Community Planning Partnership Board

DATA LABEL: Public

West Lothian Civic Centre Howden South Road LIVINGSTON EH54 6FF

28 January 2014

A meeting of the Community Planning Partnership Board of West Lothian Council will be held within the Council Chambers, West Lothian Civic Centre on Monday 3 February 2014 at 10:00am.

For Chief Executive

BUSINESS

Public Session

1. Apologies for Absence

2. Order of Business, including notice of urgent business

3. Declarations of Interest - Members should declare any financial and non- financial interests they have in the items of business for consideration at the meeting, identifying the relevant agenda item and the nature of their interest.

4. Confirm Draft Minutes of Meeting of Community Planning Partnership Board held on 18 November 2013 (herewith).

5. Note Minute from Community Planning Steering Group Meeting held on 20 January 2014 (to follow)

6. SOA Performance Reports -

(a) High Level Indicators Report (herewith)

(b) Environment Report (herewith)

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7. Minutes from Thematic Forums -

(a) Community Safety Board - 23 September 2013 (herewith)

(b) Economic Forum - 4 December 2013 (herewith)

(d) Climate Change Working Group - 27 November 2013 and 8 January 2014 (herewith)

8. Increasing Skills for the Economy - West Lothian College Extension -

(a) Presentation by Mhairi Laughlin (Principal & Chief Executive of West Lothian College)

(b) Report by Mhairi Laughlin (Principal & Chief Executive of West Lothian College)

9. Collaborative Cross Public Sector Leadership Development - Presentation by the Public Service Collaborative Learning Team

10. CPP Audit Scope - Presentation by Peter Worsdale (Audit Scotland)

11. NHS Lothian Strategic Plan 2014-2024 - Report by NHS Lothian Strategic Planning Team

12. West Lothian Regeneration Framework - Report by Community Regeneration Manager (herewith)

13. West Lothian Anti-Poverty Strategy 2014-2017 - Report by Welfare Advice Manager (herewith)

14. Community Planning Partnership - Resource Aligning Group - Report by Head of Finance and Estates (herewith)

15. Scottish Fire and Rescue Service Local Fire and Rescue Plan for West Lothian 2014-2017 - Report by Gary Laing, Group Manager, Scottish Fire and Rescue Service (herewith)

16. Community Planning Partnership Terms of Reference - Report by Community Planning Development Manager (herewith)

17. WWF Earth Hour 2014 - Report by Climate Change Officer (herewith)

18. Scottish Government Response to "Redesigning the Community Justice System - A Consultation on Proposals" - Report by Senior Manager for Young People and Public Protection (herewith)

19. Dates of Next Meetings -

(a) Friday 16 May 2014 - please note rescheduled date

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(b) Monday 25 August 2014

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NOTE For further information please contact Val Johnston, Tel No.01506 281604 or email [email protected]

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MINUTE of MEETING of the COMMUNITY PLANNING PARTNERSHIP BOARD of WEST LOTHIAN COUNCIL held within COUNCIL CHAMBERS, WEST LOTHIAN CIVIC CENTRE on 18 NOVEMBER 2013.

Present Councillor Cathy Muldoon West Lothian Council Councillor John McGinty West Lothian Council Councillor Angela Moohan West Lothian Council Councillor Lawrence Fitzpatrick West Lothian Council (substitute for Cllr Conn) Graham Hope, Chief Executive West Lothian Council Jim Forrest West Lothian Council Graeme Struthers West Lothian Council Mhairi Laughlin West Lothian College Jeanette McDiarmid Police Scotland Gary Laing Scottish Fire & Rescue Service William Boyle Voluntary Sector Gateway WL Alan Wright WL Assoc of Community Councils Mike Neilson Scottish Government Linda Scott WL Chamber of Commerce Jim McGonigle Department of Work & Pensions Alastair Short Sestran

Apologies Councillor Tom Conn West Lothian Council Councillor Peter Johnston West Lothian Council Alex McMahon NHS Lothian Rona Laskowski NHS Lothian

In attendance Lorraine Gillies West Lothian Council Joanna Anderson West Lothian Council Susan Gordon West Lothian Council Miranda Alcock Audit Scotland (Presentation) Peter Worsdale Audit Scotland (Presentation) Jennifer Scott West Lothian Council Donald Forrest West Lothian Council Ian Hepburn West Lothian Council Helen Davies West Lothian Youth Action Project Alan Cunningham West Lothian Council Jim Jack West Lothian Council Douglas West West Lothian Council Stephen Elliot Police Scotland

1. DECLARATIONS OF INTEREST

No declarations of interest were made.

2. MINUTE

The Board confirmed the Minute of its meeting held on 26 August 2013. The Minute was thereafter signed by the Chair.

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3. SOA PERFORMANCE REPORTS

a) The Board noted the Community Safety Forum performance report subject to agreeing that future reports submitted would include target indicators based on a five year average;

b) The Board noted the Economic Forum performance report;

c) The Board noted the Health and Well Being Forum performance report; and

d) The Board noted the Environment Forum performance report.

4. MINUTES FROM THEMEMATIC FORUMS

a) The Board noted the Minute of the meeting of the Community Safety Board held on 27 June 2013;

b) The Board noted the Minute of the meeting of West Lothian Economic Partnership Forum held on 4 September 2013;

c) The Board noted the Minute of the meeting of West Lothian Community Health and Care Partnership held on 29 August 2013; and

d) The Board noted the Minute of the meeting of West Lothian Council Climate Change Working Group held on 16th October 2013.

5. AUDIT SCOTLAND UPDATE AND NEXT STEPS

Presentation by Miranda Alcock and Peter Worsdale, Audit Scotland

The Board was provided with an update of the proposed approach by Audit Scotland for the audit of West Lothian Community Planning Partnership, which highlighted the following themes:

x Vision and strategic direction;

x Governance and accountability;

x Use of resources; and

x Performance, impact and outcomes.

Miranda provided details of the areas of focus proposed by Glasgow, Moray and Falkirk councils for their audit in 2014, which included a mixture of themes and localities and looked at specific challenging areas to try to reduce the gap in inequalities.

Peter then highlighted the challenges facing West Lothian Community Planning Partnership and provided details of the timetable for developing the scope.

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During the course of the discussion it was agreed that the Community Planning Partnership (CPP) Development Manager would arrange a meeting with members of the CPP Board to develop the scope for West Lothian.

The Chair, on behalf of the Board, thanked Audit Scotland for their presentation.

Decision

1. Noted the terms of the presentation;

2. Agreed that the CPP Development Manager would arrange a meeting with members of the CPP Board to develop the scope.

6. REGENERATION FRAMEWORK

The Board considered a report (copies of which had been circulated) by the Community Regeneration Manager, WLC, providing an update on the progress made in developing a 20 year Regeneration Framework for West Lothian. An error was highlighted on page 2, section 2 of the report in that the PI indicator for the 2023 target should be 11% and not 113% as recorded in the report.

The Community Regeneration Manager stated that a report had previously been submitted to the CPP Board on 10 June 2013 outlining the framework of the plan to reinvigorate and invest in West Lothian communities. Five key themes were outlined in the report which included Employability and Employment, Early Years and Family Learning, Health and Wellbeing, Economic Development and Community Capacity and Cohesion. Educational attainment was a key element within each of the five themes which was reflected in the Performance Indicators (PIs).

The report went on the advise that the focus of the Regeneration Framework was to improve the life chances of the most disadvantaged with the broad definition used being residents of the worst 20% of datazones in West Lothian. Target indicators were provided in the report for short, medium and long term targets for people who were income deprived. The framework would be implemented and monitored at a local level through community owned Regeneration Plans, based on clusters of datazones in the worst 20% in West Lothian, which would detail how specific actions would be taken to identify and address needs in those individual communities. Progress in implementing the regeneration framework and supporting plans would be reported to the Community Planning Partnership Board on an annual basis. Ward Action Plans would also continue to be developed and reported to Local Area Committees, which would identify actions linked to local outcomes, outcome indicators and relevant SOA outcomes.

During the question and answer session it was noted that West Lothian College welcomed the opportunity to be involved in the consultation with individual Community Planning Partners and development of the strategy.

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In conclusion, the involvement of Community Planning partners and the local community and voluntary sector would be crucial to the effective implementation and delivery of the framework. The timetable for consultation with individual Community Planning Partners on the final draft Regeneration Framework would be during the period 6 to 17 January 2014, which would be submitted to the CPP Board for agreement at its meeting due to be held on 3 February 2014.

It was recommended that the Board note the terms of the report on the proposals to develop a 20 year West Lothian Regeneration Plan.

Decision

1. Noted the contents of the report, subject to noting the error on page 2, section 2, as detailed above;

2. Noted that West Lothian College welcomed the opportunity to be included in the consultation and continued development of the strategy; and

3. Noted that the final draft West Lothian Regeneration Framework would be submitted to the next meeting of the CPP Board on 3 February 2014 for approval.

7. LOCAL COMMUNITY PLANNING

The Board considered a report (copies of which had been circulated) by the Community Regeneration Manager, WLC, which provided an update on the progress made in developing local community planning.

The report recalled that tacking inequality was identified as the core theme for the Community Planning Partnership (CPP) to reduce the inequalities gap and tackle the causes of inequality. Ensuring that the Single Outcome Agreement was delivered at a local level was crucial to delivering improved outcomes.

The Community Regeneration Manager stated that delivering local community planning through local regeneration teams and ensuring that there was a clear link between the Single Outcome Agreement, proposed regeneration plans and ward action plans was fundamental to ensuring that changes happened and were measured in communities. A process was being considered to bring stakeholders together to agree priorities for each of the nine multi-member wards for three years (April 2014-March 2017) and outcomes for the first year, based on high level and partner data, local knowledge, reviews of current ward plans and results of local community engagement activities. Progress on ward action plans would be reported to Local Area Committees and results would be fed back to the appropriate service providers to enable them to modify service delivery as necessary and as resources allowed.

The report went on to advise that a high-level Regeneration Framework was being developed to set out the long term plan to reinvigorate and

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invest in our most disadvantaged communities, which would be submitted to a future meeting of the CPP Board.

The Board was asked to note the progress and comment on the direction of travel.

Decision

To note the terms of the report.

8. IMPACT OF WELFARE REFORMS

The Board considered a report (copies of which had been circulated) by the Head of Finance and Estates which provided information on the impact and challenges to the communities of West Lothian following the Welfare Reforms undertaken by the UK Government.

The report advised that an impact assessment overview was required to understand how welfare reform changes directly and indirectly affected individuals, households and the community fabric within West Lothian. This would enable decision making as to where and how the Community Planning Partnership (CPP) could prioritise and progress work to proactively assist customers and help to mitigate the effects of the changes.

The Head of Finance and Estates stated that the Scottish Parliament commissioned a financial impact study which was carried out by Sheffield Hallam University on “The impact of Welfare Reform on Scotland” which estimated that by 2014/15 the overall impact of the reforms for West Lothian would be a loss of £57 million per annum to the economy. Appendix 1 to the report set out the estimated monetary loss to West Lothian from the welfare changes in comparison to other Scottish local authorities and also the number of households affected in West Lothian.

The potential risk and impact assessment, outlined in appendix 2 to the report, set out the potential risks and impacts for individuals and households, the council and society generally in West Lothian from the welfare reforms and changes to other state entitlements and also highlighted any gaps in service provision. This allowed consideration to be given on the actions as to where and how resources required to be targeted. The report went on to provide a summary of the impact assessment. It was noted that West Lothian Council had committed additional funding to provide extra support for front-line services and to help to mitigate the financial impacts, through Discretionary Housing Payment for disabled and benefit cap customers. Work continued to support those who were known to be significantly affected by the reforms.

The Head of Finance and Estates then advised that in order to ensure that the Anti-Poverty Strategy continued to reflect the current poverty and inequality situation in West Lothian, it was proposed to revise the Anti- Poverty Strategy to incorporate activity in relation to welfare changes. The following two action plans would deliver a unified governance arrangement embracing anti-poverty and welfare changes:

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x Anti-Poverty action plan (including financial inclusion); and

x Welfare Changes action plan.

The action plans would be delivered via two Development Groups and the proposals were that the groups would be extended to include Community Planning Partners.

The report went on to provide details of proposals to identify options to help customers manage their finances. The key findings and proposals for financial inclusion were detailed in the report.

In conclusion, the Welfare Reform programme undertaken by the UK Government presented a significant challenge to the communities of West Lothian. West Lothian had a good record of partnership working and many positive actions were being taken by officers, services and partners to respond to the welfare changes. Ongoing work would be required to successfully meet the challenges. The report set out the further work required to ensure Community Planning Partners worked together to assist those affected by the changes as the impact of the reforms became clearer and a greater understanding of the changes was gained. It was proposed that resources be deployed based on the priorities of the enhanced Anti-Poverty Strategy.

The Board was asked to:

x Note the approach taken to prepare for the likely impacts of the welfare changes;

x Agree to develop further the welfare reform impact assessment, with a scenario-planning exercise, focussing on the impact of the welfare changes and to identify opportunities and required mitigating actions;

x Agree to enhance the Anti-Poverty Strategy to incorporate all Community Planning Partners; and

x Agree the proposal to revise the Anti-Poverty Strategy to incorporate activities undertaken with regard to welfare changes and that the strategy be delivered through two actions plans.

Decision

Agreed the terms of the report.

9. ANTI-POVERTY STRATEGY UPDATE

The Board considered a report (copies of which had been circulated) by The Welfare Advice and Adult Basic Education Manager, WLC, which provided details of the development of the West Lothian Anti Poverty Strategy, the progress of annual action plans associated with the strategy and the proposals for the review and development of the strategy.

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The Welfare Advice and Adult Basic Education Manager recalled that the West Lothian Anti Poverty Strategy 2012-17 (attached as appendix 1 to the report) was approved by the Community Planning Partnership in 2011. The strategy was developed by the Anti Poverty Strategy Development Group, made up of representatives from a range of Community Planning Partners, in response to the changing economic situation for many people in West Lothian as a result of the ongoing economic impacts of the 2008 financial crises and the upcoming impacts of the UK Government’s programme of welfare reforms. The strategy work was divided into six themes which included income, employment, education, health, housing and community. The completed action plan outlined the results of anti poverty activity in West Lothian for 2012-2013 (attached as appendix 2 to the report). It was noted that Advice Providers increased the income of 6.17% of all adults in West Lothian.

The strategy was linked to annual action plans, with actions grouped under a number of themes which were outlined in the report. West Lothian Anti Poverty Strategy 2013-2014 (attached as appendix 3 to the report) highlighted the delivery of a range of actions from relevant partners that would make a difference to people in West Lothian affected by poverty.

The Welfare Advice and Adult Basic Education Manager stated that between December 2013 and February 2014 a consultation process would be carried out with partners with a view to bringing an update on the Anti Poverty Strategy to the next meeting of the CPP Board in February 2014.

The Board was asked to note the progress of the Anti Poverty Strategy and related action plans and approve the direction of travel to develop the enhanced Anti Poverty Strategy and the timeline for this.

Decision

Agreed the terms of the report.

10. THIRD SECTOR/GIRFEC RESOURCE

The Board considered a report (copies of which had been circulated) by The Head of Social Policy and Youth Action Project Representative providing details of the successful bid by West Lothian CPP to the GIRFEC Third Sector National Project with the aim of supporting CPP’s to embed the role of the Third Sector in implementing GIRFEC.

The Project Director of WL Youth Action Project stated that the project aimed to support Community Planning Partnerships (CPPs) to recognise and embed the role of the third sector in implementing GIRFEC, maximising the contribution that could be made to enhance outcomes for children and young people and to draw together these principles in policy and good practice. West Lothian CPP was successful in bidding for this support which would commence in March 2014, with Edinburgh CPP

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identified as our key learning partner, and would conclude in March 2016. The overall objective of the national project was to leave a legacy that ensured Third Sector involvement was integral to CPP planning processes. Key local objectives were detailed as follows:

x The third sector had a robust structure that enabled meaningful communication with each other and statutory partners thus enabling a holistic approach to ensuring the safeguarding of children’s wellbeing;

x The third sector was embedded in children’s service planning and strategic commissioning; and

x We had a confident workforce across all sectors who were able to work effectively together by applying the values and principles of GIRFEC with children and families.

In conclusion, it was noted that practitioners required to work together to support families and where appropriate take early action at the first signs of any difficulty, giving all our children and young people the best possible start in life. GIRFEC was being threaded through all existing policy, practice, strategy and legislation affecting children, young people and their families. The Scottish Government was committed to introducing legislation to ensure GIRFEC was embedded throughout the public sector in the form of the Children & Young Persons (Scotland) Bill. The future scrutiny of integrated children’s services would also be brought into line with the principles of GIRFEC and a recommendation by the Care Inspectorate was for future inspections to be multi agency and strategic in approach and as such would evaluate the effectiveness of integrated working to improve outcomes for the most vulnerable children. Through this project the CPP would be supported to embed the role of the Third Sector in implementing GIRFEC.

The Board was asked to note the content of the report and consider and comment on the objectives currently identified.

Decision

Agreed the terms of the report.

11. CPP RESOURCE ALIGNING GROUP

The Board considered a report (copies of which had been circulated) by the Head of Finance and Estates seeking the Board’s approval to establish a short life, task and resource aligning group. The aim of the group was to establish resource mapping across the partnership and to develop a framework for ensuring resources across the partnership were targeted and aligned at delivery of the Single Outcome Agreement (SOA) outcomes.

The Head of Finance and Estates advised that the West Lothian Community Planning Partnership Resource Aligning Group (RAG) would be the lead group to progress resource mapping across the partnership

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as outlined in the partnership development plan. The RAG would consider how the West Lothian Community Planning partnership could work together to identify the totality of resources deployed across the partnership to ensure delivery of each of the SOA outcomes and to develop an agreed framework to improve the partnership’s capacity to target and align resources for better impact.

During the course of the discussion it was agreed that each individual organisation should demonstrate a commitment to this agreement through their own engagement with CPPs and through their own formal budget making and accountability arrangements. The joint agreement placed clear expectations on SPPs to work towards sharing budget and resource planning assumptions at an earlier stage and to deploy resources towards the jointly agreed SOA outcomes. Appendix 1 to the report provided details of the Resource Aligning Group Terms of Reference.

In conclusion, setting up a Resource Aligning Group would enable the Community Planning Partnership to begin developing an improved understanding of how SOA outcomes were resourced and would improve the partnership’s capacity to better aligning resource to outcomes. The CPP Development Manager agreed to liaise with partners to ascertain who would best represent their organisation on the Resource Aligning Group.

The Board was asked to:

x Agree that the CPP should create a resource aligning group as detailed in the report;

x Agree that partners would support the group and participate accordingly;

x Agree the terms of reference of the group as outlined in Appendix 1; and

x Agree that partners consider who should best represent their organisation on the resource aligning group.

Decision

Agreed the terms of the report.

12. CPP DEVELOPMENT UPDATE

The Board considered a report (copies of which had been circulated) by the Community Planning Partnership Development Manager which provided an update on actions outlined in the CPP Development Plan.

The report recalled that West Lothian Community Planning Partnership agreed a Development Plan which was broadly based around the Audit Scotland focus areas and self assessed development areas. The feedback from the SOA Quality Assurance panel and the subsequent improvement plan agreed as a result of development actions identified

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had also been incorporated into the most recent version of the plan.

The CPP Development Manager stated that the National Community Planning Group agreed that, as part of their annual reporting for 2013-13, CPPs should report on progress against the Development Plan agreed as part of the Quality Assurance of the CPP’s Single Outcome Agreement. The CPP Development Plan progress report dated November 2013 was attached as an appendix to the report and provided details of the development actions completed and underway.

The Board was asked to note the development actions completed and underway and approve the submission of the development plan progress update to the National Community Planning Group as requested.

Decision

Approved the terms of the report.

13. COLLABORATIVE CROSS PUBLIC SECTOR LEADERSHIP DEVELOPMENT

The Board considered a report (copies of which had been circulated) by the Community Planning Development Manager and Police Scotland providing details of the Public Service Collaborative Learning (PSCL) initiative. The report outlined the potential for West Lothian CPP to work with the PSCL team to develop the capacity of the partnership to respond to the CPP statement of ambition and meet the objectives in the CPP development plan.

Chief Inspector Stephen Elliot, Police Scotland, advised that the PSCL team was made up from twelve public service organisations, which were divided into five coherent and complimentary workstreams. These workstreams offered both governance support for public service organisations and leadership interventions for members of staff at all levels. Representatives from West Lothian CPP met with the PSCL team to assess how the PSCL initiative could support the partnership as outlined in the CPP Development Plan.

West Lothian CPP was offered some support by the PSCL to benefit from the collaborative initiative designed to support leadership development across all public services. The CPP development plan and a self assessment carried out indicated that the partnership would indeed benefit from engagement with the PCSL initiative.

It was recommended that the Board invite representatives of the Public Service Collaborative Learning team to attend the next CPP Board meeting on 3rd February 2014 to discuss the benefits available to West Lothian CPP from engaging in the initiative.

Decision

Agreed the terms of the report.

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14. TRANSPORT PLUGGED IN PLACES GRANT FUNDING 2013-14

The Board considered a report (copies of which had been circulated) by the Transport Officer, WLC, providing an update on the Plugged In Places Project (PiP) funding allocation made to West Lothian Community Planning Partnership (CPP) by Transport Scotland for the procurement and installation of electric vehicle charging infrastructure. The PiP project was a UK wide programme aimed at installing a national network of electric vehicle charging points.

The Head of Operational Services advised that the total funding allocation to West Lothian CPP was £60,000 which covered supply and installation costs and any associated electrical infrastructure work required. The grant would be paid upon receipt of a completed grant claim, assuming all installations were completed by 31 March 2014. It was noted that the timescale for installation was extremely tight especially taking into account that most of the work would require to be carried out during the winter months. Significant resources would therefore have to be allocated to the project in order for it to be completed on time.

The report went on the provide details regarding:

x Charging points locations;

x Charging point use and costs; and

x Risks.

During the question and answer session the Head of Operational Services stated that the grant funding could be withdrawn if installations were not completed by 31 March 2014. He also highlighted that due to difficulties finding a suitable site at M8 junction 3, Bathgate, an alternative location at Whitburn for the rapid triple charger, was provisionally agreed by Transport Scotland.

In conclusion, the funding allocated to West Lothian CPP would allow for the installation of publicly accessible electric vehicle charging infrastructure in West Lothian and would assist the Scottish Government and Community Planning Partners in meeting national and area wide carbon reduction targets. The installations would also support the electric fleet of WLC, its partners and could promote the uptake of electric vehicles by West Lothian citizens.

The Board was asked to:

1. Note the aims of the project;

2. Consider acceptance of the grant funding to help facilitate the transition to increased electric vehicles; and

3. Subject to the CPP accepting the funding agree that an officer from West Lothian Council was tasked with managing the project.

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Decision

Agreed the terms of the report.

15. DATE OF NEXT MEETINGS

The Board considered the proposed dates for meetings of the CPP Board for 2014 to be held in Council Chambers, West Lothian Civic Centre, as follows:

x Monday 3 February 2014;

x Monday 19 May 2014;

x Monday 25 August 2014; and

x Monday 17 November 2014.

Decision

Agreed the dates for meetings of the CPP Board in 2014.

- 16 - High Level Steering Group Report

Generated on: 13 January 2014 10:49

Performance Indicator SOA1301_01 Infant mortality rate per 1000 live births Partner Organisation CPP13_NHS SOA13_Primary Care Description Infant deaths refer to all deaths in the first year of life; rate per 1000 live births Responsible Officer(s) Manager(Carol Bebbington) Data Collection SOA13_Primary Care Officer(s) Manager(Carol Bebbington)

Notes on Latest Data Entry

Trend Chart Commentary :

Infant death rate per 1000 live births in 2012 was 2.4 which is reduced from 2.8 in 2011 and lower than Scottish rate of 3.7 and Lothian rate of 3.9

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Performance Indicator SOA1301_03 Percentage of newborn children exclusively breast fed at 6-8 weeks Partner Organisation CPP13_NHS The Scottish Government target to increase the proportion of newborn children who are exclusively breastfed at 6- SOA13_Primary Care Description Responsible Officer(s) 8weeks in Scotland to 32.7% Manager(Carol Bebbington) Data Collection SOA13_Primary Care Officer(s) Manager(Carol Bebbington)

Notes on Latest Data Entry

Trend Chart Commentary: In 2011/12, 33.1% of babies were breastfed at the 6-8 week review (a decrease from 34.2% in 2010/11). The overall breastfeeding rate comprises 22.9% of babies who were exclusively breastfed (a decrease from 24.7% in 2010/11) and 10.2% who were mixed fed both breast milk and formula milk (a decrease from 10.6% in 2010/11).

The prevalence of breastfeeding in West Lothian and Scotland has remained static over the last decade. There is a strong correlation between breastfeeding and deprivation which is borne out by analysis of intermediate zones with Fauldhouse having lowest rate of 11.8% compared to Linlithgow North at highest rate of 59.3% . Comparison with other LA- Falkirk average is currently 19.9%; Midlothian 22.4% and South Lanarkshire 21.2%

- 18 - Performance Indicator SOA1301_06 Percentage of children in P1 with no obvious dental decay experience Partner Organisation CPP13_NHS

The National dental Inspection Programme is undertaken every two years which involves a comprehensive assessment SOA13_Primary Care Description of the mouth of each child and records the status of each surface of each tooth in accordance with international Responsible Officer(s) Manager(Carol Bebbington) epidemiological conventions. Data Collection SOA13_Primary Care Officer(s) Manager(Carol Bebbington)

Notes on Latest Data Entry

Trend Chart Commentary: The national survey is carried out every two years and 2012 results indicate 65.7% of primary 1 children had no obvious dental caries which is above the Scottish target of 60% although less than the Scottish average of 67%. The improvements in dental health are linked to the introduction of Childsmile Toothbrushing and Childsmile Nursery interventions

- 19 - Performance Indicator SOA1301_08 Estimated percentage of children with a healthy weight in P1 Partner Organisation CPP13_NHS Percentage of children in primary 1 receiving a review whose BMI falls within the healthy weight epidemiological categories: SOA13_Primary Care Description Responsible Officer(s) (BMI > 2nd centile and < 85th centile) Manager(Carol Bebbington)

Data Collection SOA13_Primary Care Officer(s) Manager(Carol Bebbington)

Notes on Latest Data Entry

Trend Chart Commentary : Based on centile cut-offs on the 1990 UK growth reference charts used for population monitoring purposes, BMI assessment of West Lothian’s

Primary 1 children in 2011/12 determined 77.6% were healthy weight compared to 76.9% for Scotland as a whole

- 20 - Performance Indicator SOA1302_01 Percentage of working age adults in work Partner Organisation CPP13_West Lothian Council This indicator tracks the number of people in employment aged 16-64 years as a percentage of the population aged 16- 64 years. The employment rate is a national high level indicator related to the Government's target of increasing levels of employment and reducing worklessness. Overall, the Scottish Government is seeking to narrow the gap between local authority areas with the highest and lowest employment rates. West Lothian is close to the Scottish average. Our aim is to promote an increase in the proportion of working age adults in work. However, the impact of the recession will militate against increasing the rate until the economy picks up. This target has been revised from 77.5% to 75% - which would SOA13_Economic Development Description return us to the 2007 level. This is an economic health check indicator - The economic health check indicators are Responsible Officer(s) Policy Manager(David Greaves) essentially headline performance indicators designed to provide an indication of the overall health of the economy and reflect the strategic economic outcomes from each of the individual local authority single outcome agreements. As economic outcomes are subject to wider economic forces, it is important to recognise that these cannot solely be attributed to the intervention efforts of the local partners.

2013 update due in Spring 2014. Data Collection SOA13_Economic Development Officer(s) Officer 1(Kenny Wheeler)

Notes on Latest Data Entry

Trend Chart Commentary: The latest figures for 2012/13 show that the employment rate has increased to 74% with an estimated 85,500 of West Lothian residents in work. The rate for West Lothian exceeds that for both Scotland (70.6%) and GB (70.7%).

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Performance Indicator SOA1302_02 Percentage of adults in receipt of key out of work benefits Partner Organisation CPP13_West Lothian Council This is a high level indicator showing how well the economy is performing and how effective public agencies have been at tackling economic exclusion by promoting welfare to work. The Department of Work and Pensions provides this data on a quarterly basis. The data includes claimants on all types of benefit (Job Seekers Allowance, Incapacity Benefit/Employment Support Allowance, Income support etc). So, the indicator provides a much more comprehensive picture of the number of working age jobless who are dependent on state benefits than the monthly reported claimant unemployment rates (which only include Job Seekers Allowance). West Lothian's employability partnership set a very challenging target in 2007 of reducing the number of people on this benefit from 16,000 (16%) to 12,000 (12%) over 5 years. This target was, of course, set prior to the onset of the credit crunch and economic down turn and was revised in July 2012 by the West Lothian Working Together partnership group. The revised aspirational target is to reduce the core SOA13_Economic Development Description Responsible Officer(s) level of joblessness by 1,000 over the 2.5 years to end of 2014. This would translate into a reduction in the rate or Policy Manager(David Greaves) joblessness to 13.0% by mid of 2013 and 12.5% by end of 2014. Given the extremely uncertain economic climate, the 'Working Together partnership group have agreed to review the target again each year. This is an economic health check indicator - The economic health check indicators are essentially headline performance indicators designed to provide an indication of the overall health of the economy and reflect the strategic economic outcomes from each of the individual local authority single outcome agreements. As economic outcomes are subject to wider economic forces, it is important to recognise that these cannot solely be attributed to the intervention efforts of the local authorities.

The next update based of data for Aug 2013 will be released in Feb 2014. Data Collection SOA13_Economic Development Officer(s) Officer 1(Kenny Wheeler)

Notes on Latest Data Entry

Trend Chart Commentary: This indicator After a a period of fluctuation, the data for August 2012 showed an encouraging decrease in the number of benefit claimants to 15,090 or 13.3%. and to 14,620 12.8% in November 2013. The November figure for WL compares with 13.3% for Scotland. However, Feb 2013 showed an

- 22 - increase in the number and rate to 15,560 (13.7%). This was anticipated as the winter period usually sees an increase in unemployment. However, the West Lothian increase was exacerbated by job losses at Vion which resulted in an increase in the claimant count in January and February 2013. The latest data for May 2013, shows a welcome decrease in the number and rate of benefit claimants, with 14,750 claiming key out of work benefits in West Lothian - 12.8% compared to 12.9% for Scotland.

- 23 - Performance Indicator SOA1302_09 Percentage of school leavers entering a positive destination Partner Organisation CPP13_West Lothian Council This is a key indicator for measuring the progress of young people on leaving school. West Lothian and other South East Scotland local authority areas have historically under performed with low levels of progression into training opportunities in particular. The target of 85% into positive destinations was set by the Economic Partnership (MC Strategy Group) in negotiation with Scottish Government in recognition that West Lothian was under performing and should aspire to narrow SOA13_Economic Development Description Responsible Officer(s) the gap on the Scottish average. Skills Development Scotland (SDS) collects this data through an annual survey Policy Manager(David Greaves) conducted each autumn. It produces a snapshot of destinations.

Annual figure for 2013/14 will be available December 2014. Data Collection SOA13_Economic Development Officer(s) Policy Manager(David Greaves)

Notes on Latest Data Entry

Trend Chart Commentary: Over the last seven years, West Lothian has seen continued improvements in the levels of school leavers achieving a positive destination. The latest figures for 2012/13 leavers show 92.0% of young people have entered a positive destination - an increase (2.1%) on 2011/12). Since 2007/08, positive destinations (higher education, further education, training, volunteering or employment) have increased by 11 percentage points.

This positive trend has been achieved against the backdrop of extremely challenging economic circumstances. In 2012/13 18.8% progressed into employment compared with 27% in 2005/06 reflecting the competition for a reduced number of vacancies. The increase in positive destinations has been achieved through increases in the number and percentage of leavers progressing into higher education, further education and training opportunities. This has been achieved in part through partners in West Lothian investing in additional opportunities - and successfully lobbying for additional college places and training programme opportunities.

- 24 - Performance Indicator SOA1302_10 Percentage of 18 -24 year olds claiming Job Seekers Allowance Partner Organisation CPP13_West Lothian Council This indicator provides information on youth unemployment within West Lothian. This is of particular relevance due to the relatively high percentage of young people in need of More Choices and More Chances in West Lothian over a number of years. The data is sourced from the Jobseekers Allowance (JSA) Claimant Count - age and duration data set. The % rate is the number of persons claiming JSA as a proportion of resident population of the 18-24 age group. Because of recent revisions to the population estimates resulting from the 2011 Census, the reported rates for 2010 and 2011 have been SOA13_Economic Development Description Responsible Officer(s) revised slightly upwards for West Lothian. The target was set in July 2012 by the West Lothian Working Together Policy Manager(David Greaves) partnership group to reduce the level of youth joblessness by one quarter over the 2.5 years to end of 2014. This would translate into a reduction in the JSA rate for 18 to 24 year olds to 8% by mid 2013 and 6.2% by end of 2014. Given the extremely uncertain economic climate, the 'Working Together partnership group has agreed to review this target again each year. Data Collection SOA13_Economic Development Officer(s) Policy Manager(David Greaves)

Notes on Latest Data Entry

Trend Chart Commentary: As with the general level of unemployment, youth unemployment increased over the period to December 2009, reflecting the challenging economic climate and the impact of the credit crunch and recession.

The latest figure is for 2013 Quarter 3 shows a reduction to 6.9% and the target of being below 8.0% by mid 2013 has therefore been achieved. West

Lothian's level of youth unemployment is still higher than Scotland (6.0%) and Great Britain (5.8%). Nevertheless, the sustained reduction from 9.9% in September 2011 is positive news.

Tackling youth unemployment continues to be one of the key challenges for West Lothian and this is reflected in the current economic strategy - which is under revision - and the range of national and local initiatives that have been developed to create opportunities for young people.

- 25 - Performance Indicator SOA1303_01 Percentage survival rate of VAT/PAYE businesses after 3 years Partner Organisation CPP13_West Lothian Council This indicator measures the durability of businesses that are starting up in the West Lothian area. As such, it provides a health check on the state of the local economy. The data is produced annually and allows comparisons to be made with other local authority areas. It provides a measure of the sustainability of new businesses in an area, expressed as a percentage of the businesses that survive for at least three years. Targets have been set for this indicator to exceed the Scottish average. This dataset was first introduced in 2008. It supersedes the VAT dataset, and provides a more comprehensive picture of the business base. This is an economic health check indicator - The economic health check indicators are essentially headline performance indicators designed to provide an indication of the overall health of the economy and reflect the strategic SOA13_Economic Development Description Responsible Officer(s) economic outcomes from each of the individual local authority single outcome agreements. As economic outcomes are Policy Manager(David Greaves) subject to wider economic forces, it is important to recognise that these cannot solely be attributed to the intervention efforts of the local partners. Figures for each year are collated in December for the previous year. The 2012 data was released in December 2013 and the next update will be December 2014 (for the 2013 data).

Link to data source: http://www.ons.gov.uk/ons/rel/bus-register/business-demography/2011/stb-business-demography- 2012.html

Data Collection SOA13_Economic Development Officer(s) Officer 1(Kenny Wheeler)

Notes on Latest Data Entry

Trend Chart Commentary: This chart showed a slight improvement from 2008 to 2009, exceeding the Scottish average of 65%. However in 2010 the West Lothian survival rate dipped below the Scottish level. In 2011, the West Lothian survival rate declined further to 59.4%. (i.e. 59.4% of new businesses registered in 2008 were still trading in 2011). Scotland and GB also experienced a decline. The West Lothian figure is similar to that of the benchmark group of local authorities - including Fife, Edinburgh and North Lanarkshire.

- 26 - Performance Indicator SOA1303_02 VAT/PAYE business stock per 10,000 adults of working age Partner Organisation CPP13_West Lothian Council The indicator measures the overall level of business active within the West Lothian area. As such, it provides a health check on the state of the local economy and the level of entrepreneurship. The data is produced annually by the Office for National Statistics and allows comparisons to be made with other local authority areas. It provides a measure of the number of businesses per head of population (businesses per 10,000 adult residents). Targets have been set by the West Lothian Economic Partnership to move towards the Scottish average. This dataset was first introduced in 2008 (and included retrospect data for 2006 and 2007). It supersedes the VAT dataset, and provides a more comprehensive picture of the business base. SOA13_Economic Development Description This is an economic health check indicator - The economic health check indicators are essentially headline Responsible Officer(s) Policy Manager(David Greaves) performance indicators designed to provide an indication of the overall health of the economy and reflect the strategic economic outcomes from each of the individual local authority single outcome agreements. As economic outcomes are subject to wider economic forces, it is important to recognise that these cannot solely be attributed to the intervention efforts of partner organisations.

The 2012 VAT/PAYE data was released in December 2013 and the next update will be December 2014 (for the 2013 data). Revised mid-year population estimate figures have been released based on the 2011 census data. This has resulted in slightly revised figures for 2010 and 2011 on those previously reported. Data Collection SOA13_Economic Development Officer(s) Officer 1(Kenny Wheeler)

Notes on Latest Data Entry

Trend Chart Commentary: The latest data release by ONS for 2012 showed 4,255 active businesses operating in West Lothian a net increase of plus 30 on 2011. The adult population has also continued to grow and revised mid-year estimate population figures have recently been released reflecting the 2011 census results. The number of businesses per 10,000 has not changed from 2011 and remains at 302.

West Lothian is still some way away from achieving the Scottish rate of businesses per 10,000, which is currently 360. Businesses per head of

- 27 - population tend to be highest in in city or rural local authority areas. West Lothian's business stock per 10,000 adults is higher than other local authorities with similar small and medium size town settlement structures - eg Fife (286) and Falkirk (280) and North Lanarkshire (251).

- 28 - Performance Indicator SOA1303_06 Total number of jobs in West Lothian Partner Organisation CPP13_West Lothian Council This performance indicator measures the number of jobs in West Lothian is an indicator of the overall level of economic activity in the area, and underpins other SOA objectives, for example: the proportion of working age adults in work. Increasing the positive destinations for young people, is both dependent on a wide a range of job opportunities locally.

This is an economic health-check indicator - The economic health check indicators are essentially headline performance indicators designed to provide an indication of the overall health of the economy and reflect the strategic economic outcomes from each of the individual local authority single outcome agreements. As economic outcomes are SOA13_Economic Development Description Responsible Officer(s) subject to wider economic forces, it is important to recognise that these cannot solely be attributed to the intervention Policy Manager(David Greaves) efforts of the local partners. The revised target of growing the employment base to 75,000 by 2016/17 has been set in recognition of the additional resources and effort that is being focused on supporting business growth and investment in West Lothian over the next 5 years.

Indicator information is published retrospectively in September of each year e.g. 2012 figure became available in September 2013. Data Collection SOA13_Economic Development Officer(s) Officer 1(Kenny Wheeler)

Notes on Latest Data Entry

Trend Chart Commentary: Our longer term target is to increase the number and quality of job opportunities located in the area. With projected job losses in the public sector and wider economic uncertainty however, supporting jobs growth back to pre recession levels of 80,000 is a steep challenge.

The latest data for 2012 showed a further net decrease of 400 on 2011. Between 2009 and 2012, the total number of public sector jobs fell by over 6,000 - with the most significant reductions recorded in the manufacturing and construction sectors.

