but not accessioned during this period will be reported on in 2021/22, once the accessioning process has been completed.

A number of purchases were made with support from the National Fund for Acquisitions, and publicity will be undertaken for these in due course. These objects will be reported on in 2021/22, once the accessioning process has been completed. Grant application decisions awaited on a significant historic acquisition. Although the vast majority of staff remained on furlough, significant work was undertaken to gain external funds to acquire these objects.

We are working in partnership with the Contemporary Art Society (CAS) to acquire a contemporary artwork for the fine art collection. Anticipated in 2019- 20, the timescale for this has been extended by CAS. We have accepted two major gifts, a bequest of 2 works and associated letter by Stewart Carmichael linked to a Dundee sitter and a collection of items relating to Lt General Sir William Chalmers, donated by his descendants. We have been in discussion with possible donors during this period.

162

Ensure the City's collections Staff who continued to work through the initial lockdown, those who worked a maintain standards to retain flexible furlough and when staff returned between August to December their fully accredited status. undertook significant retrospective documentation work, this essential documentation has a post in discussion to support, the retrospective documentation is an essential requirement for the accreditation process.

The transcription of the accession registers is a significant piece of work which will support the physical audit and reconciliation (the latter elements can only be undertaken once back in the building) all support the approved retrospective documentation strategy. 3696 register entries transcribed, improving provenance information for 8481 object records.

Documentation undertaken during lockdown and records enhanced on Kemu system. Object preparation for works identified for display undertaken by our conservator during. Specialist conservation identified but unable to be delivered to the studio due to COVID restrictions.

Opportunity taken to prepare objects required for 2021/22 exhibition programme.

All works on display within Chambers moved to temporary storage area.

Professional support for cultural The Visual Artist and Craft Makers Awards run by Creative Scotland distributed providers through artists and 100% of its grant funds to Dundee-based artists. Musicians awards distributed in musicians grants schemes. full.

163

Leisure and Sport Services

Leisure and Sport Services will provide the operation, management and development of indoor and outdoor sports facilities, the development and delivery of sports activities and events directed towards wider participation in sports and the delivery of services focused on social renewal and the needs of young people on behalf of Dundee City Council in the manner following:

1. leisure facility management 2. sports development 3. golf course management and maintenance 4. Camperdown Wildlife Centre management

Service Update: Local Government Benchmarking Framework (LGBF) 2018-19 2019-20 +/- % Cost per attendance of sport and leisure facilities (including £2.48 £2.75 +£0.27 +10.9%

swimming pools) % of adults satisfied with 72.07% 70.40% -1.67 -2.3% leisure facilities

Attendance Actual Actual +/- % Comments Indicators 2019-20 2020-21 (Apr-Mar) (Apr-Mar) Attendance per 1,662,602 243,079 -1,419,523 -85% 1,000 of population All Pools 652,569 46,210 -606,359 -93% Whole facility closed from 18 March to 31 August 2020 and from 24 Dec. 2020 to 26 April 2021 (5 out of 12 months total closure). Between closures the Competition Pool was reopened for lane Olympia 463,141 38,508 -424,603 -91.6% swimming, club training, Aquafit and Learn To Swim. Fitness Studio reopened for individual training. Attendances are down 92.17% for the equivalent activities on offer last year. All facilities at Lochee closed from 18th March to 31st August 2020 and from 24th December 2020 to 26th April 2021 (5 out of 12 months total closure). Pool opened later than Fitness Studio on the 26th October 2020 following necessary Lochee 65,316 7,702 -57,614 -88% maintenance. Out-with closure periods, restricted Pool and Fitness studio 1hr bookable sessions have been made available. Sauna & steam room remains unavailable, programmed classes have been relocated and tuition remains unscheduled. School Community Sports facilities Braeview 0 0 N/A N/A have never reopened since the fire in 2018/19. Sports facilities closed due to Covid- Craigie 4,742 0 -4,742 -100% 19 lockdown March 2020 to March 2021 Sports facilities closed due to Covid- 19 lockdown Grove 34,912 0 -34,912 -100% March 2020 to March 2021

164

Attendance Actual Actual +/- % Comments Indicators 2019-20 2020-21 (Apr-Mar) (Apr-Mar) Sports facilities closed due to Covid- Harris 40,066 0 -40,066 -100% 19 lockdown March 2020 to March 2021 Sports facilities closed due to Covid- St. John’s 7,718 0 -7,718 -100% 19 lockdown March 2020 to March 2021 Sports facilities closed due to Covid- St. Paul’s 36,674 0 -36,674 -100% 19 lockdown March 2020 to March 2021 All Indoor Sports

(excl. Pools) 822,013 117,765 -704,248 -86% Open between Sept & Dec but large Ancrum 33,612 23,928 -9,684 -29% increase on same period previous year. DIA 132,524 25,259 -107,265 -81% Open between Sept & Dec Sport Centre opened on 1st September with minimal programmes allowed to participate. DISC 218,355 10,243 -208,112 -95% Decision taken by LACD to close again 23rd December. Re-opened on 15th March 2021 for Morgan Academy school PE only. Sport Centre opened on 1st September with minimal Douglas 81,800 11,860 -69,940 -86% programmes allowed to participate. Decision taken by LACD to close again 23rd December. Sports facilities closed due to Covid- Fintry 2,164 0 -2,164 -100% 19 lockdown March 2020 to March 2021 Sports facilities closed due to Covid- 19 lockdown Lynch 45,320 0 -45,320 -100% March 2020 to March 2021. The centre has now been asset transferred to Street Soccer.

The centre has remained closed for McTaggart 95,118 0 -95,118 -100% the full year due to the COVID pandemic. Sport Centre opened on 1st Menzieshill September with minimal 26,877 6,170 -20,707 -77% programmes allowed to participate. Community Hub Decision taken by LACD to close again 23rd December. Baldragon 26,833 3,910 -22,967 -86% Sports facilities closed due to Covid- Craigowl 3,440 0 -2,190 -100% 19 lockdown March 2020 to March 2021 Sports facilities closed due to Covid- 19 lockdown St. Andrew’s 1,750 0 -1,110 -100% March 2020 to March 2021.

The Centre was completely closed from April to the end of August due to the Covid pandemic. Partial opening, in line with Scottish RPC 154,220 36,395 -117,825 -23.6% Government restrictions, was facilitated for the last 6 months of the year.

Miscellaneous 188,020 79,104 -108,916 -58% Development (Health & 36,098 1,102 -34,996 -96% Wellbeing) Limited activity delivered between September and December 2020 while restrictions allowed, with most Sports Development 30,560 2,757 -27,803 -91% sessions taking place in sports centres (therefore not counted within this figure).

165

Attendance Actual Actual +/- % Comments Indicators 2019-20 2020-21 (Apr-Mar) (Apr-Mar) Attendances have more than Golf Rounds Caird 9 doubled in 2020, with the course 5,965 13,179 +7,214 +121% Hole only opened for 8 months out of 12.

Same as 9-Hole course, despite only Golf Rounds Caird 8 months of play, attendances have 21,150 24,484 +3,334 +16% increased significantly compared to 18 Hole 2019/20.

Memberships for the 18-Hole course have been frozen from the beginning Golf Members 1,192 1,077 -115 -9.65% of March. During 2020 memberships peaked at 812 for the 18-Hole course. Leisure Active Limited services between mid- 4,842 4,333 -509 -10.5% Members September and December only. Limited opening but animals still Wildlife Centre 73,757 32,172 -41,585 -56% required the same care and attention by staff throughout the year.

Active Schools Actual Actual +/- % Comments Academic Year 2019-20 2020-21

Limited provision due to Covid Active Schools 229,424 93,993 -135,431 -59% restrictions for physical activity and sport

Performance Highlights During COVID • Moved towards cashless transactions at our venues and a ‘digital first’ approach to marketing and promoting our services. • Assisted and supported Dundee City Council with the transfer of the Lynch Sports Centre to Street Soccer. • Continued the successful ParkLives programme that provides group exercise opportunities in the City’s greenspaces, this is subject to government guidance. • Active Schools created online activities and challenges that young people and families can take part in. • Introduced online leisure and sport activities for 0-5s including videos, ideas and activities to do at home with little ones free of charge • Leisure Active gym instructors shared home workout ideas and streamed live classes on our social media channels free of charge. The recorded videos remain free to access on our social media channels. Lochee Swim & All facilities at Lochee closed from 18th March to 31st August 2020 and from 24th Leisure Centre December 2020 to 26th April 2021 (5 out of 12 months total closure). Pool opened later than Fitness Studio on the 26th October 2020 following necessary maintenance.

Out-with closure periods, restricted Pool and Fitness studio 1hr bookable sessions have been made available. Sauna & steam room remains unavailable, programmed classes have been relocated and tuition remains unscheduled. Active City – On-line Class Visits Active Schools From January, Active Schools provided online virtual support. Some schools asked for support for online activities such as live sessions or pre-recorded activities; physical activity drills/competitions and challenges. Each week the team would connect with classes and set them different physical activity challenges.

We supported weekly pre-recorded Fun in Athletics drills, which is a programme that would have been running during this time had we been in school. The weekly video was posted for pupils to use through MS Teams channels or Google classrooms. Each week pupils were asked to complete the activities and add their score to the weekly leader board to create some form of competition for the pupils to get involved in. The Fun In Athletics programme also worked in hand with the sportshall athletics pentathlon at home activities that they sent out during lockdown.

166

Performance Highlights Daily Mile

The Active Schools team has been encouraging schools to do the Daily Mile in their playground since the schools returned in August. This is an activity schools can do easily with no equipment required. This worked especially well with P6 & P7 pupils as the team organised the Road Relay citywide virtual competition.

The team has engaged with the newly appointed Daily Mile Development Officer for Scotland and are planning to encourage all schools to connect more with The Daily Mile and all their projects to get children more active.

This term we have been offering schools the resources to do the Tour of Britain and Desk to Daily Mile projects alongside other projects from The Daily Mile initiative itself. All information can be found on our website.

Walk & Talk

Active Schools has been challenging our teenagers (and adults) to spend the month of February ‘Walking and Talking’ to promote the mental health benefits.

Back Supporting Schools

Activities in school have taken shape through playground games, resilience activities, leadership sessions and the daily mile programme.

Staff have been very friendly and have been ensuring that Active Schools staff have felt comfortable coming back into school, following protocols and hygiene measures.

Strava Challenge

In lieu of holding our usual Cross-Country Championships this year, we looked at holding a virtual competition instead. Using the activity tracking App, Strava, we challenged primary and secondary aged pupils to run a modified cross-country route in Baxter Park or to run one mile anywhere over a one-month time period. Pupils then had to upload their efforts to the Dundee Active Schools 'club' on Strava so we could see the results and chart the fastest times.

There were some very impressive times recorded for the one-mile challenge and some great efforts around the tough undulating cross country route. The fastest boy and girl in both challenges will receive a Fitbit fitness tracker watch.

Weekly Active Schools Video Challenges

The Active school team connected with pupils through a series of videos sent out each week to encourage the children and young people to achieve one hour of daily physical activity each day. This was done though the Coordinators creating a short 1 minute 30 second video each week, which was uploaded to YouTube and sent out to all primary schools for use in school, hubs and to compliment home learning. Challenges included daily running, walking, cycling, yoga activities which, if achieved each day, would allow participants to achieve one hour of activity each day.

NHS Programme

Best Foot Forward (BFF) is the name we are using for our newly developed family lifestyle weight management programme. It is a targeted programme, targeting the areas where there is greatest overweight and obesity. The overall aim is to change behaviours across the whole family in order to reduce the risk of overweight and obesity. It is important to note here that the emphasis is not on losing weight (although a long-term outcome of the programme is to help people work towards attaining a healthy weight), but on developing behaviours that will improve the health of the whole family. This programme is currently in the hands of two clusters in Dundee, piloting discussions as to how this will look when we are allowed to work face to face with both partners and parents in school. Pupils have been identified in school, and discussions with the FDW have been positive with clear visions of simple benefits to be had for both parents and pupils.

167

Performance Highlights Sports Leadership Academy – Make It Happen

Dundee Sports Leadership Academy was successful in running two separate courses through Basketball Scotland for a Make It Happen course. The most recent of them being on Tuesday 16th February (10am to 1pm). At this course we had 12 signed up with 9 attending and passing (75%). There were good numbers for both community and school club involvement, and we hope to follow this up with opportunities when able to do so.

With the difficulties surrounding online engagement we are pleased with our attendance. We are hopeful to have further discussions in June for the SLA to run slightly later this year, in October, with the hope of face-to-face involvement.

Orienteering

In partnership with Scottish Orienteering we have created courses across the whole of Dundee for people of all ages and abilities to access.

We have been part of a team that has digitally mapped out courses and physically trialled them before uploading them to an app for all to use. We have worked hard to ensure our maps and clues sheets are accurate and clear with instructions and are now housed on our new Active Schools website. The majority of our courses are post box challenges which provide local routes in urban places encouraging many to get out and get active. We have also included maps of differing difficulties for many of our parks and city centre area. At present we have 27 maps available, with a plan to create more.

We also have our tutor course organised for May, which will ensure we can train and provide CLPL opportunities to team members, students/young people and teachers alike.

We are also currently waiting for mapping in clusters of the city, for school grounds and local parks. We will then engage schools to use resources on their school grounds. We also have volunteers from Scottish Orienteering available to support a summer holiday programme in some capacity.

Abertay/Student Programme

This programme is currently coming to an end of a 6-week placement with students from Abertay University. 74 students from sports courses from Abertay University have undertook (a first) online 6-week placement to create physical activity resources for primary schools across Dundee. Coordinators have met weekly with the students following a programme of tasks to be completed to support students in completing resources for our online content on our website and for in class physical activity ideas for teachers and staff.

This has been a new and challenging experience for both students and Coordinators. However, all have successfully engaged in the programme and produced some amazing exemplary content.

Active City – Community Sports Hubs Community Sports Hubs As a result of lockdown being enforced across Scotland again from 26th December, the period January to March has been challenging for Community Sport Hubs due to the restrictions bringing a halt to community sporting activity. However, once again as also demonstrated in 2020, Community Sport Hubs and member clubs have risen to the challenge by engaging with members through online sessions and a variety of step & fitness challenges. Our CSHO has been working hard to support clubs to maintain engagement with participants during this lockdown.

A focus area for our CSHO during this period has been the Changing Lives Through Sport and Physical Activity Programme. Our CSHO is part of the Changing Lives Learning Programme with sportscotland and has engaged in weekly sessions aimed at supporting Community Sport Hubs and colleagues to embed a Changing Lives approach through Scottish Sport.

The aim of the programme is to equip Sports Officers from across Scotland with knowledge, skills and tools to apply a Changing Lives approach and ultimately support Community Sport Hubs and Sports Clubs develop a mindset to intentionally use sport and

168

Performance Highlights physical activity to bring about positive change for people and communities. This approach will help clubs to more effectively meet the needs of their communities and use sport to achieve both sporting and social outcomes. Our Community Sports Hub Officer has led a workshop with the Active Schools team to share learning from the Changing Lives Programme to date. Dundee North West Community Sports Hub has also started the Changing Lives Direct Club Support Programme where an action plan will be collated in line with the Changing Lives approach.

