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Westhill Strategic Needs Assessment – Summary of Findings

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Westhill Strategic Needs Assessment – Summary of Findings From mountain to sea Westhill Strategic Needs Assessment – Summary of Findings March 2020 Craig Watson Council & Partnership Analyst Policy, Performance & Improvement Customer Communication & Improvement Business Services Page 1 of 67 Contents Contents PURPOSE AND AMBITION .................................................................................................. 4 LIMITATIONS ....................................................................................................................... 4 EXECUTIVE SUMMARY ...................................................................................................... 5 RECOMMENDED STRATEGIC CONSIDERATIONS ......................................................... 11 PEOPLE ............................................................................................................................. 12 ECONOMY ......................................................................................................................... 17 CONNECTIVITY ................................................................................................................. 25 PLACE ................................................................................................................................ 33 STATISTICAL DATASETS PER INTERMEDIATE ZONE & THEME ................................... 44 GARLOGIE & ELRICK INTERMEDIATE ZONE .................................................................. 45 WESTHILL CENTRAL INTERMEDIATE ZONE .................................................................. 51 WESTHILL NORTH & SOUTH INTERMEDIATE ZONE ...................................................... 57 GENERAL WESTHILL STATISTICS ................................................................................... 63 Page 2 of 67 About Project Details Project Title Westhill Strategic Needs Assessment Start Date 24 June 2019 End Date 22 November 2019 Strategic Lead Aberdeenshire Community Planning Board Tactical Lead Westhill SNA Steering Group Margaret-Jane Cardno, Garioch Area Manager, Aberdeenshire Project Director Council Lead Officer Caroline Smith, Community Planning Officer (Garioch) Project Web URL Not applicable Document Details Document Title Westhill Strategic Needs Assessmsnet Reporting Period Not applicable Craig Watson, Council & Partnership Analyst, Aberdeenshire Author & Project Role Council C:\Users\cwatson7\OneDrive - Aberdeenshire Council\Westhill Filename SNA\Post-Feedback Access SNA Steering Group Only General Dissemination Document History Version Date Comments Submitted to the Area Management Team for v.1 12 Sep 2019 comment 12/09/2019 Incorporated feedback from Area Management Team v.2 30 Oct 2019 and submitted to the wider partnership for comment 30/10/2019 v.3 22 Nov 2019 Incorporated feedback from partners. v.4 16 Mar 2020 Incorporated feedback from Garioch Area Committee (current) Page 3 of 67 PURPOSE AND AMBITION A strategic needs assessment (SNA) looks at the current and future needs of local populations to inform and guide the planning and commissioning of services within an area (e.g. Westhill). The SNA: • Is concerned with wider social factors that have an impact on people’s lives, such as (among other things) housing, poverty and employment; • Provides a common view of needs for the local community; • Documents current service provision and major assets; and • Identifies gaps in our collective intelligence and service provision, and provides details of unmet need. The SNA is part of an ongoing process. The ultimate aim of the process is to demonstrably show that the Community Planning Partnership is an exemplar of partnership working within a nationally accepted framework and that we are continually mindful of performance, outcomes and the efficacy of perpetual strategic review – an approach that translates notional strategic policy into the best possible environment in which the town of Westhill and surrounding areas can flourish through the effective deployment of finite resources. LIMITATIONS Statistical Geographies tend not to be co-terminus. In other words, the geographies used to align statistical data at a local level overlap in many instances, and national boundaries may conflict with local delineations. This makes it challenging to determine a definitive picture of a specific area such as Westhill. The point is perhaps best illustrated by the Westhill Settlement Boundary as determeined by the National Records of Scotland, which to some degree conflicts with the boundary as determined by the Local Development Plan. The official Settlement boundary of Westhill as determined by the National Records of Scotland encompasses Kirkton of Skene, whereas the Local Development Plan emphasises the importance of preventing coalescence of the two settlement areas. Therefore, from a local policy perspective, Kirkton of Skene is treated separately from Westhill. Unfortunately the national statistical geographies do not take this into account. Therefore, this report generally considers Kirkton of Skene as part of the general Westhill area. However, the report reiterates the local policy pertaining to both areas as per the Local Development Plan, that is, preventing coalescence of the two settlements remains an important issue for both communities. Page 4 of 67 EXECUTIVE SUMMARY The report presents a summary of data pertaining to Westhill to assist policy makers in ultimately apportioning resources effectively. Much of the available evidence contained in the report suggests Westhill residents generally experience better outcomes than those living elsewhere in Aberdeenshire and Scotland. There are, of course, a few exceptions but Westhill residents are, on average, more likely to be employed and economically active; earn higher salaries; possess high level vocational qualifications; belong to a high ‘social grade’; live longer, healthier lives; and experience fewer instances of crime and related disorder relative to those living elsewhere. Nevertheless, Westhill has its challenges. The report posits that the most significant strategic issues facing Westhill are as follows: Most Significant Strategic Issues Accommodating population growth in light of the constraints on the geographic 1 expansion of the town. Ensuring the town is more resilient to external economic events such as that experienced during the oil downturn (2014-16). This could could form part of a long- term, strategic programme of economic diversification with a view to ‘future proofing’ employment in the region. 2 Given that regional policy drives local activities, it is important that strategic planning arrangements remain integrated and all relevant policies and local delivery mechanisms are closely aligned. Addressing certain health-related issues, principally childhood obesity, as well as 3 alcohol and heart-related illnesses. Rationale Accommodating population growth in light of the constraints on the geographic expansion of the town Westhill’s population is growing and will likely outpace the growth of the town in geographic terms due to various topographical, technical and infrastructure constraints. Whilst population growth is an encouraging sign of an area’s attractiveness, growth in the absence of geographic expansion may prove to be a major challenge for the area, especially if it results in greater density. Density has been found to generate diseconomies like traffic congestion and increased housing costs, which in turn limit growth. Anecdotal evidence suggests traffic congestion is a concern for the local community, as is the lack of smaller and affordable homes, particularly to meet the needs of an ageing population1. Partners may need to alleviate traffic congestion through investments in mass transit (e.g. bus services); and reduce housing costs by eliminating land use restrictions and identifying land allocations of an appropriate scale for future housing development, including affordable housing. Page 5 of 67 Partners have suggested undertaking further studies identified in the updated Westhill Capacity Study, particularly a Transport Infrastructure Feasibility Study, Westhill Strategic Masterplan and Green Belt Review. Taken together, these may furnish policy makers with a suite of options to accommodate population growth and the associated consequences. Ensuring the town is more resilient to external economic events such as that experienced during the oil downturn (2014-16). This could could form part of a long- term, strategic programme of economic diversification with a view to ‘future proofing’ employment in the region. Given that regional policy drives local activities, it is important that strategic planning arrangements remain integrated and all relevant policies and local delivery mechanisms are closely aligned. Westhill is demonstrably able to attract inward investment from world leading firms, particularly in the subsea engineering sector. Mining, quarrying and utilities (i.e. the oil & gas sector) is currently the dominant industry in terms of Westhill employees, accounting for 28% of the employee count in 2018. However, there are relatively few enterprises classed as such in Westhill – approximately 2% of the total number of enterprises, in fact. Therefore, a handful of enterprises in Westhill employ a disproportionately large number of people. The fact that few enterprises account for a large proportion of employees could be a risk for Westhill should these enterprises experience an industry-wide downturn. It is perhaps partly because of this that Westhill experienced
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