Other than a small number of areas, all Scottish Local Authorities have experienced significant job losses over the last 5 years. However, the scale of job losses in West Lothian between 2009 and 12 (at 9%) is greater the net reduction for Scotland as a whole and our benchmark areas). The 2012

- 29 - figure does not include the 1,600 job losses associated with the closure of Vion which will be reflected in the 2013 figures.

- 30 -

SOA1304_30 Percentage of Early and Effective Intervention cases 8 to 15 years who do not reoffend within 12 Performance Indicator Partner Organisation CPP13_West Lothian Council months of initial referral % of young people referred to the Early and Effective Intervention screening group who have not been re-referred by the SOA13_Senior Manager 3 Social Description Responsible Officer(s) police or other agencies within 12 months of the initial referral. Policy(Tim Ward) Data Collection SOA13_Criminal Justice Team Officer(s) Manager(Norma Paterson)

Notes on Latest Data Entry

Trend Chart Commentary : Over the last few years there has been a variation in the number of referrals and the consistency of response in relation to EEI. Now there has been an investment in terms of co-ordination and dedicated service delivery, improvement should result over the coming year. Figures are based on figures provided by the Police on names who have been re-referred within `12 months of original referral. Performance since quarter four of 2012-13 appears to have taken a dip. This is largely due to to services targetting children and young people who present as a higher risk. Service redesigns and the implementation of the 'Whole System Approach' will aim to have an impact. In Quarter 2 13/14 the figure fell due to a number of higher risk cases. A review is ongoing to explore how to best respond to this.

- 31 - Performance Indicator SOA1304_32 One year reconviction rate Partner Organisation CPP13_West Lothian Council

This is a key government measure of the effectiveness of the Criminal Justice system. From 2007-08 the government SOA13_Senior Manager 3 Social Description moved the period of post sentence measurement from two years to one year. This indicator measures the reconviction Responsible Officer(s) Policy(Tim Ward) rate of all those sentenced by the court, a reconviction being anyone who was reconvicted one or more times. Data Collection SOA13_Senior Manager 3 Social Officer(s) Policy(Tim Ward)

Notes on Latest Data Entry 11-Sep-2013 based on 2010-11 cohort

Trend Chart Commentary: This is a measure of the percentage of West Lothian offenders who are reconvicted with 12 months of being sentenced by the court. The performance in West Lothian has improved gradually since this measure was introduced from the 2007-8 cohort of offenders. For the cohort of offenders sentenced in 2010-11, West Lothian is the fourth best in Scotland behind only East Lothian, Eilean Siar and the Orkney Islands, who have a much smaller population and considerably better than the Scotland average of 28.4%. The average for Lothian and Borders is 25.4%. West Lothian has a well established partnership approach including a Reducing Reoffending Strategy which is seen as influential.

- 32 - Performance Indicator SOA1304_02 Detection rate for sexual offences Partner Organisation CPP13_Police SOA13_Area Commander(Chief Description This indicator measures the detection rate for sexual offences Responsible Officer(s) Inspector Kevin Kerr); Yvonne Beresford Data Collection SOA13_Community Safety Officer(s) Partnership Analyst 1(Colin Heggie)

Notes on Latest Data Entry

The number of offences reported has increased by 30, however the YTD detection rate has increased from 55.7% to 68.9%.

Investigations are complex and require the thoroughness of the Rape Investigation Unit, who continues to deliver a victim centred approach in partnership, provide investigative consistency and place victim welfare and support at the forefront of the investigation.

- 33 - Performance Indicator SOA1304_03 Number of antisocial behaviour incidents Partner Organisation CPP13_Police SOA13_Area Commander(Chief Description This indicator measures the number of antisocial behaviour incidents Responsible Officer(s) Inspector Kevin Kerr); Yvonne Beresford Data Collection SOA13_Community Safety Officer(s) Partnership Analyst 1(Colin Heggie)

Notes on Latest Data Entry

Antisocial behaviour calls remain lower than the total for last year although the number of calls increased during June and July. This includes an increase in neighbour disputes and noise calls although the level of disorder calls continues to be far lower than last year.

There is a greater emphasis on antisocial behaviour within dwelling houses and a reduction in street disorder. ‘Party Houses’ within West Lothian are now monitored every week and Community Inspectors are responsible for monitoring action and interventions. One property was served with a closure order during July due to the extreme level of ASB within the house.

Funded Officers are essential and form part of the Community Policing Teams who continue to work in partnership to address behaviour that can have a detrimental impact on the quality of life of individuals and communities.

- 34 -

Performance Indicator SOA1304_05 Level of violent crime Partner Organisation CPP13_Police SOA13_Area Commander(Chief Description This indicator measures the level of violent crime Responsible Officer(s) Inspector Kevin Kerr); Yvonne Beresford Data Collection SOA13_Community Safety Officer(s) Partnership Analyst 1(Colin Heggie)

Notes on Latest Data Entry

Trend Chart Commentary : The level of Group 1 violence has increased from 101 recorded crimes PYTD to 119 crimes YTD (18%) however solvency has increased substantially from 67.3% (74 crimes) PYTD to 84.1% (106 crimes) YTD.

The robust policing methods employed in 2013 have led to an increase in “domestic” incidents being recorded and the number of “domestic” group 1 crimes have increased from 6 in 2012 to 13 in 2013 while “alcohol related” incidents have increased from 29 crimes in 2012 to 48 in 2013.

The traditional hotspot in West Lothian is Bathgate town centre, which has featured, in 11.6% (14 crimes) of the violent crimes. Livery Street, outside and inside the Twig nightclub, featured for four of the crimes.

Twelve of the crimes recorded in the YTD are historical with five in 2013 prior to 1st April, five historical to 2012, one to 2010 and one to 2008. In PYTD this total was only eight crimes therefore taking the historical crime out of the figures leaves an increase of 15% (14 crimes) YTD compared to PYTD.

Campaign Against Violence and Operational Support Division Officers make a positive impact in our communities. Resources are targeted towards offender management, violent offenders, hotspot areas and premises / locations that cause the greatest concern.

- 35 -

Performance Indicator SOA1304_10 Number of cash seizures and restraints through the Proceeds of Crime Act (POCA) legislation. Partner Organisation CPP13_Police SOA13_Area Commander(Chief This indicator measures the number of cash seizures and restraints through the Proceeds of Crime Act (POCA) Description Responsible Officer(s) Inspector Kevin Kerr); Yvonne legislation. Beresford Data Collection SOA13_Community Safety Officer(s) Partnership Analyst 1(Colin Heggie)

Notes on Latest Data Entry

Trend Chart Commentary : Cash seized = £549,412.32

Tactical Action Plans are in place for all mapped Organised Crime Groups with proactive enquiries carried out Financial Investigators with a view to further disruption via cash seizures.

- 36 - Performance Indicator SOA1304_12 Number of people killed or seriously injured in road accidents. Partner Organisation CPP13_West Lothian Council This performance indicator measures the number of people killed or seriously injured in road accidents within West Lothian on an annual basis. This performance indicator combines the separate targets for reducing the number of people SOA13_Transportation Description killed and seriously injured in line with the Scottish Governments Road Safety Framework. Casualty reduction targets for Responsible Officer(s) Manager(Graeme Malcolm); West Lothian are set out in the Road Safety Plan 2012-2015. Data is collected by Police Service Scotland and published Yvonne Beresford annually by the Scottish Government. Data is for Calendar year e.g. 2011/2012 contains data for 2011. Data Collection SOA13_Team Leader ( Kevin Officer(s) Hamilton)

Notes on Latest Data Entry 31-Dec-2013 The figure for 2012/13 relates to the time period 1st January 2012 to 31st December 2012. The Data Source is “Reported Road Casualties Scotland 2012, Scottish Government”

Trend Chart Commentary: This performance indicator shows the number of people killed or seriously injured in road accidents within West Lothian as published annually by the Scottish Government. This indicator a combination of the separate casualty reduction targets for the number of people killed and the number of people seriously injured in line with Scottish Government national casualty reduction targets. Note that figures are for calendar years ie. 2011/12 refers to the number of people killed or seriously injured between 1 January and 31 December 2011.

Road casualty numbers are subject to a degree of random year-to-year variation but the general trend within West Lothian is reducing. The Council and its partners undertake a series of education, engineering and enforcement interventions which are set out in the Road Safety Plan for West Lothian 2012 – 2015. The plan is reviewed annually and reported through the council’s Environment Policy Development and Scrutiny Panel.

Finally, it should be noted that good performance is illustrated by the number of road accidents being below the target line.

- 37 - Performance Indicator SOA1304_13 Number of deliberate fires per 100,000 population Partner Organisation CPP13_Fire

The number of incidents per 100,000 population attended by the FRS in West Lothian, where the incident is recorded as SOA13_Fire_Group Manager(David Description a 'Fire' and where the cause is recorded as 'Deliberate own property', 'Deliberate others property' or 'Deliberate unknown Responsible Officer(s) Lockhart) owner'. Data Collection SOA13_Fire_Group Manager(David Officer(s) Lockhart)

Notes on Latest Data Entry 13-Jan-2014 NOTE: Data is unpublished at this time and subject to change. Population figure taken as 176,000. Actual number of incidents in Q3 - 169 (523 YTD)

Ongoing analysis takes place through Daily and Monthly Tasking process to identify trends and subsequent prevention activity.

Trend Chart Commentary : Since 2009 there has been a positive trend in the reduction in the number of deliberate fires attended by the FRS in West Lothian. The creation of the Community Safety Unit and the Daily Tasking process is believed to have significantly contributed to the reduction in deliberate fires within West Lothian.

Population for West Lothian in 2013 not yet available. Figures are based upon 2012 - 176,000 Office of National Statistics Mid Year Estimates. Actual number of incidents Q1 & Q2 - 395.

- 38 -

Performance Indicator SOA1304_14 Number of accidental dwelling fires per 100,000 population Partner Organisation CPP13_Fire The number of incidents per 100,000 population attended by the FRS in West Lothian, where the incident is recorded as SOA13_Fire_Group Manager(David Description Responsible Officer(s) a 'Fire', the location is recoreded as a 'Dwelling' and the cause is recorded as 'Accidental' or 'Unknown'. Lockhart) Data Collection SOA13_Fire_Group Manager(David Officer(s) Lockhart)

Notes on Latest Data Entry 13-Jan-2014 NOTE: Data is unpublished at this time and subject to change. Population figure taken as 176,000. Actual number of incidents Q3 - 43 (129 YTD)

Trend Chart Commentary : Since 2009, as the population of West Lothian has increased, there has not been an adverse increase in the number of accidental dwelling fires attended by the FRS. The FRS delivers the Home Fire Safety Visit programme to residents within West Lothian as a preventative approach to reducing this type of incident.

Population for West Lothian in 2013 not yet available. Figures are based upon 2012 - 176,000 Office of National Statistics Mid Year Estimates. Actual number of incidents Q1 & Q2 - 87.

- 39 -

SOA1305_04 Percentage of women who report that they feel safe as a result of intervention by the Domestic and Performance Indicator Partner Organisation CPP13_West Lothian Council Sexual Assault Team This relates to the percentage of women who report that they feel safe as a result of intervention by the Domestic and SOA13_Senior Manager 3 Social Description Responsible Officer(s) Sexual Assault Team Policy(Tim Ward) Data Collection SOA13_Policy Officer 1 Social Officer(s) Policy(Miranda Pio)

Notes on Latest Data Entry 25-Oct-2013 Continued strong performance reflecting appropriate response to women's needs.

Trend Chart Commentary : The overall trend is very positive with 100% of women indicating feeling safer as a result of intervention by the DASAT for those who have completed an evaluation. This is the best performance has ever been. The perception of women being protected by services is seen as an important indicator of effectiveness.

- 40 -

SOA1305_08 Percentage of children who have made positive progress by the time of the six month review as Performance Indicator Partner Organisation CPP13_West Lothian Council reported by the Reviewing Officer This will be a key indicator of the effectiveness of services aimed at improving the lives of children and young people. Following a decision to place the child on the child protection register at a child protection case conference, current procedures and best practice dictate that cases are reviewed regularly. At the six month point a reviewing officer chairs a SOA13_Group Manager 1 Social Description Responsible Officer(s) review meeting and can make an objective and informed decision based on information shared at the review as to Policy(Nick Clater) whether the childs' circumstances have improved. This should give a useful indication of the effectiveness of key services to improve life chances. The indicator reflects all LAC reviews. Data Collection SOA13_Team Leader CHCP(Norma Officer(s) Paterson)

Notes on Latest Data Entry 24-Oct-2013 Improvement noted - work continues to ensure decisions made both protect children and ensure a proportionate outcome is achieved.

Trend Chart Commentary : This is an indicator of progress that is being made by the time of a 6 month LAC review that focusses at present on children that are accommodated.

There is a particularly high number of complex cases reviewed. Data is collected by reviewing officers at LAC reviews. As recording becomes more sophisticated and the single childs plan developes, measures will become more refined.

- 41 -

SOA1305_10 Percentage of young people under the age of 22 who were previously looked after who go on to Performance Indicator Partner Organisation CPP13_West Lothian Council receive a custodial sentence

The number of young people who were formally looked after who go on to receive a custodial sentence is an important SOA13_Senior Manager 3 Social Description indicator of a negative outcome for young people and one that if reduced will show services upstream are working more Responsible Officer(s) Policy(Tim Ward) effectively. Data Collection SOA13_Team Leader CHCP(Norma Officer(s) Paterson)

Notes on Latest Data Entry

Trend Chart Commentary : One of the worst outcomes for young people is that they receive a custodial sentence. The likelihood of this is increased if if young people were formally looked after. Through the development of the whole system approach and other services for looked after children, better transitions and services will hopefully mean young people can be kept out of the justice system through Early and Effective Intervention and other mechanisms. Services for those in the justice system will also be improved so that custody can be avoided. The current performance of 28% shows the outcome is not as good as we would wish for formally looked after children and our aim is to reduce this to 18% in the longer term.

- 42 -

Performance Indicator SOA1306_08 Rate of emergency inpatient bed days for people 75+ per 1000 population Partner Organisation CPP13_NHS

Emergency bed days 75+ SOA13_Primary Care Description Reduce the rate of emergency inpatient bed days for people aged 75 and over per 1,000 population by at least 12% Responsible Officer(s) Manager(Carol Bebbington) between 2009/10 and 2014/15 Data Collection SOA13_Primary Care Officer(s) Manager(Carol Bebbington)

Notes on Latest Data Entry

Trend Chart Commentary :

12% reduction in emergency inpatient bed days to be achieved by 2014. 2012/13 data demonstrates reduction of 4.8% against 09/10 baseline.

- 43 -

Performance Indicator SOA1306_09 Rate per 100,000 population of patients aged 65+ with 2+ emergency admissions by financial year Partner Organisation CPP13_NHS SOA13_Primary Care Description [Rate per 100,000 population of patients aged 65+ with 2+ emergency admissions by financial year Responsible Officer(s) Manager(Carol Bebbington) Data Collection SOA13_Primary Care Officer(s) Manager(Carol Bebbington)

Notes on Latest Data Entry

Trend Chart Commentary: The West Lothian rate per 100,000 for 2012/13 is 5632 compared to 5124 for Scotland. This is 3.15% decrease from previous year

Reshaping Care for Older People programme focusses on shifting the balance of care and providing realistic alternatives to admission. It is anticipated that this will improve our performance in the coming years

- 44 -

Performance Indicator SOA1307_05 Gap in life expectancy of the most deprived 15% and the average life expectancy in West Lothian Partner Organisation CPP13_NHS Life expectancy in Council areas split by deprivation is calculated on 5 year averages e.g. 2006/10, 2005/09, this indicator SOA13_Primary Care Description Responsible Officer(s) is of the gap in life expectancy of most deprived 15% and average life expectancy Manager(Carol Bebbington) Data Collection SOA13_Primary Care Officer(s) Manager(Carol Bebbington)

Notes on Latest Data Entry

Trend Chart Commentary : Between 2005/09 and 2006/10 the gap in life expectancy between the most deprived 15% and average life expectancy has reduced by 0.09% from 3.25 years to 2.95 years

- 45 -

Performance Indicator SOA1308_07 Tonnes of CO2 emissions per capita for the West Lothian District Partner Organisation CPP13_West Lothian Council Under the Climate Change (Scotland) Act 2009 public bodies have a duty, in exercising their functions, to contribute to SOA13_Head of Planning and Description the delivery of the Act's emissions reduction targets. Working with community planning and other partners is essential to Responsible Officer(s) Economic Development(Craig reducing area wide carbon emissions. McCorriston) Data Collection SOA13_Climate Change Policy Officer(s) Officer(Caitlin Hamlett)

Notes on Latest Data Entry 05-Aug-2013 The most recent figures for 2011 show a 14% reduction on our 2007/8 baseline year and a 9% reduction on the previous year. However, West Lothians emissions remain above the national average along with Falkirk, Clackmannanshire, Aberdeen City and nine of the more rural and remote local authority areas. Emissions reductions are in the industrial, commercial and domestic sectors, while road transport has remained relatively static.

Trend Chart Commentary: The Department of Environment and Climate Change (DECC) has published the latest data on area wide carbon dioxide emission estimates, covering industry, commercial, domestic and road transport emissions. Previous year's figures have been revised and are as per the information in the chart. West Lothian's area wide carbon emissions for 2011, the latest available year of the dataset, is 7.3 tonnes CO2 per capita. This is a 14% reduction on our 2007/8 baseline year and a 9% reduction on the previous year. The figures from 2005 to 2011 indicate that area wide emissions are slowly decreasing, despite an increase in 2010 on the previous year due to an unusually cold winter. However, levels of emissions remain higher than the Scottish total. This may be a reflection of the growth of housing, energy consumption of industry, and the transport corridor of the M8 through West Lothian. Emissions reductions are in the industrial, commercial and domestic sectors, while road transport emissions have remained relatively static. The data for 2012 will be published by DECC in 2014.

- 46 -

SOA1308_08 Percentage reduction in emissions from the council’s activities and services (transport, non- Performance Indicator Partner Organisation CPP13_West Lothian Council domestic buildings, external lighting, waste and water). As a signatory of Scotland's Climate Change Declaration the Council is committed to setting an example by reducing it's SOA13_Head of Planning and Description own corporate carbon footprint in line with national climate change targets. This includes emissions reductions from Responsible Officer(s) Economic Development(Craig transport (including fleet and business mileage), non domestic buildings, external lighting, waste and water. McCorriston) Data Collection SOA13_Climate Change Policy Officer(s) Officer(Caitlin Hamlett)

Notes on Latest Data Entry

Trend Chart Commentary : The chart shows that the Council is making progress towards it's target of reducing emissions by 30% of the 2007/08 baseline figure. Annual targets are being closely monitored to ensure that the council reaches the 30% reduction by 2020/21, which is equivalent to approximately 58,342 tonnes of

CO2. The 30% is the Council's contribution to the Scottish Governments target for carbon reduction set out in the Climate Change (Scotland) Act 2009. The Council's carbon footprint for 2012/13 is 73,943 tCO2e. This is a reduction of 11% against our baseline year and of 4% from the 2011/11 figure reported in the previous year.

- 47 -

Performance Indicator SOA1308_03 Percentage of household waste recycled Partner Organisation CPP13_West Lothian Council This measures the percentage of Household Waste that the council recycles, composts or disposes of each year and provide a comparison between councils. SOA13_Service Manager Waste Description Responsible Officer(s) The target set is the based on this year's performance and the aim is to do better than the target and maximise the Services( David Goodenough) percentage of household waste that is recycled. Data Collection SOA13_Waste Strategy Officer(s) Officer(Karen King)

Notes on Latest Data Entry 11-Oct-2013 Main differences in 2012/13 compared to 2011/ 2012: Decrease in the blue bin material recycled (1000t) Decrease in tonnage collected of Brown bin (1100t) and CRC green waste (400t), probably due to the poor summer. There were decreases materials recycled through our CRC’s, namely electrical items (950t), rubble (350t), wood (330t), which may be down to the economic downturn. There was 175t more waste recycled from the bulky waste collections. There are increases in recycling (950t) from the new material recycling facility at Avondale which removes further recyclates from the grey bin residual waste stream. As a consequence and also due to a drop in the tonnage collected there was less residual waste landfilled (2000t) The overall tonnage of Household waste collected decreased in 2012/ 13 compared to 2011/12 by approximately 4000t

Although the above information is to be finalised, indications are the above has decreased the recycling rate from 43.3% in 2011/12 to 42.5% in 2012/13 Trend Chart Commentary: In comparing 2012/2013 to 2011/ 2012 the main differences are as follows: Decrease in the blue bin material recycled (1000t) Decrease in tonnage collected of Brown bin (1100t) and CRC green waste (400t), probably due to the poor summer. There were decreases materials recycled through our CRC’s, namely electrical items (950t), rubble (350t), wood (330t), which may be down to the economic downturn. There was 175t more waste recycled from the bulky waste collections. There are increases in recycling (950t) from the new material recycling facility at Avondale which removes further recyclates from the grey bin residual waste stream. As a consequence and also due to a drop in the tonnage collected there was less residual waste landfilled (2000t)

- 48 - The overall tonnage of Household waste collected decreased in 2012/ 13 compared to 2011/12 by approximately 4000t

Although the above information is to be finalised, indications are the above has decreased the recycling rate from 43.3% in 2011/12 to 42.5% in 2012/13

- 49 - - 50 - SOA13: R12.3:_Environment Forum : Compliance Report

Generated on: 15 January 2014 11:32

- 51 -

Performance Indicator SOA1308_01 Percentage of residents stating they are satisfied with their neighbourhood Partner Organisation CPP13_West Lothian Council This question was included in the 2010 Quality of Life Survey and measures the percentage of Citizens Panel members stating they are satisfied with their neighbourhood. This indicator is a measure against the outcome 'We make the most efficient and effective use of resources by minimising our impact on the built and natural environment'.

West Lothian's Citizens Panel was established by the CPP in 1999 to identify people's views on various aspects relating SOA13_Community Planning Description to living in West Lothian. In 2010 there were 2911 members. The Panel has recently undergone a further refreshment and Responsible Officer(s) Development Manager(Lorraine the 2013 Quality of Life Survey will be distributed in November 2013. The demographic profile of the refreshed Panel is Gillies) representative of the West Lothian population in terms of age, gender, multi member ward, tenure and ethnicity.

This question will be included in the 2013 Quality of Life Survey. Targets are set to indicate a moderate increase in satisfaction from previous surveys. SOA13_Community Planning Development Officer 1(Susan Data Collection Gordon); SOA13_Community Officer(s) Planning Development Officer 2(Joanna Anderson)

Notes on Latest Data Entry

Trend Chart Commentary: Disappointingly satisfaction with the neighbourhood has decreased over the 3 year period. The causes for this are unknown, and further analysis of the Quality of Life survey results is being undertaken. In comparison the 2008 Scottish Household survey West Lothian results showed 46% of adults rated their neighbourhood as a good place to live - this compares to a Scotland wide figure of 55% in 2009.

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Performance Indicator SOA1308_02 SPI measuring Street Cleanliness Partner Organisation CPP13_West Lothian Council

This indicator measures the cleanliness of our town centres, streets, footpath, and road verges. The assessments are SOA13_Service Manager 2(Gareth Description carried out independently at different times throughout the year and an overall score provided. This PI is a Statutory Responsible Officer(s) Barwell) Performance Indicator and a score of 67 is a national target based on an index which is a measure of street cleanliness. Data Collection SOA13_Senior Technical Officer(s) Officer(Scott Hill-Anderson)

Notes on Latest Data Entry 24-Apr-2013 The breakdown of results for the year 2011/12 was: Internal (4 per year): April 2011= 77; June 2011 = 77; October 2011= 74; December 2011 = 70 External (2 per year): August 2011= 71; February 2012 = 70 Validation (1 per year): Jan 2012 = 75

Trend Chart Commentary: The breakdown of results for the year 2011/12 was: Internal (4 per year): April 2011= 77; June 2011 = 77; October 2011= 74; December 2011 = 70 External (2 per year): August 2011= 71; February 2012 = 70 Validation (1 per year): Jan 2012 = 75

Performance has improved from 71 to 73 due to the implementation of the following service initiatives. Over the last year we have: Added to our fleet of HGV sweepers to improve road and pavement sweeping Reprioritised cleansing operations towards weaker performing areas Implemented a new shift (Thursday – Monday) for temporary staff to increase our weekend staffing levels

In 2011/12, West Lothian Council was ranked 22nd out of 32 Scottish Local Authorities for this indicator .

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There were decreases materials recycled through our CRC’s, namely electrical items (950t), rubble (350t), wood (330t), which may be down to the economic downturn. There was 175t more waste recycled from the bulky waste collections.

- 54 - There are increases in recycling (950t) from the new material recycling facility at Avondale which removes further recyclates from the grey bin residual waste stream. As a consequence and also due to a drop in the tonnage collected there was less residual waste landfilled (2000t) The overall tonnage of Household waste collected decreased in 2012/ 13 compared to 2011/12 by approximately 4000t

Although the above information is to be finalised, indications are the above has decreased the recycling rate from 43.3% in 2011/12 to 42.5% in 2012/13

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Performance Indicator SOA1308_04 Percentage of municipal solid waste recycled Partner Organisation CPP13_West Lothian Council This measures the percentage of Municipal (household and commercial) Waste that the council recycles, composts or disposes of each year and provide a comparison between councils. SOA13_Service Manager Waste Description Responsible Officer(s) The target set is the based on this year's performance and the aim is to do better than the target and maximise the Services( David Goodenough) percentage of household waste that is recycled. Data Collection SOA13_Waste Strategy Officer(s) Officer(Karen King)

Notes on Latest Data Entry 11-Oct-2013 Main differences in 2012/13 compared to 2011/ 2012: Decrease in the blue bin material recycled (1000t) Decrease in tonnage collected of Brown bin (1100t) and CRC green waste (700t), probably due to the poor summer. There were decreases materials recycled through our CRC’s, namely electrical items (950t), rubble (600t), wood (570t), which may be down to the economic downturn. There was 175t more waste recycled from the bulky waste collections. There are increases in recycling (1300t) from the new material recycling facility at Avondale which removes further recyclates from the grey bin residual waste stream and less internal council waste landfilled due to sorting at facilities. As a consequence and also due to a drop in the tonnage collected there was less residual waste landfilled (3500t) The overall tonnage of LACMW declined in 2012/ 13 compared to 2011/12 by approximately 8000t Although the above information is to be finalised, indications are the above has increased the LACMW recycling rate from 44.6% in 2011/12 to 2012/13 to 45.2% Trend Chart Commentary: The recycling rate has increased in 2011/12 from 44.6% to 45.2% in 2012/13

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Performance Indicator SOA1308_05 Percentage of material prepared for reuse Partner Organisation CPP13_West Lothian Council This is a new indicator which will be populated from 2013/14. The waste management information will be that collated from our waste partners and used to populate the Scottish Environment Protection Agencies (SEPA) Waste Data Flow SOA13_Service Manager Waste Description Responsible Officer(s) system Services( David Goodenough) The aim is to increase the percentage of waste that is reused. Data Collection SOA13_Waste Strategy Officer(s) Officer(Karen King)

Notes on Latest Data Entry 25-Oct-2013 No data available until Oct 2014. This is a new indicator which will be populated from 2013/14. The aim is to increase the percentage of waste that is prepared for reuse in line with the Scottish Governments Zero Waste Plan and associated Regulations

Trend Chart Commentary : No data available until Oct 2014. This is a new indicator which will be populated from 2013/14. The aim is to increase the percentage of waste that is prepared for reuse in line with the Scottish Governments Zero Waste Plan and associated Regulations.

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Performance Indicator SOA1308_06 Percentage of schools achieving Eco-Schools Scotland accreditation at Bronze, Silver and Green Partner Organisation CPP13_West Lothian Council This indicator shows the percentage of West Lothian Council schools which have achieved accreditation at Bronze Silver and Green Levels. Assessment is against the following seven criteria:- The Eco Committee – made up of children and of adults where required Environmental Review of the School, Action Plan, prioritises targets and shows cost implications and include how activity will be monitored and evaluated SOA13_Customer & Performance Description Responsible Officer(s) Monitoring & Evaluation - ensures that evaluation of action is ongoing Manager(Andrew Sneddon) Linking to the Curriculum - Aspects of Eco Schools activities are integrated into a range of subjects across the curriculum Involving whole school and wider community- The wider community is involved in the activities going on in the school Eco Code - The Eco Committee draw up a code from suggestions collected and is approved by the school SOA13_Customer & Performance Data Collection Manager(Andrew Sneddon); Louis Officer(s) Costello

Notes on Latest Data Entry

Trend Chart Commentary : Currently 88 schools, or 94% of schools, in West Lothian have achieved accreditation at Bronze Silver and Green.

Target is set as current year plus two percentage points.

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Notes on Latest Data Entry

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SOA1308_09 Energy consumption of operational buildings as a result of installation of renewables and low Performance Indicator Partner Organisation CPP13_West Lothian Council carbon technology. kWh of heat produced (Cumulative) Source: WLC, Annual The Council's Renewables Strategy outlines the need for heat generation as part of the wider mix of renewables. SOA13_Head of Planning and Description Increased used of renewable heat technologies reduces the Council's carbon emissions and will contribute to meeting Responsible Officer(s) Economic Development(Craig climate change targets. McCorriston) Data Collection SOA13_Climate Change Policy Officer(s) Officer(Caitlin Hamlett)

Notes on Latest Data Entry

Trend Chart Commentary : The data for 2012/13 is based on the output of the solar photovoltaic at the Sutherland Building, Beecraigs. The target for 2013/14 is based on the estimated output from systems installed as part of our PV project. The long term targets including the existing and currently planned installations, along with estimates of new systems installed through the capital works programme.

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SOA1308_10 Energy consumption of operational buildings as a result of installation of renewables and low Performance Indicator Partner Organisation CPP13_West Lothian Council carbon technology. kWh of electricity produced (Cumulative) Source: WLC, Annual The Council's Renewables Strategy outlines the need for electricity generation as part of the wider mix of renewables. SOA13_Head of Planning and Description Increased use of renewable technologies reduces the Council's energy consumption and carbon emissions and will Responsible Officer(s) Economic Development(Craig contribute to meeting climate change targets. McCorriston) Data Collection SOA13_Climate Change Policy Officer(s) Officer(Caitlin Hamlett)

Notes on Latest Data Entry 14-Jan-2014 Three installations currently operational with more planned for early 2014. To date these installations have generated 18,390KWh of electricity which is slightly behind target as installations planned for 2013 have been delayed.

Trend Chart Commentary : The data for 2011/12 and 2012/13 is based on estimates of output from the range of renewable heat technologies currently installed. The targets for

2013/14 are based on these estimates, with the addition of an extra ground source heat pump installed at Woodmuir Primary School. The long term targets include the projected heat outputs from a number of renewable and low carbon projects which are currently being progressed.

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Performance Indicator SOA1308_11 Percentage of water bodies in West Lothian achieving good overall status Partner Organisation CPP13_West Lothian Council River Basin Management Plans provide the framework for the Council, other public sector bodies, businesses and individuals to work together to protect the environmental quality of the water environment. The water environment SOA13_Head of Planning and includes rivers, lochs, estuaries, coastal waters, artificial waters (such as canals and reservoirs), groundwater and Description Responsible Officer(s) Economic Development(Craig wetlands. Targets have been set in the current River Basin Management Plans for 97% of Scotland's water bodies to McCorriston) achieve good or better status by 2027. For classification purposes rivers with a catchment area of more than 10km2 and lochs which have a surface area greater than 0.5km2. Data Collection SOA13_Climate Change Policy Officer(s) Officer(Caitlin Hamlett)

Notes on Latest Data Entry

Trend Chart Commentary : The chart shows that 32% of water bodies in West Lothian are achieving good or high overall status for 2011/12 which is a slight improvement since the first classification in 2008/9 when only 19% of water bodies achieved good status. The long term target set by Scottish Government is to achieve 97% by 2027. Revised shorter term local targets will be agreed with SEPA. Classification data is provided annually by SEPA but is not yet available for 2012/13.

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Performance Indicator SOA1308_12 Percentage residents with access to an hourly or more frequent bus service Partner Organisation CPP13_West Lothian Council This performance indicator measures the number of West Lothian residents who live within 800 metres of an hourly or more frequent bus service. This is a simple accessibility indicator adopted by the council in April 2011. The indicator is SOA13_Head of Planning and Description defined as the percentage of residents within a 10 minute walk of a bus stop with an hourly, or more frequent, daytime Responsible Officer(s) Economic Development(Craig (Monday to Saturday) service. A 10 minute equates to about 800m at a walking speed of 3 miles per hour. The indicator McCorriston) does indicate the level of availability of at least a basic level of public transport in West Lothian. Data Collection SOA13_Public Transport Officer(s) Manager(Ian Forbes)

Notes on Latest Data Entry

Trend Chart Commentary: An evaluation model is used to measure this performance indicator and the effect of changes to bus services. This is only the second year of using the model and this latest figure for September 2012 (90.0%) will be used as a baseline. For future years our target, as a minimum, will be to maintain this level of provision but it is our aim that the figure can be increased as long as there is reasonable stability in commercial bus service provision and continued availability of council resources to provide service subsidies.

Council contract services changed 1 October 2012, service availability and the KPI result has been maintained at 90%.

The majority of bus services in West Lothian are profitable and operate on a commercial basis without council subsidy. These services need no council approval and the council cannot influence their availability or design. Commercial services tend to be the busiest routes and the busiest times of operation. Councils can only legally provide services they deem to be socially necessary once the extent of the commercial network is known. Council contract bus services build on this commercial core and can increase the number of residents with access to services at the level defined by the indicator by either providing new bus or Taxibus services to places otherwise unserved or by adding additional subsidised journeys onto otherwise commercial bus services to bring their availability up to the standard to meet the indicator definition.

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Performance Indicator SOA1308_13 Percentage WLC housing stock meeting the Scottish Housing Quality Standard Partner Organisation CPP13_West Lothian Council The Scottish Housing Quality Standard (SHQS) is a legislated housing quality standard meant to ensure that all social tenants should live in reasonably warm, dry and safe houses.

We record the condition of all the elements of a house that contribute to its overall condition relative to the SHQS. We hold information on each element of each house in two categories – condition and remaining life. Condition is measured from 0-100, with 100 being total destructive failure. Each different element was given an appropriate industry accepted lifetime initially based on the year of installation of that element, for instance a roof.

We record SHQS failure when a house meets any of the following criteria:

1.A required element is missing e.g. cavity wall insulation (where there is a cavity). SOA13_Head of Housing, Building 2.A single significant element reaches 20% failure (e.g. a roof). Description Responsible Officer(s) and Construction Services(Alistair 3.A combination of smaller failures combine in proscribed ways. Shaw) 4.A significant element reaches its nominal end of life based on age.

Houses move from failure to pass when:

1.The required missing element is fitted; 2.A repair or replacement to the failing element is made; 3.A repair or replacement to one or other of the constituent smaller failing elements is made; or 4.A suitably qualified technical person reassesses the remaining life of the element.

Good Performance in this indicator also ensures that the service meets our statutory requirements set out by the Scottish Housing Regulator. Specifically, this meets indicator 7 of the Scottish Social Housing Charter. Data Collection SOA13_Special Projects Co- Officer(s) ordinator(Stephen Cunningham)

Notes on Latest Data Entry

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Trend Chart Commentary: The performance indicator demonstrates the ongoing progress the service is making in ensuring housing stock meets the Scottish Housing Quality Standard (SHQS). The service has steadily increased the percentage of houses that meet the standard each year and since 2008/09 has successfully increased the total percentage of houses that meet the standard from 46.8% to 85.25%.

In 2012/13 an additional 12% of the stock now meets the SHQS, with the overall percentage now standing at 85.25%. This is an improvement on our performance between 2010/11 and 2011/12 where the service managed to achieve an additional 7.4% and an additional 9.2% between 2009/10 and 2010/11. The service has managed this improvement in performance by addressing issues relating to energy efficiency and the performance of the insulation sub contractor. In the past this had a disproportionate effect on the progress towards the overall target of 100% of stock meeting the SHQS. The new contactor, employed in 2012, is performing very well and progress is back on track.

If this trend continues we are on target to reach 100% of housing stock meeting the standard by 2015.

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Performance Indicator SOA1308_14 Percentage of adults making one or more visits to the outdoors per week Partner Organisation CPP13_West Lothian Council SOA13_Service Manager 2(Gareth Description [Enter description here] Responsible Officer(s) Barwell) Data Collection SOA13_Service Manager 2(Gareth Officer(s) Barwell)

Notes on Latest Data Entry

Trend Chart Commentary :

[Enter commentary here describing the whole of the trend chart]

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Performance Indicator SOA1308_15 Average NHER energy rating (all tenures) according to the Scottish Housing Condition Survey Partner Organisation CPP13_West Lothian Council Sustainable communities are those where people can afford to keep adequately warm at a reasonable cost. The NHER (National Home Energy Rating) is a method of assessing the energy performance and fuel cost of a dwelling. It uses a SOA13_Head of Planning and similar data set to SAP (Standard Assessment Procedure) but includes more detail on occupancy, location and appliance Description Responsible Officer(s) Economic Development(Craig use to give a more accurate calculation of CO2 emissions and running costs for a specific dwelling. The NHER of a McCorriston) property is assessed on a scale of 0-10 with ranges of: poor 0-2, moderate 3-7 and good 8-10. The long term target is to ensure an average NHER energy rating across West Lothian of at least 9.5 by 2023. Data Collection SOA13_Climate Change Policy Officer(s) Officer(Caitlin Hamlett)

Notes on Latest Data Entry

Trend Chart Commentary : The average NHER energy rating in West Lothian was 6.7 in 2009/10, 6.8 and 2010/11and 7 in 2011/12 so the graph shows a small increase in

2012/13 to a rating of 7.2. The medium term target is to achieve an average rating of 7.7 by 2016/17. Data is provided annually by the Scottish Housing Condition Survey.

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SOA1308_16 Percentage of households in West Lothian offered the opportunity to participate in and install Performance Indicator energy efficiency measures through the Home Energy Efficiency Programmes for Scotland: Area Based Partner Organisation CPP13_West Lothian Council Schemes The Home Energy Efficiency Programmes for Scotland (HEEPS) Area Based Schemes is a 10 year commitment from the Scottish Government from 2013 – 2023.The aim is to have covered the whole of Scotland with area based schemes by SOA13_Head of Planning and 2023. The Council and community planning partners have a key role in ensuring that West Lothian householders gain Description Responsible Officer(s) Economic Development(Craig access to the Scheme to make homes warmer, more environmentally friendly and easier and cheaper to heat. The funds McCorriston) are targeted at fuel poor households for the installation of energy efficiency measures such as solid wall, cavity and loft insulation. Data Collection SOA13_Climate Change Policy Officer(s) Officer(Caitlin Hamlett)

Notes on Latest Data Entry

Trend Chart Commentary : This is a new Scheme and data for 2012/13 is not yet available, however a target has been set for 3% of households in West Lothian to have been offered the opportunity to participate in and install energy efficiency measures through HEEPS. The long term target is to ensure that all eligible households have gained access to the Scheme by 2023. A medium target of 20% of households has been set by 2016/17.