In March our Community Sports Hub Officer worked with Kanzen Karate to welcome them to join Caird Park Community Sport Hub. This adds to the diversity of sports within the Hub, brings additional knowledge and experience to the Hub and brings additional opportunities for collaboration across different sports.

Active City – Re-opened the facility on Monday 31st August and saw a positive uptake in attendance at DISC the group exercise programme with additional sessions being delivered, and also a higher attendance uptake due to most classes being held in the large sports hall.

Morgan Academy pupils have returned to both outdoor and indoor non-contact physical education lessons.

There was a positive return of external Dance sessions since September and also indoor football juvenile sessions between October and December. Outdoor 3G pitch bookings were 90% capacity between October and December, with the Government restrictions allowing outdoor play. Unfortunately, the local Hockey clubs decided not to return to the outdoor Hockey pitch during this period.

Local charity Dundee United Community Trust were able to deliver two School Holiday Summer & October holiday programmes at DISC utilising our Outdoor 3G pitch. Both camps were well attended and allowed participants to enjoy a week of football.

Active City – Since reopening of facilities on Monday 31st August three has been a positive uptake in Douglas Sports attendance at both the fitness suite booking sessions and the group exercise programme. Centre Indoor juvenile football sessions were proving very popular October to December as one of the few groups who could participate indoor in team sports. Some internal & external Dance sessions had also been able to resume in the Sports Hall.

Active City – Demand for golf remains at a very high level since re-opening in March, with a 75% Golf increase compared to March 2019 (closed midway through March 2020, therefore this is not comparable).

During 2020 the demand for golf was such that we introduced booking limits for all 18- Hole members (3 per week). We have taken the decision to freeze membership intake in March 2021, which allows us to assess the situation. We will allow a limited intake of members as soon as this becomes viable.

The 9-hole course use more than doubled ( 121%) compared to the previous year despit only being open for 8 of the 12 months.

Memberships for 9-Hole have remained available throughout and we now have over 400 9-Hole members.

Active City – Lynch remained closed due to Covid restrictions. The innovative asset transfer was Lynch Sports Centre concluded by lease of the Lynch Centre to Street Soccer who will combine sport and fitness with helping people struggling with a range of issues such as homelessness, poor mental health and addiction. Active City – After reopening of facilities on Monday 31st August we saw a positive uptake in Menzieshill attendance at Adult Fitness sessions in Menzieshill Community Hub. Community Hub There were also regular casual badminton & table tennis bookings through a special promotion offered to the public for evening and weekend use.

Active City – N/A – Schools have remained closed for community usage since March 2020. Lengthy School Community discussions took place between LACD and Education to discuss the reopening for August Facilities to December, but it was decided not to after updated Government restrictions.

169

Performance Highlights

Active Living – Ancrum returned to full school contract and Active Travel Project delivery from Monday Ancrum Outdoor 14th September until 24th December 2020. We were extremely busy with so much Learning Centre demand for our services by schools with all Covid related risk assessment adaptations made. During this period, we managed to fulfil our contractual obligations with additional sessions to schools for the Scottish Attainment Challenge funds of £12k which we were unable to deliver from April to June 2020. During October holidays we ran a local programme to remain within parameters of restriction in place which saw a really good uptake from new customers within Dundee area. In addition to this we ran our usual beginner ski blocks which were fully booked in that period and a few private group activity bookings for families. I am very confident that despite the lockdowns due to the pandemic, Ancrum will always bounce back with great demand for our services.

Active Living – Centre only opened to the public from August until December 24th due to Covid Camperdown restrictions. Wildlife Centre All Keeper staff retained throughout the year to ensure animal welfare.

Active Living – Dundee Ice Arena only opened to the public from August until December 24th due to Dundee Ice Arena Covid restrictions.

Attendance numbers during this period were limited following industry guidance.

The only activity during the closure period was Elite Figure Skater training, in line with Sport Scotland guidance.

Minimal staff presence for maintenance and building security.

Active Living – Whole facility closed from 18th March to 31st August 2020 and from 24th December 2020 Olympia to 26th April 2021 (5 out of 12 months total closure).

Between closures the Competition Pool was reopened for lane swimming, club training, Aquafit and Learn To Swim.

Fitness Studio reopened for individual training.

Attendances are down 92.17% for the equivalent activities on offer last year. Business The Learn to Swim programme at Olympia returned November to December with capacity Improvement – reduced to half to accommodate industry guidance and facility access capabilities. Aquatic Development Prior to attending participants, we emailed a ‘Welcome Back to the Water’ video. The video provided parents with reassurance on social distancing and hygiene measures in place. A virtual building tour highlighted changes made to access and also what was expected of participants and parents when attending.

A leaflet was also produced and emailed to those attending to highlight access, changing area and changes to teaching methods. Feedback from those who are attending is very good and, as we would expect, those still waiting to resume their lessons are frustrated and can’t wait to get back.

Business The Health and Wellbeing programmes and team members mainly only returned from Improvement – September until December in line with restrictions and closure of facilities. Development (Health & Wellbeing) Examples of success were particularly evident with ParkLives, Urban Moves and Steps to Health. Exercise referral could not return in a group setting and many logistical issues existed around booking and access for many participants of Health & Well-Being programmes.

Ready Steady Go was not able to fully return with issues around equipment sharing and groups of parents.

Some success is noted around virtual sessions. in particular for exercise referral through Active for Life and Move More. Street Soccer provided support to participants of the programme throughout the pandemic in line with restrictions.

170

Performance Highlights Business Leisure active memberships were frozen between the months of March and mid- Improvement – September due to the national lockdown. Leisure active continued to offer free group Leisure Active exercise to its members through lockdown live on Facebook. Membership From mid-September limited services resumed and we were able to successfully reinstate many members, whilst other stayed frozen. Most of the memberships staying frozen did so due to a service or facility not being available.

Across Scotland membership numbers were reported at being anything between 30% and 50% down; a trend consistent with the industry as a whole. Leisure active successfully reinstated 70% of adult members. Children services were largely unavailable.

All memberships were placed on frozen for a second time for the second lockdown from Christmas eve. We were successful in re-purposing many areas, including Activity rooms and sports halls to help ensure our offering remained competitive and appealing despite the restrictions placed on the industry.

In November, Scotland moved into level 3 which resulted in group exercise being stopped, group ex accounts for approximately 30% of Leisure active usage. In particular we had great results from delivering group exercise in the larger sports halls. Increased capacity allowed more members to attend classes at high demand times whilst also massively reducing our instructor costs. Participation in group exercise continue to grow in popularity and the limited offering of this type at budget operators presents a commercial opportunity.

Business Lifeguard training and National Pool Lifeguard Qualification requalification resumed after Improvement – the first lockdown at the start of September. This was a big task due to the restrictions Training and controls put in place to reduce the spread of Covid. Numbers had to be reduced to 6 per course due to the space and the fact that candidates had to have a manikin each for the duration of the course. Costs have increased due to the need to replace manikin lungs after every course and demand is higher for first aid renewals due to qualifications expiring over the period of both lock downs.

First aid courses resumed again after the second lock down at the end of April (still at 6 candidates per course), but demand is still high within DCC.

Until restrictions are eased to a point where numbers in one course can increase, it is unlikely that any first aid waiting lists will reduce anytime soon. Performance Sport The Centre remained closed for the full year. McTaggart Regional Gymnastics Centre

Performance Sport In line with Scottish Government restrictions, the Centre remained closed for the first half Regional of the year. However, between the end of August and the end December the RPC Performance Centre welcomed back a number of key clubs, including Dundee FC, Dundee Hawkhill Harriers, Dundee Dundee Rugby, Abertay University clubs, Monifieth Triathlon Club, Peterhead FC and several junior football clubs, as well as the LACD sports development programmes and sportscotland medical and strength conditioning programmes. Unfortunately, the Country was placed back in lockdown for the final quarter of the year. However, due to Scottish Government exemptions which allowed professional football teams to continue training, the Regional Performance Centre remained partially open to allow the first teams for both Dundee and Dundee United Football Clubs to continue training on the pitches during this period.

171

Strategic Themes & Priority Outcomes for Dundee Appendix 2

Fair Work and Enterprise: L&CD Contribute to • raising regional productivity • closing the jobs gap • reduce unemployment

CULTURAL SERVICES Successful delivery of the Visual Artists and Craft Makers Awards and Musicians Awards schemes 2020/21 in which the entire budget for grants was distributed in grants to visual artists and craft makers, supporting local practitioners at a particularly challenging time due to COVID restrictions.

LEISURE AND SPORT SERVICES

Active City – Active Schools / Community Sport Hubs Active Schools has secured funding for a new Cashback Community Rugby post. The post will go to advert soon, providing a new job opportunity in the area. The programme will deliver on key outcomes for Cashback in the communities.

Our Community Sport Hub Officer (CHSO) has also been successful with a funding application to the NHS Community Innovation Fund. The funding awarded will enable LACD to recruit a Community Sport Hub Modern Apprentice who will work under the supervision of the CSHO to support the recovery of, and future development of, Community Sport Hubs in Dundee. This is a fantastic opportunity for a young person aged between 16 & 19 years old and we will now be proceeding with the recruitment process.

Business Improvement – Sports Development A Volunteer Development Programme was given the go-ahead from management in December with the Sports Development team looking to recruit volunteers across our target sports with the aim of investing in their development to improve their employability skills and ultimately become paid coaches for LACD. It is hoped this programme will be progressed in 2020/21.

14 Grove Academy pupils were supported through their SFA 1.1 qualification by the Football Development Officer who provided support during school time.

LIBRARY AND INFORMATION SERVICES

Lockdown for much of the year and Covid restrictions being in place for the months libraries were open had a severe impact on the support offered to job seekers. We were unable to use volunteers during this time and the number of PCs available also had to be reduced. The impact of Covid on the job market will increase demand on library services as we start to reopen.

Child Disability Payment is to be piloted in Dundee and other areas before its nationwide launch in the autumn, and Social Security Scotland are hoping to use Central Library for face to face appointments

172

Children and Families: L&CD contribute to • improve early years’ outcomes • close the attainment gap • improve physical, mental and emotional health for children and young people • Improve health and wellbeing outcomes for children and young people who experience inequalities • increase safety and protection of young people

CULTURAL SERVICES

The McManus: Dundee’s Art Gallery & Museum delivered an ambitious six-month remote learning and engagement project to help combat isolation heightened by the current COVID-19 pandemic.

‘Reconnect’ enabled the museum to continue to provide valuable cultural engagements, resources and experiences for community groups with long term health conditions and families groups.

An integrated team of museum educators, curators, cultural partners and freelance artists supported those most in need. Participant groups involved are from Alzheimer Scotland, Home-Start Dundee and Tayside Healthcare Arts Trust. The project has been made possible thanks to ArtFund support and additional funding from Tayside Healthcare Arts Trust.

All project activities are designed to spark imagination and support shared remote learning experiences, utilising the museum’s new temporary exhibitions ‘Time and Tide Transformation of the Tay and ‘A Love Letter to Dundee’ Joseph McKenzie Photographs 1964 – 1987 as creative catalysts throughout. Both exhibitions narrate Dundee’s stories through film, photography, audio, objects and artworks from across the city’s collections and celebrate the influence the River Tay has had and still has on our city.

Activities include digital reminiscence sessions and tutor led zoom sessions to develop skills in photography. A wide range of family friendly digital activities, free art kits, artist-led art activities as well as specially choreographed museum themed online dance sessions. Participants will also have a wide range of opportunities to share their own stories and co-produce final project artworks and publications.

“Many people in our city are currently facing poverty and hardship. It’s a crucial time for cultural venues to reach out and provide creative engagement with groups. Equalities and inclusion are central to the museum’s audience engagement and at this time in particular, we want to activate positive mental health and wellbeing.

Estelle Coulthard, Young Parents Co-ordinator from Homestart Dundee, said: “Covid-19 has caused enormous negative impacts on the mental and physical health and wellbeing for families. Many families are extremely worried about their income and do not have the means to purchase art materials or feel creative enough to provide their children with a creative activity at home. This partnership will benefit our groups massively, allowing them to connect to positive experiences, cultural access and free enjoyable creative activity or similar.”

Nicola Lorimer, Locality Leader at Alzheimer Scotland, said: “These groups will be invaluable for many of the people we support and linking up with the McManus will be beneficial to people with dementia and their carers by building positive relationships and improving their health and wellbeing in these difficult times.”

Chris Kelly, Projects Coordinator for Tayside Healthcare Arts Trust said: “We are excited to be collaborating with The McManus for the first time and it is particularly valuable for us to be sharing resources at this difficult time. Our participants are finding this second lockdown even more difficult and the weekly creative challenges provide a positive focus and exchange for everyone.”

LEISURE AND SPORT SERVICES

Active City – Active Schools The Active Schools team has been supporting children’s’ physical and mental health through a range of interventions. We have created a website to support teachers, pupils and parents keep active in school and at home. Each week the team has been engaging with pupils in different ways, such as online meetings, online Strava challenges, Orienteering post box challenge and many more.

As well as online interventions, we have been in schools delivering sports and PA with a large number of school classes.

173

Active City – Sports Centres & School Facilities

Weekly children’s activity session’s held at Douglas Sports Centre & Menzieshill Community Hub for Little Gym Time, Baby Gym and Twisting Tots are delivered to support cognitive skills and regular activity.

Weekly NHS Rebound therapy sessions are delivered in Menzieshill Community Hub utilising trampolines as a way of supporting rehabilitation for young people and adults with physical disabilities.

The school facilities operation provides a range of quality school sports facilities, fitness suites and exercises classes as well a swimming pools and learn to swim programmes, supporting the citizens of Dundee to live active healthy lifestyles.

Business Improvement – Sports Development

Diversionary – The Football Development Officer delivered a Freekickz programmes at Craigie and North East Campus from September to December 2020 in partnership with DCC Youth teams reaching out to 12-16-year olds. These young people are mainly targeted through the youth work team who link to community safety meetings to identify areas with high levels of anti-social behaviour and signpost the youths to this provision. LACD coaches simply deliver on the football activity and pathways for the young people and youth workers attend weekly to engage with them to support them out with our provision

84 netball players were selected for the Dundee Pathways / U13 / U15 / U17 netball squads in 2019/20. Players were provided with weekly training and, when restrictions allow, opportunities to compete in Netball Scotland competition, Perth Junior Netball League and the Netball Dundee League.

144 football players have been selected for the new Dundee Football Performance Academy for 202/21. Players are coached on a weekly basis by highly qualified coaches and additional match play and strength & conditioning sessions will be included in the programme.

Football camps were run in the October holidays and in-service day football camps also took place in partnership with Dundee United Community Trust offering local children the opportunity to get active and develop new friendships.

LIBRARY AND INFORMATION SERVICES

For Book Week Scotland 2020 – The Future, the programme was changed to a digital model and we joined with the Schools Library Service and The Friends of the Wighton to provide author events. Every day during the week Dundee Libraries shared a short film from authors and illustrators on our social media channels. Taking part were authors Michelle Sloan, Gill Arbuthnott and Dave Cousins, writer and Poet Jenny Lindsay and illustrator Tom Foster who all talked about their favourite things.

The Children’s Centre encouraged children and families to Jump into the Future and make and fill in their own time capsule. Staff presented ideas during a design session on Dundee Libraries Facebook page and free craft kits were available from the Central Library anytime during the week.