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Performance Indicator SOA1308_17 Number of visits to Council funded or part funded museums per 1000 population Partner Organisation CPP13_West Lothian Council

This indicator counts the visits to and usage of a museum by members of the public, including group visits and school SOA13_Customer Services Description Responsible Officer(s) visits, enquiries that mean the public gain knowledge about the museum collections, and outreach visits by museum staff Development Mgr(Karen Cawte) to specific audiences. Data Collection SOA13_Library Central Services Officer(s) Co-Ordinator(Jeanette Castle)

Notes on Latest Data Entry

Trend Chart Commentary: The period 2012 / 2013 has seen a slight drop in visits to and usage of, council funded or part funded museums. Within council funded museums there has been a change in focus with time spent on creating the reminiscence network and building kits to engage with the older population of West Lothian. This is not counted in this indicator for visitors but has been a highly successful outreach project for the service and has resulted in less dedicated exhibitions in the community museums.

In 2011/12, West Lothian Council was ranked 18th out of 32 Scottish local authorities for this indicator. We are waiting for 2012/13 benchmarking information to be released.

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SOA1308_18 Number of users engaging with Council funded and part funded heritage services per 1000 Performance Indicator Partner Organisation CPP13_West Lothian Council population SOA13_Customer Services Description [Enter description here] Responsible Officer(s) Development Mgr(Karen Cawte) Data Collection SOA13_Library Central Services Officer(s) Co-Ordinator(Jeanette Castle)

Notes on Latest Data Entry

Trend Chart Commentary : This new indicator shows performance of engagement with Heritage against population. The trend this far shows higher levels of engagement in the summer months when there is more activity in terms of event attendance with groups and individuals.

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Performance Indicator SOA1308_19 Percentage of primary school children travelling actively to school Partner Organisation CPP13_West Lothian Council This indicator shows the percentage of primary school children walking, cycling or skating to school, as determined by the SOA13_Head of Education Description Responsible Officer(s) annual Hands Up Survey undertaken by SUSTRANS. Development(Elaine Cook) SOA13_Customer & Performance Data Collection Manager(Andrew Sneddon); Louis Officer(s) Costello

Notes on Latest Data Entry

Trend Chart Commentary:

Performance in 2012 (58%) is down two percent on the previous year, and below target. It is, however, above the national figure of 54.3%.

Target is previous year's performance plus one.

The Hands Up Scotland 2013 survey took place between 9th and 13th September 2013 – with results due to be published in May 2014.

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Performance Indicator SOA1308_20 Percentage of secondary school children travelling actively to school Partner Organisation CPP13_West Lothian Council This indicator shows the percentage of secondary school children walking, cycling or skating to school, as determined by SOA13_Head of Education Description Responsible Officer(s) the annual Hands Up Survey undertaken by SUSTRANS. Development(Elaine Cook) SOA13_Customer & Performance Data Collection Manager(Andrew Sneddon); Louis Officer(s) Costello

Notes on Latest Data Entry

Trend Chart Commentary:

Performance in 2012 (44%) is up one percent on the previous year, and on target. It is above the national figure of 43%.

Target is previous year's performance plus one.

The Hands Up Scotland 2013 survey took place between 9th and 13th September 2013 – with results due to be published in May 2014.

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- 74 - High Level Steering Group Exceptions Report - Community Safety Forum

Report Type: PIs Report Report Author: Susan Gordon Generated on: 15 January 2014 10:57 - 75 -

1 Status Performance Indicator Partner Responsible Last Update Latest Note Trend Chart Officer SOA1304_13 Number of CPP13_Fire SOA13_Fire_Gro 2013/14 NOTE: Data is unpublished at deliberate fires per 100,000 up this time and subject to change. population Manager(David Lockhart) Population figure taken as 176,000. Actual number of incidents in Q3 - 169 (523 YTD)

Ongoing analysis takes place through Daily and Monthly Tasking process to identify trends and subsequent prevention activity.

SOA1304_16 Percentage of CPP13_West SOA13_Commun 2010 - 76 - residents who feel we have an Lothian Council ity Planning inclusive society Development Manager(Lorrain e Gillies)

2 Status Performance Indicator Partner Responsible Last Update Latest Note Trend Chart Officer SOA1304_30 Percentage of CPP13_West SOA13_Senior Q1 2013/14 Early and Effective Intervention Lothian Council Manager 3 cases 8 to 15 years who do not Social Policy(Tim reoffend within 12 months of Ward) initial referral

SOA1304_33 Percentage of CPP13_West SOA13_Performa 2012/13 - 77 - tenants satisfied with the Lothian Council nce and Change management of the Manager(Elaine neighbourhood they live in Byrne)

3 Status Performance Indicator Partner Responsible Last Update Latest Note Trend Chart Officer SOA1305_02 Percentage of CPP13_West SOA13_Head of 2012/13 Figures relate to 10 families. children entered on the child Lothian Council Social The Quality Assurance protection register in the year Policy(Jennifer subcommittee of the Child who had previously been on the Scott) Protection Committee reviews register cases where children's names have been re-registered to ensure there have been no gaps in service and feedbacks comments where appropriate.

- 78 - SOA1305_08 Percentage of CPP13_West SOA13_Group Q2 2013/14 Improvement noted - work children who have made Lothian Council Manager 1 continues to ensure decisions positive progress by the time of Social made both protect children and the six month review as Policy(Nick ensure a proportionate reported by the Reviewing Clater) outcome is achieved. Officer

4 High Level Steering Group Exceptions Report - Economic Forum

Report Type: PIs Report Report Author: Susan Gordon Generated on: 15 January 2014 10:57 - 79 -

5 Status Performance Indicator Partner Responsible Last Update Latest Note Trend Chart Officer SOA1303_02 VAT/PAYE CPP13_West SOA13_Economi 2012 business stock per 10,000 Lothian Council c Development adults Policy Manager(David Greaves)

SOA1303_05 Business CPP13_West SOA13_Economi 2012/13 -- enter new status update. If

- 80 - outcomes resulting from Lothian Council c Development status is RED or AMBER please partner interventions Policy add an explanation and indicate (Companies supported by Manager(David what corrective action is being Business Gateway and Scottish Greaves) taken -- Enterprise in West Lothian)

6 Status Performance Indicator Partner Responsible Last Update Latest Note Trend Chart Officer SOA1303_06 Total number of CPP13_West SOA13_Economi 2012/13 jobs in West Lothian Lothian Council c Development Policy Manager(David Greaves)

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7 High Level Steering Group Exceptions Report - Environment Forum

Report Type: PIs Report Report Author: Susan Gordon Generated on: 15 January 2014 10:57 - 82 -

8 Status Performance Indicator Partner Responsible Last Update Latest Note Trend Chart Officer SOA1308_01 Percentage of CPP13_West SOA13_Commun 2010 residents stating they are Lothian Council ity Planning satisfied with their Development neighbourhood Manager(Lorrain e Gillies)

SOA1308_05 Percentage of CPP13_West SOA13_Service 2013/14 No data available until Oct

- 83 - material prepared for reuse Lothian Council Manager Waste 2014. This is a new indicator Services( David which will be populated from Goodenough) 2013/14. The aim is to increase the percentage of waste that is prepared for reuse in line with the Scottish Governments Zero Waste Plan and associated Regulations

9 High Level Steering Group Exceptions Report - Health and Wellbeing Forum

Report Type: PIs Report Report Author: Susan Gordon Generated on: 15 January 2014 10:57 - 84 -

10 Status Performance Indicator Partner Responsible Last Update Latest Note Trend Chart Officer SOA1301_02 Still birth rate per CPP13_NHS SOA13_Primary 2012/13 1000 live and still births Care Manager(Carol Bebbington)

SOA1301_03 Percentage of CPP13_NHS SOA13_Primary 2011/12 - 85 - newborn children exclusively Care breast fed at 6-8 weeks Manager(Carol Bebbington)

11 Status Performance Indicator Partner Responsible Last Update Latest Note Trend Chart Officer SOA1301_05 Percentage of CPP13_West SOA13_Senior 2012 This is a snapshot figure, taken Looked After Children with 3 or Lothian Council Manager 1 from 31/12/12 and does not more placements. Social include children Looked After at Policy(Jane home. We would want to Kellock) benchmark against other local authorities to test whether the target is reasonable.

SOA1301_10 Estimated CPP13_NHS SOA13_Primary 2011/12 - 86 - percentage of children Care overweight, including obese, in Manager(Carol P1 Bebbington)

12 Status Performance Indicator Partner Responsible Last Update Latest Note Trend Chart Officer SOA1306_08 Rate of CPP13_NHS SOA13_Primary 2012/13 emergency inpatient bed days Care for people 75+ per 1000 Manager(Carol population Bebbington)

SOA1306_09 Rate per 100,000 CPP13_NHS SOA13_Primary 2013 - 87 - population of patients aged Care 65+ with 2+ emergency Manager(Carol admissions by financial year Bebbington)

13 Status Performance Indicator Partner Responsible Last Update Latest Note Trend Chart Officer SOA1307_02 Rate per 100,000 CPP13_NHS SOA13_Primary 2011/12 of general acute inpatient & day Care case discharges with a Manager(Carol diagnosis of drug misuse Bebbington)

SOA1307_04 Rate of CPP13_NHS SOA13_Primary 2012/13 - 88 - emergency hospital admissions Care per 100,000 population Manager(Carol Bebbington)

14 Status Performance Indicator Partner Responsible Last Update Latest Note Trend Chart Officer SOA1307_06 Percentage of CPP13_NHS SOA13_Primary 2010/11 residents who smoke (16+ Care years) Manager(Carol Bebbington)

SOA1307_07 Percentage of 15 CPP13_NHS SOA13_Primary 2010/11 - 89 - year olds who smoke Care Manager(Carol Bebbington)

15 Status Performance Indicator Partner Responsible Last Update Latest Note Trend Chart Officer SOA1307_11 Number of visits CPP13_West SOA13_Chief 2012/13 to West Lothian Leisure by Lothian Leisure Executive West concessionary card holders in Lothian receipt of benefits Leisure(Robin Strang)

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16 DATA LABEL: Public 59

MINUTE of MEETING of the COMMUNITY SAFETY BOARD of WEST LOTHIAN COUNCIL held within COUNCIL CHAMBERS, WEST LOTHIAN CIVIC CENTRE, HOWDEN SOUTH ROAD, LIVINGSTON, EH54 6FF, on 23 SEPTEMBER 2013.

Present – Councillor John McGinty (Chair), Anne McMillan and Cathy Muldoon; Jim Forrest (Depute Chief Executive, WLC), Donald Forrest (Head of Finance and Estates, WLC), Lorraine Gillies (Community Planning, WLC) Audrey Park (Addiewell Prison), Chief Inspector Stephen Elliot (Police Scotland), Chief Inspector Kevin Kerr (Police Scotland), Sergeant John Jackson (Police Scotland) and David Lockhart (Group Manager, Scottish Fire & Rescue Service)

Apologies – Graham Hope (Chief Executive, WLC), Graeme Struthers (Depute Chief Executive, WLC) and Rob Strachan (Lothian & Borders Criminal Justice Authority)

Absent – Councillors Frank Anderson and Peter Johnston

1. DECLARATIONS OF INTEREST

No declarations of interest were made.

2. MINUTE

The Board approved the Minute of its meeting held on 27 June 2013. The Minute was thereafter signed by the Chair.

3. COMMUNITY SAFETY QUARTERLY STRATEGIC PERFORMANCE UPDATE

The Board considered a report (copies of which had been circulated) providing information from Covalent (the council’s performance monitoring system) showing Community Safety Performance Indictors for the year to date.

Chief Inspector Kevin Kerr then provided an explanation of those performance indicators that concerned Hate Crimes, Serious Assault and Youth Calls. The Chief Inspector explained that the increase in hate crimes and which specifically related to the Mosque in Craigshill could have been a result of the heightened tensions following the incident in Woolwich in May 2013.

The Chief Inspector also advised that Police Scotland were also recording against all incidents and crimes where alcohol was a factor.

David Lockhart, Group Manager, Scottish Fire & Rescue Service then provided an explanation of those performance indicators pertaining to the Fire Service and it was noted that there had been an increase in the Livingston South, Livingston North, East Livingston & East Calder and Fauldhouse & Breich Valley Wards of deliberate fires and which was being attributed to the dry summer.

- 91 - DATA LABEL: Public 60

The Board were also advised that there had been a decrease in the number of accidental dwelling fires per 10,000 population in quarter 1 of 2013-14 compared to the previous year; this equated to 5 dwellings.

Chief Inspector Stephen Elliot then took the opportunity to advise the Board that since the last Board meeting in June 2013, a Joint Tasking exercise had been undertaken between Police Scotland and Police Forces from England. This exercise had been well-received by all those involved and included the sharing of best practice.

The Chair then took the opportunity to ask both the Fire Service and Police Scotland if there had been any changes since the inception of the new services.

Chief Inspector Kevin Kerr explained that whilst internal focus had changed service delivery to the public remained the same.

David Lockhart, Group Manager Scottish Fire & Rescue explained that the Strategic Plan was currently out for consultation and which would be the driving force behind the new regime. It was also noted that it was about sharing best practice with fire services across Scotland.

The Chair thanked the officers for their presentations.

Decision

Noted the terms of the report.

4. POLICE SCOTLAND - CAMPAIGN AGAINST VIOLENCE

The Board considered a report (copies of which had been circulated) by the West Lothian Community Safety Strategic Steering Group providing information on the Police Scotland Campaign Against Violence (CAV) and its identified strategic intentions.

The report explained that a “Campaign Day” was any additional operational deployment by non-front facing office-based Police Officers from a variety of posts such as administration and specified departments, that focussed on reducing violence, disorder and antisocial behaviour. Deployments that were part of the officer’s normal business or specialist deployment such as public order or football duties were not counted as a Campaign Day.

Although any additional deployment could be regarded as a Campaign Day, Police Scotland had identified a National Programme of Force Activity highlighting 36 dates over a calendar year split into 4 phases (9 dates per phase). Within each phase there was a compulsory day and officers had been asked to nominate 12 dates split evenly across the 4 phases.

From a West Lothian perspective West Lothian had identified 29 CAV officers who would potentially give 348 days back to front line policing

- 92 - DATA LABEL: Public 61

within an area chosen by them. An officer’s shift for a Campaign Against Violence deployment would generally be 18.00hrs – 02.00hrs.

Whilst work was continuing on identifying priority tasks for officers to undertake the first period would focus on the following :-

• Violent Offender Intervention

• Domestic Offender Bail Compliance

• Domestic Offender Intervention

• Progression of Outstanding Domestic Packages

• Violent Offender Warrants

• Monitored/Problematic Licensed Premises Inspection

The second period activity would be intelligence led and would focus on the following :-

High Visibility Patrols dealing with the night time economy

High Visibility Patrols in identified “hot spot” areas

Monitored/problematic licensed premises inspections.

An assessment of all the activity would be undertaken as part of an ongoing process and would take into consideration relevant crime figures, performance in key areas identified by Police Scotland and public perception through community engagement and interactions with partner agencies.

The report explored the resource implications for the proposal and it was expected that department supervisors would forward plan and consider operational resilience.

The Board were asked to acknowledge and support the ongoing approach to reduce violence within the communities of West Lothian.

In relation to a question asked Chief Inspector Kerr explained that front line officers from West Lothian would not be redeployed in other areas to cover the Campaign Against Violence days as these would instead be covered by those officers from non front-facing services such as the Police College.

Chief Inspector Elliot then suggested that elected members of the Community Safety Board could participate in a Campaign Against Violence day so they could get a flavour of the work involved and how they were organised.

The Chair thanked Police Scotland for the very informative report.

Decision

- 93 - DATA LABEL: Public 62

1. Noted the contents of report; and

2. Noted that Chief Inspector Elliot would be happy to organise for elected members to participate in a Campaign Against Violence Day so they could learn more about its introduction.

5. "PARTY HOUSES"

The Board considered a report (copies of which had been circulated) by West Lothian Community Safety Strategic Steering Group advising of the process that was followed by Police Scotland in relation to “Party Houses”.

The report advised that in June 2013 Community Policing Teams working in partnership with the Community Safety Unit and their council colleagues adopted a process of ensuring that very close checks were kept upon properties identified as “party houses”; these were houses where it had been identified that the occupants were behaving antisocially on a regular basis and causing fear, alarm and distress to neighbours. This process was relevant to all houses whether they be council property or otherwise.

Incidents where a “personal relationship” was involved were excluded as incidents of this nature were addressed through police domestic abuse intervention policies.

Ownership of the issue of party houses lay with the Community Policing Teams and properties were identified and reviewed on a weekly basis with input from West Lothian Council Safer Neighbourhood Team Officers and the analytical team within the CSU. Police Scotland acted proactively to deter problems from occurring and would often attend the property in question to warn of possible action, should antisocial behaviour be witnessed. Action as appropriate would then be followed up by the SNT Council Officers, who could issue warnings and/or consider further action.

The report concluded that this was a new process so it was not possible at this time to draw conclusions until an appropriate period of time had passed. However since its inception on 4 June 2013, 23 houses had been identified as “party houses”. 15 of these properties had since been removed by the Community Policing Teams as a result of reduced incidents; 8 remained on the list and continued to be monitored.

Decision

1. Noted the contents of the report and commended the partnership working on tackling the problem;

2. Noted that further updates would be provided to future meeting of the Board.

6. WESTDRIVE 2013

- 94 - DATA LABEL: Public 63

The Board considered a report (copies of which had been circulated) by the West Lothian Community Safety Steering Group providing the members with an understanding of the Westdrive event that had recently been held and its contribution to the identified strategic intention of reducing casualty rates from road traffic accidents.

Police Sergeant John Jackson advised that senior pupils in West Lothian attended “Westdrive” at the end of August 2013 and which was held in Howden Park Centre. The event which was funded by Legacy Lothian and Borders Police and organised by West Lothian Community Safety Unit, aimed to promote driving issues in a positive and fun way whilst delivering a very serious message.

The programme included presentations by the emergency services, demonstrations and a range of interactive activities. There was also a short presentation and a DVD showing which highlighted the dangers of poor decision making when driving and the impact on families and friends when these decisions led to tragic consequences.

The Westdrive event was a partnership event hosted by Police Scotland, alongside Fire Scotland, Scottish Ambulance Service, The AA, Child Brain Injury, West Lothian Drug & Alcohol Services, Young Marmalade (insurance industry) and the Cycle Touring Club. A young driver who had been seriously injured but survived a road accident also attended to engage with the pupils. 1120 pupils attended over the three days.

The report provided further information on those emergency services involved in the event and also included was some comments that had been received to date from appointed members of the council’s Education Executive. It was noted that whilst evaluation forms had been submitted these were still being collated and analysed however it was clear that in general attendees found the event informative and stated that it would positively impact upon their driving behaviour.

Due to the success of the road safety initiative, it was recommended that Community Safety Partners continue to support this worthwhile safety initiative in order that Westdrive 2014 could be developed and planned in the coming months.

In response to the presentation Audrey Park of Addiewell Prison suggested that for future events consideration could be given to involving those who were serving a sentence for involvement in road traffic accidents so the affect on their lives could also be portrayed.

The Chair thanked Audrey for her contribution and commended Police Scotland for running what was clearly a very successful event and looked forward to it returning in 2014 with continued support from West Lothian Council.

Decision

Noted the contents of the report.

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7. PREPARING WEST LOTHIAN FOR BONFIRE/FIREWORK PERIOD 2013

The Board considered a report (copies of which had been circulated) by the West Lothian Community Safety Strategic Steering Group providing an overview of the preventative work taking place across the Community Safety Partnership in relation to the forthcoming Bonfire/Fireworks period.

The aim of the preventative work was to minimise operational demand to all partner agencies, reduce deliberate fire setting and fire related antisocial behaviour and advise the communities of West Lothian on how to enjoy bonfire night safely.

The success of the prevention work would be measured against the following Outcome Based Objectives :-

• Reduce the number of deliberate primary and secondary fires during this time of year;

• Reduce acts of fire related antisocial behaviour;

• Reduce accidents and injuries arising from fire and fireworks;

• Promote an awareness and assist to enforce firework legislation; and

• Raise awareness of the impact bonfires and deliberate fire setting had on the environment.

Group Manager David Lockhart continued to advise that the Partnership Analyst played a key role in the identification of hotspot areas from historical and real time data. This information was then shared with all community safety partners to ensure that frontline staff was aware of high risk areas. This would in turn inform the allocation of resources from partner agencies for the delivery of preventative activities.

Prevention activity would include the following :-

Demand reduction education plan by working with local primary and secondary schools on fire safety issues;

Uplift of unlicensed bonfires;

Local media releases using both Facebook and Twitter; and

Engagement with firework retailers.

The report concluded that it was recognised as best practice that partnership working and early intervention was effective in reducing unlicensed bonfires and resultant injuries.

Group Manager David Lockhart advised that he would report back to the Board once the bonfire/firework period had passed with a review of the

- 96 - DATA LABEL: Public 65

prevention work undertaken.

Decision

Noted the contents of the report.

8. PARTNERSHIP FOCUS ON DOMESTIC ABUSE OVER THE FESTIVE PERIOD 2013-14

The Board considered a report (copies of which had been circulated) by the West Lothian Community Safety Strategic Steering Group providing an update on the agreed plans for partnership working over the Festive Period 2013-14 focusing on Domestic Abuse.

Police action against the perpetrators of Domestic Abuse was central to the current strategy of keeping communities safe. Whilst the Police achieved a great deal by dealing robustly with domestic offenders and proactively targeting frequent offenders more could be achieved by working with partners in Health, Social Work and the community at large. The proposal was to link Police actions with resources from other partner agencies to promote a firm stand against domestic abuse over the festive period.

The report outlined the several tools that would be available to the Partners and included a range of activities that would be undertaken including a number of events to raise the profile of Domestic Violence in the West Lothian area and which would be co-ordinated by West Lothian Council Gender Equality and Violence against Women Department.

The report continued to provide details of the resource and equality implications for the plan.

The report concluded that the Domestic Abuse Plan for the Festive Period 2013-14 had been agreed by the Reducing Re-Offending Committee and separate action had been agreed to lead service providers to take ownership and take forward. It was proposed that a full review would take place at the conclusion of the Festive Period in order to ascertain the success of the partnership work in the prevention of Domestic Abuse and the provision provided to the families concerned throughout West Lothian, details of which would be reported back to the Board in due course.

Decision

1. Noted the contents of the report; and

2. Welcomed feedback on the programme to a future meeting of the Board.

9. NEW SINGLE OUTCOME AGREEMENT (SOA) AND COMMUNITY PLANNING DEVELOPMENT

The Board considered a report (copies of which had been circulated) by

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the West Lothian Community Safety Strategic Steering Group which provided an update on the development of the new Single Outcome Agreement and wider plans for developing the Community Planning Partnership.

The Community Planning Development Manager explained that West Lothian Community Planning Partnership had recently signed-off its new Single Outcome Agreement 2013-2023. The new SOA was different to previous SOA’s in that it was a 10-year plan and had moved from 15 to 8 more focused and interrelated outcomes. The development of the new SOA was underpinned by CPP Strategic Assessment and built on the current community plan.

Although the new SOA was signed off, there would be a period of engagement to ensure that all appropriate stakeholders were aware of the new SOA and were geared up to using it before the “go live” date of 1 November 2013. In addition several work streams were underway to focus on a revised governance structure and performance management system before the “go live” date.

The Community Planning Development Manager continued to advise the Board that Audit Scotland had been tasked with auditing all 32 CPP’s and had recently completed audits in three pilot areas; North Ayrshire, Scottish Borders and Aberdeen. West Lothian had been confirmed as being in the next tranche of five areas to be audited. The CPP and Audit Scotland were developing the scope of the audit with a view to auditors being on site in January/February 2014.

In relation to the audit :-

• Partners would be asked to contribute to the audit process and provide copies of papers, documents, plans, minutes, etc that demonstrated their commitment to community planning and the actions they had taken as a result; and

• Partners would be asked to meet with auditors and attend meetings and development sessions.

Auditors would be particularly looking for evidence of where strategic community planning and SOA impacted upon communities, where partners had arranged their service delivery to meet SOA and strategic direction, where partners had aligned their strategic development and corporate planning to the SOA and Community Plan and where partners had aligned budgets and resources to meet agreed outcomes.

The new SOA had been developed following an extensive consultation process and a period of community development planning was now underway and would inform the forthcoming audit.

Decision

Noted the contents of the report.

- 98 - Draft Minute - West Lothian Economic Partnership Forum December 2013

Board Room 3, West Lothian Council, Livingston

Wednesday 4 December 2013 at 4.00 pm

Present: Moira Niven, West Lothian Council Graham Hope, West Lothian Council David Greaves West Lothian Council Jim Henderson, West Lothian Council Steve Field, west Lothian Council Cllr Martyn Day, West Lothian Council Frank Beattie, Scottish Enterprise George Hotchkiss, West Lothian College Donald Lumsden, Skills, Development Scotland Alice Sinnet, West Lothian Council Steve Field, West Lothian Council Martin Murray, Shin-Etsu

Apologies: Jim McGonigle, Job Centre Plus July Skelton, Job Centre Plus Alistair Shaw, West Lothian Council Cllr Cathy Muldoon, West Lothian Council (Chair) David Smith, Scottish Enterprise Drumond Black, Federation of Small Businesses Linda Scott, West Lothian Chamber Craig McCorriston, West Lothian Council Gordon Henderson, Federation of Small Businesses

1. Welcome and Introductions Moira Niven welcomed the Partnership Forum members to the meeting.

2. Minutes of Last Meeting Minutes of the meeting held on 4 September 2013 were agreed as an accurate record.

3. Matters Arising Covered by the agenda

4. Revised Economic Strategy The draft strategy document had been discussed at the September meeting. Additional contributions from partners had been integrated into the document and the updated version circulated.

The strategy document – a succinct strategic framework under which would sit eight interlinked action plan covering the key development themes of: x Business support 1

- 99 - x Investment x Jobs x Skills and lifelong learning x Regeneration x Tourism x Town Centres x Enterprising third sector

Frank Beattie highlighted the opportunity provided by next generation broadband, which should be highlighted in the document. Graham Hope requested that the document be reviewed with a view to incorporating much more dynamic images to those in the current draft document. Partners were asked to provide final feedback on the specific content within the document by 20 December 2013.

5. West Lothian Economic Growth Plan – Jim Henderson Jim Henderson provided an update, based on a report previously circulated. In particular he highlighted the assistance provided has three recurring themes:- x Support for ex-Vion Halls employees x Support for job safeguarding x Support for job creations

Council works with three key client groups:- x Businesses with potential for sales/jobs growth in medium-term x Businesses ineligible to engage with Scottish Enterprise x Businesses looking to relocate to West Lothian

This complements the work of Scottish Enterprise who support firms of strategic importance to the economy.

The report outline key examples of assistance provided via the Growth Plan:

a) Funding for food and drink production A grant for food and drink production in West Lothian was launched during November. £2 million has been committed to this and will see at least 200 jobs supported and created. In addition to existing producers, it is anticipated that the grant will help attract more inward investment. This activity is closely aligned to the Enterprise Area sites. However, it is not restricted to the sites.

b) Scottish Enterprise (SE) Account Managed companies i) SE engages with 84 firms in West Lothian on an account managed basis. The scope of the work includes strategic planning, workforce development and researching new markets. Examples of account managed firms include Glenmorangie plc, Quintile and Schuh. ii) Over the course of this project, SE have committed £2 - £3 Million each year over the next 5 years for account managed firms in West 2

- 100 - Lothian. This will help drive the creation of an extra 1,100 jobs. To date, SE has committed £5.35 million in support of this project. 375 jobs have been created so far. c) M9 Junction at Winchburgh The core development area at Winchburgh will be enhanced by the opening of a new motorway junction. Although no budget is allocated within the WLEGP, the partners all believe this is an important activity with close links to the other project themes – particularly over the medium-longer term. d) Scottish Development International support for inward investment Work is on-going with colleagues in SE and SDI to further raise the profile of West Lothian in general and the EA sites in particular. The key objective is to drive inward investment enquiries to this area. e) Funding for training i) This element of the WLEGP is most concentrated on support for individuals, job safeguarding and job creation. £4.7 million is budgeted over the next 3-5 years to help 1,000 individuals. ii) In the first 6 months of 2013/14 financial year, £1.2 million has been committed to more than 40 West Lothian firms. iii) £225,308 of this budget has been committed to directly assisting at least 400 ex-Vion Halls employees with English-language training. f) Additional support by SE to bring jobs to West Lothian SE invested £1 million of this budget activity in securing 130 new jobs in Bathgate. This enabled Plexus to build a European centre of excellence for design, prototyping and manufacturing. A total of £1.6 million is budgeted for this objective. SE has made significant progress quickly and we can anticipate further investment and quality high value- add jobs. g) Business Gateway complementary services Building on this, £1 million has been committed to delivering further complementary services and supporting an extra 170 jobs. This includes £244,000 in European Regional Development Fund (ERDF) support which was approved in May 2013. A partnership office was opened in August to drive more start-ups and growth firms in the Broxburn area. h) Company support Both council and SE have £2 million to support growing companies in West Lothian, over and above the other commitments earlier in this report. An encouraging level of firms have engaged with council with quality growth projects. £710,000 has been approved for 17 firms to bring forward investment which will create more than 270 jobs against the medium-term target of 240.

Actions - The Economic Partnership Forum endorsed the progress to date made in delivery of the EGP; and agreed to further updates being provided during 2014. 3

- 101 - 6. Update on Working Together Employability Partnership

David Greaves provided an update based on a report that had been circulated. He highlighted the activity of the Working Together Employability Partnership (WTEP) sub-group, the strategic group in West Lothian for increasing the level of economic participation by reducing unemployment. The WTEP consists of the key partners – specifically the Department for Work and Pensions (DWP), Skills Development Scotland (SDS), WL Council and WL Chamber, with other organisations being engaged in a number of delivery and practitioner operational-groups. The report highlighted the following key work streams:

a) Joint Offer for Employers –was developed through consultation with a number of key businesses in 2010, which confirmed that employers were confused about the range of services and initiatives available to them through public agencies. In addition, there was a perception on the part of some employers that public agencies were unable to respond effectively to specific recruitment needs.

To address these issues, a number of initiatives have been undertaken specifically: x Establishing a single point of contact to enable employers to access all partner services; x Provision of succinct information on the services on offer to employers (the latest version of the employer leaflet was circulated); x Targeted actions to support recruitment of SMEs and microfirms – including through the recent series of Ready to Recruit Road Shows.

During 2012-13: x 3,500 employers were engaged by partners x 852 employers obtained recruitment support via partners x 124 employers made specific requests for recruitment or related help through the single point of assistance

b) Joined up delivery of client facing services and initiatives Actions have been undertaken to better align services aimed at supporting individuals back into work. At a strategic level, all partners (including organisations involved in commissioned programme delivery) operate within the framework provided by the West Lothian Employability Pipeline model).

The Pipeline provides practitioners throughout West Lothian with information to help them in their day to day contact with job candidates and provides a clear picture of the range of services available in West Lothian. The Pipeline is a live document reliant on the participating 4

- 102 - organisations providing updates on a regular basis to ensure information is relevant and accurate.

c) Targeting disadvantaged communities The main focus of this has been in areas with the highest levels of joblessness and where gaps in provision have been identified, notably:

i) Fauldhouse Partnership Centre and Fauldhouse Employability Group Jobcentre plus and council services are co-located in FPC. This means that job candidates have access to job point vacancies; more intensive and mandated job search; and access to training, education (including basic skills and IT) and other specialist assistance.

ii)Armadale Employability Partnership - which brings together a range of employability partners working in the Armadale area, to join up service delivery, increase user uptake and, ultimately, increase the number of people progressing into a positive destination. Various initiatives have been rolled out including: Customer Service Training, Teen Options programme for school leavers, IT classes, Work Clubs, Job Boards, 1-1 Employment Adviser appointments and a selection of employability related literature in the local library. d) PACE and Vion Although Partnership Action on Continued Employment (PACE) arrangements are separately managed, it is essentially the Working Together partners who are responsible for the delivery of PACE in West Lothian. The response mounted to support Vion employees was extensive and intensive: (i) PACE Resource room at Strathbrock Partnership Centre established in October 2012 (ii) 1,1857 employees registered for PACE support (iii) Peak footfall of 550 plus for both January and February 2013 (iv) Three jobs fairs with combined attendance of 1,267 (v) Continued access to relevant employability related and business start-up services via the Business Gateway new office in Greendykes Road, Broxburn. The JSA claimant count rose strongly in early 2013 reflecting the VION redundancies. However over the summer the rate and number of claimants has fallen back to be below the level before the VION closure.

Progress towards a Outcome 2: We are better educated and have access to increased and better quality learning and employment opportunities, with outcome targets are monitored on a monthly basis.

SOA1302-02 reducing the percentage of working age adults on key benefits is on target for 5

- 103 - SOA1302-10 reducing the percentage of 18-24 year olds claiming Jobseekers Allowance is also on target. However West Lothian still has a higher rate of youth unemployment than Scotland and GB.

Actions Discussion focused on a number of issues and further updates were requested on: (i) Evidence of uptake by employers of the single point of contact and whether the views of those employers have changed should be circulated (ii) Whether a door knocking exercise should be implemented as a means of engaging jobless individuals in Armadale – building on the success of these interventions in Fauldhouse and the Breich Valley (iii) A Further report on the key barriers and solutions to addressing the youth employment challenge

7. New Single Outcome Agreement A report had been circulated providing an update on the new Single Outcome Agreement (SOA) which s significantly different to previous SOAs. There are fewer, more focused outcomes (8) and an increased emphasis on tackling inequality, prevention, community engagement and partnership working. The SOA is enabled by a suite of additional plans – the prevention plan, community engagement plan and the Better Off anti poverty strategy.

Partners were requested to use the briefing presentation that has been sent out to all Community Planning partners to brief teams, staff, volunteers and organisations they represent.

Achieving Positive Outcomes is available through the Community Planning pages of the West Lothian Council website by clicking www.westlothian.gov.uk/communityplanning

8. Community Planning Partnership Audit A paper had been circulated to explain that the West Lothian Community Planning Partnership is within the next tranche of CPPs to be audited by Audit Scotland. Partners are currently working with Audit Scotland to develop the scope of the audit and auditors are expected to be on site in April and May 2014.

The Community Planning team and the Council’s Performance and Improvement team have developed a set of self assessment frameworks based on the PSIF model (which had been circulated). Partners and partnership groups are encouraged to use these templates to undertake self assessment activity during the preparation for audit period. The self assessment frameworks are designed to help partners, organisations and services identify strengths and areas for further focus and to establish evidence s sources before the fieldwork commences.

- 104 - Action - After discussion, it was agreed that clarification would be sought from the council’s Community Planning manager on how the sel;f- assessment should be completed by partners.

9. Economic Conference – Spring 2014 Alice Sinnet reminded the ‘Forum that the annual economic conference is scheduled for spring 2014. Planning and booking of venue, speakers etc would need to commence in the new year. It was agreed that proposals would be brought forward to the next Economic Partnership Forum for sign-off. Depending on the proposed conference date, this might require the next Economic partnership to be brought forward to late February to provide a sufficient lead in time for the conference.

10. Dates of Future Meetings x Thurs 6 March 2014 (revised date confirmed) x Wed 4 June 2014 x Wed 3 September 2014

- 105 - - 106 - DRAFT

Minutes of the West Lothian Sub Committee held on 17th October 2013, 1400 – 1600, Strathbrock Partnership Centre.

Present Frank Toner (FT) Chair, West Lothian CHCP Jim Forrest (JF) Director, West Lothian CHCP Marion Christie (MC) Head of Health / General Manager, WLCHCP George Scott (GS) Public Health Nurse Alistair Shaw (AS) Head of Service Gill Cottrell (GC) Chief Nurse Jane Kellock (JK) Senior Manager, Children & Early Intervention Jennifer Scott (JS) Head of Social Policy, WLC Mary-Denise McKernan (MMc) Manager, Carers of West Lothian Julie Cassidy (JC) Public Involvement Co-ordinator John Richardson Public Partnership Forum Rep Andreas Kelch GP PCCF Rep Alan Bell (AB) Senior Manager, Community Care Support & Services Liza Noble WL TADP Policy Officer Lorraine Gillies (LG) Community Planning Development Manager Alison Mitchell (AM) Non-Executive Member, NHS Lothian

Apologies Moira Niven (MN) Depute Chief Executive Claire Kenwood (CK) Assoc. Clinical Director James McCallum (JMc) Clinical Director Margaret Douglas (MD) Deputy Director, Public Health, NHS Lothian Jane Houston (JH) Partnership Lead Pat Donald (PD) Acting AHP Manager Chris Stirling (CS) SJH Site Director,

In Attendance Marjory Brisbane Admin Manager

1. APOLOGIES As above.

2. ORDER OF BUSINESS INCLUDING NOTICE OF URGENT BUSINESS As agenda

3. ANY OTHER BUSINESS FOR TODAY No other business notified.

4. DECLARATION OF INTEREST FT declared he is chair of the CHCP and non executive member of NHS Lothian.

5. DRAFT MINUTE OF WEST LOTHIAN CHCP SUB COMMITTEE The minutes of the meeting held on 29 August 2013 were approved as being an accurate record.

- 107 - ACTION

6. CONFIRMATION OF ACTION POINTS Action points confirmed

7. MINUTES OF WEST LOTHIAN PUBLIC PARTNERSHIP FORUM FOR HEALTH CARE (WLPPFHC) MEETING Noted minutes of 15/08/13.

8. MINUTES OF PRIMARY CARE JOINT MANAGEMENT GROUP Noted minutes of 13/06/13.

9. MINUTES OF CHILDREN AND FAMILIES MANAGEMENT GROUP AND SUB GROUPS REPORT Noted minutes of 26/08/13.

10. SINGLE OUTCOME AGREEMENT (SOA) – Older People

AB gave a detailed presentation on the Older People’s Indicators on covalent.

11. DEMENTIA HOME SUPPORT SERVICE

AB talked to the paper giving a brief overview of the service. This is a further enhancement to the re-ablement service, supporting patients in the community on initial discharge from hospital, leading on to more generic support. This service has only been running for a short period of time and requires further communication within the acute sector to promote this service.

AM questioned if the service is working. The service is doing well for the people using this it but there has been slow uptake so far. Work is being undertaken to promote this service further.

The Sub Committee noted the report.

12. WEST LOTHIAN CULTURE VULTURE FUND

JK talked to the paper advising the Sub Committee of the distribution to date of the monies allocated to the Culture Vulture programme funded via the senior people forum challenge fund. The Culture Vulture fund is part of several initiatives to promote support social activity and connectedness in care settings, supporting the health and well-being agenda.

MC asked if patient experiences/stories could be made available to the Sub Committee to support the decision around longer term funding.

The Sub Committee noted the paper.

13. ACTION PLAN FOR THE LOTHIAN INDEPENDENT ADVOCACY PLAN 2012-16

JK talked to the paper providing an update on the progress of the Action plan for the Lothian Independent Advocacy Plan 2012-16.

A summary of the progress made to date was provided. Work is underway to explore how best to provide advocacy for groups not currently supported. In conclusion the concept of the independent advocacy has become more prominent in recent years as a result of mental health and adult protection legislation.

- 108 - ACTION The Sub Committee noted the progress of the plan.