Free copies of the Future book, which includes real life stories from people around the country, were available from libraries across the city and delivered to At home customers during Book Week Scotland.

There were 966 video views, 560 for time capsule craft activity, 406 for authors’ favourite things. Virtual BookBug sessions, including a festive session were filmed by library staff and made available via YouTube and through the library Facebook account.

174

Health, Care and Wellbeing: L&CD contribute to • reduce obesity • reduce substance misuse improve mental health and wellbeing

CULTURAL SERVICES

The significant contribution of the Caird Hall becoming the Mass Vaccination Centre for the city has been recognised. Caird Hall staff have responded and adapted to change the concert and conference venue into a facility that supports the NHS effort to vaccinated the population. This has seen seven day opening and will continue to the middle of October 2021.

LEISURE AND SPORT SERVICES

Active City – Active Schools

Active Schools has in the past year been working closely with the NHS to develop a programme aimed at the changing lives agenda. The programme that has been developed will be known as "Best Foot Forward" the programme is a 9-week programme aimed at families to improve healthy lifestyle habits, which will include food habits including portion size and the eat well plate, screen time habits and physical activity goals. The project will incorporate information and physical activity in each session.

The programme itself has three tiers: Tier 1 – A whole class approach, which will see students trained to deliver an activity to a whole class in the P1-3 age bracket. Tier 2 – This will see Active school and NHS staff deliver face to face sessions to groups of families, in consultation with the school, in order to target families looking to be involved in the intervention. Tier 3 – This will see families already in the programme (through referrals) partnered with Coordinators who will arrange weekly meetings with the parents to help and provide advice on physical activity opportunities and goals.

Active City – Golf

Golf is a lifelong sport from pre-school to old age, leading to long term benefits from taking up the sport. Its therefore pleasing to note a significant increase in golf at Carid Park during the Covid Pandemic. Despite only being open 8 out of the 12 months attendances at the 9-hole course more than doubled (121%) and rose by 16% on the 18-hole course

Active City – Sports Centres & School Facilities Street Soccer Scotland now taken on the lease of the premises at Lynch Sports Centre vacated by Leisure & Sport. The offices will be renovated into a drop-in centre and will host future education and welfare tutorials as well as football drop in sessions will be delivered on the Sports Halls.

LIBRARY AND INFORMATION SERVICES

Contributed local history content and pictures to Helping Older People Engage's activity magazines in July, August and December, including quizzes and sites to look out for on local walks.

175

Community Safety and Justice: L&CD contribute to • reduce levels of crime • reduce levels of domestic abuse • reduce levels of re-offending • reduce risk to life, property and fire

• Improve road safety reduce levels of antisocial behaviour

LEISURE AND SPORT SERVICES

Sports Development

Diversionary – The Football Development Officer delivered Freekickz programmes at Craigie and North East Campus from September to December 2020 in partnership with DCC Youth teams reaching out to 12-16yr olds. These young people are mainly targeted through the youth work team who link to community safety meetings to identify areas with high levels of anti-social behaviour and signpost the youths to this provision. LACD coaches simply deliver on the football activity and pathways for the young people and youth workers attend weekly to engage with them to support them out with our provision.

LIBRARY AND INFORMATION SERVICES

Promoted Keep Safe Awareness Day on 4th March. Keep safe is a partnership between I am Me Scotland and Police Scotland, and all Dundee Libraries remain Keep Safe spaces for anyone to use if they feel vulnerable or scared.

176

Building Stronger Communities: L&CD contribute to • improve quality of neighbourhoods • increase empowerment of local people • improve housing quality, choice and affordability • improve access to healthy green and open spaces improve transport connections to communities

CULTURAL SERVICES

All of our museum venues contribute positively to the quality of the neighbourhoods in which they are located, and are key to engendering a sense of community pride and belonging. Both Time and tide and A Love Letter to Dundee focus on Dundee’s built and natural environment – historic and contemporary.

LEISURE AND SPORT SERVICES

Active City – Community Sport Hubs

Community Sport Hubs (CHS) play a key role at the heart of communities in Dundee, achieving both sporting and social outcomes. Each Community Sport Hub is managed by a network of local volunteers with the Community Sport Hub Officer providing excellent ongoing advice and support to Community Sport Hubs’s to enable them to make an impact in their chosen priority areas.

The pandemic has had a huge impact on Community Sport Hubs with restrictions putting a stop to sporting activity. However, the strong, hardworking and committed network of volunteers in Dundee has seen many sports clubs continue to provide activities to keep individuals active at home and respond to wider community need.

Fairfield CSH and Dundee North West CSH have both operated food larders, while Forthill CSH issued activity workbooks to support parents with home-schooling.

Ongoing learning for our CSHO, in regards to the Changing Lives Through Sport Approach, will support CSH’s to use sport to overcome social issues in communities. There has also been ongoing support to CSH’s in relation to facility development, funding and maintaining member engagement.

LIBRARY AND INFORMATION SERVICES

Connecting Scotland is a Scottish Government initiative being managed by the Scottish Council for Voluntary Organisations aimed at providing digital training, devices and internet access for those in need. In November we successfully applied for 20 iPads supplied with Mi-Fi Units supplying 12 months of free internet access. Working in partnership with Dundee City Council's Children and Families service, these were distributed to families with young children without internet access or devices in early January. Trained library staff will then provide online training and direct support where possible to these families and encourage use of library resources.

Local History held a Facebook Live event with James Robertson on 19 August funded by Scottish Book Trust. The event was “live only” and there were 340 watches and 118 comments which far exceeded the audience that could be accommodated within the library.

4 story videos for Dundee's West End Christmas Fortnight in December, a live digital story event with Being Human Festival in November and a digital workshop on local history research with a group of artists for Creative Dundee in September.

177 ITEM No …7….……..

REPORT TO: POLICY AND RESOURCES COMMITTEE - 23 AUGUST 2021

REPORT ON: BREXIT UPDATE

REPORT BY: CHIEF EXECUTIVE

REPORT NO: 218-2021

1. PURPOSE OF REPORT

1.1 This report updates members on the latest issues, impacts and opportunities arising from the UK’s departure from the European Union.

2. RECOMMENDATIONS

2.1 It is recommended that members:

(i) Note the updates provided in this report;

(ii) Remit officers to continue to support EU citizens who need advice and assistance with late applications to the EU Settlement Scheme and with any consequences of not having obtained settled or pre-settled status;

(iii) Note that bids have been submitted to the Community Renewal Fund and remit officers to continue to look for opportunities to maximise funding for the city from any replacements for EU funds.

3. FINANCIAL IMPLICATIONS

3.1 There are significant financial and operational risks for the Council associated with the UK’s departure from the EU, which are difficult to identify separately from, but are likely to exacerbate, the financial issues caused by COVID-19. These are being actively monitored by officers.

3.2 Impacts will continue to be assessed and reported to Committee as further information on the consequences of the UK’s new relationship with the EU becomes known.

4. LATEST DEVELOPMENTS

4.1 Trade and Procurement

4.1.1 Trade between the UK and EU

Trade levels have been volatile due to a combination of Brexit and COVID-19. The table below shows exports from the UK to the EU between January 2019 and June 2021, the latest month for which these are available:

EXPORTS FROM THE UK TO THE EU (all figures £ billion)

2019 2020 2021 January 14.5 13.7 7.9 February 14.8 13.2 11.9 March 15.9 11.2 12.9 April 13.2 9.6 13.1 May 14.7 10.2 14.3 t:\documents\polcyres\agenda and reports\2021\230821\218-2021.docx 178 2

June 13.8 11.5 14.3 July 14.5 11.6 August 14.1 11.8 September 14.1 11.9 October 14.4 12.8 November 12.6 13.3 December 13.8 13.9

Financial commentators suggest that Brexit’s impact on the UK economy will take a long time to materialise fully, and will also depend on the extent to which trade with the EU is replaced elsewhere through the UK Government’s ‘Global Britain’ strategy.

An additional factor affecting trade (and potentially leading to a supply issue for retailers) is a shortage of haulage drivers, with a combination of the pandemic and Brexit leaving many firms struggling to recruit. The industry is pushing for drivers to be added to the Shortage Occupations list, allowing them to qualify for a skilled worker visa. The UK Government wants businesses to employ British hauliers but the industry say that is impractical in the short term because of the immediacy of the need and the time and cost involved in training HGV drivers. The pandemic prevented thousands of new drivers from taking their tests last year, while many foreign hauliers returned home when work dried up during the early stages of the Covid outbreak and have since been unable to return because of immigration rules brought in after Brexit.

4.1.2 New Trade Deals

A new trade deal has been announced between the UK and Australia, although there is still a lack of detail about what it will mean in practice. Concerns have been expressed about the possible impact on British farmers if prices are undercut by cheap imports because Australian farms operate on a huge scale and are allowed to use growth hormones, pesticides and feed additives that are banned in the UK. The Trade Secretary has denied that imports of Australian food will flood the UK and said that export markets will grow for British goods such as cars, whisky, biscuits and ceramics as well as better access for UK digital and financial services.

The deal seems likely to have a small impact on the UK’s GDP (it is estimated it might add 0.02% to GDP compared to estimates that Brexit might lead to a drop of 4% in GDP) but it is significant because it is the first trade deal to be built from scratch since the UK left the EU, and also a potential step towards the UK joining a wider Asia Pacific free-trade agreement. Some people have expressed concern though that it also sets a marker, that agriculture and especially food welfare standards might be compromised in efforts to agree much bigger trade deals with countries like the USA and Brazil.

The UK has also signed a trade deal with Norway, Iceland and Liechtenstein, which the Trade Secretary said would boost sectors such as digital, cut tariffs on UK exports such as cheese and meat, and reduce import tariffs for British fish processors. In terms of trade volumes, this deal seems more significant for the other countries than for the UK, but again it is politically important for the UK Government to show that new trade deals are being done quickly, even if- as the Norwegian Government pointed out - the deal does not restore all the advantages of both countries being in the European Economic Area.

4.1.3 Northern Ireland

There are still ongoing difficulties with the operation of the Protocol that sees Northern Ireland continue to follow many EU rules to prevent a land border within the island of Ireland, but as a result creates an effective border in the Irish Sea, leading to additional checks on items moving between Great Britain and Northern Ireland.

"Grace periods" were introduced after the trade deal came into force on 1 January, allowing goods to continue to move as normal while people adjusted to the new way of working. Controls were due to be introduced from July on chilled meat products like sausages and mince - effectively banning them from entering Northern Ireland unless the UK agrees to match EU 179 3

standards on its products - but the EU agreed to delay these further until 30 September to allow further talks.

To resolve the issue, the EU has suggested an agreement similar to the one it has with Switzerland. This would remove all border checks for British food entering Northern Ireland or the EU if the UK agree to abide by the EU's food-hygiene rules, even when they change in the future. But the UK Government says that moving away from EU rules was one of the main reasons for Brexit. There is also concern that following EU rules could make it harder to agree a trade deal with the United States. The UK Government would prefer an arrangement in which the EU recognises UK food-production standards as equivalent to its own, similar to the one the EU has with New Zealand. This would reduce trade friction but not by as much as a Swiss-style deal. The UK is also looking for agreements allowing products intended for the Northern Ireland market only, which are not going to be sent to the Republic of Ireland so into the EU, to avoid checks altogether.

4.1.4 Impact on Local Authority Procurement

Much of the Council’s procurement is done through Scotland Excel and they continue to produce detailed information regarding commodities that have been impacted and are likely be further impacted due to a concurrence of Brexit, COVID-19 and other issues. These updates cover issues affecting construction, PPE, food and catering, education, transport, environmental maintenance and care services, and set out a range of mitigation measures to deal with any supply issues, while noting that some of the impacts remain uncertain and some issues are likely to emerge over time.

Since the Trade and Co-operation Agreement came in to effect on 1 January, Scotland Excel has been continuing to liaise with suppliers, carry out wider market research and share information with Councils on any risks relating to the cost and availability of key products and services. They report that in the first 6 months of 2021:

• National lockdown after Christmas led to reduced purchasing in many areas. • There were limited issues with flow of traffic/border hold-ups. • The deal between the UK and EU meant no tariffs, so there was limited immediate impact on supplier pricing for food in particular. While other commodity areas have seen large price increases, these are not specific to Brexit.

Many price increases have been due to raw material costs, including items such as timber, copper and plastics, along with increases in container costs and port delays. Substantial increases have been felt in relation to construction materials as a result of interconnecting factors and there has been volatility in availability of products/pricing and suppliers.

For food and catering, the British Retail Consortium says firms are facing rising costs from shipping and climbing commodity prices. They report some impacts on pricing post-Brexit, predominantly around frozen fruit and vegetables due to increased transport costs. and there are current challenges within the poultry supply chain. UK growers have warned of the impact of seasonal staff shortages. Price rises in the food sector are also expected as hospitality continues to open up after the lockdown.

The last 6 months have shown that many supply chains are resilient and that the pandemic led to diversification which helped create further resilience with dual or multiple sourcing being used. However, there are challenges in pinpointing Brexit, COVID and other supply chain impacts and their outcomes, which are often interwoven and difficult to separate.

In the next 6-12 months, Scotland Excel advise that further work will be required to:

• Understand the impact of any changes to the post-Brexit arrangements, in terms of both Northern Ireland and import/export processes, with new checks on imports scheduled to be introduced from the Autumn. • Understand the impact of Brexit on the workforce within the UK and how this may impact the cost and availability of products. • Determine the impact of any new trade deals on existing supply chains.

180 4

In Dundee, all services have been reminded to identify any concerns or issues which emerge, and to highlight any intelligence received from professional networks regarding supply chains and the cost and availability of any products or services they use. Although not strictly EU related, the global supply chain of construction materials is particularly vulnerable to the impacts of COVID-19 and EU Exit, and most local authorities are now experiencing problems related to sourcing construction materials including timber, concrete, steel, plyboard and sand with corresponding impacts on costs, lead time, product availability. As well as significant increase in demand, distributions in shipping and haulage and increased container costs are driving factors. Many Councils have also experienced difficulty sourcing specialised products from EU manufacturers. The Council’s Heads of Finance, Property and Procurement are carrying out an analysis of the impacts on major capital projects, taking into account the effect of both Brexit and COVID on the global supply chain for sourcing materials and components, including a shortage of raw materials and market demand as economies look to rebuild. Officers within services are currently reviewing the capital programme and prioritising those projects that can realistically be progressed during the current year. Updated projections will be incorporated into future capital monitoring reports. Tayside Contracts are awaiting the outcome of a core price review and anticipate there will be price increases although the extent of these has not yet been quantified.

4.2 Applications to the EU Settlement Scheme

4.2.1 The deadline for applications to the EU Settlement Scheme (EUSS) was 30 June 2021, and the UK Government resisted calls to extend this date to reflect the difficulties in providing face-to-face help with applications during the pandemic and the concerns that some vulnerable people may have ‘slipped through the net’. Migration experts, lawyers and charities have identified a range of people they are particularly concerned about, including children whose parents came to live in the UK under the pre-Brexit freedom-of-movement rules but never sought permanent settled status under British immigration laws; children in the care system; elderly people who have no proof of their legal residence in the UK, and may not have realised that they need to apply to the EUSS; EU citizens registered under an old scheme; and vulnerable groups from poor and marginalised backgrounds who may not even know they should be applying to the scheme. Examples include people trafficked by criminal gangs into modern slavery, such as the sex trade, and victims of domestic abuse whose lives are controlled by their partners. Some people may be worried about authorities having access to their data because they come from countries where they would want to minimise contact with the state; there is evidence that some people who have lived in the UK for a long time simply consider it their home and don’t understand why they need to start a new process; and there are people who don’t have the language skills or the technology to make the application, including getting the right documents to begin the process.

4.2.2 Guidance for Home Office staff administering the scheme includes a section on reasonable grounds for failing to meet the 30 June deadline. The guidance is not exhaustive and the document states that every case must be considered in light of its particular circumstances. Examples of reasonable grounds include: children (including children in care and care leavers); physical or mental capacity and/or care or support needs; a serious medical condition or significant medical treatment; victims of modern slavery; abusive or controlling relationship or situation; and other compelling practical or compassionate reasons.

4.2.3 The latest quarterly statistics from the Home Office on applications and outcomes at local authority level are not expected until just after the date of Committee, so the latest figures available at that level are still those showing applications up to 31 March 2021. By that date, 8,500 applications had been made by Dundee residents, of which 8,040 had been concluded. This compares to the December 2020 figures of 7,900 applications of which 7,310 had been concluded. By 31 March, 4,170 Dundee residents had been awarded full settled status and 3,660 pre-settled status, with 210 applications described as ‘other outcome’. There is no mechanism to know exactly how many people in each Council area were eligible to apply, but based on the estimates available Dundee appears to have a relatively high % of applications submitted from the estimated number of EU nationals in our area, compared to other Scottish local authorities. Across the UK, over 400,000 applications were made in June 2021 alone, which are likely to include some which will increase the Dundee figures mentioned above.

181 5

4.2.4 A communications campaign continued in the run-up to 30 June to ensure that EU citizens were aware of the need to apply for settled status and aware of the assistance available, and this is continuing in respect of late applications. Officers continued to update the dedicated page on the Council’s website which outlines the EUSS scheme and signposts people to UK/Scottish Government information and sources of advice and assistance, and this has now been updated to include information on applying after 30 June. Social media channels such as Twitter, Facebook and LinkedIn have also been used, with regular posts providing key information. A flyer about the scheme was included in the mailing sent to over 70,000 households about the 2021/2022 Council Tax, with electronic copies of this information being shared widely with local organisations. Direct contact was made with a range of local organisations, asking them to highlight the scheme to service users or people they support, and again this has been followed up with information on making late applications.

4.2.5 The Council has a responsibility to apply for settled status on behalf of any looked after children who are EU citizens, in conjunction with their birth parents where applicable. To date, the Children and Families service has identified nine children in our Council's care who are citizens of a country to which the EUSS applies, and those children and families continue to be supported in the process with expert advice from an International Organisation for Migration caseworker. Awareness has been raised among social work managers to ensure that any further EU children who come into our care will also be supported through the EUSS process if appropriate. In addition, the Council’s Throughcare and Aftercare Team keeps in contact with many care leavers until they are 26. They will communicate information about the EUSS to any young person when relevant, in response to concerns expressed nationally about a low take- up of the scheme among those who have left care in recent years.

4.3 What happens to those who haven’t secured their status?

4.3.1 A key issue moving forward concerns what happens to people who haven’t secured settled or pre-settled status. One of the early issues could be eligibility for benefits. In July, the Home Office wrote to EU citizens in receipt of benefits who had still not applied by the deadline. This letter encouraged them to apply to the EUSS before actions are taken that could result in the loss of benefit entitlement and gave an additional 28 days to make a late application. Those who fail to response to the Home Office letter will be referred to the Department for Work and Pensions (DWP) for further action. DWP will issue a further letter to claimants in September encouraging them to apply for EUSS before claim suspension action is taken. Citizens who have still not applied 28 days from the date on that letter will be subject to benefit suspension, following which they will be given a further 28 days to apply for EUSS. If, after this final 28-day period, the citizen has still not applied for EUSS then the claim will be terminated. So, those currently receiving benefits will not see their payments stop automatically any time soon and it does appear that a number of opportunities/encouragements will be given to apply. The Department for Work and Pensions has provided a list of Housing Benefit only claimants who have yet to apply to the European Union Settlement Scheme (EUSS) which Councils can use to identify claimants who may need additional support or signposting to apply to the EUSS. There are 23 people in Dundee on the list and Advice Services will liaise with Revenues and Benefits and Dundee Health and Social care Partnership on how best to engage with them and assist with late applications. The Home Office will provide a final list of claimants who have still not applied to EUSS at the end of September 2021, and DWP hope to include details of all claimants who have an HB interest at that point which will allow further contact to be made with people locally.

4.3.2 Entitlement to benefits is only one of the rights linked to immigration status and there are also implications for the right to work, housing, further and higher education and healthcare. It is anticipated that there will be individuals in Dundee who need advice and assistance with any consequences of them not having obtained settled status and with making late applications to the EUSS.

4.3.3 During the first week of July, the information on the Council’s website was updated, with information on the potential impact of not applying to the scheme along with encouragement to make late applications and information on sources of advice and assistance. This has also been advertised through social media channels. A briefing has been prepared by Council Advice Services and circulated to frontline staff in Customer Services and across all relevant Council services who may be contacted by people seeking help. This briefing has also been circulated more widely through the Dundee Partnership’s network. 182 6

4.3.4 For those who have not applied to the EU Settlement Scheme already, support at a national level will remain in place until 30 September to help with late applications. Further information is available at www.mygov.scot/stayinscotland and applicants can seek help via the EU Citizens' Support Service run by Citizens Advice Scotland or the Citizens Rights Project. Locally in Dundee, help is also available via Council Advice Services and Brooksbank Money Advice Team.

4.3.5 A range of useful factsheets for EU citizens about their rights have been produced by Just Right Scotland and are available on their website in a range of languages

https://www.justrightscotland.org.uk/learn-more/legal-factsheets/

4.3.6 For those who have obtained settled or pre-settled status, the UK Government has introduced a facility for them to register and prove their status prior to travel abroad, to minimise hold-ups at passport control. We have added this information to the Advice for Citizens section of the Council website for those who plan to travel, making the point that such travel should be in line with Scottish Government guidance. More generally, the Citizens Rights Project has produced leaflets, posters and video materials in a number of languages about how people can prove their status, and again these are available through the Council’s website.

4.4 UK citizens living in the EU

4.4.1 As well as implications for EU/EEA citizens living in the UK, Brexit raises issues for UK citizens living in the EU who need to understand changes where they live. General information about rights such as residency, healthcare, working etc for those protected under the Withdrawal Agreement is available at https://www.gov.uk/guidance/living-in-europe

4.4.2 More detailed guides to living in each EU country can be accessed via https://www.gov.uk/uk- nationals-living-eu

4.4.3 The UK Government publishes updates to these sites and most recently these have been in relation to information on pensions and driving licences. The Council’s Brexit pages have been updated to reflect the above and this is a useful way to signpost any queries received locally.

4.5 Funding

4.5.1 In the 2014-2020 programme of EU funding, Dundee City Council secured around £6.9 million to support projects such as advice services, employability, smart cities, low carbon transport and active travel. Between 2005 and 2015, Dundee benefited from European grants of around £11 million. Because of this, a priority for the Council has been to seek to influence the size and shape of the funding programmes due to replace EU structural funds once the Treasury Guarantee for existing projects ends. As advised in the last update to Committee, the UK Government has made some announcements about the Community Renewal Fund (the pilot/precursor to the UK Shared Prosperity Fund) and the extension to Scotland of the Levelling Up Fund, although there is still a lack of information about the UK Shared Prosperity Fund itself. The Scottish Government’s Minister for Just Transition, Employment and Fair Work has written an open letter to the UK Government’s Minister of State for Housing, Communities and Local Government, to express concern over the continued uncertainty on replacement EU funding and refusal of the UK Government to engage the Scottish Government in any meaningful way in the development of both the UK Shared Prosperity Fund and the other funds announced in the March budget. Regarding the UKSPF, the Minister has requested clarity from his counterpart on geographies, funding allocations, programme length, funding quantum, governance, and evaluation.

4.5.2 Since the last update report, bids have been submitted to the Community Renewal Fund totalling £1,063,871 for 5 Dundee projects relating to digital skills, business support and culture. However, Dundee is not in the top 100 priority areas for funding. As instructed by Committee in April, the Chief Executive wrote to the UK Government regarding the priority places for the Fund and setting out Dundee’s case to be included. The reply from the Minister for Regional Growth and Local Government said:

183 7

“To ensure the UK Community Renewal Fund reaches the places most in need, we have identified 100 priority places based on an index of economic resilience across Great Britain which measures productivity, household income, unemployment, skills and population density. This has been developed based on a consistent approach to identifying need across Great Britain. The criteria were selected because they measure factors that contribute to economic resilience and/or are directly targeted by the local growth interventions in scope of the UK Community Renewal Fund. The UK Community Renewal Fund will prioritise applications that target the top 100 places, alongside a good contribution to strategic fit and delivery/ effectiveness. However, this does not mean that other places, including Dundee, were not allowed to apply. Applications from places that demonstrate a strong alignment with strategic fit and good delivery/effectiveness may also receive funding.”

4.5.3 The Council is also pursuing opportunities to participate in European programmes with which the UK Government is continuing to be involved, including the Horizon Europe and the Interreg PEACE PLUS programmes, and is establishing additional posts to develop the Council’s capacity to make future bids.

4.5.4 There is likely to be an ongoing debate at national level about the extent to which the replacement for EU funds should be allocated to meet needs or competed for through a bidding process.

5. OPPORTUNITIES

5.1 Overview

5.1.1 Members agreed previously that, along with attempting to mitigate the negative consequences of leaving the EU, a key focus should be on identifying any opportunities which may arise which could go some way to countering the anticipated adverse impacts.

5.1.2 This work has been rolled into a wider analysis of the way the city can recover from the double hit of COVID-19 and Brexit through a long-term restructuring plan. It seems likely that programmes of public investment to help rebuild the economy will include an emphasis on green initiatives, addressing inequality and digital transformation, which resonate well with the Council’s Climate Change Action Plan, Fairness Strategy and Digital Transformation Strategy, and with the idea of ‘building back better’ rather than returning to the pre COVID-19 status quo.

5.2 Progress with specific opportunities

5.2.1 Specific opportunities identified in previous reports are summarised below, with a brief update on how these are being progressed:

• Maximising opportunities for Dundee to benefit from the replacement for EU funding - the Council, through membership of ESEC and representative body SLAED, are continuing to monitor announcements in relation to funding as described earlier in this report and officers will report separately to Committee on any opportunities to secure funding. As previously mentioned, much remains unclear in terms of the UK Shared Prosperity Fund but the UK Government has stated that it will be delivered quicker, be better targeted, be better aligned with domestic priorities and will not be as bureaucratic as EU funding.

• As COVID-19 restrictions allow, continue promoting Dundee and the wider surrounding area for ‘staycations’, building on the recognition for UK Staycation Destination of the Year - this will be done in conjunction with Visit Scotland and regional partners, as well as at a local level through Dundee Tourism Partnership to promote the city, its accommodation and attractions. Initial phases have focused on the Scottish market, using print and digital channels to encourage people to ‘Put Dundee On Your Map’ in 2021. This has been supported with updates to the One City Many Discoveries website, including the latest information on opening of businesses and attractions. Further campaigns will be run during 2021/22, targeting geographic and demographic markets as advised by VisitScotland and local industry representatives.

184 8

• Lobbying for the location of any new civil service jobs relating to new trade and custom arrangements to be located in Dundee – officers will continue to monitor, explore and lobby as appropriate as potential opportunities emerge.

• The opportunity to train long-term workless people, and those more recently affected by COVID-19 related redundancies, to fill skill shortages linked to the loss/reduction in migrant labour from the EU - both the Scottish and UK Government have made a number of funding announcements that will provide additional resources to supplement the Discover Work Service and support for long term workless people to re-enter the labour market. These include the Scottish Government’s Parental Employment Support Scheme and Young Person's Guarantee, and the UK Government’s Kickstart Scheme. The Executive Director of City Development is also working with partners regarding jobs and skills gaps for the digital economy.

• Some businesses who trade primarily in the domestic economy may benefit from any reduction in EU competitors bringing goods/services into the UK - this will depend on how the new trade arrangements work in practice and will continue to be monitored.

• EU State Aid rules ceased to apply in the UK at the end of the transition period. The UK Government then introduced an interim regime based on 6 Common Principles, including subsidies must be proportionate and limited to what is necessary to achieve the objective. On 30 June 2021, the UK Government presented the draft Subsidy Control Bill to Parliament which will replace this temporary regime. The Bill aims to make it easier for public authorities to provide subsidies to businesses, and introduces provisions designed to ensure that certain categories of subsidies, which are low risk and aligned with government priorities, can proceed with minimum administrative burden and maximum legal certainty.

5.3 Freeports

5.3.1 Talks took place in July between the Scottish Government’s Trade Minister and the UK Government’s Secretary of State for Scotland, following which the Scottish Government has written to the UK Government to seek agreement on its plans to deliver green ports in Scotland. The Scottish Government wants to adapt the UK Government’s proposals to establish freeports - which allow firms to import goods and then re-export them outside normal tax and customs rules - so these focus on fair work practices (such as paying the real living wage) delivering a net zero economy, and supporting sustainable and inclusive growth in local communities. The Scottish Government’s letter says that such commitments are "non- negotiable" if agreement is to be reached between the two governments over the ports plan. The UK Government said it wanted work to begin soon on a "joint prospectus" and say their freeport model encompasses good employment practices and high environmental standards, as well as being an internationally recognised brand. There is a concern that delay could put Scottish freeports at a disadvantage in relation to their counterparts in England.

5.3.2 An expression of interest for Dundee to become a green port was submitted ahead of the 27 July deadline. It is being led by Michelin Scotland Innovation Parc, instead of the Port of Dundee as previously anticipated, because there is limited land available at the port due to anticipated offshore wind and oil and gas decommissioning activity. Michelin Scotland Innovation Parc see green port status as offering a significant advantage to them and the companies which will locate there, and say their strategic priorities are fully aligned with the Scottish Government’s agenda to create inclusive economic growth and support a green economic recovery. The invitation to note expressions of interest was an informal exercise forming part of the Scottish Government’s consultation on green ports and is not part of the formal application or selection process which will follow, subject to agreement by the UK Government.

6. POLICY IMPLICATIONS

6.1 This report has been subject to an assessment of any impacts on Equality and Diversity, Fairness and Poverty, Environment and Corporate Risk. There are no significant issues.

185 9

7. CONSULTATIONS

7.1 The Council Management Team and Brexit Advisory Team were consulted in the preparation of this report.

8. BACKGROUND PAPERS

8.1 None.

GREGORY COLGAN DATE: 12 AUGUST 2021 CHIEF EXECUTIVE

186 187

REPORT TO: POLICY AND RESOURCES COMMITTEE – 23 AUGUST 2021

REPORT ON: CAPITAL EXPENDITURE MONITORING 2021/22

REPORT BY: EXECUTIVE DIRECTOR OF CORPORATE SERVICES

REPORT NO: 212-2021

1 PURPOSE OF REPORT

1.1 To appraise Elected Members of the latest position regarding the Council's Capital Plan 2021-26.

2 RECOMMENDATION

2.1 It is recommended that the Committee note the latest position regarding the Council's Capital Plan 2021-26.

3 FINANCIAL IMPLICATIONS

3.1 This report shows the latest projections for 2021/22 expenditure and for the projected total cost as at 30 June 2021. An explanation of the major variances is shown in Section 5 and 6 of the report.