14. TOGETHER FOR HEALTH (T4H)

GS talked to the paper providing an update on the progress of the Together for Health Project. Work is continuing to support the Fruity Friday initiative to support this healthy school initiative within the home. The Fun with Food Festival is now in the third year and continues to be a success. Local collaboration is taking place across a number of community groups engaging them in health promotion dialogue. Work is continuing around capacity building and sustainability with Armadale community taking on some key actions that can no longer continue through the project. Evaluation is taking place through KPI’s and food attitudes and behaviour studies.

GS talked about the key risks around the reduction of funding by HIF in 2012 and GS/JK/ informed the Sub Committee the Regeneration and Employability Area Services, West MD Lothian Council have committed to match the HIF £20K funding. GS to discuss funding with JK and Margaret Douglas.

JR asked if there were intentions to take activities to other areas. GS informed the Sub Committee that some activities have been taken to other areas and this was an area the Regeneration funding would like to pursue. GS highlighted this was a new concept which is resource intensive and takes time to build relationship and a strong partnership approach. GS is currently building on a portfolio of activities that were successful, looking at tangible areas that have made a change. JR requested further information and would be JR/GS happy to discuss this further with GS following the meeting.

The Sub Committee noted the progress of the project.

15. TOBACCO, ALCOHOL, DRUGS PARTNERSHIP (TADP) – ANNUAL REPORT

AB talked to the paper and introduced Liza Noble, TADP policy officer. The TADP will now be replaced by ADP as Tobacco is managed by other parts of the organisation. The annual report has been submitted to the Scottish Government. In 2012 the Scottish Government advised ADP they would be expected to provide a 3 year delivery plan for the period 2012 -2015 and were advised to provide annual reports on progress. Progress to date includes the delivery of the HEAT A11 target through the delivery of the Drop In service and the development and implementation of the Through-care and After-care Recovery service.

AM commended the report and in particular the inclusion of case studies.

AK stated from a GP perspective the Drop In clinics is an excellent service.

The Sub Committee noted the progress and the commitment.

SUB-COMMITTEE REPORTING MECHANISMS TO SUPPORT SOA

The revised Sub Committee reporting framework template was discussed enabling performance to be tracked against the Single Outcome Agreement. The Sub Committee agenda will focus on the SOA outcomes.

The Sub Committee noted the revised reporting template

- 109 - 17. AOCB No other business was discussed

18. DATE, TIME OF NEXT MEETINGS CHCP Sub Committee meetings at 2pm – 4pm in Strathbrock Partnership Centre.

06.02.2014 10.04.2014 05.06.2014

Meeting closed at 3.10pm.

- 110 - WEST LOTHIAN COUNCIL CLIMATE CHANGE WORKING GROUP

27th NOVEMBER 2013

ACTION NOTE

Present – Craig McCorriston (Chair), Caitlin Hamlett, Douglas Evans, Catherine Gegan, Graham Hedger, Joanna McKune Apologies – Alan Colquhoun, David Goodenough, Grant Taylor, David Wilson, Steve Field

In attendance – Peter Rogers

The items for action and the allocation of that action are listed below. If you have any queries, please contact Caitlin Hamlett as soon as possible on 01506 283307.

Item Title Decision Action Completion Update on Actions Date N/A N/A 1. Apologies Note apologies as outlined above None

th Action note from last x Noted that revisions to KPI’s not complete. ALL – KPI’s to 18 December 2. meeting New external lighting and new waste KPI’s be updated / new required KPI’s added x DE outlined issues surrounding Covalent reporting of energy KPIs (phasing & ALL – Feedback seasonal adjustments) to CH on x CMcC advised that best practice for proposed CCS performance monitoring is quarterly from a outline reporting perspective x CH advised no feedback received on proposed Climate Change Strategy

3. Climate Change x CH presentation. Advised that funding None Update support received to develop exemplar Carbon Management Plan and outlined

DATA LABEL - PROTECT: PRIVATE/CONFIDENTIAL

- 111 - Item Title Decision Action Completion Update on Actions Date content of forthcoming workshops

th 4. Climate Change x CH outlined mitigation/adaptation streams ALL – Feedback 18 December Strategy and the importance of identifying council from all in wide activities relation to x Presented the relevant strategies and policies & policies that relate to the CCS strategies. What x CMcC stressed the importance of linkages & where are the to economic strategies as drivers for links and have climate change any been x Update from GH on flood risk management. missed? New 6 year plan from 2015 x Possibility of flood risk mgmt plan becoming CH: Outcomes a strategy due to substantial influence on x Outcome 2 – other areas such as the LDP Waste to be x CH led group discussion on proposed added outcomes x Outcome 3 – links between schools and the wider community x Outcome 4 – Addition of emergency planning adaptation to other climate impacts x Outcome 6 – Vision or outcome? Definition of sustainability

CH: to develop th program to 18 December

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- 112 - Item Title Decision Action Completion Update on Actions Date present to service mgmt teams for feedback and arrange 1:1’s with key individuals to develop actions

ALL: Feedback 18th December required to identify relevant projects outwith project list that was circulated previously

5. Delivering Better DE outlined corporate temperature policy – ALL: Feedback 18th December Outcomes discussed challenges of implementing temperature requested on policy in hard to heat buildings such as depots building types – have we covered everything?

6. Environmental KPI’s – Clarification of responsible officers for KPI Monitoring updating on Covalent. CMcC advised individual outcomes should be responsibility of relevant services.

7. AOB None

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- 113 - - 114 - WEST LOTHIAN COUNCIL CLIMATE CHANGE WORKING GROUP

8th January 2014

ACTION NOTE

Present – Craig McCorriston (Chair), Caitlin Hamlett, Douglas Evans, Catherine Gegan, Joanna McKune (on behalf of David Goodenough), Peter Rogers, Grant Taylor Apologies – Steve Field, Graeme Hedger, David Wilson, Kevin Russell

In attendance – Peter Rogers

The items for action and the allocation of that action are listed below. If you have any queries, please contact Caitlin Hamlett as soon as possible on 01506 283307.

Item Title Decision Action Completion Update on Actions Date N/A N/A 1. Apologies Note apologies as outlined above.

Action note from last x All KPI’s to be updated by 13th Jan and 2. meeting environmental report will be presented to CPP Steering Group on 20th Jan x Climate Change Strategy will be presented Feedback to be Month end to Modernisation Board in March then on to provided by end PDSP in April of January x No feedback from Operational Services & Social Policy regarding corporate temperature policy

3. Climate Change x CH provided update on progress with RES Update funded Pilot Carbon Management Plan Revision Support Programme. Looking for volunteers for workshop on 28th January ( mainly relating to finance) in East

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- 115 - Item Title Decision Action Completion Update on Actions Date Dunbartonshire th x Earth Hour – looking for ideas or CH to discuss 20 Jan suggestions for buildings where lights can with Davie be switched off for Earth Hour 2014. Wilson Linlithgow Palace suggested again. x CH discussed Levenseat district heating plans and the need for a project stakeholder group to be set up. Scottish Enterprise funding available to look at technicalities of taking project forward. Funding from RES then available for full feasibility

4. Climate Change CH gave presentation on progress so far and Strategy outlined some of the key linkages.

th x More feedback required regarding project CH to re- 16 Jan list (to include projects potentially covered circulate project by other strategies/plans). Members of list and CCWG responsible for circulating and anonymized full responding on behalf of services. list

ALL – provide x Service representatives to feed back on th any new policies/strategies coming forward project 24 Jan to establish if relevant to the CCS. feedback.

CMcC commented that the strategy should be a Members of framework to facilitate changes on an ongoing CCWG basis – as such it will necessarily be high level responsible for circulating and responding on behalf of services.

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- 116 - Item Title Decision Action Completion Update on Actions Date

5. Delivering Better CH gave round up of Green Impact behaviour CCWG members Ongoing Outcomes change programme and advised that vacancy to inform should be advertised end of January/beginning of relevant services February with recruitment complete by early March of progress

6. Environmental Mostly covered in agenda point 2, but reminder that All to ensure 15th Jan Lighting KPI now updated to Monitoring all to be updated and commentaries added. KPI’s are quarterly. Reminder that KPI’s should be kept as they are updated currently as under review as part of CMP, but should still be reported quarterly and not cumulatively.

7. AOB DONM to be confirmed but should be Room GS1 booked for 20th approximately 4 weeks from date Feb

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- 117 - - 118 - Mhairi Laughlin

Principal & Chief Executive West Lothian College

www.west-lothian.ac.uk

- 119 - West Lothian College

Expansion August 2014 Contributing to the Single Outcome Agreement Delivering more for our Communities What are we expanding and why www.west-lothian.ac.uk

- 120 - Planning permission granted for extension which will provide the equivalent of 3 new workshops. Multipurpose space for a range of practical and technical skills. www.west-lothian.ac.uk

- 121 - View from Stadium – side of College

Also canopy extension to increase the outdoor working space for motor vehicle and construction. Aim overall to get more available space for delivery of practical skills to meet growth in capacity. www.west-lothian.ac.uk

- 122 - All designs environmentally friendly and in keeping with the look and design of the area. Associated development – cycle locker area and sports hall equipment – space extension. www.west-lothian.ac.uk

- 123 - Why these areas?

Result of good partnership working

www.west-lothian.ac.uk

- 124 - Impact

August 2014 10% increase in funded places

New courses:- Electrical Engineering Level 6 HND Engineering Systems HNC Computer Networking HNC Computing Software Development HNC Accounting HNC Applied Science HNC Care and Admin Practice NC Hospitality, Professional Cooker Level 6 NC Travel & Tourism

www.west-lothian.ac.uk

- 125 - - 126 - Date: 3 Feb 2014 Community Planning Item No: 8 Partnership Board

Increasing Skills for the Economy

1. Purpose of Report

To update Community Planning Partners on the extension to the facilities at West Lothian College and the growth in funded places available from August 2014.

2. Discussion

The value of joined up working across the Economic Forum, Opportunities for All and College School Partnership to ensure that plans to extend and expand the skills provided for our young and adult learners meet the identified needs of communities, businesses and employers.

3. Summary of Implications

Planning permission has been granted for an extension to the College buildings and this new space will be used to increase the practical workshop areas of the college enabling a broader range of vocational skills delivery.

Some growth in funded capacity from the Scottish Funding Council has also been confirmed for August 2014 and is welcomed as it represents a significant achievement for the community in securing college places to meet the needs of a growing population.

The new programmes planned for 2014/2015 have been informed and identified as a result of good partnership working with the Economic Forum (Joint Supply and Demand Skills Study 2012), the partnership with the Chamber of Commerce (Employer information and Chamber input to Course Approvals) the ongoing work with Opportunities for All (securing places for all our post 16 young people) and with the College/Schools Partnership (Vocational Programmes for the Senior Phase students from all West Lothian Secondary Schools).

The impact of this is the continued development of a highly relevant and ambitious college skills portfolio to meet the needs of learners and the economy.

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Relevant SOA outcome (s) We are better educated and have access to increased and better quality learning and employment opportunities

Our economy is diverse and dynamic, and West Lothian is an attractive place for doing business

Relevant SOA performance indicator Proportion of working age adults in work (s) % of West Lothian College full time leavers entering a positive destination1 Qualification levels within the resident working age population of SVQ2,3 4 and above Percentage of school leavers entering a positive destination Percentage of pupils in S5 attaining 5+ qualifications at level 6 % of care leavers entering positive destinations Median earnings £s for residents living in the local authority area who are employed

Resources College Residual Capital Grant

Link to CPP prevention Linked to life stages model plan/Community Engagement plan x Everyone’s life chances are maximised ( by improving their educational attainment) to become successful learners, confident individuals, responsible citizens and effective contributors x Our young people are successful learners, confident individuals, responsible citizens and effective contributors and have a positive destination x Every adult has the skills and ability to secure and sustain employment

Impact on inequalities Increase life chances through good quality sustainable skills and employment

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Key risks Inability to attract learners on to new programmes through insufficient advice and guidance on entry requirement s and progression opportunities.

4. Consultations

With relevant partners as noted in report.

5. Conclusions

None – ongoing development

6. Recommendations

That the Community Planning Board note the developments and encourage their appropriate organisations to support the developments and mitigate against the key risk.

Report written by/contact details/date

M Laughlin

Principal

West Lothian College

23.1.14

References

Appendices

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NHS Lothian Strategic Plan 2014-20 24

1. Purpose of Report

To advise the Partnership Board of the development of the above strategic plan and the emerging themes and provide an opportunity for partners to comment and contribute in advance of its consideration by NHS Lothian Board in April 2014.

2. Discussion

2.1 Background

Following the agreement of NHS Lothian’s Strategic Clinical Framework “our health our future” in February 2013 it was agreed that a comprehensive strategic plan for the delivery of health and healthcare in Lothian should be developed setting out the challenges, to be addressed and the plans and propositions which are needed to achieve the aims of the Strategic Clinical Framework.

The Framework and the developing strategic plan are consistent with the Government’s strategic narrative and vision for achieving sustainable quality in the delivery of healthcare services across Scotland. The vision is that by 2020:-

x everyone is able to live longer, healthier lives at home, or in a homely setting

x we will have a healthcare system where we have integrated health and social care, a focus on prevention, anticipation and supported self-management x when hospital treatment is required and cannot be provided in a community setting, day case treatment will be the norm x whatever the setting, care will be provided to the highest standards of quality and safety, with the person at the centre of all decisions x there will be a focus on ensuring that people get back into their home or community environment as soon as appropriate, with minimal risk of re- admission.

Aligned to the development of this plan will be the development of four integration plans describing how NHS Lothian will work with its four Council partners. These

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integration plans will be consulted during 2014/15, with a view to the new Partnerships becoming operational in 2015.

These changes, which are expected to fully integrate primary care and community services with the prime purpose of delivering improvements, will affect the governance, leadership and management arrangements essential to most effectively deliver the necessary changes at a pan Lothian, partnership, locality and neighbourhood level.

Integration, therefore is an essential enabler, which will generate a new dynamic creating different and exciting opportunities for NHS Lothian and its partners to realise the outcomes highlighted in this plan.

2.2 Today’s and tomorrow’s challenges

Unless we fundamentally change the ways we currently work and organise our services, we will not be able to deliver high quality care and we will fail the population we are here to serve.

The strategic plan has been developed to recognise and address the principal challenges which must be addressed over the next 10 years. These include:

x an overall population growth in Lothian of 9.3% for 2011 to 2024 (10.6% from 173,683 to 192,046 in West Lothian) 2010 GRO estimates x increasing incidence and prevalence of certain diseases, including diabetes, dementia, cancer x lower rates of health improvement in our poorer communities where people continue to die younger and live less healthy lives resulting in a continuing health inequalities gap x increasing number of people living with more than one long term condition, and many with complex co-morbidities x Our aging workforce, limited availability of some staff groups and skill sets , and the need to develop staff skills more effectively within a more integrated health and social care workforce x Limited public resources with the expectation that real terms growth in health spending will not return to 2009/10 levels until at least 2025, coupled with need to rebalance investment from hospital to community services and consider areas for disinvestment.

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2.3 Lothian’s Vision for the Future

The plan will describe what NHS Lothian intends to do over the coming decade to address these challenges and provide a high quality and sustainable healthcare system for its citizens. It will do this through new ways of working by its staff, as well as by working differently with its key partners through the four councils, the third sector and with patients and carers.

A number of propositions have been developed and will be firmed up through engagement over the coming months, including the following key commitments:-

x a radical shift away from a ‘traditional’, incremental approach to service provision to a patient-centred, whole-system, pathways approach, focussing much more explicitly on the needs of people who use NHS Lothian’s services; x an end to ‘silo working’, through closer interdependence and integration of primary, community and secondary care health services and through the establishment of Health and Social Care Partnerships for Edinburgh, West Lothian, Midlothian and East Lothian, in accordance with Government legislation; x a rebalancing of investment from hospital to community services as well as action on areas for disinvestment, recognising the need to improve quality at the same time as generating an average of £40m cash-releasing savings each year; x improved access to primary care, through an increase in the number of general practices and locations to meet the needs of changes in local populations and new housing developments x Implement NHS Lothian strategy for Children and Young People, including the Children’s bill requirement for a named person for every 0-5year old x Utilise Early Years Change Fund and the Early Years Collaborative to ensure that we and our partners achieve the national ambition for every child to have the best start in life x to actively consider the future potential of NHS continuing care beds in Corstorphine, Ellen’s Glen, Ferryfield House, Findlay House, Midlothian Community Hospital, Roodlands Hospital, St Michael’s and Tippethill to facilitate step-down and active rehabilitation as well as short term assessment by primary care to avoid acute hospital admission; x to consider the long term use of the Royal Victoria Hospital and Liberton Hospital sites x to modernise mental health services and to redevelop the Royal Edinburgh Hospital, with phase one expected to be complete by 2016;

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x to build a new Royal Hospital for Sick Children on the Royal Infirmary of Edinburgh campus, with completion expected by 2017; x to build a new specialist, pan-Lothian Cancer Centre, fit for the 21st century, at the Western General Hospital; x to develop a new configuration of general acute inpatient hospital services at the Royal Infirmary of Edinburgh, Western General Hospital and St John’s Hospital, Livingston. The configuration of a number of acute services will be reviewed to ensure gains in both quality ,efficiency and sustainability of service provision. Dermatology in-patients, acute stroke and day case surgery for high volume specialties e.g. ophthalmology and orthopaedics are specific areas under review.

2.4 Transforming our Services –Putting Patients at the Centre of Our Plans

For a long time we have planned the way we deliver health and care services separately in different parts of our system (primary care, acute care, local councils). We have also tended to plan around buildings, or around individual services.

What is proposed here is a radical shift away from this ‘traditional’ approach to a patient-centred, whole-system approach, focussing much more explicitly on the needs of people who use NHS Lothian’s services.

This plan is predicated on the need for radical redesign to deliver sustainable improvements in health and care services in Lothian. A central tenet of service redesign is to focus on the patients’ journey and experience, to help identify where service improvements are necessary and to involve a wide range of service users and providers in analysing and redesigning improved patient pathways.

Using intelligence and evidence, we have identified representative patients with varying degrees of care needs: we have called these patients Callum, Hannah, Scott and Sophie. We will use these patients as examples to illustrate their pathways of care, understand their care needs, how their care needs are currently being met and agree how these can be met more effectively and efficiently in radically different ways. This is being conducted through a designed and managed process of engagement during 2014 and is will inform large and significant parts of the final plan.

Urgent service redesign work is currently required, some is ongoing and will continue, in order to allow us to meet the most pressing and immediate challenges that we face. However, alongside that, a number of new work streams will be initiated with the aim of redesigning healthcare across whole pathways during 2014.

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2.5 The Emerging Plan

The plan will set out the main strategic propositions which NHS Lothian intends to pursue in order to deliver the outcomes. Some propositions are reasonably clear and firm, while others are less clear and will require further investigation and, in some case, detailed option appraisal to firm up.

Further development of the Strategic Plan will be undertaken as part of an iterative process, alongside development of the four Health and Social Care Partnership Integration Plans and Strategic Commissioning Plans throughout 2014.

2.6 Specialty Configuration and Site ‘Masterplanning’

NHS Lothian has too many hospital buildings which are not fit for purpose and we need to review the future use of all our sites, ensuring that those retained are fit for purpose and, together with any new developments, are able to meet future demand and deliver high quality healthcare in the 21st century.

We remain committed to retaining our four acute sites: the Royal Infirmary of Edinburgh, the Western General Hospital, St John’s Hospital and the Royal Edinburgh Hospital. Work is well advanced to reprovide the Royal Hospital for Sick Children and dept of clinical neurosciences adjacent to RIE by 2017.

We will be exploring options to improve the quality and safety of hospital facilities by reproviding complex care beds from Corstorphine Hospital and Astley Ainslie Hospital in upgraded accommodation at the Royal Victoria Hospital in the short term. With Edinburgh Council we will explore the future role of the Royal Victoria Hospital and of Liberton Hospital to meet the care needs of older people. Better utilisation of Midlothian Community Hospital and the development of the new East Lothian Community Hospital for older people’s care is proposed. The options for both the Lauriston Building and the Princess Alexandra Eye Pavilion sites will also be reviewed. We intend to develop our ambition to reprovide the Edinburgh Cancer Centre on the Western General site.

2.7 Making it Happen: Delivering the Changes

Establish Health and Social Care Partnerships for Edinburgh, West Lothian, Midlothian and East Lothian, in concert with the local Councils, citizens and other stakeholders, in shadow form during 2014 and to be operational in 2015; review the remaining governance arrangements within NHS Lothian in the light of the establishment of Partnerships.

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Modernise and train the workforce, reflecting efficient and innovative use of knowledge and skills and challenging outmoded systems of working.

Consider with partner service providers and education providers how to develop how to develop the health and care workforce we need to develop and publish our workforce plan

Identify and deliver a minimum of 3% efficiency savings over each of the next 10 years to allow investment in the new service models and fit for purpose facilities.

Work with partners to identify and drive forward opportunities for more efficient delivery of corporate services through a shared service approach.

Create specific initiatives to develop medical and other clinical leadership arrangements that facilitate the engagement of frontline staff in the processes of managing change

Make optimum use of managed clinical networks and other organisations to engage with citizens and to focus attention of services on patient-centred priorities and pathway redesign

Make full use of new technologies e.g. telehealth/telecare and other digital systems such as paperless processes to enable service modernisation and efficiency improvements.

Drive forward the innovation agenda by developing a culture of innovation across the whole organisation focus on delivering against our key challenges to improve quality, efficiency and productivity.

Implement NHS Lothian’s values and use these as the cornerstone of our organisational development plan to drive the positive culture changes we need.

3 Summary of Implications

Relevant SOA outcome (s)

Our children have the best start in life and are ready to succeed;

Older people are able to live independently in the community with an improved quality of life;

We live longer healthier lives and have reduced health inequalities.

Relevant SOA performance indicator (s)

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SOA1306_01: Percentage of time in the last 6 months of life spent at home or in a community setting

SOA1306_02: Percentage of adults needing care receiving personal care at home or direct payments for personal care

SOA1306_03: Patients whose discharge from hospital is delayed to an appropriate setting

Resources

Link to CPP prevention Engagement and consultation should plan/Community Engagement plan take place using community engagement plan processes

Impact on inequalities Reduce health inequalities

Key risks The final plan will articulate key risks

4 Consultations

The NHS Lothian Strategic Plan sets out the intended direction of travel for the redesign and transformation of health, healthcare and care more generally in the Lothian area. There is current consultation with partner organisations on the general approach and many of the specific emerging propositions within this approach. Public consultation on specific proposals will take place in accordance with NHS Lothian’s duty to involve, engage and consult on service change. Many propositions will also have implications for staff and staff partnership input to the development of the strategic plan has been essential.

5 Conclusions

The final version of this strategic plan will be presented to NHS Lothian Board for approval on 2 April 2014. The further development of the components of the plan

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- 137 - Date: 3 Feb 2014 Community Planning Item No: 11 Partnership Board will take place during 2014, with the draft strategic commissioning plans of the Health and social care partnerships which are expected to be established by statute in Spring 2015. It will be essential that the strategic ambitions of NHS Lothian and that of statutory and other community planning partners are aligned if the required shift to a whole system, person centred approach to health and healthcare is to be achieved and the national 2020 vision delivered for the population of Lothian.

6. Recommendations

The Partnership is recommended to:

Consider the context, challenge and emerging proposition within NHS Lothian’s strategic plan

Provide any comments on the strategic direction and specific propositions by 28th February 2014 so that these can be incorporated prior to presentation of the final plan to NHS Lothian Board.

Report written by:

Libby Tait

Associate Director, Strategic Planning

NHS Lothian

[email protected]

22 January 2014

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- 138 - Date: 3 Feb 2014 Community Planning Item No: 12 Partnership Board

WEST LOTHIAN REGENERATION FRAMEWORK

1. Purpose of Report

The purpose of this report is to request that the Community Planning Partnership (CPP) Board approve the Regeneration Framework 2012-34.

2. Discussion

Previous reports to the Community Planning Partnership (CPP) Board on 10 June 2103 and 11 November 2013 advised of proposals to develop a 20 year Regeneration Framework for West Lothian.

The development of a Regeneration Framework for council and partners has been progressed with support from officers in various organisations and services. The draft framework sets out the principles underpinning a twenty year plan to reinvigorate and invest in West Lothian communities, through targeted action to improve the life chances of those living in the most disadvantaged communities.

The overarching outcome in the West Lothian Single Outcome Agreement (SOA) of “Tackling Inequalities” is also the key aim of much regeneration activity and the outcomes in the framework are similar to many of those in the SOA. There is an obvious focus on partnership working, a shift to prevention, evidence based interventions and actively involving individuals and communities in developing and delivering solutions.

Regeneration is a long-term process which attempts to bring about transformational change to improve the lives of individuals, families and communities. This framework highlights key challenges to be tackled, actions that can be undertaken in the short to medium term and key indicators measuring change over the medium to long term.

The draft Regeneration Framework includes sections on context, development and ownership and scope of the Framework. It demonstrates linkages to council and community planning priorities, as identified in the West Lothian Community Plan and SOA 2013-2023 and the council’s Corporate Plan 2012-17.

The framework identifies five key themes which have been mapped against the Community Planning Partnership’s SOA priorities and outcomes and West Lothian Council’s priorities, and are, in descending order of priority:

x Employability and Employment; x Early Years and Family Learning; x Health and Wellbeing; x Economic Development; and x Community Capacity and Cohesion.

Educational attainment is a key element within each of these themes and this is reflected in the Performance Indicators (PIs). For each of the five key themes there is information

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on the purpose, approach, activities and PIs for the theme. These have been provided by services who will be directly involved on delivery of the interventions.

Across a range of high level indicators West Lothian has similar levels of economic and social problems and issues to Scotland as a whole. West Lothian does not have the high concentrations of deprived areas found in peripheral estates of cities or large towns in other parts of Scotland. However, within West Lothian there are distinct differences between and within communities eg there is a difference in male life expectancy of 9.2 years and for female life expectancy of 8.7 years between the communities with the highest and lowest average life spans.

There is strong evidence eg Improvement Service (2011), that residents of the worst 20% data zones have significantly worse life outcomes across a range of indicators than the average, and that this is true not just for Scotland but for smaller geographical areas. There is, therefore, a strong justification for focussing specific programmes and initiatives in and around the worst 20% of datazones.

The focus of the Regeneration Framework is to improve the life chances of the most disadvantaged, and the broad definition used is residents of the worst 20% of datazones in West Lothian. Where practicable and appropriate PIs will be drawn from the SOAand be capable of analysis by Scottish Index of Multiple Deprivation (SIMD) quintile.

For example, the table below shows the percentage of people who are income deprived in each of the five quintiles (from worst to best) compared to the West Lothian average, with the proportion in the worst 20% being seven times the proportion in the best 20%, and almost double the West Lothian average.

The target setting rationale is to half the gap between those in the worst 20% of datazones and the West Lothian average. For example, the current difference in the proportion of people who are income deprived is currently 11.0% (worst 20% is 23.9% and average is 12.9%) so the target is to reduce this by 5.5%, giving a target of 18.4% as the proportion of income deprived residents in the worst 20% of datazones. The target is a percentage of the average, rather than a fixed value, and should contribute to both “raising the bar” and “closing the gap”.

Indicator Worst Q2 Q3 Q4 Best WL Target Income deprived 23.9% 18.0% 12.8% 8.3% 3.4% 12.9% 18.4%

The final section of the framework contains conclusions and, specifically, that the framework seeks to support more active involvement of local communities in regeneration, with a starting point of identifying with communities the assets they have, and can bring to the process, rather than the deficits they are perceived to have. The “assets based” approach has proved successful elsewhere and is in keeping with the Single Outcome Agreeement commitment to involving people and communities in building on positives in order to design solutions to problems.

Regeneration is a long-term process which attempts to bring about transformational change to improve the lives of individuals, families and communities. This multi-agency

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Framework highlights key challenges to be tackled, actions that can be undertaken in the short to medium term and key indicators measuring change.

The framework will be implemented and monitored at a local level through community owned Regeneration Plans, based on clusters of datazones in the worst 20% in West Lothian, which will detail how specific actions will be taken to identify and address needs in these individual communities. Aggregated updates on these will be reported to West Lothian Council’s Partnership and Resources Policy Development and Scrutiny Panel annually.

Progress in implementing the regeneration framework and supporting plans will also be reported to the Community Planning Partnership Board on an annual basis.

The framework, including PIs and targets, will be reviewed and updated following the publication of every Scottish Index of Multiple Deprivation; the last of these was in 2012. These are currently prepared on a three year cycle. The framework will therefore be reviewed and updated every three years, with the first review in 2015-16, reporting to both the Community Planning Partnership and the Economic Forum (through the Economic Strategy). There will also be regular reports to the Partnership and Resources Policy Development and Scrutiny Panel.

3. Summary of Implications

Relevant SOA outcome (s) x Our children have the best start in life and are ready to succeed. x We are better educated and have access to increased and better quality learning and employment opportunities. x Our economy is diverse and dynamic, and West Lothian is an attractive place for doing business. x We live in resilient, cohesive and safe communities. x People most at risk are protected and supported to achieve improved life chances. x We live longer, healthier lives and have reduced health inequalities.

Relevant SOA performance indicator (s) A range of PIs giving data at datazone level are included in the Regeneration Framework, and appropriate PIs from the SOA are also as indicated in Section 2 above.

Resources The Regeneration Framework will be delivered within existing resources, with external funding sought for specific initiatives and projects.

Link to CPP prevention plan/Community Engagement plan The Regeneration Framework has a strong focus on both prevention, which will be evidenced by the initiatives to be highlighted for each theme, and community

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engagement, as evidenced by the commitment to strengthen community capacity by building on community assets.

Impact on inequalities

The purpose of the Regeneration Framework is to develop and deliver interventions which will reduce the inequalities gap between those in our most disadvantaged communities and the West Lothian average.

Key risks Further deterioration in the economy will make tackling inequalities and effective regeneration significantly more difficult.

4. Consultations Previous reports were considered by the Community Planning Partnership Board on 10 June 2013 and 11 November 2013.

Individual discussions were held with various members of the CPP including NHS Lothian, Police Scotland, the Scottish Fire and Rescue Service and West Lothian College.

5. Conclusions

The proposal for a 20 year Regeneration Framework gives West Lothian Council and the Community Planning Partnership the opportunity to set out a longer term vision addressing a limited number of key outcomes.

When the framework is agreed Regeneration Plans will be developed at a local level to support the decisions on what actions are most appropriate for each community. Current Ward Action Plans will remain in place.

6. Recommendations The Board is asked to comment on and agree the Regeneration Framework.

7. Report written by/contact details/date Ian Hepburn, WLC Community Regeneration Manager. E: [email protected] T: 01506 281089

8. References “Making Better Places: Making Places Better, The Distribution of Positive and Negative Outcomes in Scotland”, Improvement Service, 2011.

9. Appendices One - Appendix 1 : Draft Regeneration Framework.

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Draft West Lothian Regeneration Framework 2013-2034

This is a framework for delivering effective and targeted community regeneration which supports, and should be read with, the Economic Strategy.

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Contents

Page 1 Overview 3 1.1 Foreward 3 1.2 Context 4 1.3 Development of the Framework 6 1.4 Ownership and Scope of the Framework 7 2 Council and Community Planning Priorities 8 2.1 Council Priorities 8 2.2 Community Planning Priorities 9 3 Key themes and Outcomes 11 3.1 Outcome A Employability and Employment 12 3.2 Outcome B Early Years and Family Learning 14 3.3 Outcome C Health and Wellbeing 18 3.4 Outcome D Economic Development 21 3.5 Outcome E Community Capacity and Cohesion 23 4 Conclusions 26

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1 Overview

1.1 Foreword The theme of the West Lothian Community Plan and Single Outcome Agreement 2013-2023 is ‘Tackling Inequality’, and a key element in that is increasing support to those who most need it. We will work together to make sure that West Lothian is the best place possible to live, work and do business in – for everyone. The new Single Outcome Agreement is a 10 year plan, with agreed outcomes, indicators and activities that will be delivered now and that will have impact on the short term, medium and longer term – ensuring sustainability and transformational change. The focus on prevention and early intervention will enable us to shift resources and prevent negative outcomes.

The Regeneration Framework is identified as a multi-agency strategy in the Community Planning Partnership (CPP) strategy map, and will also be linked to the West Lothian Economic Strategy. This document sets out the principles underpinning our twenty year plan to reinvigorate and invest in our communities. It provides a long term plan for targeted action to improve the life chances of those living in our most disadvantaged communities. It will give fresh impetus and greater clarity for the targeting of interventions to address deprivation and economic exclusion within specific areas and communities. It seeks to:

Ŷ set out the initial phase of a twenty-year plan with the emphasis on preventative actions and spend in tackling economic and social challenges whilst maximising the development potential of West Lothian; Ŷ focus efforts of the council and partners on target communities and localities in a consistent way; Ŷ build community capacity by identifying and building on community assets and supporting potential “community anchor” third sector organisations that operate in target areas; Ŷ support bids or proposals for additional external funding streams; Ŷ ensure that planned settlement growth benefits the entire community; Ŷ reduce costs to CPP Partners by reducing “failure demand” ie demand for public services that would not arise had public services been designed around preventative actions that tackle underlying causes of social disadvantage instead of being focused principally on the symptoms of disadvantage. The framework will be implemented and monitored at a local level through community owned Regeneration Plans, based on priority areas with clusters of datazones in the worst 20% in West Lothian, which will detail how specific actions will be taken to identify and address needs in these individual communities. Aggregated updates on these will be reported to the Partnership and Resources Policy Development and Scrutiny Panel (P&R PDSP) annually. Ward Action Plans will continue to be developed and reported to Local Area Committees, which will be strengthened. Progress will reported to Community Planning Partnership (CPP) and the input from partners and the local community and voluntary sector will be crucial to effective implementation and delivery of the framework.

The framework, including performance indicators and targets, will be reviewed and updated following the publication of every Scottish Index of Multiple Deprivation; the last of these was

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- 145 - WEST LOTHIAN REGENERATION FRAMEWORK | 2013-2034 in 2012. These are currently prepared on a three year cycle. so the first update will. The framework will therefore be reviewed and updated every three years, with the first review in 2015-16, reporting to both the Community Planning Partnership and the Economic Forum (through the Economic Strategy). There will also be regular reports to the P&R PDSP.

1.2 Context

Headline levels of disadvantage including unemployment, financial exclusion, poor health and lower educational attainment tend to be higher in south-west West Lothian – Armadale, Blackburn, Bathgate, Boghall, Fauldhouse and the Breich Valley and Whitburn along with parts of Livingston. The SIMD (Scottish Index of Multiple Deprivation) 2012 results provide an analysis of relative deprivation at a fine grain, small area level. SIMD 2012 tells us that:

Ŷ Overall, there has been a reduction in the number of datazones within West Lothian in the most deprived 15% category for Scotland. Ŷ In SIMD 2012, 13 West Lothian data zones are in the 15% most deprived datazones in Scotland, compared to 19 in 2009 – and the total population living in datazones in most deprived 15% has fallen from 15,000 to 9,000. Ŷ Although West Lothian has very few data zones in the most deprived decile, a large proportion of datazones are found in the second, third, and fourth deciles (towards the more deprived end of the distribution). This is similar to the pattern observed for SIMD 2009. Ŷ Looking at a slightly broader most deprived 20% category, the number of West Lothian data zones has decreased from 39 in 2009 to 33 in 2012.

In a more ‘dispersed urban’ area such as West Lothian, SIMD can provide a rough guide to the distribution of clustered deprivation across the area. Although Scottish Government tends to emphasise targeting of actions on the most deprived 15% of Scottish datazones it is more appropriate in a West Lothian context to focus on the most deprived 20% of West Lothian datazones. The distribution of deprived datazones across West Lothian (when extended to include the most deprived 20%) generally follows the pattern evident in 2009.

Livingston’s growth and development over the last 50 years has been a major achievement. However, deprivation and poverty levels significantly exceed the West Lothian and Scottish average in Craigshill and parts of Livingston on either side of the A899 “spine” road.

There is strong evidence that residents of the worst 20% data zones have significantly worse life outcomes across a range of indicators than the average, and that this was true not just for Scotland but for smaller geographical areas. There is, therefore, a genuine justification for focussing specific programmes and initiatives in and around the worst 20% of datazones.

However, area based analysis of deprivation does not tell the full story. The majority of individuals living in “deprived areas” do not consider themselves as deprived. Population 4 | Page Data Label: PUBLIC

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growth and in-migration can mask core levels of deprivation experienced by individuals and households.

There are also other spatial development issues and opportunities that are not specifically linked to tackling deprivation, specifically:

Ŷ The importance of strong town and village centres as hubs for services, shops, leisure opportunities and jobs. Ŷ Distinct issues associated with rural areas and villages in terms of access to services and limited transport provision.

Some issues eg youth unemployment, are not concentrated in, or limited to, a small number of defined neighbourhoods. Therefore the West Lothian Regeneration Framework includes a mix of area-focused and client group targeted measures.

The current economic, financial and fiscal environment is uncertain and challenging. The consequences of the Vion (Halls of Broxburn) closure with the loss of 1700 jobs and the local impact of benefit changes could further marginalise individuals and communities. Therefore, any long term framework needs to be able to be agile and responsive to change and external threats.

The life stages model of service delivery has been developed based on acute targeting, early intervention and preventative actions. The model recognises that the outcomes being pursued may only come to fruition in the long term – 15 to 20 years. The West Lothian Regeneration Framework recognises the long term nature required to bring about significant improvements and this will be the first iteration of a continually updated long term delivery plan.

West Lothian Regeneration : Challenges and Opportunities

West Lothian has a long track record of delivering innovative and targeted regeneration activities and outcomes through partnership working. These include:

Ŷ Enabling and co-ordinating housing and community growth across West Lothian; Ŷ Responding proactively to economic change; Ŷ Delivering renewal of outmoded housing areas; Ŷ Investing in town centres and enabling the growth of Livingston Centre into Scotland’s 5th largest retail centre; Ŷ Focusing on achieving specific outcomes including, for example, a significant improvement in the number and proportion of positive outcomes for young people on leaving school; Ŷ Enhancing and enabling community capacity and cohesion in areas including Boghall, Craigshill in Livingston and Mayfield / Mount Pleasant in Armadale; and Ŷ Making our communities safer through joint planning by Community Planning Partners including Fire and Rescue Scotland, Police Scotland and West Lothian Council.

There are clear challenges around measuring outcomes and the impact of investing in enhancing community capacity and social capital, but best practice demonstrates that involving local communities in a positive way in the development and delivery of 5 | Page Data Label: PUBLIC

- 147 - WEST LOTHIAN REGENERATION FRAMEWORK | 2013-2034 regeneration activity has a positive impact on addressing these challenges. In addition, there have been significant inroads into demonstrating the value of regeneration activity through logic modelling, the increased understanding of the longer term benefits of preventive action and earlier interventions and improved focus at national level on the value of partnership working and co-production to deliver positive change.

By developing a flexible and agile regeneration plan, we are able to respond to the changing environment, economy and our own diverse communities and needs.

There is an opportunity to develop what works best for West Lothian, to identify examples of best practice from further afield and adapt that to our well evidenced local priorities.

1.3 Development of the Framework

The Scottish Government’s Regeneration Strategy – Achieving a Sustainable Future, (December 2011), followed on from the Regeneration Discussion Paper - Building a Sustainable Future (February 2011), and linked to the updated Scottish Economic Development Strategy.