4 BACKGROUND

4.1 The Capital Plan 2021-26 was approved at Policy and Resources Committee on 22 February 2021 (Report 55-2021, Article VIII refers). The Capital Plan reflected the updated position as a result of the COVID pandemic, on capital projects, both financially and in terms of timescales. In addition to monitoring the in year budget (i.e. 2021/22) the total projected cost of each project will be monitored against the cost when the tender acceptance was approved at Committee. Furthermore, the projected completion date for each project will be monitored against the completion date as anticipated when the tender report was approved. The capital programme is being monitored in conjunction with the Council’s asset managers.

The Housing HRA Capital Programme 2021/22 was approved as part of the Capital Plan 2021-26 which was approved at Policy and Resources Committee on 22 February 2021 (Report 55-2021, Article VIII refers). In addition, the Housing HRA Capital Budget reflects information contained in Scottish Housing Quality Standard submission.

The delivery of the Capital Programme this year is going to be very challenging. The global supply chain for sourcing materials and components has been affected by the COVID pandemic and Brexit, due to a shortage of raw materials and market demand as economies look to rebuild. Officers within services are currently reviewing the capital programme of works and prioritising those projects that can realistically be progressed during the current year. Updated projections will be incorporated into future capital monitoring reports, as the Council react to the extreme market conditions currently affecting the construction industry. . 4.2 Local Authorities from 1 April 2004 are required, by Regulation, to comply with the Prudential Code under Part 7 of the Local Government Act 2003. The Capital Budget for 2021/22 is being monitored within the framework of the Prudential Code.

4.3 The Capital Monitoring report provides detailed information on individual projects contained within the Capital Budget and the impact of expenditure movements on future financial years.

5 GENERAL SERVICES CURRENT POSITION

5.1 Appendix 2 details the latest projected outturn for each project, both for 2021/22 and for the whole project life-span. In addition, the Appendix monitors project timescales. In some instances, it is not possible to provide approved or projected total project costs and timescales due to the project being a block programme containing various smaller projects within it. 188

In these cases, the total cost is assumed to be the budgeted figure plus previous year actuals. The projected completion date is assumed to be the end of the financial year.

Appendix 1 summarises the total gross expenditure for 2021/22 and how this expenditure is funded. The projected budgeted capital expenditure is 104% of the projected capital resources. Project cashflows, for phasing of budgets, are constantly being reviewed. Actual expenditure to 30 June 2021 is 9% of the Revised Budget 2021/22 compared to 1% for the same period last year.

5.2 2021/22 Expenditure Variations

Appendix 1, which details the position to the end of June 2021, shows a revised projected outturn for 2021/22 of £87.184m, an increase of £7.142m since the Capital Plan 2021-26 report was approved at Policy and Resources Committee on 22 February 2021 (Report 55-2021, Article VIII refers). The main reasons for the movement are detailed in points 5.2.1 to 5.2.6 below:

5.2.1 Additional expenditure of £8.161m on various projects across the Capital Programme to take account of slippage within the 2020/21 Capital Programme since the Capital Plan 2021-26 was approved in February 2021 (Report 55-2021, Article VIII refers), and is required to be carried forward into 2021/22. This budgeted expenditure will be funded from a combination of borrowing and grants and contributions.

5.2.2 Additional expenditure of £1m Capital expenditure on City Infrastructure, as agreed at Policy and Resources Committee on 26th April 2021 (Report 133-2021, Article XIII refers). Officers have allocated £750,000 of this to Road Reconstructions/Recycling, to improve road safety and asset sustainability. No decision has been made on how the remaining £250,000 will be spent, so this has been added to the Capital/COVID Contingency, but will be moved once projects have been identified. This expenditure will be funded from borrowing with additional funding from Scottish Government, funding the first years’ capital financing costs. The Corporate Loan Charges budget will require to be adjusted for future years capital financing costs associated with this borrowing.

5.2.3 Place Based Investment (Work & Enterprise) – Additional projected expenditure of £827,000 in 2021/22. The expenditure is funded by a capital grant from the Scottish Government and the aim of the grant is to ensure that all projected expenditure is shaped on the needs and aspirations of local communities, accelerate the ambitions for place, 20 minute neighbourhoods, town centre action and community led regeneration and wealth building. There will be no impact on the Council’s level of borrowing.

5.2.4 Tay Cities (Work & Enterprise) – Reduction in projected expenditure of £1.050m in 2021/22. The projects that this match funding is required for have been phased later in the ten year Tay Cities programme than was originally anticipated. This necessitates the rephasing of this Tay Cities budget. The budget will be required in future years. There will be a reduction in borrowing in 2021/22 and a corresponding increase in future years.

5.2.5 Parks & Open Spaces (Health, Care & Wellbeing) – Additional projected expenditure of £899,000 in 2021/22 on Camperdown Community Growing Hub. The expenditure is funded by a capital grant from the Scottish Government. This funding will enable the establishment of a bespoke building which will incorporate low carbon principles and will be energy efficient, and three refurbished polytunnels on the site of the former plant nursery in Camperdown Park. It is located in the centre of a four acre site and will focus on local food growing, both in terms of production and training and education. There will be no impact on the Council’s level of borrowing.

5.2.6 Sustainable Transport (Health, Care & Wellbeing) – Reduction in projected expenditure of £1.957m in 2021/22. This budget is being used as match and seed funding to external funding applications. The grant application process has been significantly delayed by the COVID pandemic, and in some cases the process has temporarily stopped. The budget will be required in future years. There will be a reduction in borrowing in 2021/22 and a corresponding increase in future years.

5.3 Projected capital expenditure as a percentage of projected capital resources is currently standing at 104%. Project cashflows, for phasing of budgets, are constantly being reviewed.

189

5.4 The table below shows the latest position regarding the capital resources for funding of the 2021/22 programme: -

Approved Revised Projected Budget Adjustments Budget Outturn Variance £000 £000 £000 £000 £000 Borrowing 46,534 7,244 53,778 53,778 - General Capital Grant 12,963 12,963 12,963 - Capital Grants & Contributions 12,045 3,755 15,800 15,800 - Capital Receipts – Sale of Assets 1,500 - 1,500 1,500 - 73,042 10,999 84,041 84,041 -

5.4.1 Over the last 5 years the actual outturns achieved have been: -

£000 2017/18 105,036 2018/19 94,329 2019/20 50,172 2020/21 39,537 2021/22 (Projected) 84,041

5.5 Projected Total Cost Variations

There are no total cost variations to report since the previous capital monitoring report went to committee.

5.6 Completion Date Variations (this compares the estimated completion date as per the tender acceptance report to the actual completion date)

5.6.1 Central Waterfront (Work & Enterprise) – the estimated completion for the Waterfront project, including the Interactive Playpark, has been revised from June to September 2021. The COVID pandemic, which shut down the construction industry and the subsequent health and safety measures to protect the workforce that were implemented on-site, when works recommenced, has resulted in a delay to the completion of the project. Furthermore, the inclusion of works within the interactive play area to the main contract has extended the overall programme.

5.6.2 Town Centre Fund (Work & Enterprise) – the estimated completion date for the 2019/20 and 2020/21 programmes is October 2021. The COVID pandemic, which shut down the construction industry and the subsequent health and safety measures to protect workforce, that were implemented onsite when works recommenced, has resulted in a delay to the completion of the programmes.

5.6.3 CCTV Project (Community Safety & Justice) – the estimated completion date for this project has been revised from June to September 2021. Tayside’s new 24/7 Public Space Video Camera System progress has been rephased to allow a project partner to secure further funding to contribute to the Smart City benefits that video analytics will provide.

5.6.4 Clean Streets Electric Vehicle Infrastructure (Service Provision) – Due to COVID and the various lockdowns there has been a delay in installing these chargers into the city. Due to a condition in the grant whereby we need at least 9 months’ worth of data from these new chargers the project was granted an extension to complete the project and claim in 2021/22. The estimated completion date for the project is now December 2021.

190

5.6.5 Smart Cities – Mobility Innovation Living Laboratory (MILL) Phase 1 (Community Safety & Justice) - due to the COVID pandemic the implementation of a number of projects associated with the MILL phase 1 were delayed and an extension until 31 December 2021 to complete outstanding work was requested and approved by the external funders. These delays were primarily as a result of key staff being deployed to other duties or furloughed, a re-prioritisation of workload and issues with the global supply chain.

Officers are constantly reviewing the capital programme to ascertain the impact of COVID lockdowns and on-site restrictions, on estimated project completion dates. Furthermore, the global supply chain for sourcing materials has been affected by the COVID pandemic and Brexit, leading to a shortage of raw materials. and market demand as economies look to rebuild Officers will report any further revisions to estimated completion dates in future capital monitoring reports.

6 HOUSING HRA - CURRENT POSITION

6.1 2021/22 Expenditure Variations

Appendix 3 details the total projected gross expenditure for 2021/22 and how this projected expenditure is funded. Actual expenditure to 30 June 2021 is 3% of the revised budget 2021/22 compared to 0% for the same period last year.

Officers are constantly reviewing the capital programme to ascertain the impact of COVID19 and challenges within the market on estimated project completion dates. Any further revisions to will be reported in future capital monitoring reports.

The latest capital monitoring statement shows a Projected Outturn of £31.977m, a decrease of £5.252m since the Capital Plan 2021-26 report was approved at Policy and Resources Committee on 22 February 2021 (Report 55-2021, Article VIII refers). The main reasons for this movement are detailed in points 6.1.1 to 6.1.5 below.

6.1.1 Increased Supply of Council Housing – Whitfield - The projected expenditure in 2021/22 has decreased by £1,000,000. The design and projected costs for the affordable housing development at Whitfield are currently being revised due to the challenging site conditions for development. Further onsite investigations are ongoing, and a revision of design is being developed so a revised Planning application can be submitted. This has therefore delayed the development and associated costs.

6.1.2 Free from Serious Disrepair – Windows – The projected expenditure has decreased by £1.549m in 2021/22. Due to Covid protection levels, projects have slipped from 2020/21 into 2021/22. This has resulted in several projects previously planned for 2021/22 being rephased to 2022/23.

6.1.3 Energy Efficiency – External Insulation and Cavity Fill - The projected expenditure has decreased by £2.867m in 2021/22. Covid protection levels has meant the External Insulation and Cavity Fill programme could not progress in 2020/21 therefore causing slippage into future years. In addition, installation standards have changed from 01 July 2021 (PAS 2030:19 PAS 2035). This is affecting the programmes from 2020/21 which slipped into 2021/22. Therefore, these projects will require the designs and costs to be reviewed to reflect the change in standard before installations can progress and may be subject to further committee approval.

6.1.4 Healthy, Safe & Secure – Smoke Detector Programme – The projected expenditure has increased by £181,000 in 2021/22. The programme has been updated to reflect slippage from 2020/21 and progress within the project in the current financial year. The project is due to complete Autumn 2021.

6.1.5 Multi Storey Development Improvements – There is a projected reduction in expenditure of £204,000 in 2021/22. Multi storey improvement works are planned to start in Autumn 2021. This includes various workstreams including communal rewiring. Projects have been phased appropriately to coincide with all workstreams and this has meant there will be slippage within this programme to the beginning on 2022/23.

The phasing of projects will continue to be reviewed in line with Scottish Government guidance and any changes to the covid protection levels. The impact of which will be included in future monitoring reports.

191

6.2 Projected capital expenditure as a percentage of projected capital resources is currently standing at 100%. Project cashflows, for phasing of budgets, are constantly being reviewed.

6.3 The table below shows the latest position regarding the funding of the 2021/22 programme: -

Approved Revised Projected Budget Adjustments Budget Outturn Variance £000 £000 £000 £000 £000 Borrowing 26,909 (5,252) 21,657 21,657 - Capital Grants & Contributions 4,720 - 4,720 4,720 - CFCR 450 - 450 450 - Capital Receipts – Sale of Assets 4,700 - 4,700 4,700 - Receipts from Owners 450 - 450 450 - 37,229 (5,252) 31,977 31,977 -

6.3.1 Over the last 5 years the actual outturns achieved have been: -

£000

2017/18 22,387 2018/19 20,139 2019/20 23,565 2020/21 8,327 2021/22 (Projected) 31,977

6.4 Projected Total Cost Variations

There are no total cost variations to report since the previous capital monitoring report went to committee.

6.5 Completion Date Variations (this compares the estimated completion date as per the tender acceptance report to the actual completion date)

6.5.1 Free from Serious Disrepair – Roofs – There are several projects within this programme that were estimated to complete by spring/summer 2021. The delays are mainly due to challenges across the sector sourcing materials for roofing projects which are delaying the overall programme. Officers are reviewing the roof programme of works identifying and prioritising projects that can be carried out in 2021/22.

6.5.2 Energy Efficiency – External Insulation and Cavity Fill - Covid protection levels meant the External Insulation and Cavity Fill programme could not progress in 2020/21 therefore causing slippage into future years. In addition, installation standards have changed from 01 July 2021 (PAS 2030:19 PAS 2035). This is affecting the programmes from 2020/21 which slipped into 2021/22. Therefore, these projects will require the designs and costs to be reviewed to reflect the change in standard before installations can progress and may be subject to further committee approval.

6.5.3 Free from Serious Disrepair – Windows – Mid Craigie 1st – 4th Development was originally estimated to complete by March 2020. Covid protection levels meant this work could not progress in 2020/21. The project is now due to complete September 2021.

192

6.5.4 Increased Supply of Council Housing – Debry Street. There are delays at Derby Street due to a combination of issues. Originally the project was delayed primarily due to the Covid-19 pandemic i.e. due to the lockdown period when all construction activity stopped and then the restrictions applied to construction activity once lockdown was eased e.g. reduced numbers on site, social distancing etc. More recently, we have become aware of the adverse impact of Brexit on material supply and supply chains, in terms of this project but also across the whole sector. In addition, we are engaged with our contractor and partners in respect of works to be carried out in a number of properties where several internal ceilings are being replaced. At this stage, the full detailing and revised programme outlining the confirmed impact on timescales is awaited from the contractor.

All Housing Capital Projects are continually reviewed across the partnership. Any variations to estimated costs and completion dates will be reported in future capital monitoring reports throughout the year.

7 RISK ASSESSMENT

7.1 There are a number of risks which may have an impact on the Capital Expenditure programme. The main areas of risk are set out below, together with the mechanisms in place to help mitigate these risks.

7.2 Slippage in the Capital programme leads to the need to reschedule projects in the current year and possibly future years, therefore creating problems in delivering the programme on time. The various lockdowns and restrictions on site for capital projects, has resulted in projects requiring to be rephased. For this reason, the programme is carefully monitored and any potential slippage identified as soon as possible to enable any corrective action to be taken.