The Scottish Government’s Regeneration Framework defines regeneration as, “the holistic process of reversing the economic, physical and social decline of places where market forces alone won’t suffice.” The web link to this is: http://scotland.gov.uk/Publications/2011/12/09110320/0

Main Principles

Achieving a Sustainable Future focuses on: Ŷ Reforming how mainstream resources are used to support vulnerable communities - the strategy emphasises the need to target resources and efforts on regenerating the most disadvantaged communities/areas; Ŷ Community led regeneration – local people and voluntary sector working in partnership with the public sector to identify regeneration issues and opportunities; deciding solutions and being responsible for delivering actions that will make a difference; Ŷ Funding and other support mechanisms to realise the economic potential of Scotland’s communities; and Ŷ Targeting efforts to regenerate the poorest areas, whilst recognising that regeneration also extends to supporting town centres, tackling problems in vulnerable rural communities as well as ensuring that residents of poor communities benefit from economic opportunities in more prosperous areas.

Key Outcomes

Key Outcomes emerged from the initial Discussion Paper and these have shaped the development of Achieving a Sustainable Future as follows:

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Ŷ The need for a clear direction and vision for regeneration policy is required; Ŷ Clarifying roles and responsibilities for organisations delivering regeneration; Ŷ Recognition that a co-ordinated approach at local level and across public services to tackle area-based disadvantage; Ŷ The importance of community led regeneration; Ŷ Recognition of the constraints on public sector finance and the requirement for grant support and innovative funding; Ŷ The importance of place-making to support successful communities; and Ŷ Support for town centres as a central part of community life.

Key Themes for West Lothian

Five themes have been identified as core for the West Lothian Regeneration Framework :

Ŷ Employability and Employment; Ŷ Early Years and Family Learning; Ŷ Health and Wellbeing; Ŷ Economic Development; and Ŷ Community Capacity and Cohesion

Further information on these is given in Section 3 below. Educational attainment is a key element within each of these themes and this is reflected in the Performance Indicators.

The Community Planning Statement of Ambition and Guidance for Developing a new Single Outcome Agreement – both published by the national Community Planning group in 2012 have re-emphasised the importance of “Understanding and planning for place” and a renewed vigour in improving and delivering outcomes with communities.

1.4 Ownership and Scope of the Framework

This framework is very much a work in progress and will need further work in future to develop and progress priorities and interventions. This is a multi-agency Community Planning Partnership strategy.

Implementing the West Lothian Regeneration Framework further will involve:

1. Establishing a core project group drawn from relevant council services and partner agencies. 2. Developing our analysis of intelligence and information on the current pattern of deprivation within West Lothian, building on the work undertaken for the Strategic Assessment exercise. 3. Agreeing a process for further developing the partnership’s capacity for analysis of key information and trends. 4. Mapping the current regeneration interventions that are in place and presenting these spatially. 5. Developing a better understanding of how we measure and monitor change in communities.

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6. Reviewing the existing relevant West Lothian strategies to ensure coherence 7. Developing six to nine community owned Regeneration Plans, based on clusters of datazones in the worst 20% in West Lothian, which will detail how specific actions will be taken to identify and address needs in these individual communities. 8. Ensuring Regeneration Plans complement the current Ward Action Plans which will continue to be reported to Local Area Committees. 9. Identifying anchor community organisations that are operational within target areas. 10. Discussing the draft framework with partners and communities

Governance

Group Governance/Scrutiny Role Reporting Frequency Community Partnership strategic alliance responsible for Annually Planning driving direction of travel. Partnership Board

Community Partnership steering group responsible for Quarterly Planning scrutiny, performance management, Partnership measurement and setting direction of travel Steering Group

Economic Reviewing and updating the framework and Annually Partnership associated action plan on behalf of the Forum Community Planning Partnership

Partnership and Reviewing and updating the framework and Annually Resources PDSP associated action plan on behalf of West Lothian Council

Local Area Developing and monitoring ward action plans Quarterly Committees

2 Council and Community Planning Priorities

2.1 Council Priorities

The council has set eight priorities in the current Corporate Plan (2013/19) in consultation with the local community, partners, stakeholders and staff. These priorities, along with the three enablers, represent all the vital activities that the council will undertake in order to achieve better Outcomes for West Lothian.

Figure 1 illustrates where the Regeneration Framework will directly contribute to a council priority or enabler. However, it is recognised that regeneration actions, through addressing underlying problems in disadvantaged communities, will also contribute to outcomes under other priorities.

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Council Priorities Regeneration Themes 1. Improving the employment position in Outcome A : Employability and Employment West Lothian Outcome D : Economic Development 2. Improving attainment and positive Outcome B : Early Years and Family Learning destinations for school children 3. Delivering positive Outcomes and early Outcome B : Early Years and Family Learning intervention for early years 4. Improving the quality of life for older people Outcome E : Community Capacity and 5. Minimising poverty, the cycle of Cohesion deprivation and promoting equality 6. Reducing crime and improving community Outcome E : Community Capacity and safety Cohesion 7. Protecting the built and natural environment 8. Delivering positive Outcomes on health Outcome C: Health and Wellbeing Council Enablers Financial planning Corporate governance and risk Modernisation and improvement Community Planning Partnership Enablers Prevention Plan Community Engagement Plan Figure 1: Council priorities and the Regeneration Framework key themes

2.2 Community Planning Priorities

The aim of the West Lothian Community Plan and Single Outcome Agreement 2013-2023 is to tackle inequality, and the Regeneration Framework will contribute to this through the key themes as detailed in section 3 below. The Single Outcome Agreement is the delivery mechanism by which the partnership will deliver the vision and aspirations set out in the Community Plan, Towards 2020, which are given below:

Ŷ Strengthening the economy; Ŷ Caring for an ageing population; Ŷ Reducing health inequalities; Ŷ Making our communities safer; Ŷ Balancing increasing development with protecting the environment; and Ŷ Increased learning

Partners are clear that this Single Outcome Agreement represents West Lothian’s ‘Plan for Place’. It sets out the long term outcomes we want to achieve in West Lothian and describes how the Partnership will plan and deliver on these outcomes. It is based on a shared understanding of our communities which has been developed through a rigorous process of data analysis.

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The table below maps the key themes for the Regeneration Framework against the SOA priorities and outcomes.

National West Lothian West Lothian SOA National Regeneration Policy Priority Outcomes Outcome Outcome Priority Early years Maternal & Our children have the best 5 Outcome B : Child Health start in life and are ready to Early Years succeed and Family Learning Employment Adult Literacy We are better educated and 2,3,4 Outcome A : & Numeracy; have access to increased Employability Raising and better quality learning and Attainment; and employment Employment Financial opportunities Stability; and Security for our communities Economic Diversify West Our economy is diverse and 1,3 Outcome D : recovery & Lothian’s dynamic, and West Lothian Economic growth economy is an attractive place for Development doing business Safer & Building We live in resilient, cohesive 9,11,13 Outcome E : stronger Strong and safe communities. Community communities, Communities People most at risk are Capacity and and reducing Protecting protected and supported to 8 Cohesion offending People at risk achieve improved life chances Outcomes Older people are able to live 15 for older independently in the people community with an improved quality of life Health Health Life We live longer, healthier lives 6 Outcome C: inequalities & expectancy & and have reduced health Health and physical Physical & inequalities. Wellbeing activity Mental Wellbeing Waste We make the most efficient 12, 14 Education - and effective use of Greener resources by minimising our impact on the built and natural environment.

Note: National outcomes 7, 10 and 16 are considered to be cross cutting and will be achieved by more than one of our local outcomes.

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3 Key Themes and Outcomes

Five key themes have been identified as the core of the Regeneration Framework as indicated below. The framework has sections on each of the five key themes and these include purpose, approach, activities and performance indicators. These will be refined and reviewed as the framework is implemented, recognising both that different communities have different needs and these will change over time.

A. Employability and Employment : Increasing employment rates and incomes across West Lothian by both encouraging investment into areas of high unemployment and targeting those most in need within areas of high unemployment. Residents require engagement in employability provision to provide them with the skills to secure and sustain a positive destination. In addition to engagement with individuals, investment in local businesses is a key strand of activity both in terms of growth and provision of employment opportunities.

B. Early Years and Family Learning : A major element in any strategy to improve life chances in disadvantaged communities must be to increase the ability of children in poorer families to participate successfully in nursery and primary school. There are a range of interventions with a proven history of doing this, and the gains for individuals, families and communities over the longer term are significant.

C. Health and Wellbeing : A cross-cutting outcome which is particularly important in areas of significant deprivation where life chances are significantly worse than the Scottish average. The recent Audit Scotland report “Health Inequalities in Scotland” recommended that community planning partnerships involved communities in activities which are aimed at reducing health inequalities.

D. Economic Development : Economic development provision by local authorities and community planning partners is principally concerned with providing support that will help the economy to grow, develop and become more competitive. In relation to the Regeneration Framework it is likely to be focussed on areas of greatest disadvantage, often characterised as towns and villages where a previously significant industry or employer is in serious decline or is no longer active. There are positive opportunities arising from the Core Development Areas and other significant developments.

E. Community Capacity and Cohesion : All the evidence available indicates that getting the active involvement of those most affected by regeneration initiatives is vital to their success. There needs to be a more structured approach to building and sustaining the capacity of those experiencing disadvantage who may not be involved in any local groups and who may not see the benefit of getting involved. Community development trusts, for example, offer the potential to become successful “community anchor” organisations combining a voluntary sector ethos with an enterprise approach to support the establishment and development of local organisations and initiatives.

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Interventions will be targeted at individuals, families and communities living in the areas of greatest disadvantage, and will be a combination of existing and new activities. Across and within all of these themes increasing attainment is also a key priority for the Regeneration Framework as highlighted by the performance indicators.

Potential performance indicators are given for each outcome in the sections below. The focus of the Regeneration Framework is to improve the life chances of the most disadvantaged. The table below shows the percentage of people who are income deprived in each of the five quintiles (from worst to best) compared to the West Lothian average, with the proportion in the worst 20% being seven times the proportion in the best 20%, and almost double the West Lothian average.

The target setting rationale is to half the gap between those in the worst 20% of datazones and the West Lothian average. For example, the current difference in the proportion of people who are income deprived is currently 11.0% (worst 25% is 23.9% and average is 12.9%) so the target is 23.9% minus half of 11%, which gives 18.4%. The target would be the percentage of the average, rather than a fixed value, and should contribute to both “raising the bar” and “closing the gap”.

Indicator Worst Q2 Q3 Q4 Best WL Target Income deprived 23.9% 18.0% 12.8% 8.3% 3.4% 12.9% 18.4%

Outcome A: Employability and Employment Purpose The West Lothian Economic Partnership has set a target for reducing the core level of worklessness in West Lothian by 1,000 by 2015. This would bring the numbers claiming key out of work DWP benefits down from about 15,240 in November 2011 to about 14,200 in November 2014.

West Lothian’s Economic Growth Plan aims to build an entrepreneurial culture, supporting business start-ups and early stage company growth to increase the overall stock of businesses and generate 3,000 new employment opportunities over the period 2013-15.

Approach The key characteristics of the West Lothian client group are low skills levels, little or no work experience, low confidence, health issues (particularly mental health) and often they are challenging to engage. Experience indicates that engagement in the local community, through a range of interventions including door knocking and the provision of a localised service, is the key to clients sustaining engagement and progressing. This principle will underpin activity within the framework. Often this provision is delivered through a partnership approach rather than individual services level; an example of this is the delivery model at Fauldhouse Partnership Centre.

Increasingly clients are presenting with multiple, complex barriers that require a range of interventions. This level of demand will be further increased over the next few years as changes to the welfare system and impact of universal credit affects jobless clients in West Lothian. 12 | Page Data Label: PUBLIC

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A key focus of employability interventions is the provision of opportunities for young people. It has been proven that early intervention leads to long term savings. West Lothian has made a significant investment in the provision of modern apprenticeships, wage subsidies for Small and Medium Sized Enterprises (SMEs), West Lothian Jobs Fund places and Graduate Work Experience Programme opportunities. These are available until 2017/18 to address key challenges with the client group.

Activities The main activities that will be undertaken in 2013/19 to achieve this priority theme are:

Ŷ Implement the Steps n2 Work programme aimed at creating modern apprenticeships, wage subsidies with SMEs, West Lothian Jobs Fund places and Graduate Work experience opportunities for 16 – 24 year olds. Ŷ Through the “Working Together West Lothian” partnership proactively identify opportunities to co-locate and deliver employability provision in areas of high unemployment. Ŷ Maximise all community benefit opportunities that are obtained through West Lothian Council’s community benefit from procurement policy, for example potential employment opportunities obtained from the 1000 Houses project. Ŷ Access2employment to engage with 1400 unemployed residents each year and supporting at least 700 of these into a positive destination. Ŷ Support the delivery of activities to address the implementation of Welfare Reform by offering support to use employment as a route out of the impact of the reforms. Ŷ Continue to develop further the mechanism used for engaging harder to reach clients groups such as door knocking and localised service provision. Ŷ Provide a single point of access for local employers through the West Lothian employer offer. Ŷ Through the Business Gateway proactively support start-ups with significant growth potential.

In relation to school leavers and the young unemployed the main activities that will be undertaken in 2013/19 to achieve this priority Outcome are:

Ŷ Continue to provide tailored support to young people requiring More Choices, More Chances to maximise positive destinations for school leavers. Ŷ Ensuring that a skills pipeline of high quality and tailored training and employability programmes is in place to prepare young people for the world of work linked to the recruitment needs of growing businesses. Ŷ Targeted action to support other individuals with barriers to employment – complementing programmes delivered by national agencies. Ŷ Maximise the contribution of the council and, if possible, community planning partners as employers in providing apprenticeship, placement and training opportunities.

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Performance The following performance indicators will be used to monitor progress in this theme for the life span of the framework:

Regeneration Indicator Worst Q2 Q3 Q4 Best WL Target for worst Employment deprived 22.5% 17.3% 11.9% 8.1% 4.0% 12.3% 17.4% School leavers achieving 84.0% 86.4% 90.4% 93.5% 93.5% 89.6% 86.8% a positive destination S4: Average tariff score 162.1 187.1 207.3 220.2 247.3 206.5 184.2

Target setting rationale: to reduce the gap between the worst 20% and the West Lothian average by half over 20 years)

The related SOA indicators are:

SOA Indicator/s Baseline Target Target Long Term 2013/14 2016/17 Target 2023 Percentage of adults in receipt 74% 74% 75% 78% of key out of work benefits Percentage of school leavers 89.9% 92.0% 92.0% 95% entering a positive destination Percentage of the resident, 33.9% 34% 35% 36% working age population qualified to SVQ4 and above

Outcome B: Early Years and Family Learning Purpose Early interventions, including interventions to improve the lives of our youngest citizens and their families, offer great benefits to those involved, to their wider families, and to our communities.

Approach Principles underpinning the design and development of potential interventions originate from a determination to ensure that children and young people will be provided with the best possible opportunities to achieve the four capacities of Curriculum for Excellence (CfE) which are Successful Learners, Confident Individuals, Responsible Citizens and Effective Contributors, and to then utilise acquired skills to progress beyond school onto a positive destination beyond school.

The benefits to be gained from a preventative and early intervention approach have been recognised for some time in West Lothian. In 2008 West Lothian CPP pioneered the development of a preventative outcomes based approach to service delivery through the Life Stages model. Life stages had an initial focus on early years, as there is overwhelming

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evidence that investing in children and their families at a much earlier stage will bring massive benefits.

Such interventions will be innovative, research-led and will be supported by a substantial body of evidence which demonstrates a strong likelihood of positive impact from their implementation. Delivery of the interventions will be informed by available evidence but customised and adapted to suit local circumstances and sufficiently flexible to meet the needs of children and young people and other key stakeholders such as parents.

Any 20-year, sustainable approach to improving the early years for our children requires a focus on population-level change fuelled by targeted interventions for families and communities most in need. These interventions must build on a foundation of joined-up, community-based, universal services developed and delivered as a joint programme with communities. We are using a ‘progressive universalism’ approach that embeds change in schools, health services, policing, and other statutory services while targeting additional investment where it is most needed to reduce the inequalities in our communities.

Appropriate partners will collaborate actively on the design of the intervention, on its evolution and development, on its joint delivery and on the evaluation of its impact. Partners will agree the respective contributions of their service areas to the intervention and will identify targets and systems for tracking and monitoring progress with implementation.

Activities

West Lothian’s Early Intervention Programme is the suite of activity that will deliver progressive universalism, and our Early Years Collaborative is the delivery mechanism for that joint programme with communities. Early intervention is transforming the high level principles set out in GIRFEC and the Early Years Framework into practical actions in our communities.

The Early Years Collaborative addresses gaps between programme promises and practice by focusing on implementation and improvement across lifestages (pre-conception to age 8).

To illustrate how the Collaborative works with communities, we held a scoping event to explore the drivers for stillbirth and infant mortality and poor developmental outcomes for 3 year olds in high-need communities. Health Promotion gave an insight into the complex factors surrounding stillbirth and infant mortality. Further input was provided by Community Regeneration, who contributed input from the Early Years Action Groups in Armadale, Boghall, Blackburn and Craigshill. One critical issue identified was the gap between referral for stop smoking support during pregnancy and uptake. Colleagues in Health Promotion are currently working with workers from our Stop Smoking Service, and with key workers in the Young Mothers Initiative to improve uptake.

A second critical issue was the need to help parents support their child’s developmental needs and engage with the 27 to 30 month health check. As a result, we are piloting a community based, joint 1st birthday party for children and their carers in Armadale (provisional). The “party” will celebrate children, offer resources to families like Book Bug and parenting classes, and link attendees with domestic abuse and other cross-cutting

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Examples of current interventions that demonstrate this approach in practice are free breakfast provision and adaptive tests as detailed below.

Ŷ Free Breakfast Provision

The children and families subgroups design and develop interventions for children and their families. One such example is the free breakfast provision which is managed through the school age group. Partners involved in free breakfast provision include schools, Area Services, Health Improvement Team and will involve interface with the Children and Young People Team to identify vulnerable families who will be targeted to attend breakfast clubs. Implementation will include:

1. Free school breakfasts provision will be available for all primary school children who wish to access this service from August 2013.

2. Free school breakfast provision will be available for all secondary school students who are entitled to free school meals.

3. The Breakfast Club and Food in Schools Group will continue to implement and monitor the action plan designed to increase the uptake of breakfast by children and young people entitled to free school meals

Ŷ Adaptive Tests – Closing the Gap

Adaptive Tests provide a wealth of information at pupil, class and school level. They highlight pupils’ strengths and weaknesses and determine what pupils know and can do, which can inform teacher planning and target setting. They provide age-related scores and diagnostic information to facilitate personalised learning.

Establishing Adaptive Tests in key stages in primary schools will therefore enable schools to identify effective interventions related to individual pupil needs, which may take the form of additional support or more challenging learning experiences.

Adaptive Tests will also empower schools to set meaningful, realistic and achievable targets for individuals, classes and the school as a whole, by combining attainment data, measures of ability, and powerful predictions. Adaptive Tests will facilitate the comparison of pupils’ performance with that of pupils of similar characteristics elsewhere.

Early analysis of available data from Adaptive Tests has confirmed a relationship between levels of deprivation (by SIMD Decile) and attainment. Overall, attainment increases as levels of deprivation decrease. An indicator of relative attainment can be measured by the gap between the actual age of a pupil at Test and the ’age equivalent score’ achieved from the Test e.g. Reading Age. A key indicator of Adaptive Testing as an effective intervention would be therefore a narrowing of the gap between the ‘age equivalent score’ and the actual age.

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Some examples of other new activity to support this approach include the following:

Ŷ Families Included Service works intensively and holistically with families who have multiple and complex needs. The service operates an evidence-based whole family intervention model which has been proven to successfully assist families to effect positive and sustainable change.

Ŷ Positive Parenting: Increased delivery of proven parenting programmes as part of the national rollout of the Psychology of Parenting Project (PoPP) implementation.

Ŷ Young Mothers Services: Family Nurse Partnership (NHS Lothian) and Young Mothers’ Service (West Lothian Council) providing intensive key working support to young and vulnerable mothers up to age 25.

Ŷ Armadale Community Early Years Resource: Provision of a hub for partnership delivery of early years support services and programmes in the Mayfield area of Armadale.

Performance The following performance indicators will be used to monitor progress in this theme for the life span of the Regeneration Framework :

Regeneration Indicator Worst Q2 Q3 Q4 Best WL Target for worst Percentage babies 33.8% 40.2% 46.8% 56.6% 66.1% 47.8% 40.8% breastfed at the First Visit

Target setting rationale: to reduce the gap between the worst 20% and the West Lothian average by half over 20 years)

The related SOA indicators are:

SOA Indicator/s Baseline Target Target Long Term 2013/14 2016/17 Target 2023 Percentage babies exclusively 22.9% 32.7% breastfed at 6-8 weeks (national) Percentage of children in 65.7% n/a Primary 1 with no obvious dental decay experience (NDIP) Percentage of children in 18% WL remains poverty (HMRC/DWP) below Scottish average Percentage attendance rates at 91.9% 95% nursery stages (WLC, Annual)

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Average tariff scores of the 86 90 lowest attaining 20% (Scottish Government, annual)

The following Performance Indicators will be used to monitor progress toward target for adaptive tests:

Indicator Baseline Gap (Primary 7, 2013) Target Primary Schools: Narrowing of gap over Assessment: Gap between Reading = 0.8 years plan lifespan. Age Equivalent Score and General Mathematics = 1.3 years Precise targets will be Chronological Age for Mental Arithmetic = 2.0 years developed based on Deciles 1 and 2: P7 actual information as it becomes available.

Outcome C: Health and Wellbeing Purpose

There is a significant correlation between economic status and health with the poorest in our society much more likely to experience physical and mental ill-health and to live shorter lives. There are a range of regeneration interventions such as housing improvements, creating employment, enhancing environments and offering opportunities to generally be more involved and active in social activities which increase health and well-being and improve life chances.

Approach

The overall principles and approach that will be taken in designing and developing interventions to improve health and well being will follow the principles of integration set out in the Public Bodies (Joint Working) (Scotland) Bill 2013 with the stated policy objective “to improve the quality and consistency of services for patients, carers, service users and their families; to provide seamless, joined up quality health and social care services in order to care for people in their homes or a homely setting where it safe to do so; and to ensure resources are used effectively and efficiently to deliver services that meet the increasing number of people with longer term and often complex needs, many of whom are older”

Principles of Integration [Public Bodies (Joint Working) (Scotland) Bill 2013] Integrated from the point of view of recipients Takes account of the particular needs of different recipients Takes account of the particular needs of recipients in different parts of the area in which the service is being provided Is planned and led locally in a way which is engaged with the community and local professionals Supports anticipation, early intervention and prevention Maximises use of the available facilities, people and other resources 18 | Page Data Label: PUBLIC

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The underlying principle is that Health Boards and Local Authorities must take joint and equal responsibility for the delivery of nationally agreed outcomes for health and well-being of:

Ŷ Healthier living Ŷ Independent living Ŷ Positive experiences and outcomes Ŷ Support for Carers Ŷ Services are safe Ŷ Engaged workforce Ŷ Effective resource use

The positive changes in life expectancy and population increase, particularly in the older population, point towards the need for local services to respond to demographic change by supporting people to lead more active and independent lives to ensure good health in later life.

Our approach centres on:

Ŷ Prevention, early intervention and collaborative working; Ŷ Ensuring services are planned, co-ordinated and evaluated on the delivery of outcomes; and Ŷ Ensuring resources are targeted to achieve the greatest impact on those most in need.

The Reshaping Care for Older People Programme is a good example of this with partners from NHS, West Lothian Council, Voluntary and Independent sectors all involved in the development of services and joint commissioning plans. The programme is focussed on early intervention, prevention and anticipatory care; managed care pathways around the person; integrated teams and systems; and delivery of seamless frontline services. The programme board (made up of members from the NHS, West Lothian Council, Independent Sector and Voluntary Organisations) agree the priorities for Older People service developments and are responsible for the governance of the programme.

Within the Community Planning Partnership the West Lothian Health Improvement and Health Inequalities Alliance (HIHIA) leads on actions to improve the health and well-being of those who live and work in West Lothian and to reduce the gap between those with the best health outcomes and those with the poorest health outcomes.

Health inequalities are systematic unfair differences in the health of the population that occur across social classes or population groups. Health inequalities activities can encompass proportionate targeting of health and social care to match needs as well as actions seeking to address the underlying causes of inequality. No single approach is sufficient to reduce health inequalities, and concerted efforts are required across the community planning structure.

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Activities

Ŷ Ensuring mainstream services are accessible by and appropriate for all groups in the population – using tools like impact assessment and equity audit. Ŷ Providing additional support and targeted services for disadvantaged groups whose needs cannot be fully met by mainstream services – for example the homelessness and health team. Ŷ Working with partners to realise their potential to contribute to health and to address underlying causes of health inequalities. Ŷ Providing training and support in the use of a community development approach in order to take a prevention approach in all areas of mainstream service provision across West Lothian Ŷ Working with strategic partners to ensure that strategies and actions across community planning structures are best directed towards reducing health inequalities. Ŷ Promoting mental well-being focusing on work on children and young people’s mental well-being. Ŷ Supporting specific key areas of work: oral health, sexual health, food and health, physical activity, mental well-being, health of children and young people and of older adults. Ŷ Develop a cross-cutting West Lothian Health Policy to be adopted by the Community Planning Partnership

Performance The following performance indicators will be used to monitor progress in this theme for the life span of the framework:

Regeneration Indicator Worst Q2 Q3 Q4 Best WL Target for worst People being prescribed 16.8% 14.9% 14.8% 12.8% 12.6% 14.3% 15.5% drugs for anxiety, depression or psychosis (2007) Emergency admissions - 14.2% 13.7% 11.5% 9.3% 6.9% 11.0% 12.6% both sexes - all ages - number (2011) Life expectancy at birth 73.4 n/a n/a n/a 76.7 76.2 74.8 (males) Life expectancy at birth 76.9 n/a n/a n/a 80.2 79.7 78.3 (females)

Target setting rationale: to reduce the gap between the worst 20% and the West Lothian average by half over 20 years)

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The related SOA indicators are:

SOA Indicator/s Baseline Target Target Long Term 2013/14 2016/17 Target 2023 Gap in life expectancy of the 3.3 Reduce gap most deprived 15% and the by 10% average life expectancy in West Lothian Source GROS Percentage of adults needing 92.7% To be set care receiving personal care at once home or direct payments for guidance personal care received Percentage of community care 94% 96% service users feeling safe Percentage of community care 85% 95% service users satisfied with opportunities for social interaction Percentage of carers who feel 66% 90% supported and able to continue in their role as a carer

Outcome D: Economic Development Purpose Economic Development involves targeting regeneration interventions on communities and areas with the greatest need - including areas of multiple deprivation and rural and isolated communities, whilst attracting investment and promoting development in those areas with potential. This area of work also requires a high degree of involvement by partners. The challenge is to promote development including jobs in a diverse range of sectors and enable residents to progress into sustainable employment.

Approach In West Lothian current and future development including housing, associated community infrastructure and employment will proceed in a balanced way with Core Development Areas (CDAs) focusing growth in Armadale, Calderwood and Gavieside around Livingston and East Calder and Winchburgh. By design, this approach aims to support regeneration by focusing development in or adjoining areas with higher levels of deprivation eg the Heartlands development adjoins Whitburn which is the area in West Lothian with arguably the highest levels of deprivation.

Economic development is principally concerned with providing support that will help the economy to grow, develop and become more competitive. This includes promoting the area for investment and attracting jobs and visitors. Vibrant town centres are also critical to quality of life, and economic vitality of communities.

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Despite the current economic climate and recent job losses, it is worth noting that the long- term trend has been one of jobs growth across West Lothian. This applies to all of West Lothian including the Armadale, Whitburn and Breich Valley area (see table below).

Jobs % Manufacturing Total employment 1991 2011 growth change change Linlithgow 4,160 5,218 1,058 25% -942 SW West Lothian(i) 16,069 22,106 6,037 38% -2,132 Livingston and Broxburn area (ii) 28,618 45,691 17,073 60% -3,955

TOTAL West Lothian 48,847 73,015 24,168 49% -7,029

(i) SW West Lothian defined as the Bathgate, Armadale and Blackridge, Whitburn and Blackburn and Fauldhouse and Breich Valley Multi-member wards (ii) Including three Livingston Wards and Broxburn and Uphall

Despite this jobs growth, specific communities and neighbourhoods still experience higher levels of joblessness. This indicates that there is a mismatch between job candidates and employers.

Volume manufacturing which was the staple employer of residents in these communities has declined. Those jobs that remain in manufacturing and distribution are often lower paid and less secure. Competition for all jobs has increased with employers widening their recruitment pool. Growing service sector employment often requires communication, IT and customer skills. This phenomenon is not unique to West Lothian.

The key issue for West Lothian and areas of multiple deprivation is not about a lack of jobs, but the mismatch between some jobless residents and the expectations and requirements of employers. The challenge is therefore to encourage and support development and investment in a range of sectors and break down the barriers to jobs for local residents.

Activities

The following actions are proposed to address the economic development themes:

Ŷ Promote/support investment in core development areas and Heartlands – to ensure that a diverse range of job opportunities are secured with a mix of skill sets. Ŷ Target business start-up support initiatives and aftercare so that individuals, community groups and potential enterprises in disadvantaged areas have the best chance of success with their business proposals. Ŷ Targeted investment to improve the fabric and functioning of town centres and village centres. Ŷ Engage with and support/incentivise businesses to recruit additional employees from target communities and groups. Ŷ Deliver additional training initiatives to up-skill residents in target communities including; a) Core employability-skills - literacy, numeracy, IT and customer service. b) Programmes to prepare individuals for specific opportunities using the sector based workforce academy model.

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c) Vocational skills provision for schools which enable young people to compete for jobs across central Scotland.

Performance

The following performance indicators will be used to monitor progress in this theme for the life span of the framework:

Regeneration Indicator Worst Q2 Q3 Q4 Best WL Target for worst Employment deprived 22.5% 17.3% 11.9% 8.1% 4.0% 12.3% 17.4% Income deprived 23.9% 18.0% 12.8% 8.3% 3.4% 12.9% 18.4%

Target setting rationale: to reduce the gap between the worst 20% and the West Lothian average by half over 20 years)

The related SOA / Economic Strategy indicators are:

SOA Indicator/s Baseline Target Target Long Term 2013/14 2016/17 Target 2023 Business stock per 1,000 302 304 306 310 residents Employment rate (census) 74.3% 74.0% 75.0% 78.0% Town centre occupancy 92.4% 92.0% 92.0% 92.0% Unemployment level (JSA rate) 3.4% 3.0% 2.0% 2.0% Joblessness level (key out of 13.7% 13.0% 12.0% 11.0% work benefits)

Outcome E: Community Capacity and Cohesion

Purpose

There is a considerable body of evidence that inequalities in society create difficulties for the whole society and not just those with the lowest incomes, however those in the most disadvantaged areas have significantly poorer life choices and chances. We will therefore seek to improve the circumstances of those most in need through a range of activities and interventions both at an individual and community level to increase capacity and resilience within the community and local organisations.

Approach

There is significant evidence that engaging, involving and empowering communities improves the outcome from regeneration initiatives. One of the conclusions from the Scottish Government’s “Government Urban Regeneration Practice: Review of UK Evidence” published in February 2011 was that:-

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“Community Engagement has been found to be an essential part of regeneration; evidence of positive engagement and knowledge of different methods has grown, but the way the engagement is conducted remains key.”

The same report highlighted a JRF (Joseph Rowntree Foundation) study which identified some key principles for successfully involving people, as follows:

Ŷ Conventional bureaucratic and managerial 'top-down' approaches to participation have very limited success (powerlessness is central to people's experience of poverty and disadvantage). Ŷ People are much more likely to get involved if they have a strong sense that something tangible and worthwhile will come out of it. Ŷ Capacity building to develop people's confidence, self-esteem and understanding supports their empowerment and participation (particularly helpful in encouraging diverse involvement). Ŷ Supporting independent organisations which people themselves develop and control, at local level and beyond, is a vital building block for effective participation.

The general approach which will be taken to increase community capacity and cohesion will be to engage with the community as a partner which brings knowledge, experience and skills to the table. Current best practice is to take an assets based approach which is based on the view that many aspects of community planning, including community regeneration, community safety and community-led health improvement can best proceed based on a sound understanding of the structures, make-up, assets, deficits and general ‘health’ of communities.

We would therefore seek to work with local communities to establish a robust and authoritative understanding of the balance of assets and deficits in neighbourhoods and communities, and this is where asset mapping has a key role to play. The mapping exercise will include those individuals and groups already involved in community life but will also look beyond those to informal networks and arrangements. A broader view of assets will be taken, and this could include some or all of Financial, Built, Social, Human, Natural, Cultural, Political and Narrative assets.

The approach would engage both staff and community members and be seen in itself as a capacity-building and social-capital building exercise, given that it should enhance the skills, knowledge and understanding of all parties, respecting the purpose of community engagement as set out in the National Standards (for Community Engagement).

The outcomes from the asset mapping, including assets which can be utilised and deficits which require to be addressed, would inform local regeneration plans.

Activities

The main activities that will be undertaken in 2013/19 to achieve this priority outcome are:

Ŷ Undertaking “asset mapping” exercises with and within target communities to identify assets that can be built on and used to address local challenges.

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Ŷ Targeting public sector resources to support individuals, families and communities most in need. Ŷ Providing high quality advice and support to all those claiming benefits to ensure that their incomes are maximised. Ŷ Focussing employability and other community based regeneration efforts on areas with highest needs. Ŷ Building community capacity in our most disadvantaged communities to enable local people to lead change and improvement. Ŷ Supporting the creation and development of “community anchor organisations” such as Community Development Trusts. Ŷ Organising and/or supporting a range of activities which engage and involve people in community life.

Performance The following performance indicators will be used to monitor progress in this theme for the life span of the framework:

Regeneration Indicator Worst Q2 Q3 Q4 Best WL Target for worst Income deprived 23.9% 18.0% 12.8% 8.3% 3.4% 1.9% 18.4%

SIMD Crimes 2012 per 651 538 364 224 82 362 503 10,000 total population

Target setting rationale: to reduce the gap between the worst 20% and the West Lothian average by half over 20 years.

The related SOA indicators are:

SOA Indicator/s Baseline Target Target Long Term 2013/14 2016/17 Target 2023 Percentage of residents stating 80% 88% 90% 92% they are satisfied with their neighbourhood Percentage of residents that 46% 35% 40% 45% feel safe walking in their local neighbourhood after dark Percentage of residents who 52% 59% 63% 68% feel we have an inclusive society Percentage of people who feel 43% 40% 43% 47% they can influence decisions

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4. Conclusions

The overarching outcome in the West Lothian Single Outcome Agreement of “Tackling Inequalities” is also the key aim of much regeneration activity and the outcomes in this framework are similar to many of those in the SOA. There is an obvious focus on partnership working, a shift to prevention, evidence based interventions and actively involving individuals and communities in developing and delivering solutions.

West Lothian already has a commitment to a range of positive interventions such as town centre improvement, core development areas, rural villages strategy and ongoing work in targeted areas and with specific groups which all contributes to overall regeneration activity. We have already seen the benefits to communities from these and other initiatives and expect these to continue to bring about positive change.

The framework seeks to support more active involvement of local communities in regeneration, with a starting point of identifying with communities the assets they have, and can bring to the process, rather than the deficits they are perceived to have. The “assets based” approach has proved successful elsewhere and is in keeping with the SOA commitment to involving people and communities in building on positives to design solutions to problems.

There remains a need for “the more fundamental socio-economic and political measures which reduce the gaps in income and power” which NHS Health Scotland identified as necessary to address health inequalities. However, at the local level the West Lothian Regeneration Framework identifies and brings together a range of interventions and activities which will contribute significantly to tackling inequality across a range of life chances.

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WEST LOTHIAN ANTI POVERTY STRATEGY 2014 - 2017

1. Purpose of Report

The report informs the Community Planning Partnership of the revision of ‘Better Off: The West Lothian Anti Poverty Strategy 2014 – 2017’ (Appendix 1) and requests that West Lothian Community Planning Partnership adopts the strategy

The proposed composition and governance arrangements for the Anti Poverty Strategy Board is attached (Appendix 2). The underpinning action plans are also attached:

x The Anti Poverty Action Plan (Appendix 3) x The Welfare Reform Action Plan (Appendix 4)

The proposed communication plan for the Anti Poverty Strategy is attached (Appendix 5)

2. Discussion

Better Off: The West Lothian Anti Poverty Strategy 2012 – 2017 was approval by West Lothian Council in 2011. The strategy identified two main reasons for the need for an anti poverty strategy:

x The impacts on West Lothian of the financial crisis of 2008 and the subsequent economic issues arising from it.

x The impacts expected locally on people in poverty as a result of the United Kingdom programme of welfare reforms that began in 2011.

Implementation of the strategy has been facilitated by annual action plans related to the main themes of the strategy. The present action plan for 2013 – 2014 is attached. (Appendix 3).

In 2012 West Lothian Council set up the welfare reform development group to consider the effects of the welfare reforms on the council itself, and on those customers who relied on the benefits that the council was due to administer. The development group’s work is reported through its action plan, attached. (Appendix 4).

The revised anti poverty strategy (and action plans):

x Include the work outlined in the welfare reform action plan.

x Include measures that promote financial inclusion for people affected by poverty, including measures to promote digital inclusion among these groups.

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x Include a commitment to tackle the growing issue of in work poverty.

The revised strategy also contains a revised governance structure to include the:

x Anti poverty action plan development group, responsible for the present anti poverty action plan.

x Welfare reform development group, responsible for the present council welfare reform action plan.

The membership of the Board and the two development groups is being reviewed to ensure that partners are appropriately represented.

The importance of employment is recognised as a way of escaping poverty. This strategy will therefore be aligned with the Community Planning Partnership’s regeneration framework.

The proposed structure is:

The revised strategy, if adopted by the Community Planning Partnership, will reflect both the present partner input into the anti poverty actions and the recognition that all community planning partners have a role to play in helping alleviate and reduce poverty in West Lothian.

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3. Summary of Implications

Relevant SOA outcome (s) Our children have the best start in life and are ready to succeed. A series of actions are focussed on families with children, e.g. saving with a credit union. We are better educated and have access to increased and better quality learning and employment opportunities Actions are targeted towards financial education and help with employability. People most at risk are protected and supported to achieve improved life chances Actions are targeted to financial help for vulnerable people Older people are able to live independently in the community with an improved quality of life. Actions focussed on older people (e.g. energy advice) to increase/ protect income and to avoid/ minimise fuel poverty. We live longer, healthier lives and have reduced health inequalities One of the themes in the strategy and action plan is geared towards improving individuals’ health. Relevant SOA performance indicator (s) Relevant performance indicators are listed in detail in the strategy (3. Strategy Outcomes). These include

x Percentage of children in poverty. x Percentage of working age adults in work. x Number of unemployed people assisted into work from council operated / funded employability programmes. x Percentage of households where respondent has a bank, building society or credit union account x Number of potential evictions successfully prevented by the Advice Shop.