7.3 Capital projects can be subject to unforeseen events, such as delays in progressing the project. This could lead to inflation impacting on the total cost of the project. In addition, currency fluctuations can also impact on costs. Contingencies are built into the budget for each capital project and these will be closely monitored throughout the project. The potential additional costs arising from implementing measures to create a compliant site and a safe working environment for workers, are being monitored. Project inflation, as a result of COVID is also being reviewed. Officers will continually monitor and review the capital programme for the on-going effects of COVID, in terms of projected cost and timescales.

7.4 The accurate projection of the value and timing of capital receipts from asset sales is difficult in the current economic climate, especially as an indirect consequence of the pandemic. There is, therefore, a risk that the level of capital receipts assumed in the financing of the capital programme will not be achieved. In preparing the capital plan the Council has budgeted for a low level of Capital receipts being achieved.

The Council has a Capital Fund which can be used to cover any shortfall, in the short-term, in the level of receipts required. Similarly, additional borrowing can be used to cover any temporary shortfalls in capital receipts.

7.5 General Capital Grant is received from Scottish Government via the Local Government Finance Settlement each year. The level of Grant for 2021/22 has been confirmed. The officers are of the view that the projected capital grant assumed within the Capital Plan 2021-26 is prudent.

7.6 Capital projects must be affordable in terms of their impact on the Council's Revenue Budget. The option appraisal process should ensure that the revenue impact of capital projects has been calculated and reflected in future years' Revenue Budgets.

8 POLICY IMPLICATIONS

8.1 This report has been subject to an assessment of any impacts on Equality and Diversity, Fairness and Poverty, Environment and Corporate Risk. There are no major issues.

193

9 CONSULTATION

9.1 The Council Management Team have been consulted and are in agreement with the content of this report.

10 BACKGROUND PAPERS

10.1 None

ROBERT EMMOTT EXECUTIVE DIRECTOR OF CORPORATE SERVICES 12 AUGUST 2021

194 195 2021/22 DUNDEE CITY COUNCIL CAPITAL EXPENDITURE MONITORING TO 30 JUNE 2021 Appendix 1

Approved Revised Actual Spend Capital Total Capital Actual Projected to 30.06.2021 Budget Budget Budget Spend Outturn as a % of 2021/22 Adjustments 2021/22 2021/22 2021/22 Variance Revised £000 £000 £000 £000 £000 £000 Budget GENERAL SERVICES

Capital Expenditure Work and Enterprise 6,055 1,392 7,447 419 7,447 - 6% Children & Families 4,200 505 4,705 1,193 4,705 - 25% Health, Care & Wellbeing 16,085 (420) 15,665 20 15,665 - 0% Community Safety & Justice 19,804 2,670 22,474 2,630 22,474 - 12% Service Provision 31,414 2,574 33,988 3,645 33,988 - 11% Building Strong Communities - Non Housing HRA Element 2,484 421 2,905 191 2,905 - 7%

Capital Expenditure 2021/22 80,042 7,142 87,184 8,098 87,184 - 9%

Capital Resources

Expenditure Funded from Borrowing 46,534 7,244 53,778 5,888 53,778

General Capital Grant 12,963 12,963 3,463 12,963

Capital Grants & Contributions - project specific 12,045 3,755 15,800 (1,284) 15,800

Capital Receipts - Sale of Assets 1,500 1,500 31 1,500

Capital Resources 2021/22 73,042 10,999 84,041 8,098 84,041

Capital Expenditure as % of Capital Resources 110% 104% 104% 196 197

Appendix 2 WORK & ENTERPRISE Note 1 Approved Revised Expenditure Projected Actual Project Current Projected Projected/ Budget Total Budget to Outturn Cost to Approved Total Approved Actual 2021/22 Adjusts 2021/22 30/06/2021 2021/22 30/06/2021 Project Cost Cost Completion Completion Project/Nature of Expenditure £000 £000 £000 £'000 £000 £000 £000 £000 Date Date

Central Waterfront 3,028 1,254 4,282 716 4,282 25,003 47,129 47,129 Mar-24 Mar-24

(Less External Funding) (201) 111 (90) 962 (90) (656) (1,052) Mar-22 Mar-22

Economic Development Fit Out 990 1 991 41 991 50 1,000 1,000 Tender not yet approved

Dundee Railway Station 36 36 (426) 36 40,130 38,000 40,590 Dec-17 Jul-18

(Less External Funding) (8,316) (6,008) (8,316) Dec-17 Jul-18

City Quay 29 9 38 38 4 42 42 Mar-22 Mar-22

Lochee Community Regeneration 25 25 25 0 25 25 Mar-22 Mar-22

Vacant & Derelict Land Fund Programme 341 341 341 14,963 15,304 15,304 Mar-22 Mar-22

(Less External Funding) (341) (341) (341) (14,572) (14,913) (14,913) Mar-22 Mar-22

Tay Cities 1,050 (1,050) 4,050 4,050 Tender not yet approved

District Shopping 373 3 376 1 376 31 306 306 Mar-22 Mar-22

Town Centre Fund 244 287 531 87 531 555 999 999 Aug-20 Oct-21

(Less External Funding) (244) (287) (531) (87) (531) (555) (999) (999) Aug-20 Oct-21

Place Based Investment 827 827 827 827 827 Tender not yet approved

(Less External Funding) (827) (827) (827) (827) (827)

Net Expenditure 5,269 389 5,658 1,294 5,658 57,294 84,279 84,165

Netted Off Receipts (786) (1,003) (1,789) 875 (1,789) (23,443) (23,403) (26,107)

Gross Expenditure 6,055 1,392 7,447 419 7,447 80,737 107,682 110,272

Note 1: The Current approved project cost is either the approved cost as per the tender price, or the revised budgeted figure as per the Capital Plan 2021-26 N/A Prior to 1.4.15 - Approved prior to reports including completion dates 198

Appendix 2 CHILDREN & FAMILIES Note 1 Approved Revised Expenditure Projected Actual Project Current Projected Projected/ Budget Total Budget to Outturn Cost to Approved Total Approved Actual 2021/22 Adjusts 2021/22 30/06/2021 2021/22 30/06/2021 Project Cost Cost Completion Completion Project/Nature of Expenditure £000 £000 £000 £'000 £000 £000 £000 £000 Date Date

Harris Academy Refurbishment 44 44 4 44 32,311 32,351 32,351 N/A Prior to 1.4.15

(Less External Funding) (20,363) (20,363) (20,363)

School Estate Investment 844 128 972 972 272 60,325 60,325 Tender not yet approved

Fairbairn Street Young Persons House 1,050 47 1,097 3 1,097 6 1,580 1,580 Tender not yet approved

Young Persons Homes Refurbishments 475 19 494 494 6 500 500 Tender not yet approved

Early Learning and Childcare 1140 Hours Expansion 1,831 267 2,098 1,186 2,098 12,085 12,997 12,997 Mar-22 Mar-22

Net Expenditure 4,200 505 4,705 1,193 4,705 24,317 87,390 87,390

Receipts (20,363) (20,363) (20,363)

Gross Expenditure 4,200 505 4,705 1,193 4,705 44,680 107,753 107,753

Appendix 2 HEALTH, CARE & WELLBEING Note 1 Approved Revised Expenditure Projected Actual Project Current Projected Projected/ Budget Total Budget to Outturn Cost to Approved Total Approved Actual 2021/22 Adjusts 2021/22 30/06/2021 2021/22 30/06/2021 Project Cost Cost Completion Completion Project/Nature of Expenditure £000 £000 £000 £'000 £000 £000 £000 £000 Date Date

Parks & Open Spaces 2,615 1,105 3,720 192 3,720 1,576 5,104 5,104 Mar-22 Mar-22

(Less External Funding) (487) (896) (1,383) 10 (1,383) Mar-22 Mar-22

Sports Facilities 806 806 806 356 1,162 1,162 Mar-22 Mar-22

LACD Projects 1,350 57 1,407 30 1,407 223 7,174 7,174 Mar-25 Mar-25

Regional Performance Centre for Sport 225 225 (205) 225 31,910 32,125 32,340 Aug-19 Oct-19

(Less External Funding) (120) (120) (120) (9,307) (8,000) (9,428) Aug-19 Oct-19

Social Care 1,180 150 1,330 1,330 400 2,700 2,700 Mar-22 Mar-22

Sustainable Transport 2,687 (1,957) 730 3 730 3,187 3,187 Mar-24 Mar-24

Less External Funding (58) (58) (58) (58) (58) Mar-22 Mar-22

Low Carbon Transport Initiative - Hydrogen 7,447 7,447 7,447 53 7,500 7,500 Tender not yet approved

(Less External Funding) (4,500) (4,500) (4,500) (4,500) (4,500) Tender not yet approved

Net Expenditure 11,040 (1,436) 9,604 30 9,604 25,211 46,394 45,181

Receipts (5,045) (1,016) (6,061) 10 (6,061) (9,307) (12,558) (13,986)

Gross Expenditure 16,085 (420) 15,665 20 15,665 34,518 58,952 59,167

Appendix 2 COMMUNITY SAFETY & JUSTICE Note 1 Approved Revised Expenditure Projected Actual Project Current Projected Projected/ Budget Total Budget to Outturn Cost to Approved Total Approved Actual 2021/22 Adjusts 2021/22 30/06/2021 2021/22 30/06/2021 Project Cost Cost Completion Completion Project/Nature of Expenditure £000 £000 £000 £'000 £000 £000 £000 £000 Date Date

CCTV Project 151 151 24 151 1,388 1,515 1,515 Dec-19 Sep-21

(Less External Funding) (59) (59) 180 (59) (231) (470) (470) Dec-19 Sep-21

Coastal Protection Works 7,024 959 7,983 1,271 7,983 11,681 21,626 21,626 Mar-24 Mar-24

(Less External Funding) (300) (300) (300) (262) (562) (562) Mar-22 Mar-22

Broughty Ferry to Monifieth Active Travel Improvements 3,600 (123) 3,477 123 3,477 313 9,367 9,367 Mar-23 Mar-23

(Less External Funding) (3,600) 123 (3,477) (111) (3,477) (301) (9,367) (9,367) Mar-23 Mar-23

Flood Risk Management 567 567 567 1,297 1,297 Mar-25 Mar-25

Street Lighting Renewal 1,701 (25) 1,676 258 1,676 258 1,676 1,676 Mar-22 Mar-22

LED Street Lighting Installations 112 (40) 72 72 3,766 4,800 3,838 Mar-22 Mar-22

Road Reconstructions/Recycling 2,500 750 3,250 424 3,250 424 3,250 3,250 Mar-22 Mar-22

Bridge Assessment Work Programme 1,092 25 1,117 111 1,117 780 1,786 1,786 Mar-22 Mar-22

(Less External Funding) (115) (115) (115) Mar-22 Mar-22

Regional Transport Partnership 200 200 200 129 329 329 Mar-22 Mar-22

Council Roads and Footpaths - Other 650 650 28 650 280 902 902 Mar-22 Mar-22

Smart Cities - Mobility Innovation Living Laboratory 1 329 390 719 196 719 685 1,407 1,407 Mar-21 Dec-21

(Less External Funding) (128) (240) (368) 188 (368) (283) (839) (839) Jun-21 Dec-21

Road Schemes/Minor Schemes 2,029 459 2,488 195 2,488 195 2,488 2,488 Mar-22 Mar-22

(Less External Funding) (654) (66) (720) (720) (654) (654) Mar-22 Mar-22

Low Emission Zone 124 124 124 399 523 523 Mar-22 Mar-22

(Less External Funding) (124) (124) (124) (399) (523) (523) Mar-22 Mar-22

Net Expenditure 15,422 2,004 17,426 2,887 17,426 19,011 38,436 37,474

Receipts (4,382) (666) (5,048) 257 (5,048) (1,591) (12,530) (12,530)

Gross Expenditure 19,804 2,670 22,474 2,630 22,474 20,602 50,966 50,004

Appendix 2 SERVICE PROVISION Note 1 Approved Revised Expenditure Projected Actual Project Current Projected Projected/ Budget Total Budget to Outturn Cost to Approved Total Approved Actual 2021/22 Adjusts 2021/22 30/06/2021 2021/22 30/06/2021 Project Cost Cost Completion Completion Project/Nature of Expenditure £000 £000 £000 £'000 £000 £000 £000 £000 Date Date

Demolition of Surplus Properties & Remediation Works 1,384 132 1,516 45 1,516 673 2,144 2,144 Mar-22 Mar-22

Bell Street MSCP 820 (820) 850 850 Mar-22 Mar-22

Cemeteries 110 9 119 119 7 126 126 Mar-22 Mar-22

Contaminated Land 70 8 78 78 78 78 Mar-22 Mar-22

Recycling & Waste Management 258 11 269 17 269 306 558 558 Mar-22 Mar-22

Recycling Initiatives 477 (21) 456 4 456 28 537 Mar-22 Mar-22

Riverside Recycling Site 23 23 23 823 823 Mar-22 Mar-22

Baldovie Recycling Centre 224 43 267 2 267 145 410 410 Mar-22 Mar-22

Construction Of Salt Barn 570 40 610 329 610 389 653 653 Aug-21 Aug-21

Purchase Computer Equipment 1,868 (8) 1,860 120 1,860 120 2,507 2,507 Mar-22 Mar-22

(Less External Funding) (3) (3) (3) (647) (650) (650) Mar-22 Mar-22

Replacement of Major Departmental Systems 162 95 257 (18) 257 2,506 2,781 2,781 Mar-22 Mar-22

Purchase Desktop Collaboration Platform 700 700 605 700 1,219 1,841 1,841 Mar-23 Mar-23

Smart Cities Digital/ICT Investment 450 73 523 523 251 774 774 Mar-22 Mar-22

Data Centre 206 206 26 206 206 386 386 Mar-22 Mar-22

Asset Management Replacement System 150 150 150 150 150 Tender not yet Approved

Property Development & Improvement Programme

Industrial Estates Improvements 253 (23) 230 (12) 230 33 275 275 Mar-22 Mar-22

Shopping Parade Improvements 280 28 308 1 308 2 309 309 Mar-22 Mar-22

Structural Improvements & Property Upgrades 1,450 146 1,596 74 1,596 884 2,406 2,406 Mar-22 Mar-22

Heating & Ventilation Systems 740 6 746 746 166 912 912 Mar-22 Mar-22 202

Roof Replacement/Improvement Programme 835 120 955 76 955 636 1,515 1,515 Mar-22 Mar-22

Window Replacement 500 87 587 587 233 820 820 Mar-22 Mar-22

Electrical Upgrades 1,290 35 1,325 (1) 1,325 110 1,436 1,436 Mar-22 Mar-22

Toilet Upgrades 150 41 191 16 191 64 239 239 Mar-22 Mar-22

Disabled Access 50 27 77 29 77 54 102 102 Mar-22 Mar-22

Health & Safety Works 300 233 533 16 533 490 1,007 1,007 Mar-22 Mar-22

Procurement Costs 132 132 132 122 254 254 Mar-22 Mar-22

DCA General Upgrades 1 1 1 60 60 60 Mar-22 Mar-22

Lifecycle Improvements 1,715 166 1,881 145 1,881 705 2,441 2,441 Mar-22 Mar-22

Upgrade of City Square East & West Wing 547 311 858 246 858 4,336 5,000 5,000 Aug-20 Aug-21

Property Rationalisation 568 (4) 564 564 239 1,168 1,168 Mar-23 Mar-23

Depot Rationalisation Programme 2,380 95 2,475 14 2,475 39 4,400 4,400 Tender not yet approved