4. Consultations Extensive consultation was carried out with West Lothian residents to hear the voices of those at the heart of the strategy. Consultation on the revision has taken place with: x Members of the public (110 people participated) x Members of the West Lothian Community Planning Partnership Board x Members of the West Lothian Anti Poverty Strategy Board x Members of the Anti Poverty Development Group x Members of the Welfare Reform Development Group

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5. Conclusions

The revised West Lothian Anti Poverty Strategy focuses and outlines the response of West Lothian Community Planning Partnership to reducing and alleviating poverty in West Lothian. The revised strategy:

x Allows closer cooperation among local community planning partners. x Incorporates the work being done within West Lothian Council on the local responses to welfare reforms. x Recognises that poverty can be alleviated by helping people at risk of poverty become better financially and digitally included. x Focuses more on the issues affecting ‘In work’ poverty.

6. Recommendations It is recommended that the Community Planning Partnership Board adopts the revised Better Off: The Anti Poverty Strategy, the governance arrangements relating to the strategy and related action plans.

7. Report written by/contact details/date

Alan Cunningham

Welfare Advice and Adult Basic Education Manager, West Lothian Council

01506 282988 [email protected]

8. References West Lothian Anti Poverty Strategy, Update on Action Plan: Report to Community Planning Partnership Board, October 2013

9. Appendices

Appendix 1: The West Lothian Anti Poverty Strategy 2014 – 2017

Appendix 2: Anti Poverty Strategy: Governance Arrangements

Appendix 3: Anti Poverty Strategy Action Plan 2013 - 2014

Appendix 4: Welfare Reform Action Plan

Appendix 5: The Anti Poverty Strategy Communication Plan

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Appendix 1 Data Label: INTERNAL DRAFT

West Lothian Community Planning Partnership

Better Off: The West Lothian Anti Poverty Strategy 2014 - 2017

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Contents

1 Overview 1

2 Community Planning Partnership priorities 16

3 Achieving Positive Outcomes 17

A. Economy/ Income 17 18 B. Employability/ Economic Development

C. Housing 18 D. Health 19

E. Education 20 F. Community 22

G. Inequality 22

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1 Overview

1.1 Foreword

The West Lothian Community Planning Partnership is committed to tackling poverty in West Lothian. The continued impacts of the 2008 financial crisis, and the challenges presented by the ongoing programme of welfare reforms, are two of the factors contributing to poverty in West Lothian (The Child Poverty Action Group estimates that 18% of West Lothian children are living in poverty). Online financial management further disadvantages those who are financially and digitally excluded. Recent increases in fuel, energy and food prices have a disproportionate impact on those on lower incomes.

The overarching factors making poverty worse are international and national. However, local action by committed partners can and does improve the financial circumstances of those people in West Lothian affected by poverty.

The West Lothian Anti Poverty Strategy and its two aligned action plans indicates the actions and activities that we in the Community Planning Partnership are taking and will take to alleviate poverty in West Lothian.

The strategy identifies seven discrete themes of activity that will be pursued. Each theme has a set of outcomes attached, delivered by a range of activity listed in the action plans. Delivery of these plans will make a significant impact in tackling poverty and exclusion in West Lothian in the period to 2017.

Councillor Cathy Muldoon Chair of West Lothian Community Planning Partnership

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1.2 Context

Poverty is a significant feature of Scottish society and affects many people in many different ways. Whilst low income and material deprivation are the issues rightly at the forefront of the poverty debate, we recognise that ‘poverty should not merely be reduced to a question of income alone, or material wellbeing; it is also a matter of wellbeing in other senses. There is a complex, interlinking relationship between factors that define and influence poverty and these cannot be looked at in isolation.

At present, there are two major factors causing or exacerbating the effects of poverty on people in West Lothian:

The Ongoing Impacts of Economic The Effects of Reforms to the Welfare Crisis System x August 2013 figures show the total x Research in 2012 by Sheffield Hallam Jobseekers Allowance claimant count University estimates that the net loss in West Lothian to be 3889 of income in West Lothian due to welfare reform stands at £57 million x Average gross weekly earnings for per year West Lothian workers are £478 per week. This falls below the Scottish x Changes to Incapacity Benefit/ average of £498 per week Employment and Support Allowance (ESA) are set to cause the biggest x Youth unemployment figures in West loss of income in West Lothian. Lothian in October 2013 showed 1005 Claimants stand to lose £16 million 18-24 year olds were out of work on per year, an average annual loss of £3478 for each affected person. Jobseekers Allowance. This equates to 8.5% of the population, higher than the Scottish average of 6.9% x Loss of Disability Living Allowance accounts for approximately £6 million x A ‘poverty premium’ continues to exist in lost income per year for 1900 which means that people on a low claimants. This equates to a reduction income are paying more for goods of income of £3157 per claimant. and services. This is either because they are unable to access the best x Tenants in both the social and tariffs and payment methods for privately rented sectors are set to lose utilities or because they rely on easy approximately £4.2 million per year due to Housing Benefit reforms. Local access credit with high rates of Housing Allowance reforms will cost interest. It is estimated that low each claimant an average of £800 and income families pay on average 10% social tenants each look set to lose more than higher earning £462 per year due to under- counterparts. This can equate to occupancy rules. £1280 extra expenditure per year for a typical low income household. x The ongoing welfare reforms are a significant factor in exacerbating child poverty, currently estimated at 18% for 2102 in West Lothian.

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Notes

1) As highlighted above, the Welfare Reform Act 2012 is set to have a substantial impact on West Lothian residents who stand to lose approximately £57 million per year. Claimants of health related benefits such as Disability Living Allowance and Incapacity Benefit/ ESA look to be the hardest hit with an annual loss of approximately £22 million. Recent changes to Housing Benefit are likely to have the most widespread impact with an estimated 6000 claimants being adversely affected by the reforms, resulting in an annual loss of around £4.2 million. In real terms, this means a drastic reduction of income for thousands of people with many losing their entitlement to benefit altogether.

2) In West Lothian, areas of deprivation can be found over a relatively wide area due to dispersed urban settlement patterns. For this reason, the Scottish Index of Multiple Deprivation does not provide a true and accurate picture of deprivation. Although 13 datazones in West Lothian were identified as being in the top 20% most deprived in Scotland, this does not take into account small pockets of deprivation in more rural areas. It is important that all residents who are living in poverty or deprivation benefit from this strategic intervention, particularly following a period of severe economic downturn which has left more people facing financial insecurity. As such, geographical location has had a relatively minor influence on strategy development.

Introducing the Strategy

‘Better Off: The West Lothian Anti Poverty Strategy’ is the West Lothian Community Planning Partnership’s plan of how we intend to tackle poverty in West Lothian.

The overall purpose of this strategy is to help minimise the impact of poverty on the people of West Lothian. Its object is to ensure that people are equipped to cope with the challenges they currently face, in terms of their disposable income, and the impact that this has on their health, education, community involvement etc.

The strategy is an evolving one and has therefore been reviewed and updated in 2013/14 in order to ensure that it continues to reflect the situation as the shape and impact of much of the welfare reforms becomes clear. The strategy and its associated action plans is also designed to reflect new priorities in West Lothian to tackle poverty, i.e. to tackle financial exclusion and, increasingly digital exclusion, that are significant risk factors keeping people in poverty.

The revised strategy therefore seeks to develop routes to financial inclusion and digital inclusion, and to strengthen links with the regeneration strategy, accepting that for many people employability help to gain employment is one of the main ways to escape poverty.

A path out of poverty Extra Income

Financial Inclusion/ Employment

Digital Inclusion/ Employability Support

The upcoming necessity for many claimants to be able claim Universal Credit (and other potential entitlements) on line is challenging for those who are digitally excluded. However, engagement at this stage with people who are digitally excluded also allows the opportunity to increase income and so

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reduce the poverty premium. Activity to increase digital inclusion will feature more and more in the action plans

The continued priorities for West Lothian Council and its Community Planning Partners are to: x strengthen the ways in which we work together x ensure that actions and resources are more targeted and where appropriate pooled to help those who are most at risk of poverty

The chart shows how we work together to ensure the strategy translates these priorities into actions.

NOTE The above structure predominantly applies to the structural governance within west Lothian Council. Activities in the present action plans will map and develop reporting and consultation structures among other partners in the Community Planning Partnership

West Lothian’s Community Planning Partnership recognises that for real improvements to be made for communities and individuals, we need to reduce the inequalities gap and tackle the causes of inequality. This translates into targeted services for the poorest and most vulnerable in society. With the greatest impact of the welfare reforms on these groups, more are likely to suffer from poverty and financial/ digital exclusion, putting even greater demands on support services. This means that we are starting at a lower point and makes it all the more important that we look to pool and target resources where they are most needed and effective.

Government led plans are underway to provide a partnership approach to increase the local support available for claimants where there are real issues of social, digital, and financial exclusion as Universal Credit is rolled out over the next few years. In Scotland, Community Planning Partnerships will take the lead and this will continue to shape how this strategy will be driven on the ground.

The strategy identifies seven priority areas that were formulated from a survey of customers and which give a focus for action planning. These are:

x Economy/ Income

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x Employability/ Economic Development x Education x Health x Housing x Community x Inequality

Poverty in West Lothian is a widespread, multi-dimensional issue, affecting many parts of our communities. This makes it difficult to be clear about the best approach to tackling poverty.

To help to clarify the potential risks and issues from welfare reforms, an impact assessment of the possible social impact from welfare reforms has been carried out. This is categorised under the seven priorities and is mapped to the SOA. This assessment clearly illustrates the potential threat to the delivery of the SOA.

Co-production is at the heart of the strategy. A wide range of individuals and groups have contributed their insights into their experiences of poverty, helping develop an understanding of how poverty can affect lives. By gaining awareness of the issues, better decisions can be made in targeting work.

The strategy and corresponding action plans continue to be supported by the extra resource announced in the West Lothian Council budget up to 2015.

The West Lothian Anti-Poverty Strategy is underpinned and delivered by two action plans:

x The Welfare Reform Action Plan x The ongoing (since 2012) Anti-Poverty Action Plan (including financial and digital inclusion)

Our action plans link to the seven priority areas and drive forward the work of the anti-poverty strategy on the ground, providing detail of the outcomes sought and how partners work together to help minimise poverty. Pages 18 to 23 of this strategy give examples on how the priorities are turned into actions that positively effect people’s lives.

This action plans are included as Appendices 1 and 2. These are consulted on, reviewed and reported on annually. As part of the strategy a consultation and communication plan is being developed.

What is Poverty?

The UK Government is committed to eradicating child poverty and is underpinning this with legislative changes. We will update the strategy in line with new legislation as appropriate.

The Scottish and UK Government use household income as a measure of poverty. Those whose household income is below 60% of the UK meridian, are considered to be living in relative poverty; if income is below 50%, they are defined as living in absolute poverty.

However, to enable us to recognise issues relating to poverty and better understand its impact in West Lothian, a more holistic interpretation is required.

Individuals, families and groups in West Lothian can be said to be in poverty when they lack the resources to obtain the types of diet, participate in the activities, and have the living conditions and amenities which are customary, or are at least widely encouraged and approved, in the societies in which they belong.

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This definition allows us to acknowledge that poverty is about more than income. Poverty has a direct impact on our health, well-being and quality of life. It can also limit our access to advice and support, limiting opportunity, and can cause social isolation and diminish hopes and aspirations. This definition also allows us to recognise that poverty can affect people regardless of their individual situation.

A Poverty Profile of West Lothian

x West Lothian has a total population of approximately 172990 and is among the fastest growing, youngest populations in Scotland. x In 2012, 13 out of 211 datazones in West Lothian fall into the 15% most deprived in Scotland as measured through the Scottish Index of Multiple Deprivation. This shows an improvement from 2009 when 19 datazones were among the 15% most deprived. x Latest available figures, from May 2013, show that there are currently 4449 Jobseekers Allowance (JSA) claimants in West Lothian. This represents a slight decrease in claimants from the same period in 2012 when there were 4480 people claiming JSA. x Unemployment amongst 18-24 year olds is slightly higher than the Scottish average of 6.9% with 1290 (8.5%) young JSA claimants in West Lothian in May 2013. However this figure has decreased from the same period in 2012 when there were 1385 young unemployed people (9.1%) x There are approximately 17950 working age benefit claimants in West Lothian. This includes people who are not able to work and are claiming Income Support or sickness benefits such as Employment & Support Allowance. x West Lothian has a population of approximately 28837 people of pensionable age. Within this population 14% also receive additional benefits in the form of Guarantee Pension Credit. x Latest available figures from 2011 show that 13% of the West Lothian population, around 22488 people, are defined as living in income deprivation. This is an improvement on 2009/10 when this figure extended to 16% of the total population. x 8800 disabled people in West Lothian rely on Employment and Support Allowance or Incapacity Benefit as the main or major source of their income. x 12,270 disabled people rely on Disability Living Allowance to meet the extra costs associated with their illness or disability. It is estimated that these claimants will lose over £6 million each year due to the change to Personal Independence Payment. x The average life expectancy of men living in the most deprived areas in West Lothian is 73.4 years. Men living in the least deprived areas can expect to live to 76.7 years. A woman born in the most deprived areas has a life expectancy of 76.9 years compared to 80.2 years in the least deprived areas. x There is a greater prevalence of mental ill health, coronary heart disease and early deaths from cancer in areas of multiple deprivation. The lead cause of death in West Lothian is cancer followed by circulatory disease. x Mothers in these areas are also more likely to smoke during pregnancy and less likely to breastfeed. x Latest available figures from 2011-2012 show that West Lothian has approximately 20,317 affordable social rented sector homes. x In March 2013, there were 320 households living in temporary accommodation. 225 of these households included children. x During 2012-2013, there were 1067 households assessed as being homeless.

Tackling Poverty in West Lothian

Although low disposable income is the main cause of poverty, it would be wrong to view the issue purely as caused by a lack of money. The reality for those living in poverty is far more complicated and

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often, they face a multitude of problems with no immediate or obvious solutions available. Causes and effects of poverty can become intertwined and impossible to define. The strategy recognises that people experiencing financial difficulty often fall into three distinct categories:

Skint: This group encompasses people in crisis. Severe debt and difficulty accessing benefits tend to lead people to crisis point where people cannot afford even the basic essentials.

Surviving: These people are just getting by. In many cases, they are struggling to make ends meet on low wages or benefits and are having difficulty meeting the costs of maintaining their home.

Saving: This group is made up of individuals with a comfortable income, but who struggle to make provision for their future. Savings goals and long term aspirations such as educational attainment are often hampered by difficulty planning financially for the future.

Financial exclusion is an issue in West Lothian. As organisations move to electronic collection and consequently the way that the majority of citizens use money changes, with reliance on credit, electronic transactions and cashless payment those of our citizens who are unable, for a variety of reasons, to access these risk becoming increasingly financially excluded. Inability to access cheaper goods and services in many cases exacerbates existing poverty. A major reason for financial exclusion is digital exclusion, the inability to use/ access on-line services to make money go further. Many of the revisions in this version of the Anti Poverty strategy and its associated action plans deal with activity to promote and increase financial and digital inclusion for those citizens at risk of poverty and to support people so that they are able to manage this change.

Our Priorities

x Economy/ Income The recession has seen a downturn in the local economy. With less money to spend businesses are suffering and there is a decrease in income for investment. The continually rising cost of living (rising food and energy prices, for example) is not being reflected in wages or benefit rates and welfare reforms only look set to further compound this problem. A holistic approach to income maximisation is required to address the struggle to make ends meet.

x Employability/ Economic Development Following a deep economic recession, employment is not easy to come by for many people. Being equipped with the skills, knowledge and confidence to sustain and secure employment is fundamental to improve life chances for individuals seeking work and for their families. This is particularly important as the United Kingdom government aims to ‘make work pay’, by ensuring people in work are better off than being unemployed and is likely to see an increase in people looking for work.

x Housing A secure warm home is something that many people take for granted. Affordability and sustainability of housing can be a daily struggle for those living in poverty. Keeping up with rent, upkeep of a house and making sure the home is well heated and insulated can be incredibly difficult with very little money to do so.

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This situation is exacerbated by welfare reforms that decrease the amount of housing benefit paid to some tenants in social housing, with many tenants struggling to cover the shortfall they are now expected to pay.

Reductions in the amount of rental income will threaten investment in new or existing housing stock and in areas targeted for regeneration.

x Health There are irrefutable links between poverty and ill health. Although Scotland’s overall health is generally improving, this is happening at a slower rate among the poorest in society, and so the gap between rich and poor is widening. Mental illness, drug and alcohol abuse and ‘killer diseases’ such as heart disease are more prevalent among those living in poverty and life expectancy is lower for the poorest people.

x Education The educational achievement gap between society’s richest and poorest is apparent from early years. Qualification levels are significantly lower among those living in poverty and school leavers living in the most deprived areas are less likely to move on to positive destinations. A good standard of education is essential to secure well paid employment, further learning or training opportunities and avoid falling into the poverty trap. However the welfare reforms will hit some of the poorest families and could have an impact on both children’s general well-being and their learning and attainment at school.

x Community People living in poverty are less likely to be able to fully participate in their communities because many simply do not have the disposable income needed to take part in clubs, events or activities in their area. People living in the most deprived areas are more likely to be isolated, experience anti-social behaviour and to feel unsafe in their neighbourhood. Problems such as vandalism, litter, noise disruption and drug dealing are more common in deprived areas and, as a result, ill feeling towards such areas is reinforced.

x Inequality The loss of income will hit particular groups hardest, including low income families, people with disabilities and those with larger families.

Who is Affected by Poverty

Whilst this strategy recognises that any individual can be affected by poverty at any point in their lives, it is important that intervention is targeted at the people most in need.

The strategy adopts the West Lothian life-stages model, which considers the five life stages; early years, school age, young people in transition, adults of working age and older people. This highly effective approach is not only focussed and cost effective, it also ensures early intervention to minimise the impact of poverty at any life stage.

Impacts of poverty

Case Study 1: Single Person

Mr P is a 33 year old single man with ongoing mental health problems. He was living in private rented accommodation in his hometown near his family who provide him with substantial emotional support and day to day assistance.

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In 2012, Mr P received notification that he would be affected by Local Housing Allowance changes causing him a loss of benefit of £8 per week. As Mr P’s budget was carefully accounted for, he was afraid that he would be unable to afford the shortfall in his rent once the change came into effect. A Discretionary Housing Payment was secured to top up his shortfall and cover Mr P’s rent and he was re-housed by a local housing association in a two bedroom flat close to his family where he would face no rent shortfall.

In April 2013, Mr P was contacted again to notify him that, due to new under-occupancy rules, he faced a 14% reduction in his Housing Benefit payments. Mr P stood to lose £10 per week, a sum he could not afford to pay towards his rent. Due to the level of support Mr P requires from his family, including overnight stays, he was able to make a request for his second bedroom to be disregarded

Mr P had to deal with disruption to his home life on two separate occasions. He had to adjust to living in a new property and faced uncertainty over his ability to pay his rent and security of his tenancy. Mr P has now had his second bedroom disregarded and has the ongoing support of his family to help him through this chaotic time in his life.

Case Study 2: Family

Mr and Mrs F live in a 4 bedroom private rented house with their 7 children. They have a joint claim for Jobseekers Allowance which pays £112.15 per week and they also receive weekly allowances of £100.70 Child Benefit and £377.31 Child Tax Credit. The couple receive Local Housing Allowance of £176.89 per week to help towards the cost of their rent.

Mr and Mrs F have a total benefit income of £767.45 per week. Under new rules, an overall benefit cap will restrict them to a maximum income of £500 per week which Mr and Mrs F exceed by £267.45 per week. Current rules mean that any income above the cap is deducted from housing benefit. As Mr and Mrs F’s housing benefit entitlement is less than their excess income, their current award is reduced to just 50p per week, the minimum entitlement to housing benefit.

When Universal Credit is introduced in this area, Mr and Mrs F stand to have the extra £91 per week deducted from their overall Universal Credit payment.

Mr and Mrs F face an immediate income drop of almost 25% and by the time they move onto Universal Credit, their current income will have been cut by more than one third. With a large family, they are likely to struggle to meet the cost of day to day essentials such as clothing and footwear for their children and food shopping. Mr and Mrs F may also be at risk of homelessness if they are unable to keep up with their rent payments.

Messages from People Affected By Poverty

We consulted in 2011 and 2012 with a wide range of individuals and groups, and consultation with people affected by poverty is ongoing through our reference group that is facilitated by the Poverty Alliance.

250 people responded to our survey and 20 groups and organisations were consulted.

The groups included a range of community groups, disability groups, groups for older people, mother and toddler groups, the ethnic minority women’s group and young peoples’ groups)

An analysis of their comments shows:

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Income:

x 52% of people cited their main income as wages from employment, yet over one third of respondents said they were either struggling to make ends meet or living in poverty. This shows an overlap of around 20% of people who work but are still experiencing poverty. x 31% admit they regularly borrow money simply to make ends meet and 11% often miss payments and have problems with arrears.

‘I work a couple of part time jobs and got paid yesterday. After immediately paying all the essential bills I can’t believe how little is left over to buy food’

‘I have been homeless and am now in my first tenancy. I know I will struggle with monthly budgeting. I hardly eat at the end of each fortnight as it is. I don’t smoke or drink and I don’t buy excessively. I just don’t have enough’.

‘I know how hard it is to live on little money and how much simple bad luck, a poor background and difficult upbringing can affect a situation. I know that people think I just use the benefit system but they have no idea about my life and seem not to want to know.’

Employability:

x 12% highlighted that that increased employment opportunities and employability skills were the best way to tackle their poverty.

‘I want to work but have to stay home to take care of my young daughter. My wife works full time but we can’t afford childcare and have no family support in the area. So I stay home but I am unable to fulfil my own career goals.’

‘I have worked in the same job for 10 years. When my husband died suddenly I really struggled to afford childcare. Even with tax credits I still need to find 30% of the bill. I was told to get help from family but all my family are at work too.’

‘I have had to turn down work because I can’t get an early enough bus’

Housing:

x 41% struggle to afford their gas and electricity bills. x 24% spoke of housing problems including rent arrears, disrepair and overcrowding. x 36% felt it was a struggle financially to keep up with the maintenance of their homes.

‘I can’t afford to buy carpets for my house as any extra money goes towards paying for extra heating or clothes for the kids’

‘My boyfriend lives in a 2 bedroom flat and has his son to stay every weekend. Sometimes his son stays through the week as well but he has already been told he needs to pay the extra bedroom tax. He doesn’t know how he will manage this.’

Health:

x 17% defined themselves as disabled. One third of respondents spoke of health issues, describing their overall health as ‘fair’ or worse.

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x 10% felt they would like more help to live a healthy lifestyle through food co-ops, help to quit smoking and cheaper exercise being more easily accessible.

‘I often ask myself if I can afford a proper dinner tonight. I often opt for beans and toast so that my children can eat the meat and vegetables. I stopped smoking months ago so that I can spend that money on healthier food.’

‘I am paralysed from the waist down and have been told I need to look for work. I have tried in the past but can’t find anything flexible enough.’

Education:

x 20% felt their standard of education was ‘fair’ or worse. x 26% had plans to further their education in some way, either through college or university, vocational training or apprenticeship. x 7% felt that the best way to tackle poverty is through better financial education.

‘I can’t read the letters I receive about my benefits and feel too embarrassed to ask for help. I wouldn’t be comfortable asking for help with online forms at a library as then everyone would know I can’t read without help’

‘I am 17 and never learned any practical cooking skills at school.’

‘It would be very useful to have a practical tool to use for people who struggle to budget an extremely small amount of money’

Community:

x Half of all people asked said they were regularly or occasionally involved in community groups or events. x 5% said that the cost and accessibility of public transport was a big issue for them.

‘I went along to a local event and discovered I am entitled to more benefits than I realised’

‘A friend encouraged me to go along to a coffee morning at my local family centre. It has been my lifeline through bereavement, job loss and more but I am only able to join in because I feel welcome, not judged.’

How the Strategy Fits In With Outcome Agreements

This strategy represents a shared vision between West Lothian Council and its partners to deliver targeted and appropriate intervention in order to alleviate poverty in a preventative manner.

The strategy adopts the three priorities set out in the Life Stages programme:

x Targeting services to reduce inequalities x Shifting resources upstream to deliver preventative services x Ensuring that we obtain the maximum impact for our expenditure

The Single Outcome Agreement (SOA) has been used to inform and develop strategy outcomes. High level indicators included in the action plan have been taken from the SOA in order to maximise impact.

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Aspirations set out in the ‘West Lothian Community Plan – Towards 2020’ have been adopted by the strategy. In addition, the strategy adheres to the core values set out in the community plan in the following ways:

x Equalities: An equality impact assessment of the strategy, action plan consultation process has ensured that the diverse communities are included in this process. An equality relevance assessment has been completed for this revision.

x Community Engagement: Extensive consultation has been carried out with West Lothian residents to hear the voices of those at the heart of the strategy.

x Best Value: The action plan is targeted and co-ordinated, designed to respond to the needs of local people.

x Sustainability: The strategy will be reviewed regularly to ensure that outcomes are being achieved and resources are being put to best use.

1.3 Strategy Development

Better Off: The West Lothian Anti Poverty Strategy was adopted by West Lothian Council and the Community Planning Partnership in 2011. The strategy was developed to provide a focus for anti poverty action in West Lothian at a time when the effects of the world financial crisis of 2008 were being felt, with people becoming poorer. The United Kingdom government’s welfare reform measures were also beginning to reduce the incomes of many people in West Lothian. The strategy was designed to last until 2017 and was delivered through annual action plans, developed, delivered and monitored by the West Lothian Anti Poverty Development Group, made up of a range of partners in West Lothian that included community planning partners and representatives from the local third sector. The development of the strategy was helped by wide consultation among partners and people affected by poverty in West Lothian, and coproduced with the help of a group of local people affected by poverty, supported by the Poverty Alliance. At present the focus is in delivering the second annual anti poverty action plan

In 2012 West Lothian Council set up the Welfare Reform Development Group with a remit to prepare council services and people dependent on them for the changes to welfare planned for 2012 to 2018. (The Scottish Welfare Fund, Underoccupancy restrictions etc.). This group also works to a developing action plan.

In July 2013, it was agreed that these two strands of work come together, with a revision of the Anti Poverty Strategy, as a Community Planning Partnership Strategy. 1.4 Ownership and Scope of the Strategy

The strategy is monitored and developed by the West Lothian Anti Poverty Board, whose membership is drawn from the Community Planning Partnership. The group will meet quarterly and will report to the Partnership and Resources PDSP of West Lothian Council and hence to the board of the Community Planning Partnership. This group will be chaired by the Head of Area Services West Lothian Council.

There are two action plans underpinning the strategy

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x The anti poverty action plan, developed and delivered by the Anti Poverty Development Group. This group meets monthly and reports quarterly to the Anti Poverty Strategy Board. This group is chaired by the West Lothian Council Welfare Advice and Adult Basic Education Manager.

x The welfare reform action plan, developed and delivered by the Welfare Reform Development Group. This group meets monthly and reports quarterly to the Anti Poverty Strategy Board. This group is chaired by the West Lothian Council Head of Finance and Estates.

Governance

Group Governance/Scrutiny Role Reporting Frequency West Lothian Will receive reports from the Anti Poverty Annually Community Strategy Development Board Planning Partnership Board West Lothian Will receive reports from the Anti Poverty Annually Council Strategy Development Board Partnership and Resources PDSP Community Will receive quarterly and annual progress Quarterly and annually Planning reports and monitor performance against Partnership Achieving Positive Outcomes Steering Group West Lothian Anti Will receive quarterly reports from the Anti Quarterly and annually Poverty Board Poverty Action Plan Development Group and the Welfare Reform Development Group. Will report quarterly to the Community Planning partnership West Lothian Anti Will receive monthly updates on the progress Quarterly and Annually Poverty Action of the annual anti poverty action plan. Will Plan develop and deliver on annual action plans. Development Will report quarterly to the West Lothian Anti Group Poverty Board Welfare Reform Will receive monthly updates on the progress Quarterly and Annually Development of the welfare reform action plan. Will Group. develop and deliver on annual action plans. Will report quarterly to the West Lothian Anti Poverty Board

NOTE

The above structure predominantly applies to the structural governance within west Lothian Council. Activities in the present action plans will map and develop reporting and consultation structures among other partners in the Community Planning Partnership

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2 Community Planning Partnership Priorities and SOA outcomes

Achieving Positive Outcomes is the West Lothian Community Planning Partnership’s Single Outcome Agreement for 2013 – 2023.. These outcomes, delivered through a focus on 3 overarching themes, represent all the vital activities that the Community Planning Partnership will undertake in order to achieve positive outcomes for West Lothian.

Figure 1 illustrates where the West Lothian anti Poverty Strategy will directly contribute to a Community Planning Partnership outcome or overarching theme.

Anti Poverty CPP Priorities Strategy 1. Our children have the best start in life and are ready to succeed 9 2. We are better educated and have access to increased and better quality learning and employment opportunities 9 3. Our economy is diverse and dynamic, and West Lothian is an attractive place for doing business 9

4. We live in resilient, cohesive and safe communities. 9

5. People most at risk are protected and supported to achieve positive life chances 9 6. Older people are able to live independently in the community with an improved quality of life 9 7. We live longer, healthier lives and have reduced health inequalities 9 8. We make the most efficient and effective use of resources by minimising our impact on the built and natural environment. Enablers Tackling inequality 9

Prevention 9

Community Engagement 9

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3 Strategy Outcomes

The overall outcome of the strategy is that poverty in West Lothian is reduced, using early intervention, preventative measures and more targeted resources to achieve the biggest long term impact.

To encourage more targeted intervention, there are a number of outcomes relating to the strategy priorities. (Note: These are indicative actions. More actions are detailed in the two action plans).

A. Economy/ Income:

Outcome 1: West Lothian citizens are less at risk of financial exclusion as a result of having their disposable income maximised.

Example Action:

People affected by welfare reform have access to financial advice and income maximisation checks.

Outcome 2: West Lothian adults are empowered to make responsible financial decisions and be more economically active.

Example Action:

Children and families will receive incentives to begin saving through the Credit Union Schools Development Project.

Performance

The following performance indicators will be used to monitor progress in the outcome for the life span of the strategy:

Performance Performance Indicator 2012 Performance 2017 Target Responsible Officer Name Percentage of Children 18% (2010) Below Scottish Alan Cunningham in Poverty average Percentage of 13% 12% Dave Greaves population who are income deprived Percentage of West 6% 7% Alan Cunningham Lothian adult residents who have their disposable income increased as a result of intervention

Number of customers 73 300 Alan Cunningham who keep Employment and Support Allowance

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B. Employability/ Economic Development:

Outcome 1: West Lothian residents have the ability to secure and sustain employment.

Example Action:

Access2Employment will implement a pilot graduate work experience programme

Outcome 2: Young people increase their participation in employability programmes and are able to engage effectively in employment and training opportunities.

Example Action: Performance

The following performance indicators will be used to monitor progress in the outcome for the life span of the strategy:

Performance Performance Indicator 2012 Performance 2017 Target Responsible Officer Name Number of 370 500 Dave Greaves unemployed people assisted into work from Council operated / funded Employability Programmes Percentage of working 74 75 Dave Greaves age adults in work Number of Additional 266 410 Clare Summers job opportunities will be created for young people in West Lothian

Number of people 1098 TPD Clare Summers who register with Access2Employment

Skills Development Scotland will deliver Career Information, Advice and Guidance (CIAG) services to unemployed young people with a particular emphasis on My World of Work

C. Housing:

Outcome 1: People in West Lothian can find a suitable place to live and have affordable, quality housing options available to them that are sustainable in the long term.

Example Action:

West Lothian Council and partners will build new affordable homes in the social rented sector.

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Outcome 2: West Lothian residents are less at risk of fuel poverty through increased knowledge and understanding of energy issues and support to budget better.

Example Action:

People save money on fuel as a result of home visits in relation to heating use advice and signposting for grants, better tariffs and payment options.

Outcome 3: Housing conditions in West Lothian are improved in both the social rented and private housing sectors.

Example Action:

Housing quality in West Lothian will be improved. Housing in the social sector will meet Scottish Housing Quality Standards.

Performance

The following performance indicators will be used to monitor progress in the outcome for the life span of the strategy:

Performance Performance Indicator 2012 Performance 2017 Target Responsible Officer Name Percentage WLC 85.5 100 Alistair Shaw housing stock meeting the Scottish Housing Quality Standard Average NHER energy 7.0 7.7 Craig McCorriston rating (all tenures) according to the Scottish Housing Condition Survey Number of customers 36 50 Anne Stevenson successfully making Mortgage to Rent applications Number of potential 720 720 Alan Cunningham evictions successfully prevented by the Advice Shop

D. Health:

Outcome 1: People have access to affordable food options.

Example Action: All primary school children and secondary school pupils entitled to free school meals will be provided with a free, healthy breakfast.

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Outcome 2: Adults have the confidence and ability to lead a healthy lifestyle on a budget for themselves and their children.

Example Action: ‘Get Cooking’ and ‘Wean the Weans’ courses will be delivered in target areas.

Outcome 3: People live longer, healthier, more independent and fulfilling lives.

Example Action: Vulnerable older people in West Lothian increase their disposable income.

Performance

The following performance indicators will be used to monitor progress in the outcome for the life span of the strategy:

Performance Performance Indicator 2012 Performance 2017 Target Responsible Officer Name Gap in life expectancy 10% reduction Carol Bebbington of the most deprived 15% and the average life expectancy in West Lothian Percentage of primary 22.9 25 Liz Wark school pupils accessing free school meals Vulnerable older £7M £7.75M Alan Cunningham people increase their disposable incomes

People in West TBD TBD West Lothian Lothian have access to Foodbank emergency food packages

E. Education: Outcome 1: Parents and carers receive the necessary support to ensure their children are ready to start nursery and school. Example Action: All school children will have the opportunity to be appropriately clothed by being able to access school and sports clothing though school clothing stores.

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Outcome 2: Children and young people make good progress with educational achievements and attainments and are equipped with the knowledge and skills to proceed to adult working life.

Example Action:

Schools and nurseries will participate in a themed ‘Money Week’ to support students understanding of budgeting and money management

Outcome 3: Adult life chances are maximised by improving their educational achievement.

Example Action:

Adults improve financial knowledge, skills and understanding through attendance at relevant Adult Basic Education short courses.

Performance

The following performance indicators will be used to monitor progress in the outcome for the life span of the strategy:

Performance Performance Indicator 2012 Performance 2017 Target Responsible Officer Name Percentage of adult 10 12 Jim Gallacher population who volunteer Percentage of school 89.9 92 Dave Greaves leavers entering a positive destination Percentage of ABE 19 25 Elaine Nisbet students with access to accredited learning who achieve a qualification

Percentage of TBD TBD John Sexton secondary pupils who successfully experience all money outcomes in the Curriculum for Excellence

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F. Community:

Outcome 1: Communities are able to do more for themselves.

Example Action: Six major financial events, including an annual themed Money Week, will raise financial awareness and deliver financial education to West Lothian residents

Outcome 2: Information is effectively communicated to West Lothian residents to enable people to manage their financial affairs.

Example Action: A digital support suite will be set up in Bathgate Partnership Centre and ‘floor-walkers’ available to provide online support

Outcome 3: Ex-offenders are less likely to re-offend by ensuring they are able to fully re- integrate into society upon leaving prison.

Example Action

Ex-offenders will be helped towards a stable financial and housing situation allowing them to engage with services offering employability and training activity.

Performance

The following performance indicators will be used to monitor progress in the outcome for the life span of the strategy:

Performance Performance Indicator 2012 Performance 2017 Target Responsible Officer Name Percentage of 52% 63% Lorraine Gillies residents who feel we have an inclusive society Percentage of material 0 5 David Goodenough prepared for reuse Number of people 1089 1800 Alan Cunningham participating in the West Lothian Money Week

G. Inequality:

Outcome 1 : Aiding larger families who are effected by the benefit cap to a range of services that could improve their financial position.

Example Action: Reviewing the individual situation with families who are affected by the benefit cap, offering them a wide range of services from budgeting to employability, training and education.

Outcome 2: Those in extreme poverty are given assistance with housing under- occupancy payments, while being assisted to find longer term solutions.

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Example Action: Extra funding has been made available through the Discretionary Housing Fund for claimants affected by 'under occupancy' regulations who are prioritised using the 'hardship' test. They are also supported to look at further options that offer long term solutions.

Outcome 3: Assistance is offered to those affected by changes to disability benefits to assist them to improve their financial position.

Example Action: Individuals who will no longer qualify for disability benefit, under the new Personal Independence Payment criteria, will be offered specific assistance relevant to their situation. This will include budgeting advice, up-skilling opportunities and employability services.

Performance

The following performance indicators will be used to monitor progress in the outcome for the life span of the strategy:

Performance Performance Indicator 2012 Performance 2017 Target Responsible Officer Name Number of visits to 11832 12030 Robin Strang West Lothian Leisure by concessionary card holders in receipt of benefits Percentage of Advice 2.4% 1% above West Alan Cunningham Shop customers who Lothian population are from minority ethnic groups

The activities that will enable these outcomes to be achieved are detailed in the two accompanying action plans.

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Governance: Terms of Reference and Membership

The Anti Poverty Strategy Board

A. Remit of Board

The Board will hold responsibility for the development, implementation and delivery of the West Lothian Anti Poverty Strategy 2012 – 17, and its two action plans x The Anti Poverty Action Plan x The Welfare Reform Action Plan

B. Frequency

The The Anti Poverty Strategy Board will meet on a quarterly basis.

C1. Lead Officer

The Board will be chaired by the Head of Area Services

C2. Contact

The Lead Officer will be supported by Welfare Advice and Adult basic education Manager, who is the main contact for any enquiries.

D. Reporting

The Board will report to the West Lothian Community Planning Board and to the West Lothian Council Planning and Resources PDSP. This will include regular updates on the progress of defined actions or programmes of work that have been agreed with the Council and the Community Planning Partnership.

E1. Membership Profile

Participants are chosen to provide the relevant knowledge and expertise to fulfil the remit of the Anti Poverty Strategy Board. Representation on the Working Group will be drawn from relevant partners in West Lothian who have a remit and interest in alleviating poverty.

This will include:

x WLC - representatives from Area Services x WLC - representatives of Finance and Estates x Department Of Work and Pensions x Voluntary Sector Gateway West Lothian x West Lothian Community planning partnership

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Member Tier Steve Field, Head of Area Services, WLC (Chair) 3 Donald Forrest, Head of Finance and Estates, WLC 3 Alan Cunningham Welfare Advice and Adult Basic 4 Education Manager Lindsay Geddes, Department of Work and Pensions Carol Bebbington’ Community Health and Care Partnership Lorraine Gillies, Programme Manager, WLC Alistair Shaw, Head of Housing Services, WLC 3 Representative from the Voluntary Sector Gateway West Lothian Lindsay Seywright, Assistant Principal Wider Access and Learning, West Lothian College Representative of Police Scotland

F. Review

The Anti Poverty Strategy Board remit, progress and membership will be reviewed in 2017.

- 198 - Risks

Number of Risks Logged: 1 Number of Active Risks: #REF! Number of Active High/Very High Threat Risks: #REF!

Issues Active and Resolved Issues Number of Issues Logged: 1 Number of Active Issues: #REF!