Sustainable Projects 6,421 203 6,624 6,624 1,804 8,428 8,428 Mar-22 Mar-22

Capitalisation of Borrowing Costs 280 280 280 280 280 Mar-22 Mar-22

Contingency/COVID Capital Expenditure 1,060 418 1,478 1,478 1,478 1,478 Mar-22 Mar-22

Vehicle Fleet Purchases 3,159 108 3,267 1,240 3,267 161 3,319 3,319 Mar-22 Mar-22

(Less Sale of Vehicles & Equipment) (13) (113) (113) (100) Mar-22 Mar-22

Go Ultra Low City Scheme 96 96 96 1,550 1,742 1,742 Mar-22 Mar-22

(Less External Funding) (96) (96) (96) (1,494) (1,590) (1,590) Mar-22 Mar-22

ULEV Taxi Infrastructure 100 100 100 379 579 579 Mar-22 Mar-22

(Less External Funding) (100) (100) (100) (379) (479) (579) Mar-22 Mar-22

Low Carbon Travel & Transport Challenge Fund for Multi Storey EV Charging Hubs 274 270 544 106 544 1,311 1,750 1,750 Mar-22 Mar-22

Less External Funding (274) (244) (518) 60 (518) (847) (1,425) (1,699) Mar-22 Mar-22 203

Local Authority Installation Programme 34 34 1 34 2 35 35 Jul-21 Jul-21

(Less External Funding) (34) (34) (34) (1) (35) (35) Jul-21 Jul-21

Switched on Towns and Cities 331 240 571 25 571 877 1,754 1,754 Mar-22 Mar-22

(Less External Funding) (331) (240) (571) (571) (852) (1,754) (1,754) Dec-21 Dec-21

Clean Streets Electric Vehicle Infrastructure - Pop up Chargers 236 152 388 1 388 156 543 543 Mar-21 Dec-21

(Less External Funding) (236) (152) (388) 41 (388) (114) (543) (543) Mar-21 Dec-21

Switched on Fleets - Part 1 2020/21 - Infrastructure 19 19 10 19 51 61 61 Jan-21 Dec-21

(Less External Funding) (19) (19) 41 (19) (60) (60) Jan-21 Dec-21

Switched on Fleets - Part 2 - Zero Emission Vehicle and Charge Point Infrastructure Procurement 795 127 922 528 922 541 1,032 1,032 Mar-22 Mar-22

(Less External Funding) (795) (127) (922) 13 (922) 1,032 1,032 Mar-22 Mar-22

Smart Cities - Mobility Innovation Living Laboratory - 2 172 172 172 172 172 Aug-21 Aug-21

(Less External Funding) (162) (162) (162) (162) (162) Aug-21 Aug-21

Net Expenditure 29,582 1,593 31,175 3,787 31,175 15,650 51,326 50,428

Netted Off Receipts (1,832) (981) (2,813) 142 (2,813) (4,447) (5,779) (6,140)

Gross Expenditure 31,414 2,574 33,988 3,645 33,988 20,097 57,105 56,568

Note 1: The Current approved project cost is either the approved cost as per the tender price, or the revised budgeted figure as per the Capital Plan 2021-26 18 N/A Prior to 1.4.15 - Approved prior to reports including completion dates 197 204

Appendix 2 BUILDING STRONG COMMUNITIES - NON HOUSING HRA ELEMENT Note 1 Approved Revised Expenditure Projected Actual Project Current Projected Projected/ Budget Total Budget to Outturn Cost to Approved Total Approved Actual 2021/22 Adjusts 2021/22 30/06/2021 2021/22 30/06/2021 Project Cost Cost Completion Completion Project/Nature of Expenditure £000 £000 £000 £'000 £000 £000 £000 £000 Date Date

NON HOUSING HRA ELEMENT

Community Regeneration Fund 492 299 791 50 791 30 807 807 Mar-22 Mar-22

Community Choices (Participatory Budgeting) 200 200 200 200 200 Mar-22 Mar-22

Menzieshill - Community Provision 90 90 90 12,880 13,250 12,970 Apr-19 Aug-19

(Less Regeneration Funding) (1,320) (1,320) (1,320) Mar-18 Mar-18

Gypsy Traveller Site, Balmuir Wood 92 92 1 92 141 141 Jun-21 Aug-21

(Less External Funding) (89) (89) (89) (91) (91) Jun-21 Aug-21

Community Centres 400 7 407 407 693 1,696 1,696 Mar-23 Mar-23

Mill O Mains 1,392 (67) 1,325 140 1,325 515 3,265 3,265 Feb-22 Feb-22

Net Expenditure 2,484 332 2,816 191 2,816 12,798 17,948 17,668

Receipts (89) (89) (89) (91) (91)

Gross Expenditure 2,484 421 2,905 191 2,905 12,798 18,039 17,759

Appendix 2 BUILDING STRONG COMMUNITIES - HOUSING REVENUE ACCOUNT ELEMENT Note 1 Approved Revised Expenditure Projected Actual Project Current Projected Projected/ Budget Total Budget to Outturn Cost to Approved Total Approved Actual 2021/22 Adjusts 2021/22 30/06/2021 2021/22 30/06/2021 Project Cost Cost Completion Completion Project/Nature of Expenditure £000 £000 £000 £000 £000 £000 £000 Date Date

Free from Serious Disrepair - Roofs 3,556 8 3,564 321 3,564 1,929 5,172 5,172 Mar-22 Mar-22

Roughcast/Walls 500 500 36 500 428 924 924 Mar-22 Mar-22

Windows 3,208 (1,549) 1,659 1,659 1,390 3,049 3,049 Mar-22 Mar-22

Energy Efficient

External Insulation and Cavity Fill 8,537 (2,867) 5,670 88 5,670 3,792 9,374 9,374 Mar-22 Mar-22

Heating Replacement 1,663 80 1,743 25 1,743 801 2,519 2,519 Mar-22 Mar-22

Boiler Replacement 50 50 9 50 37 50 50 Tender not yet Approved

Renewable Initiatives/Gas Services 10 10 10 10 10 Tender not yet Approved

Healthy, Safe and Secure

Door Entry System/Secure Doors 150 150 35 150 39 150 150 Mar-22 Mar-22

Door Entry Replacement 100 100 100 Tender not yet Approved

Fire - Detection - Smoke Detector Programme 934 181 1,115 144 1,115 6,603 8,357 8,357 Jan-21 Oct-21

MSD Fire Safety Measures 1,880 1,880 2 1,880 79 4,241 4,241 Dec-22 Dec-22

MSD Lifts 90 90 90

Multi Storey Development Improvements 1,162 (204) 958 (10) 958 1,042 2,011 2,011 Mar-22 Mar-22

Electrical Upgrading 20 20 20 20 20 Tender not yet Approved 206 Appendix 2 BUILDING STRONG COMMUNITIES - HOUSING REVENUE ACCOUNT ELEMENT Note 1 Approved Revised Expenditure Projected Actual Project Current Projected Projected/ Budget Total Budget to Outturn Cost to Approved Total Approved Actual 2021/22 Adjusts 2021/22 30/06/2021 2021/22 30/06/2021 Project Cost Cost Completion Completion Project/Nature of Expenditure £000 £000 £000 £000 £000 £000 £000 Date Date

Miscellaneous

Fees 83 83 83 83 83 Mar-22 Mar-22

Disabled Adaptations 850 850 124 850 124 850 850 Mar-22 Mar-22

Integrated Management System 137 137 137 366 753 819 Mar-21 Mar-23

Water Pumps & Tanks 447 88 535 535 350 350 Aug-21 Aug-21

Modern Facilities & Services .

Increased Supply of Council Housing 13,120 (911) 12,209 44 12,209 19,666 18,367 19,231 Mar-21 TBC

(Less External Funding) (4,720) (4,720) (4,720) (9,810) (12,587) (13,356) Mar-22 Mar-22

Demolitions 202 202 43 202 230 383 389 Jun-21 Jun-21

Community Care

Sheltered Lounge/Warden Call System Upgrades 530 (78) 452 452 452 452 May-22 May-22

Net Expenditure 32,509 (5,252) 27,257 861 27,257 26,716 44,528 44,695

Receipts (4,720) (4,720) (4,720) (9,810) (12,587) (13,356)

Gross Expenditure 37,229 (5,252) 31,977 861 31,977 36,526 57,115 58,051

Note 1: The Current approved project cost is either the approved cost as per the tender price, or the revised budgeted figure as per the Capital Plan 2021-26 207 DUNDEE CITY COUNCIL CAPITAL EXPENDITURE MONITORING 30 JUNE 2021 Appendix 3

Approved Revised Actual Spend Capital Total Capital Actual Projected to 30.6.2021 Budget Budget Budget Spend to Outturn as a % of 2021/22 Adjustments 2021/22 30 Jun 2021 2021/22 Variance Revised £000 £000 £000 £000 £000 £000 Budget BUILDING STRONG COMMUNITIES - HOUSING HRA ELEMENT

Capital Expenditure 2021/22 Free from Serious Disrepair - Roofs 3,556 8 3,564 321 3,564 - 9% Roughcast/Walls 500 500 36 500 - 7% Free from Serious Disrepair - Windows 3,208 (1,549) 1,659 1,659 - 0% Energy Efficiency - External Insulation and Cavity Fill 8,537 (2,867) 5,670 88 5,670 - 2% Energy Efficiency - Heating Replacement 1,663 80 1,743 25 1,743 - 1% Energy Efficiency - Boiler replacement 50 50 9 50 - 18% Renewable Initiatives/Gas Services 10 10 10 - 0% Healthy, Safe & Secure - Door Entry System & Secure Doors 150 150 35 150 - 23% Healthy, Safe & Secure - Door Entry Replacement 100 100 100 - 0% Healthy, Safe & Secure - Fire Detection - Smoke Detection Programme 934 181 1,115 144 1,115 - 13% Healthy, Safe & Secure - MSD Fire Safety Improvements 1,880 1,880 2 1,880 - 0% Multi Storey Development Improvements 1,252 (204) 1,048 (10) 1,048 - -1% Electrical Upgrading 20 20 20 - 0% Miscellaneous - Fees 83 83 83 - 0% Miscellaneous - Disabled Adaptations 850 850 124 850 - 15% Integrated Management System 137 137 137 - 0% Water Pumps and Tanks 447 88 535 535 - 0% Increase Supply of Council Housing 13,120 (911) 12,209 44 12,209 - 0% Demolitions 202 202 43 202 - 21% Community Care - Sheltered Lounge/Warden Call System Upgrades 530 (78) 452 452 - 0%

Capital Expenditure 2021/22 37,229 (5,252) 31,977 861 31,977 - 3%

Capital Resources 2021/22

Expenditure Funded from Borrowing 26,909 (5,252) 21,657 898 21,657

Capital Receipts, Grants & Contributions - project specific Scottish Government Grants 4,720 4,720 4,720

Capital Funded from Current Revenue Council Tax discount reductions used to fund affordable housing 450 450 (39) 450

Capital Receipts, Grants & Contributions Receipts from Owners 450 450 450

Capital Receipts:- Sale of Assets - Land 2,700 2,700 2 2,700 Sale of Assets - Fleming Trust 2,000 2,000 2,000

37,229 (5,252) 31,977 861 31,977

Capital Expenditure as % of Capital Resources 100% 100% 100% 208 209

REPORT TO: POLICY AND RESOURCES COMMITTEE – 23 AUGUST 2021

REPORT ON: REVENUE MONITORING 2021/2022

REPORT BY: EXECUTIVE DIRECTOR OF CORPORATE SERVICES

REPORT NO: 224-2021

1 PURPOSE OF REPORT

1.1 To provide Elected Members with an analysis of the 2021/2022 projected revenue outturn as at 30 June 2021 monitored against the adjusted 2021/2022 Revenue Budget.

2 RECOMMENDATIONS

2.1 It is recommended that Elected Members:

a note that the overall General Fund as at 30 June 2021 is projecting an underspend of £2,397,000 against the adjusted 2021/2022 Revenue Budget.

b note the position on Covid-related expenditure (projected to be £8.3m) and Covid funding, as set out in paragraph 3.1.

c note that the Housing Revenue Account as at 30 June 2021 is projecting an underspend of £1,418,000 against the adjusted HRA 2021/2022 Revenue Budget.

d agree that the Council Management Team will take every reasonable action to ensure that the 2021/2022 revenue expenditure is below or in line with the adjusted Revenue Budget.

e instruct the Executive Director of Corporate Services in conjunction with the Council Management Team to continue to monitor the Council’s 2021/2022 projected revenue outturn to assist with the cost pressures resulting from Covid-19.

f agree that costs associated with the VER/VR schemes, up to a maximum amount of £3.5m in 2021/22, will be met from the remaining balance of capital receipts set- aside.

g note that total VER / VR costs met from capital receipts set aside in 2020/2021 was £0.723m, resulting in full year salary savings totalling £1.330m which are reflected in budgets going forward.

3 FINANCIAL IMPLICATIONS (see Appendix A)

3.1 The overall General Fund as at 30 June 2021 is projecting an underspend of £2,397,000 against the adjusted 2021/22 Revenue Budget. This underspend excludes Covid-19 related expenditure and loss of income. The Council is continuing to incur significant additional expenditure and income shortfalls from its response to the Covid-19 pandemic. Whilst some additional funding has been made available by the Scottish Government in 2021/22, there are areas of significant additional expenditure / income shortfalls for which no specific funding currently exists. The main areas are:

224-2021 1 210

£m Personal Protective Equipment 1.0 Leisure and Culture Dundee (deficit due to income 3.0 shortfalls) Additional Bad Debt Provisions 0.8 Car Parking Income Shortfalls 2.1 Additional Property Costs 0.6 Building Control / Property Rentals - Income Shortfall 0.3 Trade Waste, Lets etc - Income Shortfall 0.5 8.3

The above cost pressures would in the first instance be met from the £7.2m allocation of non-specific 2021/22 Covid funding from the Scottish Government and, thereafter, from the amounts set aside within General Fund for general Covid costs pressures. These projections are based on latest information available although should be considered as being subject to change as further information becomes available. A fuller picture on Covid-related expenditure and funding will be included in future revenue monitoring reports. This will include the use of specific Scottish Government 2021/22 funding allocations (eg for Family and Low Income Pandemic Payments, Education Catch-Up etc) and funding carried forward from 2020/21 (eg for Additional Teachers / Support Staff, Covid Supports per report 155- 2021 etc). We are currently reviewing the impact on all fee recovery in light of Covid-19 and will provide further details in due course.

3.2 The Housing Revenue Account projected outturn position for 2021/2022 is an underspend of £1,418,000 based on the financial information available at 30 June 2021.

3.3 The final position at 31 March 2022 for the General Fund and Housing Revenue Account will be confirmed in draft unaudited accounts prepared by 30 June 2022.

4 BACKGROUND

4.1 Following approval of the Council's 2021/2022 Revenue Budget by the Special Policy and Resources Committee on 4 March 2021, this report is now submitted in order to monitor the 2021/2022 projected revenue outturn position as at 30 June 2021, against the adjusted 2021/2022 Revenue Budget.

The total 2021/2022 Revenue Budget is £372.852m. For Revenue Monitoring purposes, the Council Tax Reduction Scheme budget of £13.019m is moved from expenditure to income and netted off against Council Tax income. This results in total budgeted expenditure of £359.833m for Revenue Monitoring purposes, as per Appendix A.