Total Issues Active Issues Resolved Issues

Actions

Number of Actions Logged: 94 Number ofOutstanding Actions: 0 Number of Ongoing Actions: 0 Number of On Schedule Actions: 0 Number of Complete Actions: 0

1 0.8 0.6 Action0.4 Overdue by <10.2 Week 1 -2 0Weeks 2-3 Weeks <1 Week

- 199 - <1 Week 3-4 Weeks >4 Weeks

- 200 - Threat Level of Active Risks Active and Closed Risks

Grand Total

Active and Resolved Issues Age of Active Issues 0% 1 1 Age of IssueCount 1 < 1 Week #REF! Active Issues 0 Total Issues 1 0 1 - 2 Weeks #REF! Active Issues #REF! 2 - 3 Weeks #REF! Resolved Issues 0 Resolved Issues #REF! 3 - 4 Weeks #REF! 1 - 2 Months #REF! 2- 3 Months #REF! 3 - 4 Months #REF! > 4 Months #REF!

Active and Completed Actions Active Actions On Number of Actions 0% 0% Logged: On Schedule Number ofOutstanding Active Actions On-going0 Actions: Active Actions On Schedule0 Number of Ongoing Actions: 100% Number of On Schedule Actions: Number of Complete Actions:

Action Overdue By

Action Overdue by 0 0 0 0 0 0 0 0 <1 Week 1 -2 Weeks 2-3 Weeks 3-4 Weeks >4 Weeks

- 201 - <1 Week 1 -2 Weeks 2-3 Weeks 3-4 Weeks >4 Weeks 0 0

- 202 - Active and Closed Risks

Active

Awaiting assessment

Age of Active Issues

Active Actions On-going & On Schedule

Active Actions On-going

Active Actions On Schedule

- 203 - Action Action Reference Econonomy and Income Outcome 1: West Lothian Citizens are less at risk of poverty and financial exclusion as a result of having their disposable income maximised 1.1 (1) West Lothian residents will be helped to maximise their disposable income through intervention and support from West Lothian Council Advice Shop and Citizens Advice Bureau West Lothian (CABWL)

1.1 (2) West Lothian residents are able to save and borrow money at fair rates of interest

1.1 (3) People affected by welfare reform have access to financial advice and income maximisation checks

1.1 (4) The effects of the changes to welfare will be minimised for those vulnerable residents in West Lothian who are ill or disabled by help from CABWL and the Advice Shop at dedicated advice surgeries held in General Medical Practices throughout the area

1.1 (5) Regular advice sessions will be held in St Johns Hospital

Outcome 2: West Lothian adults are empowered to make responsible financial decisions and be more economically active 1.2 (1) West Lothian residents will have access to face to face money advice sessions that will help them budget more effectively and plan for the future

1.2 (2) Business Gateway will encourage and support individuals who operate in the shadow economy into legitimate trading

1.2 (3) Children and families will receive incentives to begin saving through the Credit Union Schools Development Project

1.2 (4) West Lothian residents have access to appropriate banking facilities and support to use them

1.2 (5) People are empowered to use the small claims and supported via a representation service for complex cases

1.2 (6) Exercise to map green provision and activity in the statutory, third and private sectors in West Lothian carried out in 2013/14

Employability and Economic Development Outcome 1: West Lothian residents have the ability to secure and sustain employment 2.1 (1) Deliver Integrating Employment and Skills service in conjunction with Jobcentre Plus 2.1 (2) Promote My World of Work web service to all

- 204 - 2.1 (3) Jobcentre Plus vacancies are available to West Lothian residents via Universal Jobmatch and highlighted to partners

2.1 (4) Jobcentre Plus advisers will work with customers to identify and provide the help and skills they need to move towards and into the labour market

2.1 (5) Access2employment (A2E) delivery outreach employability session in communities of high unemployment

2.1 (6) West Lothian Council Business Gateway will target business support actions to attract and support businesses which provide higher paid and better quality job opportunities 2.1 (7) West Lothian residents are signposted and supported to access employability services

2.1 (8) West Lothian residents who have a physical disability which may decrease the chances of finding suitable employment are referred to 'B4 and On 2 Work' Ability Centre Support Service for assistance

2.1 (9) Deliver Partnership Action for Continuing Employment (PACE) redundancy service in conjunction with partners

2.1 (10) Additional opportunities will be created for young people

2.1 (11) Job opportunities for university graduates will be created through an Access2Employment pilot scheme

2.1 (12) Job opportunities are created for West Lothian veterans through the wage subsidy scheme

Outcome 2: Young people increasetheir participation in employability programmes and are able to engage effectively in employment and training programmes 2.2 (1) Deliver Career Information and Guidance (CIAG) service to unemployed 15-17 year olds (and those 18 year olds at the first point of transition) with emphasis on the use of My World of Work

2.2 (2) Deliver CIAG service to school pupils S4 - S6 (senior phase of Curriculum for Excellence)

2.2 (3) Increase access to universal CIAG service of college students with particular emphasis on My World of Work

2.2 (4) West Lothian Council Business Gateway will assist jobless young people into self employment

Housing Outcome 1: People in West Lothian can find a sustainable place to live and have affordable, quality housing options available to them that are sustainable in the long term 3.1 (1) Homelessness is prevented for people in West Lothian

- 205 - 3.1 (2) Encourage the provision of quality housing options in the private sector

3.1 (3) West Lothian Council and partners will provide affordable new build housing

3.1 (4) Housing condition in West Lothian is improved in both the social and private sectors

Outcome 2: West Lothian residents are less at risk of fuel poverty through increased knowledge and understanding of energy issues and support to budget better Action People save money on fuel as a result of home visits in relation to heating use Reference advice and signposting for grants, better tarriffs and payment options

3.2 (2) Schools continue to provide sustainable education as part of the curriculum and participate in the Eco Schools Scheme

3.2 (3) All social housing stock will have at least 100mm of loft insulation, lagged hot water tanks/pipes and cavity wall insulation.

Health Outcome 1: People have access to affordable food options 4.1 (1) People in need have access to emergency food packages

4.1 (2) West Lothian Food Bank is supported by West Lothian Council and partners through the development of donation points in partnership centres

4.1 (3) Children in all primary schools regardless of free school meal entitlement and those young people in Secondary schools with entitlement to free school meals are provided with a healthy breakfast.

4.1 (4) Explore the feasibility of using community green space to grow fresh, accessible produce through the Edible and Tasty Spaces Project

4.1 (5) Good quality surplus food is redistributed from wholesalers to agencies who work with homeless and socially excluded people

4.1 (6) The Food Poverty Working Group will identify and agree actions to alleviate poverty in West Lothian

Outcome 2: Adults have the confidence and ability to live a healthy lifestyle on a budget for themselves and their children 4.2 (1) Cooking by Numbers' designed to improve literacy skills and teach skills for healthy eating on a budget, will be delivered to target populations

- 206 - 4.2 (2) Smokers in West Lothian will be helped, encouraged and supported to give up smoking

4.2 (3) ‘Get Cooking’ and ‘Wean the Weans’ courses delivered in four locations and ready for delivery in three other locations

4.2 (4) Financial education and support is offered to users of health related services in West Lothian

Outcome 3: People live longer, healthier, more independent and fulfilling lives 4.3 (1) Vulnerable older people in West Lothian increase their disposable income

Education Outcome 1: Parents and carers receive the necessary support to ensure their children are ready to start nursery and school 5.1 (1) Deliver a range of interventions designed to improve confidence in parenting and improved self-worth

5.1 (2) All children will have the opportunity to be appropriately clothed by being able to access school and sports clothing through a school clothing store

Outcome 2: Children and young people make good progress with educational achievements and attainments and are equipped with the skills and knowledge to proceed to adult working life 5.2 (1) Schools fully engage in money outcomes contained within the broad general education of the Curriculum for Excellence

5.2 (2) Long term absence is reduced through the introduction of the Attendance Improvement Management Service 5.2 (3) Opportunities are promoted for students to study for and gain accreditation in SQA Personal Finance Award

5.2 (4) Schools participate in Fairtrade Fortnight

5.2 (5) Develop poverty seminars for secondary school pupils to be rolled out in 2014/15

5.2 (6) Schools and nurseries to participate in a themed “Money Week” to support students understanding of budgeting and money management

Outcome 3: Adult life chances are maximised by improving their educational achievement 5.3 (1) Adults improve skills relating to; literacy and numeracy, spoken and written English for speakers of other languages and lipreading and managing deafness. Adults are able to use their improved skills effectively in their work, personal and community lives

5.3 (2) Adults improve financial knowledge, skills and understanding through attendance at relevant short courses (Skint, More for Less and Cooking By Numbers) 5.3 (3) Develop a strategy and action to increase take up of Individual Learning Accounts. Existing active programme of adult learning will continue to be developed and targeting of learners improved.

Community Outcome 1: Information is effectively communicated to West Lothian residents to enable people to manage their financial affairs

- 207 - 6.1 (1) Hard to reach West Lothian residents will have access to face to face money advice sessions

6.1 (2) West Lothian communities are more easily able to access the advice and assistance they require through sessions delivered in conjunction with key partners

6.1 (3) Access to advice is improved in target areas in West Lothian

6.1 (4) Six major financial events, including an annual themed Money Week, will raise financial awareness and deliver financial education to West Lothian residents.

6.1 (5) Review the branding and publicity of the Anti Poverty Action Plan to take into account the proposed revision of the strategy

Outcome 2: Communities are able to do more for themselves 6.2 (1) People in smaller communities are able to access local financial advice through voluntary 'financial champions'

6.2 (2) Residents likely to be affected by welfare reforms are kept updated with relevant information via the Better Off Anti-Poverty Bulletin

6.2 (3) West Lothian adults are supported to access digital and online services

6.2 (4) Access to IT facilities is improved for West Lothian residents

6.2 (5) Develop and deliver on feedback and ideas from the Poverty Alliance led Community Reference Group

6.2 (6) A digital support suite will be set up in Bathgate Partnership Centre and ‘floor- walkers’ available to provide online support

6.2 (7) Self help guides will be developed to help customers access the best information and deals online

Inequality Outcome 1: 7.1 (1) People from identifiable equality groups have access to West Lothian Council income maximisation services

7.1 (2) Larger families in West Lothian affected by the benefit cap will be supported through a range of services with a view to improving their financial position

- 208 - 7.1 (3) People facing severe poverty due to under-occupancy are assisted by Discretionary Housing Payments as a means of support while finding longer term solutions to their housing issues 7.1 (4) Disabled people affected by changes to disability benefits are offered assistance to improve their financial position

- 209 - Indicator Action Type Lead

Outcome 1: West Lothian Citizens are less at risk of poverty and financial exclusion as a result of having their disposable income maximised Percentage of West Lothian adult residents who have their disposable Mainstream Action - forms part of WLC Advice Shop, income increased as a result of intervention core service delivery Citizens Advice Bureau West Lothian

Number of new Credit Union members New collection Mainstream Action - forms part of West Lothian Credit points opened with assistance from WLC core service delivery Union

Number of people advised/ supported through welfare reform Poverty Initiative - a specific project WLC Advice Shop Number of people who retain entitlement to Employment & Support designed to tackle poverty related Allowance following intervention issues

Number of people who receive advice via GP surgery sessions Poverty Initiative - a specific project CAB West Lothian designed to tackle poverty related issues

Number of people advised via hospital session Poverty Initiative - a specific project WLC Advice Shop designed to tackle poverty related issues

Outcome 2: West Lothian adults are empowered to make responsible financial decisions and be more economically active Number of people who receive face to face financial education Mainstream Action - forms part of CAB West Lothian core service delivery

Number of individuals progressing into formal self-employment Poverty Initiative - a specific project WLC Economic designed to tackle poverty related Development Business issues Gateway

Number of primary school children who begin saving with local Credit Poverty Initiative - a specific project Credit Unions Unions Number of accounts designed to tackle poverty related opened by children entitled to Free School Meals issues

Number of Credit Union 'jamjar' accounts opened Poverty Initiative - a specific project West Lothian Credit designed to tackle poverty related Union issues

Total value of awards made through successful small claims cases Poverty Initiative - a specific project WLC Advice Shop, CAB designed to tackle poverty related West Lothian issues Mapping activity completed by March 2014 Poverty Initiative - a specific project WLC Advice Shop designed to tackle poverty related issues

Outcome 1: West Lothian residents have the ability to secure and sustain employment Number of referrals per month Percentage of Mainstream Action - forms part of Skills Development referrals who attend appointments core service delivery Scotland Number of registrations Mainstream Action - forms part of Skills Development core service delivery Scotland

- 210 - Number of active Universal Jobmatch accounts (companies and jobseekers) Mainstream Action - forms part of Jobcentre Plus Number of partners vacancies highlighted to core service delivery

Number of Jobseekers Allowance claims in West Lothian Mainstream Action - forms part of Jobcentre Plus core service delivery

Number of clients who register with Access2Employment per annum Mainstream Action - forms part of WLC Access2Employment Percentage of clients who progress to a positive destination core service delivery

Number of jobs safeguarded Mainstream Action - forms part of WLC Economic Number of additional jobs secured core service delivery Development Business Gateway Number of referrals to Access2Employment per month Number of these Mainstream Action - forms part of WLC Advice Shop, referrals who actively engage with A2E core service delivery Community Housing Offices, Number of referrals from Access2Employment to B4 and On 2 Work Mainstream Action - forms part of WLCAccess2Employment Access2Employment Number of referrals with a positive outcome core service delivery

Number of companies supported through PACE Number of Mainstream Action - forms part of Skills Development employees supported through PACE core service delivery Scotland

Number of wage subsidy places created/ filled Number of Poverty Initiative - a specific project WLC Access2Employment West Lothian Jobs Fund places created/filled Number of Modern designed to tackle poverty related Apprenticeships created/filled issues

Number of graduate opportunities created/ filled Poverty Initiative - a specific project WLC Access2Employment designed to tackle poverty related issues Number of opportunities for veterans created/filled Poverty Initiative - a specific project WLC Access2Employment designed to tackle poverty related issues Outcome 2: Young people increasetheir participation in employability programmes and are able to engage effectively in employment and training programmes Number of interventions with unemployed young people Mainstream Action - forms part of Skills Development core service delivery Scotland

Number of interventions with pupils Percentage follow Mainstream Action - forms part of Skills Development up of school leavers through School Leaver Destination Report core service delivery Scotland Percentage of school leavers who secure positive destinations

Number of customer interventions Mainstream Action - forms part of Skills Development core service delivery Scotland

Number of jobless individuals progressing into self employment Mainstream Action - forms part of WLC Economic core service delivery Development Business Gateway

Outcome 1: People in West Lothian can find a sustainable place to live and have affordable, quality housing options available to them that are sustainable in the long term Percentage of unintentional homeless for whom permanent Mainstream Action - forms part of West Lothian Council accommodation is secured Number of core service delivery Housing Needs successful Mortgage to Rent applications Advice Shop/ CABWL

- 211 - Number of registered landlords in West Lothian Number of Mainstream Action - forms part of West Lothian Council accredited landlords in West Lothian core service delivery Landlord Registration

Number of new affordable homes built in West Lothian Poverty Initiative - a specific project WLC Housing, designed to tackle poverty related Construction & Building issues Services, Registered Social Landlords

The number and percentage of properties meeting Scottish Housing Poverty Initiative - a specific project WLC Housing, Quality Standard Percentage of private designed to tackle poverty related Construction & Building sector properties requiring urgent repair issues Services, Registered Social Landlords, Private Sector Landlords

Outcome 2: West Lothian residents are less at risk of fuel poverty through increased knowledge and understanding of energy issues and support to budget better Amount of money saved as a result of reduced fuel consumption Mainstream Action - forms part of West Lothian Council core service delivery Advice Shop

Number of schools registered with Eco Schools Number of schools Mainstream Action - forms part of WLC Education with Green Flag achievement core service delivery

Percentage of West Lothian Council housing stock compliant with Scottish Poverty Initiative - a specific project WLC Housing, Housing Quality Standard designed to tackle poverty related Construction & Building issues Services

Number of emergency food packages distributed by the West Lothian Food Mainstream Action - forms part of Trussell Trust West Bank core service delivery Lothian Food Bank

Number of donation points set up Frequency of Poverty Initiative - a specific project Anti-Poverty Strategy collections designed to tackle poverty related Development Group issues

Percentage overall uptake of free breakfast Percentage Poverty Initiative - a specific project WLC Education uptake of free breakfast among pupils also entitled to free school meals designed to tackle poverty related issues

Overall usage of demonstration planters Feasability of Poverty Initiative - a specific project Rural Connect project expansion designed to tackle poverty related issues Number of agencies receiving deliveries in West Lothian Total number Poverty Initiative - a specific project Cyrenians of deliveries in West Lothian area designed to tackle poverty related issues

Food poverty action plan developed Poverty Initiative - a specific project Cyrenians, WL Credit designed to tackle poverty related Union, Food Bank, Food issues Train, Poverty Alliance, NHS Lothian, CFINE

Outcome 2: Adults have the confidence and ability to live a healthy lifestyle on a budget for themselves and their children Number of courses delivered Number of Mainstream Action - forms part of WLC Adult Basic participants core service delivery Education

- 212 - Number of successful outcomes Mainstream Action - forms part of NHS Smoking Cessation core service delivery Service

Percentage of families aware of healthy lifestyles and nutritious diet and Mainstream Action - forms part of WLC Health Improvement have the means to provide both Number of attendees core service delivery Team

Number of services with referral system in place Number of Poverty Initiative - a specific project WLC Advice Shop referrals designed to tackle poverty related issues

Outcome 3: People live longer, healthier, more independent and fulfilling lives Number of older people with increased income Total value of Mainstream Action - forms part of WLC Advice Shop increased income core service delivery

Outcome 1: Parents and carers receive the necessary support to ensure their children are ready to start nursery and school Number of referrals to Sure Start Percentage of Mainstream Action - forms part of WLC Sure Start referrals who engage with Sure Start Number of parents indicating core service delivery improved confidence

Number of schools with a school clothing store set up Poverty Initiative - a specific project WLC Education designed to tackle poverty related issues

Outcome 2: Children and young people make good progress with educational achievements and attainments and are equipped with the skills and knowledge to proceed to adult working life Percentage of students successfully experiencing all outcomes and moving Mainstream Action - forms part of WLC Education through Curricumlum for Excellence core service delivery

Percentage reduction in long term absence Mainstream Action - forms part of WLC Education core service delivery Number of schools offering this opportunity Number of Poverty Initiative - a specific project WLC Education students achieving this award designed to tackle poverty related issues Number of schools participating in activities and actively seeking Fairtrade Poverty Initiative - a specific project WLC Education School status designed to tackle poverty related issues Seminar developed and ready to be rolled out Poverty Initiative - a specific project WLC Advice Shop, WLC designed to tackle poverty related Education issues

Number of schools participating in Money Week Poverty Initiative - a specific project WLC Education designed to tackle poverty related issues

Outcome 3: Adult life chances are maximised by improving their educational achievement Number of students attending Adult Basic Education Percentage of Mainstream Action - forms part of WLC Adult Basic students with access to accredited learning who achieve an initial core service delivery Education qualification Percentage of students who demonstrate an improvement in skills by achieving or partly achieving their goals

Number of students attending relevant short courses Percentage of Mainstream Action - forms part of WLC Adult Basic students attending Skint course who report increased confidence in core service delivery Education practical financial skills Number of people who apply for an ILA Poverty Initiative - a specific project WLC Adult Basic designed to tackle poverty related Education issues

Outcome 1: Information is effectively communicated to West Lothian residents to enable people to manage their financial affairs

- 213 - Number of people advised at outreach sessions Mainstream Action - forms part of CAB West Lothian core service delivery

Number of information roadshows undertaken Number of people Mainstream Action - forms part of WLC Advice Shop engaged with through roadshows core service delivery

Regular advice session is set up at West Lothian Connected in Livingston Poverty Initiative - a specific project WLC Advice Shop Number of people advised through outreach session designed to tackle poverty related issues

Number of people attending events Feedback from Poverty Initiative - a specific project WLC Advice Shop events Money Week report produced designed to tackle poverty related issues

Anti Poverty Strategy and Action Plan undergoes a substantive review Poverty Initiative - a specific project Anti Poverty designed to tackle poverty related Development Group issues

Number of volunteer financial champions Number of rural Mainstream Action - forms part of Financial Inclusion areas with financial champions in place core service delivery Network Number of people advised by financial champions Number of bulletins produced and distributed per annum Poverty Initiative - a specific project WLC Advice Shop Number of people bulletin distributed to designed to tackle poverty related issues IT Buddy' project undertaken Number of referrals Poverty Initiative - a specific project Digital Inclusion Working made to appropriate support services designed to tackle poverty related Group Number of adults who access IT support issues

Usage figures for WLC public access PCs Poverty Initiative - a specific project Digital Inclusion Working designed to tackle poverty related Group issues Feedback from reference group Outcome of Poverty Initiative - a specific project Poverty Alliance, WLC Action Hubs designed to tackle poverty related Advice Shop issues

Number of people receiving assistance from floor walkers Poverty Initiative - a specific project Bathgate Partnership designed to tackle poverty related Centre issues Self help guides developed Poverty Initiative - a specific project WLC Advice Shop designed to tackle poverty related issues

Number of people accessing income maximisation services by: age group, Mainstream Action - forms part of WLC Advice Shop disability, ethnicity, gender, pregnancy and maternity. core service delivery

Number of households visited in relation to cap Number referred to Poverty Initiative - a specific project WLC Advice Shop, WLC Access2Employment Number referred for debt/budgeting designed to tackle poverty related Access2Employment advice Number and total value of DHP awards secured issues

- 214 - Number of DHP awards made Total value of DHP Poverty Initiative - a specific project WLC Revenues awards designed to tackle poverty related issues Number of disabled people engaged with Poverty Initiative - a specific project WLC Advice Shop designed to tackle poverty related issues

- 215 - Timescale for Life Stage Group Outcomes 2012/13 Monitoring

Quarterly Adults 8562 West Lothian adults had disposable income maximised during 2012/13 This equates to 7.4% of the working age population of West Lothian (115,000)

Quarterly All West Lothian Credit Union gained 360 new adult members and 478 new junior members during 2012/13

Quarterly Adults 393 people received advice and support with welfare reform issues 73 successful Employment & Support Allowance claims/appeals were made with an average weekly award of £99.99 11 successful Disability Living Allowance claims were made through the welfare reform campaign with an average weekly award of £83.11 33 successful claims for other benefits through the welfare reform campaign with an average weekly award of £73.44 54 Discretionary Housing Payment awards secured worth £3681 in total

Quarterly Adults and Older People Total of 173 people advised through sessions held in Ashgrove Medical Practice (Blackburn) and West Calder Medical Practice and a fast track referral system in Craigshill Health Centre (Livingston) Total 327 individual issues dealt with through these sessions

Annual Adults and Older People New action for 2013/14

Quarterly Adults 427 West Lothian adults received face to face financial advice during 2012/13

Quarterly Adults A dedicated business start up advisor working with Jobcentre clients and residents in the 20% most deprived SIMD datazones in West Lothian assisted: 153 people to register as self-employed Approximately 20% of these were identified as having 'test traded' in the shadow economy

Annual School Age Credit Union collection points were opended in 9 West Lothian primary schools during 2012/13 Total of 347 school pupils joined Credit Unions through this project 33% of whom were entitled to free school meals

Annual Adults New action for 2013/14

Annual All New action for 2013/14

Quarterly Adults 10 referrals per month (average) during 2012/13 64% of referrals (average) enaged with service in 2012/13 Annual Adults 165000 registrations across Scotland in 2012/13 (data cannot currently be broken down to local authority area)

- 216 - Quarterly Adults New action for 2013/14

Quarterly Adults At end of March 2013 total number of Jobseekers Allowance claimants was 4927. This figure was up from the same period in 2012 when there were 4748 JSA claimants in West Lothian. Labour market statistics show a spike in the number of JSA claims in February 2013 when there were 5117 active JSA claims - this time period coincides with the closure of Halls Vion in Broxburn.

Quarterly Adults Access2Employment service delivered sessions in areas such as Boghall and Knightsridge in order to provide an accessible service 1098 clients registered with Access2Employment during 2012/13 634 progressed to a positive destination (58%)

Quarterly Adults Assistance was provided to 62 target businesses during 2012/13 with 418 additional jobs anticipated as a result

Quarterly Adults 66 referrals made to Access2Employment from the Advice Shop during 2012/13

Annual Adults New action for 2013/14

Annual Adults 18 employers used PACE service during 2012/13 999 employees facing redundancy were provided with careers advice and assistance

Quarterly Young People in 178 wage subsidy places filled during 2012/13 30 Modern Transition Apprenticeship places filled 9 voluntary sector wage subsidy opportunities created 49 West Lothian Jobs Fund places created within West Lothian Council services

Annual Young People in New action for 2013/14 Transition

Quarterly Adults New action for 2013/14

Quarterly Young People in 5317 CIAG interventions provided to unemployed 16-19 year olds during Transition 2012/13

Quarterly Young People in 100% of school leavers followed up in September 2012 Transition

Quarterly Young People in New action for 2013/14 Transition

Quarterly Young People in 70 young people assisted to start up in self-employment of these, 53 were Transition previously unemployed (75%)

Annual All 718 homeless applicants housed in permanent accommodation (73% of total applications) 28 successful Mortgage to Rent applications through Advice Shop and 8 successful applications through CAB

- 217 - Quarterly All At year end 2012/13 there were 4447 registered landlords in West Lothian and 29 accredited landlords (increase from 14 in 2011)

Annual All 157 West Lothian Council new built homes completed in 2012/13 66 Registered Social Landlord new built homes completed in 2012/13

Annual All At end of 2011/12 (latest available data) 73.1% of West Lothian Council housing stock met the Scottish Housing Quality Standard (9438 of a total 12906 dwellings)

Quarterly All £541878 saved in total through heating use advice in 2012/13

Annual School Age New action for 2013/14

Annual All At end of 2011/12 (latest available data) 73% of West Lothian Council housing stock met the Scottish Housing Quality Standard (9438 of a total 12906 dwellings) 80% of council housing stock met the Scottish Housing Quality Standard under the criteria for energy efficiency (10370 of 12906 dwellings)

Quarterly All New action for 2013/14

Annual School Age Action developed during 2012/13, data to be measured during 2013/14

Annual All New action for 2013/14

Annual Adults 3 Cooking By Numbers courses delivered in 2012/13 with 14 participants

- 218 - Annual Adults and Older People 849 successful smoking cessation outcomes during 2012/13 with 509 from bottom 2 quintiles

Annual Adults 18 community Get Cooking groups delivered by the Health Improvement Team during 2012/13 with further training delivered to allow others to run community groups. 6 community Wean the Weans groups took place during 2012/13 with 23 attendees

Annual Adults and Older People New action for 2013/14

Quarterly Older People 4158 people over 60 received advice and assistance from the Advice Shop with total increased income of £7,032,115

Annual Early Years During 2011/12 (latest available data) there were: 78 Young Mums 2 Be referrals 78% attended any group at all 66% attended regularly (improvement from 50% previous year)

Annual Early Years 50 schools had a clothing store set up at end 2012/13 with total spend of £21,159

Annual School Age New action for 2013/14

Annual School Age 1 pilot seminar delivered in 2012/13 to 130 S3 pupils as part of Money Week 2012 activity. Seminars to be further developed in 2013/14

Annual School Age New action for 2013/14

Annual Adults 387 adult learners attended Adult Basic Education during 2012/13, 19% of whom achieved an initial qualification and 328 of whom achieved or partly achieved their goals (85%) 449 English as a Second or Other Langage (ESOL) students attended ABE in 2012/13, 395 of whom achieved or partly achieved their goal (88%)

Annual Adults 58 participants successfully completed the Skint financial education course, 100% indicated improved financial skills as a result

Annual Adults New action for 2013/14

- 219 - Quarterly Adults and Older People 203 clients from rural areas were advised through CAB outreach sessions in 2012/13

Annual Adults and Older People A pilot project was undertaken during 2012/13 in which 6 isolated communities were visited by Area Services staff via the mobile library bus to raise awareness of financial inclusion services

Quarterly Adults and Older People New action for 2013/14

Annual All 1009 people attended various events during Money Week 2012 150 people attended the launch of the Welfare Reform Campaign, 98% indicated that they found the event to be 'good' or 'excellent' 104 people attended a Just the Job employability fair which generated 48 referrals to Access2Employment 120 people attended the Better Off: Welfare Reform Conference with 92% stating that the event was 'good' or 'excellent'

Annual All New action for 2013/14

Annual Adults and Older People 10 volunteers were recruited to serve 8 rural communities in 2012/13

Quarterly All 4 issues of the Better Off newsletter produced and distribted on schedult to 188 recipients during 2012/13

Annual Adults and Older People New action for 2013/14

Annual All A community reference group was established in 2012/13 with support from the Poverty Alliance. The group worked through the Anti-Poverty Strategy and Action Plan during 2012/13 to provide feedback and suggested actions.

Annual Adults and Older People New action for 2013/14

Quarterly All New action for 2013/14

- 220 - Quarterly Adults New action for 2013/14

Quarterly Adults New action for 2013/14

- 221 - - 222 - - 223 - This purpose of this document is to provide a central register of all the identified issues associated with the Project.

This log will contain the following information for each identified issue: x Issue Number – A unique identifier for the issue x Type – Request for Change/Off Specification/Issue/Question/Statement of Concern x Author – The person who identified the issue x Identified – The date the issue was first identified x Last update – The data that the issue’s entry in the log was last updated/changed x Description – A description of the issue x Status – Pending Assessment/Resolution, Resolved x Result – A description of how the issue was resolved.

- 224 - Data Label: INTERNAL DRAFT

West Lothian Community Planning Partnership

Better Off: The West Lothian Anti Poverty Communication Plan 2013/17

- 225 - Communication Strategy| 2013/17

Contents

1 Overview 2 2 Community Planning Partnership Priorities and SOA outcomes 5 3 Strategy Outcomes 6 3.1 Explain the implementation of the Welfare Reform Act 6 3.2 Promote financial inclusion and help to maximise benefits 6 3.3 Support local people to secure and sustain employment 7 3.4 Reduce fuel poverty 7 3.5 Enable local people to access healthier, less expensive food choices 3.6 Support local people to have the confidence and ability to lead a healthy lifestyle on a budget for themselves and their children 8 3.7 Support adult life changes by improving their educational Achievements 8 3.8 Support communities to be able to do more for themselves 9

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1. Overview

1.1 Context

West Lothian Community Planning Partnership is a mature, strategic alliance which has demonstrated a strong sense of understanding of the priorities for West Lothian within the Single Outcome Agreement 2013/23.

West Lothian Community Planning Partnership was established in 1999 and now consists of fifteen partner organisations: West Lothian Council, NHS Lothian, Police Scotland, Scottish Fire and Rescue Service, Voluntary Sector Gateway West Lothian, West Lothian College, Oatridge College, West Lothian Chamber of Commerce, Scottish Water, Association of Community Councils, JobCentreplus, West Lothian Leisure, West Lothian Youth Congress, Skills Development Scotland and SESTRANs.

The revised West Lothian Anti-Poverty Strategy 2014-2017: a key to the delivery of the Single Outcome Agreement is the Anti-Poverty Strategy, the West Lothian Community Planning Partnership's plan of how it intends to tackle poverty in West Lothian. This strategy has an overall purpose to help minimise the impact of poverty on the people of West Lothian. Its object is to ensure that people are equipped to cope with the challenges they currently face; those of the current, deep, economic recession and the welfare reforms.

The Strategy and two associated Action Plans outline the steps which the council and its Community Planning Partners will use to tackle the effects of poverty on people in West Lothian.

1.2 Strategy Development

In 2012/13 a Welfare Reform Communications Strategy was developed by West Lothian Council to support local people through the introduction of Welfare Reform. However, it is clear that the impact of Welfare Reform is wide reaching and that West Lothian Community Planning Partnership would be a key to ensuring the maximum support for local people.

In developing the strategy the council’s Corporate Communications team under-took an audit of the activities which had been delivered by council services and several partner organisations. The council also commissioned an external Financial Inclusion Report which highlighted the need for a more comprehensive approach to communications concerning Universal Credit.

In August 2013 it was agreed by the Executive Management Team of the council that the Anti-Poverty Strategy would become the plan and driver for West Lothian Community Planning Partnership to tackling poverty in West Lothian. This action ensures a joined up and cohesive response. Other strategies which have an impact on the Anti-Poverty Strategy include: x the Digital Inclusion Action Plan, x the council’s Corporate Debt Policy; x the Financial Inclusion Report.

A report to the Partnership and Resources Policy Development and Scrutiny Panel on Welfare Reform Communications (Appendix A) highlighted groups who where identified as needing specific communications. x Parents with young children (early years) x Young homeless and through care people x People who may be affected by the benefit cap in the longer term x People who will lose DLA with the move to Personal Independence Payments x People who have rent or mortgage arrears x People who are working but who are still suffering from poverty*

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*According to research by the Joseph Rowntree Foundation, children living below the poverty line are now twice as likely to come from working families struggling on low incomes and falling wages than those whose parents are unemployed.

1.3 Ownership and Scope of the Strategy

Governance

1.4 Audiences x West Lothian Public x People affected by Welfare Reform x People who are in poverty, including those who are in work x Council staff x Community Planning Partners and their staff x Voluntary Organisations x Charities x Elected members – local and national x Local businesses x Local media

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1.5 Key messages

x West Lothian Community Planning Partnership is working together to support local people x Voluntary organisations and charities are also available to support local people x Support is available on a range of issues to support local people x Local people can access support through a number of channels – online, outreach services, set contact points, via publications

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2. Community Planning Partnership Priorities and SOA outcomes

Figure 1 illustrates where the West Lothian anti Poverty Strategy will directly contribute to a Community Planning Partnership outcome or overarching theme.

4. We live in resilient, cohesive and safe communities. 9

Prevention 9

Community Engagement 9

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3 Strategy Outcomes

The aim of the strategy is to develop a consistent and clear approach to publicising activities which help local people through the introduction of the Welfare Reform Act and help local people to manage their financial affairs and minimise poverty and its effects.

In summary the strategy outcomes are to promote activities which: Ŷ Explain the implementation of the Welfare Reform Act Ŷ Promote financial inclusion and help to maximise benefits Ŷ Support local people to secure and sustain employment Ŷ Reduce fuel poverty Ŷ Enable local people to access healthier food choices Ŷ Support local people to have the confidence and ability to lead a healthy lifestyle on a budget for themselves and their children Ŷ Support adult life changes by improving their educational achievements

Outcome 1:

Purpose

Explain the implementation of the Welfare Reform Act.

Activities

The main activities that will be undertaken in 2013/17 to achieve this priority outcome are: Ŷ Information is published on the council’s website Ŷ Information has been published in the council’s newspaper Bulletin Ŷ Briefings have been prepared and circulated for key stakeholders Ŷ Posters for Personal Independence Payments were circulated to main council buildings and GP surgeries Ŷ News releases were sent and used by the local media Ŷ Plasma screens published Ŷ Website adverts published Ŷ Email sign off on all council emails

Outcome 2:

Purpose

West Lothian Citizens are less at risk of poverty and financial exclusion as a result of having their disposable income maximised

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Activities

The main activities that will be undertaken in 2012/17 to achieve this priority outcome are: Ŷ Promote Money Week each year Ŷ Promote the work of West Lothian Advice Shop throughout the year including new advice drop in sessions in Livingston Ŷ Promote the work of the Adult Basic Education Service Ŷ Information for parents of young children via early year centres and nurseries, social workers and NHS staff Ŷ Information for homeless young people via homeless charities, Throughcare / Aftercare, social workers Ŷ Information available for people affected by the Benefit Cap Ŷ Targeted communication via employers for people who are lower paid

Outcome 3:

Purpose

West Lothian adults have the ability to secure and sustain employment

Activities

The main activities that will be undertaken in 2013/17 to achieve this priority outcome are: Ŷ Promote the work of the West Lothian Economic Growth Plan Ŷ Promote the work of access2employment Ŷ Promote the work of the stepsN2work programme Ŷ Promote the work of the veterans employment support programme Ŷ Promote the graduate work experience programme Ŷ Promote various job fairs through out the year Ŷ Promote the work of the Adult Basic Education Service

Outcome 4:

Purpose

West Lothian residents are less at risk of fuel poverty through increased knowledge and understanding of energy issues and support to budget better

Activities

The main activities that will be undertaken in 2013/17 to achieve this priority outcome are: Ŷ Promote the work of the energy advice team at West Lothian Advice Shop 7 | Page Data Label: PUBLIC

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Ŷ Promote energy saving projects supported by the council like the free home insulation scheme

Outcome5:

Purpose

Enable local people to access affordable food options

Activities

The main activities that will be undertaken in 2013/17 to achieve this priority outcome are: Ŷ Promote the work of the council’s Health improvement Team Ŷ Promote West Lothian College courses Ŷ Promote Community Education activities Ŷ Encourage WLC staff to donate to the Food bank at designated drop off points in partnership centres

Outcome 6:

Purpose

Support local people to have the confidence and ability to lead a healthy lifestyle on a budget for themselves and their children

Activities

The main activities that will be undertaken in 2013/17 to achieve this priority outcome are: Ŷ Promote the work of the Health Improvement Team Ŷ Promote the work of the energy advice team at West Lothian Advice Shop Ŷ Promote the work of the Adult Basic Education Service

Outcome 7:

Purpose

Support adult life chances by improving their educational achievements

Activities

The main activities that will be undertaken in 2013/17 to achieve this priority outcome are:

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Ŷ Promote the work of the Adult Basic Education Service Ŷ Promote Community Education activities Ŷ Promote opportunities available at the Community High Schools Ŷ Promote West Lothian College courses Ŷ Promote financial education work in West Lothian schools including participation in Money Week and the development of poverty seminars for secondary school pupils

Outcome 8:

Purpose

Support communities to be able to do more for themselves

Activities

The main activities that will be undertaken in 2013/17 to achieve this priority outcome are: Ŷ Advertise the main locations of public access PCs Ŷ Promote the IT Buddy scheme to encourage volunteers Ŷ Promote courses available through Community Learning & Development Ŷ Promote West Lothian College courses Ŷ Support the Better Off Anti-Poverty e-newsletter

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Appendix A

Communications Action Plan Status Action Description Planned Outcome Owner Start End (Planned, Active, Complete) Promote anti-poverty News release/pr/ebulletin Highlight the conference Advice Shop complete conference and encourage people to attend Promote money week Various news releases Highlight money week Advice Shop 7 October 12 October complete /pr/ photocall and encourage people to and partners launch/council staff attend newsletter Promote the Tenants’ and News release/pr Highlight event and Housing 12 October 12 October complete Residents information day encourage people to Services attend October training Sessions Inside News – council Encourage people to sign ABE/Advice 9 September 9 September complete staff newsletter up Shop October CHCP staff newsletter Update staff on SWF Finance West Life October Develop brand for anti- Adopt a visual which can Finance poverty strategy be used by all partners to link activities with the strategy. October Tenants’ News Highlight SWF Housing Services November Consultation on new Tenants’ Panel Housing factsheets Services November Housing providers briefing Impact of Welfare Reform Housing changes Services November Vol Orgs and support tbc Housing providers, awareness Services event November Feature in Bulletin Share information on DHP Finance 18 November 22 November and the SWF November Appeal for IT buddies Support online access Advice Shop 3 December

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November Ready for xmas events Advice on planning and Advice Shop 29 November saving money November/December SWF Training Bathgate Partnership SWF – Kirsty centre Rodger November Develop a toolkit which Help partners to help Comms provides links and West Lothian working group signposts for partners communities to access information and services as outlined in Section 3. December Conference Linking poverty with Advice Shop 3 December health and education January Business Portal Info on help for lower paid Advice Shop employees January – 13 to 21 Mop up sessions for Advice briefings Shop/Housing January News release Invite to WR sessions Corp Comms

January News release Info on the roll-out of PIP Corp Comms

January Launch of the digital inclusion strategy January 27th – 31st Saving Energy Week Advice & Tips about how Advice Shop 27th Jan 2014 31st Jan 2014 people can save on their energy bills February 2014 Staff newsletter - Inside Comms 24 February News working group February 2014 Community Engagement To establish burning Advice Shop TBC TBC Day – Whitburn issues for the community and to help us inform future events/campaigns March 2014 Feature in the council newspaper Bulletin – deadline for info 10 January 2014 March 2014 Tenants News Housing

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March 2014 Education & Poverty Raise awareness of the Advice Shop TBC TBC Active Seminar links between Education and Poverty and share partner work in West Lothian April Community Engagement To establish burning Advice Shop TBC TBC Active Day – Dedridge issues for the community and to help us inform future events/campaigns May 2014 Community Safety linked Linking poverty with Advice Shop TBC TBC Active to Poverty community safety June 2014 Community Engagement To establish burning Advice Shop TBC TBC Active Day – Livingston North issues for the community and to help us inform future events/campaigns July 2014 Poverty & Housing Linking poverty with Advice Shop TBC TBC Active housing and housing options August 2014 Community Engagement To establish burning Advice Shop TBC TBC Active – Broxburn issues for the community and to help us inform future events/campaigns September 2014 Equality & Poverty Linking poverty with Advice Shop TBC TBC Active Equality October 2014 Money Week 2014 Money Week Advice Shop 6th October 11th October Active 2014 2014 November 2014 Christmas Savings Event Encourage people to have Advice Shop TBC TBC a good Christmas on a budget

- 237 - - 238 - Date: 3 Feb 2014 Community Planning Item No: 14 Partnership Board

Community Planning Partnership – Resource Aligning Group

1. The purpose of the report is to provide the Community Planning Partnership Board with an update on progress towards the establishment of a Resource Aligning Group who will be responsible for gathering evidence and reporting on findings and recommendations on resource planning and management between community planning partners.

2. Discussion

The recently published Agreement on Joint Working on Community Planning and Resourcing describes how Community Planning Partnerships will draw on the totality and breadth of partnership resource to improve local outcomes for communities and to ensure that the individual and collective decisions of partners are in the best interest of communities and the public sector as a whole. The joint agreement places clear expectations on CPPs to work towards sharing budget and resource planning assumptions at an earlier stage and to deploy resources towards the jointly agreed SOA outcomes.

At the Community Planning Partnership (CPP) Board meeting of 18 November 2013, the Board agreed to the formation of a West Lothian Community Planning Resource Aligning Group (RAG). This will be the lead group established to progress resource planning and management across the partnership and it will be responsible for developing a framework to improve the CPP’s capacity to target and align resources for better impact across SOA priorities. The terms of reference of the group were agreed by the CPP Board on 18 November 2013.

The RAG is currently being formed and to date there has been keen interest across the CPP to participate in the group with several nominations already confirmed. It is planned to finalise the membership of the group by 5 February 2014.

Thereafter, a RAG planning workshop has been arranged for 12 February 2014. The workshop will present an opportunity for all group members to discuss options on how best to take forward the requirements of the Agreement on Joint Working. Of particular importance, will be how the following will be developed: x The West Lothian Community Planning Partnership Audit focus areas x The totality of local assets deployed (budgets, workforce and property) x How partners assets are disaggregated against particular outcomes / priorities x Sharing of budget and resource planning assumptions x Local community planning priorities and budget planning cycles x Development of joint resource plans x Monitoring progress / performance

Following feedback from the workshop, a RAG work plan will be established that will allow the group to plan tasks throughout 2014. The final recommendation report will be presented to the Community Planning Partnership Board on 17 November 2014.

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3. Summary of Implications

Relevant SOA outcome (s) The purpose of this activity is to develop a resource aligning approach that will link how CPP use resources are targeted at delivering SOA outcomes.

Relevant SOA performance indicator Not applicable (s) Resources Costs will be met from existing resources Link to CPP prevention Not applicable plan/Community Engagement plan Impact on inequalities Not applicable Key risks Partners do not participate and the task and finish group does not achieve its aims.

4. Consultations

The objectives and terms of reference of the Resource Aligning Group were set out in a report to the CPP Board on 18 November 2013.

5. Conclusions

The report provides the CPP Board with an update on progress to establish a Resource Aligning Group who will take forward the recommendations of the Agreement on Joint Working on Community Planning and Resources. Following an initial workshop on 12 February 2014, a timetable of meetings will be agreed to enable the group to convene throughout this year to develop evidence on joint resourcing.

6. Recommendations

It is recommended that the Board notes the report. Donald Forrest Head of Finance and Estates West Lothian Council

References: CPP Resource Aligning Group report to CPP Board – 18 November 2013

Appendices: None

DATA LABEL: Public

- 240 - Date: 3 Feb 2014 Community Planning Item No: 15 Partnership Board

Scottish Fire and Rescue Service Local Fire and Rescue Plan for West Lothian 2014-2017

1. Purpose of Report

The Scottish Fire and Rescue Service (SFRS) Local Fire and Rescue Plan for West Lothian 2014-2017 has been developed to a stage where it has been released for consultation with key stakeholders and members of the community in West Lothian. On 7 January 2014, CPP Board members were emailed with information in relation to the consultation process and afforded the opportunity to reply individually. This report is provided in addition to the previous email, to give an overview of the plan and to encourage a discussion on whether the Board wishes to submit a collective response to the consultation.

2. Discussion

Under the Police and Fire Reform (Scotland) Act 2012 Section 41E, SFRS is required to have in place a Local Fire and Rescue Plan for each Local Authority area that outlines the local priorities and outcomes that the SFRS will deliver against in the coming years.

In accordance with the Police and Fire Reform (Scotland) Act 2012, the plan sets out the following:

x Priorities and objectives for SFRS in connection with the carrying out duties in West Lothian of SFRS’s functions x The reasons for selecting each of those priorities and objectives x How SFRS proposes to deliver those priorities and objectives x In so far as is reasonably practicable, outcomes by reference to which delivery of those priorities and objectives can be measured x How those priorities and objectives are expected to contribute to the delivery of any other relevant local outcomes which are identified by community planning x Such other matters relating to the carrying out of SFRS’s functions in West Lothian as SFRS thinks fit.

There are seven priorities identified within the Local Fire and Rescue Plan for West Lothian 2014 – 2017, those being:

x Local Risk Management and Preparedness x Reduction of Dwelling Fires x Reduction in Fire Fatalities and Casualties x Reduction of Deliberate Fire Setting x Reduction of Fires in Non-Domestic Property x Reduction in Casualties from Non-Fire Emergencies x Reduction of Unwanted Fire Alarm Signals. 3. Summary of Implications

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Relevant SOA outcome (s) We live in resilient, cohesive and safe communities

Relevant SOA performance indicator SOA1304_13Number of deliberate (s) fires per 100,000 population SOA1304_14Number of accidental dwelling fires per 100,000 population

Resources None

Link to CPP prevention The plan is a focus for preventative plan/Community Engagement plan activity by SFRS for the 2014-2017 period

Impact on inequalities This plan will assist SFRS in tackling inequalities across West Lothian

Key risks None identified

4. Consultations

Consultation is currently on going with key stakeholders and residents of West Lothian.

5. Conclusions

The Local Fire and Rescue Plan for West Lothian 2014-2017 is seen to meet the requirements of the Police and Fire Reform (Scotland) Act 2012 Section 41E, that are placed upon SFRS and the Local Senior Officer.

6. Recommendations

The Board is asked to consider if it wishes to submit a collective response to the SFRS Local Fire and Rescue Plan for West Lothian 2014-2017 by 14th February 2014.

Report written by

Area Manager Gary Laing, Local Senior Officer for Falkirk and West Lothian. [email protected]

January 2014 References

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- 242 - Date: 3 Feb 2014 Community Planning Item No: 15 Partnership Board

Local Fire and Rescue Plan for West Lothian 2014-2017: http://www.firescotland.gov.uk/media/486385/west_lothian_draft_local_plan.pdf

Local Fire and Rescue Plan for West Lothian 2014-2017 Consultation Questions: https://www.surveymonkey.com/s/SFRSLocalPlan

Appendices

None

DATA LABEL: Public

- 243 - - 244 - Date: 3 Feb 2014 Community Planning Item no: 16 Partnership Board

Community Planning Partnership Terms of Reference

1. Purpose of Report

To present a draft CPP Terms of Reference to the Community Planning Board.

2. Discussion

As part of the Community Planning Partnerships Development Plan, the current Partnership Agreement is to be revised and an up to date Terms of Reference produced. This was endorsed at a special CPP Board Meeting in June 2013 where it was agreed that the Partnership Agreement should be revised.

Since the Partnership Agreement was produced, the context within which the Partnership operates has changed, as has the structure and governance of the Partnership itself therefore it is necessary to ensure that we have a terms of reference which accurately reflects our arrangements.

3. Summary of Implications

Relevant SOA outcome (s) N/A

Relevant SOA performance indicator N/A (s)

Resources

Link to CPP prevention Outlines the roles of these plans plan/Community Engagement plan

Impact on inequalities N/A

Key risks

4. Consultations Community Planning Steering Group

5. Conclusions An up to date terms of reference will set out the parameters of the Partnership and ensure that roles and responsibilities for each component part of the Partnership structure are set out clearly.

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6. Recommendations The Community Planning Partnership Board is asked to x Review and agree the content of the Terms of Reference

Report written by/contact details/date Susan Gordon, Community Planning Officer, 01506 282141, January 2014

References

None

Appendices

Appendix 1: Draft CPP Terms of Reference

DATA LABEL: Public

- 246 - WEST LOTHIAN COMMUNITY PLANNING PARTNERSHIP

TERMS OF REFERENCE

- 247 - 1. Objective

West Lothian Community Planning Partnerships main objective is to “improve the quality of life for all people who live, work and do business in West Lothian.”

The objectives of the Partnership are to: x develop a clear and shared long term vision for West Lothian that sets out joint priorities, performance indicators, and targets; x develop joint approaches to improving service delivery and the quality of life for the citizens of West Lothian; x ensure that partnership working in the area is co-ordinated and cohesive; x negotiate directly and collectively with the Scottish Government and other bodies on national policy and resource issues; x support the development of active and informed communities that can engage with and have an influence on the community planning process, and; x develop ways of working within the Community Planning Partnership that supports the values of openness, parity between partners and achieving progress through consensus

2. Context

The Local Government in Scotland Act 2003 (the Act) provides the statutory basis for Community Planning. It requires local authorities to initiate and facilitate community planning, and NHS boards, the enterprise networks, the police, the fire and rescue service and regional transport partnerships to participate. Other public, private and community bodies are invited to participate in community planning, including the voluntary sector, community groups, the college sector, businesses and business organisations.

The Review of Community Planning and the subsequent Statement of Ambition set out Community Planning’s role in the future of public services. ‘Effective community planning arrangements will be at the core of public service reform. They will drive the pace of service integration, increase the focus on prevention and secure continuous improvement in public service delivery, in order to achieve better outcomes for communities.’ It is in this context that Community Planning Partnerships are expected to make transformational change over the next ten years, through the delivery of Single Outcome Agreements. Community Planning Partnerships and Single Outcome Agreements are at the centre of an outcomes based approach to improving public services in Scotland.

3. Activity

The CPP’s activities are based on West Lothian’s Single Outcome Agreement, ‘Achieving Positive Outcomes.’ This is West Lothian’s ‘Plan for Place’ and is based on a set of clear outcomes that will be jointly delivered over the next ten years. The SOA is a partnership agreement between all community planning partners that demonstrates a shared commitment to improving outcomes for our communities.

- 248 - West Lothian Community Planning Partnership will focus its activities on delivering the outcomes set out in the SOA;

1. Our children have the best start in life and are ready to succeed

2. We are better educated and have access to increased and better quality learning and employment opportunities

3. Our economy is diverse and dynamic, and West Lothian is an attractive place for doing business

4. We live in resilient, cohesive and safe communities

5. People most at risk are protected and supported to achieve improved life chances

6. Older people are able to live independently in the community with an improved quality of life

7. We live longer, healthier lives and have reduced health inequalities

8. We make the most efficient and effective use of resources by minimising our impact on the built and natural environment

4. Membership and Structure

The West Lothian Community Planning Partnership (WLCPP) is a partnership of agencies and organisations from the public, voluntary, private and community sectors that have an interest in West Lothian. It is an unincorporated body. Membership should reflect the needs of the Partnership fluid and can therefore change subject to approval by the Board. There are currently 15 member organisations; x Association of Community Councils x Jobcentre plus x Scottish Fire and Rescue Service x Police Scotland x NHS Lothian x Scottish Rural University College x Scottish Water x SEStran (South East Scotland Transport) x Skills Development Scotland x Voluntary Sector Gateway West Lothian (VSGWL) x West Lothian Chamber of Commerce x West Lothian College x West Lothian Council x West Lothian Leisure x West Lothian Youth Congress

The partnership is supported by the Scottish Government who are represented on the Steering Group and the board by the Locality Director and support.

WLCPP is structured to deliver the Single Outcome Agreement through a number of partnership groupings;

- 249 - x The Community Planning Partnership Board x The Community Planning Steering Group x Four Thematic Forums Community Safety Board – Community Safety CHCP Sub Group - Health and Well-Being Economic Partnership - Economic Climate Change Working Group - Environment

Each grouping of the partnership has the relevant representation from partner organisations based on the business of that group. Details of the remit, membership, meetings and communication channels for the main groupings of the Partnership can be found in Appendix 1.

4.1 Accountability

The Community Planning Partnership has clear governance and accountability arrangements in place to ensure that all partners can be held to account for their contribution to delivering our outcomes. These will be strengthened by changes to the duties of individual partners in light of new legislation.

WLCPP have robust scrutiny arrangements in place to ensure that progress on the Single Outcome Agreement is closely monitored. This is undertaken by the Community Planning Steering Group.

5. Resources

West Lothian’s Single Outcome Agreement has a particular focus on a collective approach to prevention and early intervention which has an impact on how resources are organised and deployed. Delivering the SOA will require the mobilisation of public sector assets, activities and resources, together with those of the third and private sectors and local communities. The Agreement on Joint Working on Community Planning and Resourcing describes how CPP’s will draw on the totality and breadth of partnership resources to improve local outcomes for communities and to ensure that the individual and collective decisions of partners are in the best interests of communities and the public sector as a whole. The joint agreement places clear expectations on CPP’s to work towards sharing budget and resource planning assumptions at an earlier stage and to deploy resources towards the jointly agreed SOA outcomes.

6. Performance Monitoring

The Community Planning Partnership Board is ultimately responsible for monitoring the performance of the partnership against the outcomes set out in the Single Outcome Agreement.

Performance against the Single Outcome Agreement is measured through the Partnerships performance management system, Covalent. Ongoing monitoring of the Single Outcome Agreement is delegated to the four thematic forums. The Community Planning Steering Group and the Board receive thematic performance reports generated from Covalent at each meeting.

The Community Planning Partnership is required to report on progress against the Single Outcome Agreement as directed by the Scottish Government.

- 250 - Performance relating to prevention, community engagement and the anti-poverty strategy is also reported on to the Steering Group and Board.

- 251 - West Lothian Community Planning Partnership Strategic Structure

Community Planning Partnership Board

Preventative Interventions Board

CPP Resource Aligning Group Community Planning Steering Anti-Poverty Strategy Board Group

Community Engagement Practitioners Forum

Economic Forum CHCP Sub Committee Community Safety Climate Change Board Working Group 6

- 252 - Appendix 1

Remits, membership and meeting arrangements for tiers within the Partnership

Community Planning Partnership Board

Remit x Develop and set out a joint vision with agreed objectives for the area in the form of a Community Plan; x Set out challenging outcomes of performance for the Community Planning partnership in the form of a Single Outcome Agreement (SOA) along with the contribution expected from individual partners towards delivering these key outcomes. x Identify and secure the resources necessary to achieve the agreed outcomes; x Influence the national agenda to secure the “best deal” for West Lothian; x Co-ordinate specific West Lothian responses on issues such as economic development, health improvement, the environment and social inclusion to national bodies (for example, the Scottish Government). x The Board will provide the scrutiny role for the Partnership and will monitor progress with regard to the agreed outcomes on what is being done by way of Community Planning and set out and execute regular evaluation of progress; it will consider regular performance monitoring reports from the four Forums and take any action necessary to address poor performance. x The Board will produce an annual report on progress on the agreed outcomes.

Criteria for Membership x A senior representative of the partner organisations listed in section 4 above x The Deputy Leader of the Council will Chair the Partnership Board, and up to four other Elected Members nominated by West Lothian Council. x When the Chair is not available he/she will nominate a substitute. x The representatives must be able to speak on behalf of their organisation and where appropriate commit funding and other resources to partnership activity. x All members of the Board have equal status and where issues are to be voted upon, each member has one vote. The Chair retains the casting vote. x Members may nominate a substitute x Changes in membership or additional members are subject to Board approval

Meetings x The Board will meet four times per year with the venue being agreed by partners x The Quorum for the meeting will be eight members, representing at least 5 partner agencies. x Board meetings will be open to the public, unless items of a confidential nature are to be discussed. In such cases the Board will take a decision to hold the meeting in private. x The Council will provide administrative support. The Community Planning Development Manager will co-ordinate agendas, reports etc in consultation with the Chair.

- 253 - x Where appropriate, decisions taken by the Board should be followed through by reports being submitted to the relevant partner agencies’ decision making system, e.g. for the Council, the relevant Council Committee.

Communication Channels x Copies of agendas, minutes and reports will be available on the Councils website http://coins.westlothian.gov.uk/coins/ or from the Council’s Committee Services x Agendas, reports etc., will be circulated to the Board one week prior to the meeting. x All enquiries regarding the Board should be channelled through the Committee Services in the first instance. x The draft minutes of the Board meeting will be submitted to the next available Council Executive for information.

Community Planning Steering Group Remit x Advise the Board on the key issues affecting West Lothian x To receive regular monitoring reports regarding the SOA and Thematic Forum action plans x To oversee performance management information in relation to the SOA and Community Plan to the Board; x Act as a key consultative group for major policy development; x Develop processes which maintain a regular and effective means of communication between participants in the partnership. x Adopt Community Planning principles, objectives and practices in the respective partner organisations; x Support and develop shared information and intelligence systems; x Promote joint staff training and development, and

Criteria for Membership x The Council’s Chief Executive will chair the Steering Group. When the Chair is not available he/she will nominate a substitute. x Representatives from West Lothian Council, Community Health & Care Partnership, Lothian & Borders Police, Lothian & Borders Fire & Rescue, NHS Lothian, West Lothian College, the four Forum Lead Officers, the Head of Finance and Estates, the Head of Area Services and the Depute Chief Executive of Corporate, Operational and Housing Services. x All representatives must be able to speak on behalf of their organisation. x The four Lead Officers for the Themes will specifically represent their respective Thematic Forum, not their Employer’s interests. x Changes in membership or additional members are subject to Board approval

Meetings x The Community Planning Steering Group will meet four times per year. x The Community Planning Development Officer will supply administrative support. x The agendas will focus on the delivery of the Community Plan and Single Outcome Agreement.

- 254 - x Any member of the Community Planning Steering Group can request items to be included on the agenda these will be agreed by the Chair. x Each meeting will include progress reports from the thematic Forums

Communication Channels x Copies of the agenda, minutes and reports will be available from the Community Planning Development Officer Tel: 01506 282141/281086 and from the Community Planning webpage on the Councils website www.westlothian.gov.uk x Agendas, reports etc., will be circulated to the Steering Group one week prior to the meeting. x Copies of the minutes will be circulated to the Board and Thematic Forums for information.

Thematic Forums

Remit x Develop and ensure plans are in place to deliver the visions within the Community Plan x Continue to develop the solutions to the challenges within the Single Outcome Agreement and monitor progress towards the targets set. Each Forum has a set of outcomes that it is responsible for, shown in Table 1 x Identify and implement creative solutions for improving policy development and service delivery; x Co-ordinate partnerships, projects and initiatives, which are integral to the thematic plan; x Oversee the work of sub groups and partnerships delivering aspects of the Single Outcome Agreement; and x Ensure that the underpinning principles of the SOA and Community Plan, sustainability, equality and value for money are incorporated into the implementation of the thematic plan.

Criteria for Membership x Senior Officers/delegates will represent organisations and groups that are working in the field of the specific themes of the Thematic Forums. The Forum that oversees the Health and Wellbeing theme will be the Community Health and Care Partnership Sub Committee. Its membership is prescribed by NHS Lothian. x A representative from the organisations with a duty to participate in Community Planning will attend where appropriate. x The designated Lead Officer and Forum members will agree membership of the Forums. x The Forum Chairs will be agreed by the partners participating in that Forum.

Meetings x The Forums will meet at least four times a year. x Support to the Forums, and at the meetings, will be supplied by the Lead Officers. One of the statutory agencies will provide administrative support. x Any member of the Forum is able to submit agenda items. The Lead Officer will agree the agendas with the Chair.

- 255 - Communication Channels x Agendas, reports and minutes will be available from the Lead Officers x Agendas, reports etc., will be circulated to the Forums one week prior to the meeting. x Minutes will be circulated to the Board for information

Links to terms of reference for each thematic grouping

Table 1: Thematic Groups and related outcomes Community Safety Outcome 4.We live in resilient, cohesive and safe communities

Outcome 5. People most at risk are protected and supported to achieve improved life chances

Economic Outcome 2. We are better educated and have access to increased and better quality learning and employment opportunities

Outcome 3. Our economy is diverse and dynamic, and West Lothian is an attractive place for doing business

Health & Wellbeing Outcome 1. Our children have the best start in life and are ready to succeed

Outcome 6. Older people are able to live independently in the community with an improved quality of life

Outcome 7. We live longer, healthier lives and have reduced health inequalities

Environment Outcome 8. We make the most efficient and effective use of resources by minimising our impact on the built and natural environment

SOA Enabler Groups

The following groups are part of the Community Planning Structure and have a particular focus on helping the partnership to achieve the SOA.

Preventative Interventions Board The Preventative Interventions Board is responsible for taking forward the Prevention Plan. It is responsible for further embedding prevention approaches across the Community Planning Partnership. Link to Terms of Reference

Anti Poverty Strategy Board The Anti-Poverty Strategy Board is responsible for monitoring and reviewing West Lothian’s Anti Poverty Strategy ‘Better Off’. Meetings are held quarterly. The Anti Poverty Strategy

- 256 - Board reports to the Community Planning Board and is chaired by the Head of Area Services. Link to Terms of Reference

Community Engagement Practitioners Forum The West Lothian Community Engagement Practitioners Network (CEPN)is the lead group that will progress the actions detailed in the Community Planning Partnerships Community Engagement Plan. The main aim of the Community Engagement Practitioners Network is to improve and embed community engagement across West Lothian Community Planning Partnership. The Meetings are held quarterly. The CEPN reports to the Community Planning Steering Group.

Link to Terms of Reference

- 257 - - 258 - Date: 3 Feb 2014 Community Planning Item No: 17 Partnership Board

WWF Earth Hour 2014

1. Purpose of Report

The purpose of this report is to update the Community Planning Partnership Board on what the Council is doing in relation to WWF Earth Hour for 2014, and to request that Community Planning Partners identify additional activities which could be undertaken.

2. Discussion

This year WWF's Earth Hour will take place on Saturday 29 March from 8.30pm to 9.30pm. It’s not just about an hour of darkness; it’s about a brighter future. In the UK alone, we’re consuming three times our fair share of the planet’s natural resources. Earth Hour is a reminder that together we can make change happen and gives us a chance to think about the small things we can do every day to help create a brighter future.

In 2011, Scotland became the first country in the world to have all its local authorities participating in Earth Hour, something that was applauded globally. Last year the Council promoted Earth Hour through a range of media, and partnered with Historic Scotland to switch off the lights at Linlithgow Palace. The Council plans to do the same again in 2014, and wishes to work alongside Community Planning Partners to extend both the promotion of and participation in Earth Hour across West Lothian.

As with previous years, WWF is asking local authorities and other organisations to engage by switching off properties, promoting Earth Hour to staff and public, carrying out events and media work and connecting Earth Hour with ongoing climate change commitments. Partners can download posters to promote the event at http://earthhour.wwf.org.uk/get-involved/useful-resources and the Earth Hour image can be used freely (attached separately). Suggestions are sought from the Board on additional activities that could be undertaken, either individually or in partnership.

3. Summary of Implications

Relevant SOA outcome (s) We make the most efficient and effective use of resources by minimising our impact on the built and natural environment

Relevant SOA performance indicator Tonnes of CO2 emissions per capita (s) for the West Lothian District

Resources

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Link to CPP prevention plan/Community Engagement plan

Impact on inequalities None

Key risks Reputational risk if the Council does not fulfil its commitment to participate

4. Consultations

The Chair of the Environment Policy, Development and Scrutiny panel, Councillor Tom Conn, was consulted and recommended the Council’s participation again in 2014.

5. Conclusions

At 8.30pm on 29 March, hundreds of millions of people will turn off their lights for one hour, on the same night, all across the world in a huge, symbolic show of support for action on climate change and for a more sustainable future. It's always a memorable and spectacular event with cities, communities and landmarks across the globe going dark for the hour. The Council will be actively participating, and seeks suggestions from Community Planning Partners for opportunities to switch off lights and promote activities across West Lothian.

6. Recommendations

It is recommended that the CPP notes the content of this report and participates in Earth Hour 2014. participate in Earth Hour by signing up at. The activities which can be undertaken are outlined at Appendix 1, and partners can sign up formally at http://earthhour.wwf.org.uk/beyond-hour. The Council would welcome engagement with partners to organise and promote additional activities.

Report written by/contact details/date

Caitlin Hamlett, Climate Change Policy Officer

[email protected], 01506 777809

27/01/2014

References

Further details about Earth Hour are available at www.wwfscotland.org.uk/earthhour.

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The 2014 Earth Hour video can be viewed at http://earthhour.wwf.org.uk/whats- happening#55.370303,-3.3665220000000317,5.

Appendices

Appendix 1: WWF Reporting form with list of activities for Earh Hour 2014

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What is your local authority doing for Earth Hour 2014?

We want to ensure we recognise the valuable support your authority gives to WWF’s Earth Hour. In order to do that, please sign up as an organisation at www.wwf.org.uk/ehsignup and use the form below to tell us about your activities.

Please refer to the Local Authority Earth Hour toolkit for more details of activities.

To be recognised in WWF’s publicity, you need to do all the basic activities listed in the table below. Please fill in details of your plans and return this form by the 13 January 2014.

Basic activities

Switch Off: turn off the lights in your town hall, headquarters and other landmarks in your control for one hour on 29 March 2014 at 8.30pm (if you don’t have any lights you can turn off, do one of the other actions instead).

We will be turning the lights of in/on the following buildings: List buildings/landmarks here

They will be switched off for: Earth Hour only/ the whole weekend/other ______(delete as appropriate)

Take Part: promote WWF’s Earth Hour to staff through emails and intranet, encouraging them to sign up as individuals and take part in the event on a personal basis.

We will be doing the following to promote Earth Hour to staff: List details here (please forward us copies of any newsletters etc you’ve produced)

Engage: Make use of your website, newsletters, Twitter and Facebook to encourage members of the public to sign up, demonstrating the support for action on climate change in your area.

We will be doing the following to engage members of the public:

Insert details here (please forward us copies of any newsletters etc you’ve produced)

- 263 - To receive the WWF Scotland Super Local Authority badge to display on your website or other promotional materials, you also need to do at least three activities from the list below. We will issue badges for your use in early February. Please fill in details of your plans.

We’ll also be declaring one Scottish local authority our Local Authority Earth Hour Champion of the Yearand two others runner-upsfor going above and beyond the number of activities requested. The winner and two runner-ups will be presented with plaques to launch Earth Hour 2015 andto promote their achievement to both public and media.

Activities Please give details below Involve your community •Work with your Community Planning Partnership to endorse Earth Hour and get each partner to sign up. • Organise your own Earth Hour event such as a public countdown to the big switch off. • Talk to local businesses and organisations to get the lights switched off on iconic or important buildings or structures in your local area. They might also be willing to promote the event to their staff and some, such as pubs, restaurants or hotels, might be interested in organising their own event. • Encourage local residents, schools and community groups to get involved – you may be able to build on existing links and make WWF’s Earth Hour part of your ongoing work on climate change. Promote the event • Promote your involvement in the event to partners and other organisations with whom you have links, suppliers and other networks, and encourage them to take part. • Get in touch with local media to tell them about your involvement in WWF’s Earth Hour. • Showcase some of the other work the council is doing in relation to climate change. Local press might also be interested in a photo shoot involving senior council staff or dignitariesor with a local group or school that has got involved. Raise awareness • Use WWF’s Earth Hour as a chance to raise awareness across council departments of

- 264 - your action on reducing emissions. This could support any work you are doing with staff within the workplace as part of a wider, longer-term strategy to reduce carbon emissions from the authority’s own building and estate.

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For information only

Scottish Government Response to "Redesigning the Community Justice System: A Consultation on Proposals".

1. Purpose of Report x To outline the consultation processes whereby a response to this consultation was submitted on behalf of West Lothian community justice partners. (2.1) x To summarise the range of organisational and management options originally proposed by the Scottish Government within this consultation. (2.2) x To summarise the position adopted by West Lothian in its response. (2.3) x To note the range of views expressed at a national level through the consultation process. (2.4) x To highlight the Scottish Government’s preferred option following consultation. (2.5) x To note plans for further development of this option.(2.6)

2. Discussion

2.1 History of this Consultation

In December 2012, the Scottish Government launched a consultation paper “Redesigning the Community Justice system: A consultation on proposals”. The consultation followed the publication of two reports: one by the Commission on Women Offenders and another by Audit Scotland on reducing reoffending.

A number of West Lothian C&YJS staff took part in consultation events in spring 2013, held both locally and at CJA level. The issue was shared with justice partners at a range of other forums, and reports were submitted to West Lothian Council’s Social Policy ‘Policy Development and Scrutiny Panel’, to the CPP Board (25.02.13) and to the Council Executive.

2.2 The models originally proposed

The consultation assessed the merits of three different models, summarised below: Option A: the enhanced Community Justice Authority (CJA) model Continuation of the CJA Board structure, with appointment of an external CJA Chair, which would have an enhanced range of responsibilities; In addition to existing functions, the CJA would be responsible for strategic commissioning and procurement of services, allowing more effective allocation of funding to local authorities on the basis of need.

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Funding for Criminal Justice Social Work Services would continue to be ring-fenced. Option B: Local authority model

CJAs would be abolished and local authorities would assume both strategic and operational responsibility for the planning, designing and delivery of services for offenders in their area. A joint Scottish Government Ministerial and COSLA Leadership Group would be set up to provide national leadership and strategic direction in relation to community justice, and the functions of the RMA would be expanded. Option C: Single service model Under Option C, CJAs would be abolished. A national social work-led service for community justice would be established with strategic and operational responsibility for the planning, managing and delivery of community based offender services. Central to the creation of a single service would be the core values and principles of social work. It would be separate to, and sit alongside, the SPS and would incorporate the existing functions of the RMA. 2.3 West Lothian’s Consultation Response to the Scottish Government

West Lothian Council, in common with most local authorities, explicitly supported option B (Local Authority model) in its written response.

2.4 National picture of responses (Scottish Government summary)

None of the three options as outlined in the consultation paper attracted significant support at the consultation events. In the written responses there was a preference for option B although option C was preferred in some areas.

Elements of each option found favour with those consulted, leading to the development of an “option D”. The following emerging themes summarise the key elements of “option D”.

Main themes from responses Strategic Direction It was thought Community Justice would benefit from a strategic direction similar to GIRFEC (Getting It Right for Every Child) or Road to Recovery. Many felt that this would clarify the agenda, encourage collaboration and focus on outcomes. It would also help to ensure a stronger role for service users in shaping the development and delivery of services.

Leadership Many practitioners felt that the sector would benefit from having someone able to explain Community Justice to politicians, local communities and the media. While the

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- 268 - Date: 3 Feb 2014 Community Planning Item No: 18 Partnership Board police, prison service and young people have clear leaders, Community Justice does not. In addition to national leadership, many practitioners felt that the sector as a whole would benefit from clearer leadership across partner agencies and the Third Sector.

Collaboration In order to improve outcomes for service users, there was a strong view expressed that Community Justice needs to embed collaboration across the sector. Some practitioners stated that collaboration must become a statutory responsibility for Community Justice partners including housing, health, welfare and education.

Local decision-making and service delivery While a single service was viewed as offering some benefits, most participants saw this as unlikely to deliver significant progress. Practitioners are keen to respond to individual needs and use resources where they feel they can make the greatest impact. While national guidance was viewed as valuable, most participants expressed the view that Community Justice should be able to think and act locally.

Communication and profile There was a strong desire to improve the profile and understanding of Community Justice with politicians, community and the media. This needs a concerted programme of activity to engage with the Judiciary, practitioners, partners, local communities and the media and to challenge perceptions about its effectiveness. This would also help to address concerns raised by former offenders who often find it difficult to engage with the system and view much of the language used in the field of Community Justice as obscure and confusing.

2.5 Scottish Government proposals

There was a clear preference for a model (“option D “) with local delivery, partnerships and collaboration at its heart while still incorporating some form of national arrangements to provide the profile, leadership and strategic direction felt to be missing from the present set-up.

The main features of the new model

x Local strategic planning and delivery of Community Justice services through Community Planning Partnerships (CPPs);

x The creation of a national body to provide assurance and recommendations to Scottish Ministers and Local Government elected members as well as professional strategic leadership for the sector;

x A focus on collaboration, including the opportunity to commission, manage or deliver services nationally where appropriate;

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x A mechanism, reflecting the national and local democratic responsibilities, to afford discussion and agreements as necessary, on aspects of mutual concern.

The national body will be a statutory body. It will support a Board for Community Justice consisting of individuals with relevant professional experience reflecting the Community Justice landscape in Scotland. This will include people with experience in non-justice areas such as health (and housing), as well as those with academic and Third Sector experience.

The national body will be responsible for: x providing national, professional and strategic leadership for Community Justice in Scotland; x offering expert advice to Scottish Ministers and COSLA leaders as required; x providing oversight of the delivery of a new national performance, improvement and outcomes framework for Community Justice in Scotland; x identifying and advising on how justice and non-justice resources can be aligned to improve outcomes for Community Justice; x management of any services which have been identified and agreed as being best delivered on a national basis.

The Scottish Government will ensure that clear lines of political, strategic and operational accountability exist within the proposed model at local and national level. This will include: x Strategic direction and operational accountability at local level will ultimately rest with CPPs through each constituent member; x Local Community Justice partnerships will, through CPPs, make available to the national body their strategic delivery plans and annual reports. The national body will provide assurance, advice and assistance and have the ability to make recommendations to Scottish Government Ministers and Local Government elected members; x The national body will ultimately be accountable to Scottish Government Ministers although it will also provide regular reports to the National Community Planning Group and COSLA Leaders as and when required.

Risk Management Authority (RMA) It is proposed that the RMA sits alongside, but separate from, the new national body, allowing the RMA to forge close links with the national body where appropriate, while also maintaining its independence by remaining at arms’-length both from Scottish Ministers and from local and national delivery.

Workforce development and cultural change The Scottish Government proposes that a national strategy for workforce learning, development and innovation will be developed in conjunction with local partnerships

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- 270 - Date: 3 Feb 2014 Community Planning Item No: 18 Partnership Board and relevant delivery partners and stakeholders and drawing upon the experience of the CJAs.

The Scottish Government will undertake further work in collaboration with the above parties to establish which bodies will assume responsibility for which areas. This work will involve close engagement with experts such as Scottish Social Services Council, the Office of the Chief Social Work Adviser and the Care Inspectorate who already operate in these areas.

The Third Sector

The Scottish Government proposes that the national body will support the development of a more strategic and co-ordinated approach to the development of the Third Sector in Community Justice. In addition, when board positions are appointed, knowledge or experience of the Third Sector would be required by some of its members.

There is also an expectation that the Third Sector will be recognised as a key player at a local level. This would mean appropriate representation on local partnerships for Community Justice which would sit under CPP arrangements. This is already in place in West Lothian through the Reducing Re-offending Committee structure.

Funding No final decision yet reached on this. The Scottish Government has initiated an interrelated project under the Reducing Reoffending Programme 2 which will consider further the issue of ring-fenced funding.

2.6 Next steps The next step for this area of policy development will be for the Scottish Government to consult on the detail of this model in early 2014.

In the interim period, the Scottish Government remains committed to working with Community Justice Authorities, building on the progress made within Community Justice in recent years and ensuring the transition period is as smooth as possible. The Scottish Government will further work to bring CJAs and Community Planning Partnerships into closer alignment, reflecting the latter’s priority strategic aim of reducing offending.

Primary legislation will be required to implement the new structure for Community Justice set out in this document.

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Relevant SOA outcome (s) x We live in resilient, cohesive and safe communities x People most at risk are protected and supported to achieve improved life chances

Relevant SOA performance x Percentage of Early and Effective Intervention indicator (s) cases 8 to 15 years who do not reoffend within 12 months of initial referral x Number of children/young people in secure or residential schools on offence grounds. x One year reconviction rate x Percentage of MAPPA cases where level of risk has been contained or reduced

Resources The Scottish Government has not identified any clear impact on resources at this point.

Link to CPP prevention Increased local governance of delivery of justice plan/Community services; tie-in with local early intervention and Engagement plan preventative strategies; continuing opportunities to learn from experience across Scotland.

Impact on inequalities None. Key risks As we already have a robust multi-agency structure in place in West Lothian to address Reducing Re-offending, we believe that moving to the proposed type of structure should not create stress. Continuing active support by all partners should ensure a relatively straightforward transition.

3. Consultations

The Scottish Government states it will consult on the detail of this model in early 2014. This consultation will locally include all parties who contributed to the previous consultation exercise.

4. Conclusions

It would appear that these draft proposals from the Scottish Government contain detail that will be readily accepted within West Lothian, given the nature of the local response to the previous consultation. It seems probable that the thrust of the

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- 272 - Date: 3 Feb 2014 Community Planning Item No: 18 Partnership Board proposals will allow West Lothian justice partners to continue to locally develop effective services, and that we already have structures in place that will contribute extensively to such development.

5. Recommendations

The CPP Board is asked to note the above information. Further opportunities for the Board and related bodies to comment on and contribute to this developing area of work will be provided through the next phase of Scottish Government consultation.

Report written by/contact details/date

Tim Ward (Senior Manager – Young People and Public Protection) [email protected]

03.02.14

References: The full consultation response from the Scottish Government is available as a pdf at: http://scotland.gov.uk/Resource/0044/00440516.pdf or on the web at: http://scotland.gov.uk/Publications/2013/12/3526/0

Appendices:

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