4.2 This report provides a detailed breakdown of service revenue monitoring information along with explanations of material variances against adjusted budgets. Where services are projecting a significant under or overspend against adjusted budget, additional details have been provided. Where service expenditure is on target and no material variances are anticipated, additional information has not been provided.

5 RISK ASSESSMENT

5.1 In preparing the Council's 2021/2022 Revenue Budget, the Executive Director of Corporate Services considered the key strategic, operational and financial risks faced by the Council over this period (Article II (a) of the minute of the meeting of the Special Policy and Resources Committee on 4 March 2021, Report No: 108-2021 refers). In order to alleviate the impact these risks may have should they occur, a number of general risk mitigation factors are utilised by the Council. These include the: 224-2021 2 211 - system of perpetual detailed monthly budget monitoring carried out by service - general contingency provision set aside to meet any unforeseen expenditure - level of general fund balances available to meet any unforeseen expenditure - level of other cash backed reserves available to meet any unforeseen expenditure - possibility of identifying further budget savings and efficiencies during the year, if required.

5.2 The key risks in 2021/2022 have now been assessed both in terms of the probability of whether they will occur and the severity of their impact on the Council should they indeed happen. These risks have been ranked as either zero, low, medium or high. Details of this risk assessment, together with other relevant information including any proposed actions taken by the Council to mitigate these risks, are included in Appendix D to this report. This includes the high risk of new cost pressures or responsibilities emerging during the financial year in areas such as financial pressures as a result of the Covid-19 emergency and costs associated with Brexit.

6 GENERAL FUND SERVICES - MONITORING POSITION AS AT 30 JUNE 2021

6.1 The forecast position as at 30 June 2021 for General Fund services is summarised below:

Adjusted Budget Forecast 2021/2022 2021/2022 Variance £000 £000 £000

Total Expenditure 359,833 357,436 (2,397) Total Income (359,833) (359,833) - Forecast Position - (2,397) (2,397)

The forecast position as at 30 June 2021 is shown in more detail in the appendices to this report, as follows:

Appendix A shows the variances between budget and projected outturn for each service of the Council.

Appendix B provides detailed explanations for the variances against budget that are shown in Appendix A.

Appendix C lists the budget adjustments that have been undertaken to date.

Appendix D lists the key strategic, operational and financial risks being faced by the Council. These risks have been assessed and ranked accordingly both in terms of the probability of whether they will occur and the severity of their impact on the Council should they indeed happen. Any changes to the assessment from the previous reporting period, together with any additional comments included, are highlighted in bold type.

6.2 The following paragraphs summarise the main areas of variance by service along with appropriate explanations. It should be emphasised that this report identifies projections based on the first three months of the financial year to 30 June 2021. The figures are therefore indicative at this stage and are used by the Chief Executive, Executive Director of Corporate Services and members of the Council Management Team to identify variances against budget and enable corrective action to be taken as appropriate.

224-2021 3 212 Service Commentary

6.3 General Committee Report No 62-2021, Policy and Resources Committee of 22 February 2021 notes “services will be expected to operate within the limits of their overall revenue budget allocation. Cost pressures which emerge in-year should, where possible, be accommodated within the relevant service revenue budgets.” Accordingly, there will be overs and unders within each service. The main areas are summarised below.

6.4 Children & Families Services (Breakeven) The service is currently projecting breakeven. The position will continue to be monitored closely in the coming months.

6.5 Dundee Health & Social Care Partnership – (Breakeven) The financial monitoring position for the Dundee Health and Social Care Partnership (DHSCP) based on the 2021/22 financial year as at 30 June 2021 shows a forecast net break-even position.

DHSCP are continuing to respond to changes in demand and in particular the increasing scale of demand for care at home which is balancing more complex needs in community settings, and responding to changes in need as a result of demographic change and the impact of the pandemic on health and wellbeing.

6.6 City Development (Breakeven) The service is currently projecting breakeven. The position will continue to be monitored closely in the coming months.

6.7 Neighbourhood Services (£657,000 underspend) The service is projecting an underspend in relation to anticipated staff slippage due to the level of unfilled posts and projected underspend on contracts, equipment, hires and maintenance, plant hire, skip hire and events. Details of further projected variances are included in Appendix B.

6.8 Chief Executive (Breakeven) The service is currently projecting breakeven. The position will continue to be monitored closely in the coming months.

6.9 Corporate Services (Breakeven) The service is currently projecting breakeven. The position will continue to be monitored closely in the coming months.

6.10 Capital Finance Costs (£1,672 000 underspend) This underspend reflects a projected saving in capital financing costs due to lower than anticipated interest rates and slippage in the capital programme.

6.11 Supplementary Superannuation (underspend £68,000) Projected underspend in Supplementary Superannuation costs.

Capital Receipts – Flexibility Scheme In March 2019, the Scottish Government issued details of enhanced financial flexibility arrangements that allow local authorities to vary proper accounting practice and use capital receipts to fund qualifying expenditure on a transformation project. Qualifying expenditure is deemed to be non-recurring expenditure on a transformation / service redesign project where incurring upfront costs will generate on-going savings. Elected members will be aware that, for a number of years now, the Council has used Voluntary Early Retirement and Voluntary Redundancy (VER / VR) schemes as part of its workforce strategy, to assist in service redesign and transformation projects. As well as helping to modernise services, the VER / VR schemes have also generated significant budget savings to help address the financial challenges facing the Council. There are upfront, non-recurring costs associated with the VER / VR schemes, in the form of 224-2021 4 213 redundancy payments and pension strain-on-fund costs, however these costs are more than offset by the subsequent savings in staffing budgets.

In financial years 2018/2019 to 2020/2021 a total of £4.675m of capital receipts from asset sales were set-aside to fund qualifying expenditure on future transformation projects, in terms of the flexibility arrangements. As at 31 March 2021, £1.146m had been used to fund severance costs, leaving a balance of £3.529m at 31 March 2021.

Total VER / VR costs met from capital receipts set aside in 2020/2021 was £0.723m, resulting in full year salary savings totalling £1.330m which are reflected in budgets going forward.

In financial year 2021/2022 it is likely that further costs will accrue as further VERs / VRs are approved. It is considered that these costs meet the definition of “qualifying expenditure” in terms of the Scottish Government’s flexibility arrangements. It is therefore proposed that costs associated with the VER/VR schemes, up to a maximum amount of £3.5m will be met from the remaining balance of capital receipts set-aside. The monitoring statement at Appendix A has been prepared on this assumption.

7 ONGOING ACTIONS

7.1 Each service is working closely with Corporate Finance staff, firstly to ensure that these projections are met and then to identify scope to improve the outcome.

7.2 In addition, further Council-wide initiatives are underway to help manage existing and emerging cost pressures particularly resulting from Covid-19. These include reviewing the requirements for overtime working, a focus on absence rates and increased vacancy control over the remainder of the financial year. There is an ongoing review of discretionary spend and other opportunities for efficiencies and budget savings.

7.3 There is also close working with Dundee HSCP and LACD on revenue requirements for current and future funding.

7.4 The 2021/2022 budget savings agreed at the meeting of the Special Policy and Resources Committee on 4 March 2021 are monitored on a monthly basis. The Revenue Monitoring position reported reflects the position with regard to achieving these savings.

8 HOUSING REVENUE ACCOUNT - MONITORING POSITION AT 30 JUNE 2021

8.1 The forecast position as at 30 June 2021 for the HRA is summarised below:

Adjusted Forecast Budget 2021/2022 Variance 2021/2022 £000 £000 £000

Total Expenditure 55,762 54,344 (1,418) Total Income (55,762) (55,762) - Forecast Position - (1,418) (1,418) 8.2 The service is projecting an underspend in loan charges mainly due to lower than anticipated interest rates and slippage in the capital programme.

A system of perpetual detailed monitoring will continue to take place up to 31 March 2022 with the objective of the HRA achieving a final outturn which is below or in line with the adjusted 2021/2022 HRA Revenue Budget.

224-2021 5 214 9 POLICY IMPLICATIONS

This report has been subject to an assessment of any impacts on Equality and Diversity, Fairness and Poverty, Environment and Corporate Risk. There are no major issues. Details of the risk assessment are included in Appendix D to this report.

10 CONSULTATIONS

The Council Management Team were consulted in the preparation of this report.

11 BACKGROUND PAPERS

None

ROBERT EMMOTT EXECUTIVE DIRECTOR OF CORPORATE SERVICES 12 AUGUST 2021

224-2021 6 Appendix A

DUNDEE CITY COUNCIL 215 2021/2022 REVENUE OUTTURN MONITORING PERIOD 1 APRIL 2021 - 28 FEBRUARY 2022 Approved Adjusted Previous Movement Revenue Total Revenue Projected Worse Better Net Months since Budget Budget Budget Outturn Than Than Variance Projected Previous 2021/22 Adjustments 2021/22 2021/22 Budget Budget (see Appx B) Note Variance Month £000 £000 £000 £000 £000 £000 £000 £000 £000 General Fund Services Children & Families 170,555 170,555 170,555 0 0 Dundee Health & Social Care Partnership 82,671 82,671 82,671 0 0 City Development 13,002 13,002 13,002 0 0 Neighbourhood Services 28,867 28,867 28,210 ( 657) (657) 1 0 ( 657) Chief Executive 12,957 12,957 12,957 0 0 Corporate Services 32,171 32,171 32,171 0 0 DCS Construction (1,457) (1,457) (1,457) 0 0 338,766 0 338,766 338,109 0 (657) (657) 0 (657) Capital Financing Costs / Interest on Revenue Balances 21,201 21,201 19,529 ( 1,672) (1,672) 2 0 ( 1,672) Contingencies: - General 500 500 500 0 0 - Cost Pressures 491 491 491 0 0 - Unallocated Corporate Savings (2,885) (2,885) (2,885) 0 0 Miscellaneous Items (2,161) (2,161) (2,161) 0 0 Bad Debt Provision 0 0 0 0 0 Discretionary NDR Relief 392 392 392 0 0 Supplementary Superannuation Costs 2,566 2,566 2,498 ( 68) (68) 3 0 (68) Tayside Valuation Joint Board 963 963 963 0 0 Total Expenditure 359,833 0 359,833 357,436 0 (2,397) (2,397) 0 (2,397) Sources of Income General Revenue Funding (269,419) (269,419) (269,419) 0 0 Contribution from NNDR Pool (33,763) (33,763) (33,763) 0 0 Council Tax (56,651) (56,651) (56,651) 0 0 Use of Balances - Committed Balances c/f 0 0 0 0 Capital Grants & Receipts Unapplied 0 0 0 0 Change Fund 0 0 0 0 (Surplus)/Deficit for the year 0 0 0 (2,397) 0 (2,397) (2,397) 0 (2,397) (Surplus)/Deficit for Housing Revenue Acct 0 0 0 (1,418) 0 (1,418) (1,418) 4 0 (1,418)

7 216 217Appendix B

REASONS FOR 2021/2022 CONTROLLABLE PROJECTED REVENUE OUTTURN VARIANCES (Excludes Capital Charges, Central Support Services & Office Recharges) AT 30 JUNE 2021 As at As at Subjective As at As at Service Note 30 Jun N/a Cost Centre Analysis 30 Jun N/a Reason / Basis of Over/(Under)spend £000 £000 £000 £000 Neighbourhood 1 (657) 0 Staff Costs (414) 0 Mainly reflects net anticipated slippage due to current level of unfilled posts. Services Supplies & Services (504) 0 Mainly reflects projected underspend on contracts, hire and maintenance, skip hire, plant hire, other materials and consumables and events expenditure. Transportation 103 0 Relates mainly to fleet charges partly offset by reduced travel costs. Third Party Payments (10) 0 Underspend in grants. Various 25 0 Reflects projected expenditure on Corporate Resilience Costs. Income 143 0 Mainly reflects loss of income from various chargeable activities partly offset by net additional income on temporary accommodation.

Capital Finance Costs 2 (1,672) 0 (1,672) 0 Due to lower than expected borrowing / budgeted interest rates.

Supplementary 3 (68) 0 (68) 0 Projected underspend in Supplementary Superannuation costs. Superannuation costs

TOTAL GENERAL FUND (2,397) 0 (2,397) 0

Housing Revenue 4 (1,418) 0 Capital Financing Costs (1,418) 0 Due to lower than expected borrowing / budgeted interest rates. Account

TOTAL HOUSING REVENUE ACCOUNT (1,418) 0 (1,418) 0

8 218 219Appendix C

Dundee City Council Revenue Monitoring to 31st March 2022 - Budget Adjustments to date 2020/21 Alloc Alloc T/Fs Alloc Under from from Between To/From spends Funding NNDR Change R&R Depts / Dept Conts b/fwd T/Fs Adj Fund Fund Conts Totals General Fund Services £000 £000 £000 £000 £000 £000 £000 £000

Children & Families 0 Dundee Health & Social Care Partnership 0 City Development 0 Neighbourhood Services 0 Chief Executive 0 Corporate Services 0 Construction 0 Miscellaneous Items 0 General Contingency 0 General Revenue Funding 0

Total Adjustments (General Fund) 0 0 0 0 0 0 0 0

9 220 221Appendix D

Risks - Revenue Assessment Risk Management / Comment Corporate Procurement strategy in place, General Inflation including access to nationally tendered contracts General price inflation may be greater than Medium for goods and services. In addition, fixed price anticipated. contracts agreed for major commodities i.e. gas and electricity. Equal Pay Claims Relatively few cases being taken through the A provision may be required for the cost of equal Medium Employment Tribunal process. pay claims. Capital Financing Costs Low/ Treasury Mgmt Strategy. Limited exposure to Level of interest rates paid will be greater than Medium variable rate funding. anticipated. Savings General risk mitigation factors (ref para 5.1), in Failure to achieve agreed level of savings & High particular, regular monitoring by departments to efficiencies particularly in light of the Covid-19 ensure savings targets are met. emergency.

Emerging Cost Pressures General risk mitigation factors (ref para 5.1), in Significant cost pressures due to Covid-19 particular, regular monitoring by departments to emergency in addition to the possibility of new High ensure cost pressures are identified early and cost pressures or responsibilities emerging during corrective action can be taken as necessary. the course of the financial year, including Covid-19 Financial Recovery Plan. potential additional costs associated with Brexit.

General risk mitigation factors (ref para 5.1), in Chargeable income particular, regular monitoring by departments to The uncertainty that the level of chargeable High ensure cost pressures are identified early and income budgeted will be received particularly in corrective action can be taken as necessary. light of the Covid-19 emergency Covid-19 Financial Recovery Plan. Council Tax Collection Provision set takes cognisance of amounts Provision for non-collection of Council Tax (3.2%) collected for previous financial years. Non-payers High may not be adequate particularly in light of the subject to established income recovery Covid-19 emergency. procedures.

General risk mitigation factors (ref para 5.1), in Welfare Reform particular, regular monitoring by departments to The changes introduced as part of the welfare ensure any shortfalls are identified as early as reform exercise may increase the risk that High possible and corrective action can be taken as budgeted income collection levels are not necessary. Budget also introduced for achieved and that current non-collection provision discretionary housing payments to assist those levels are inadequate. affected by these changes.

10 222