Director of West Dunbartonshire Community Health and Care Partnership
Supporting Documents and Background Information
Contents
1. Single Outcome Agreement 2009 – 11
2. West Dunbartonshire CHP - Development Plan Up-date 2009/10
3. Our West Dunbartonshire Community Plan 2007 – 2017
4. West Dunbartonshire Council - Performance Inspection Summary 2009
5. Social Work Budget 2010/2011
Single Outcome Agreement June 2009 SINGLE OUTCOME AGREEMENT 2009 - 11
This Single Outcome Agreement for 2009 - 11 between the George Gillespie Scottish Government and West Dunbartonshire Community Planning Partnership sets out priorities which will focus Signed the delivery of better outcomes for the people in the West Date Dunbartonshire area. Chair of Community Planning Partnership
It upholds the new working relationship between central and local government based on mutual respect and partnership as set out in the Concordat of November 2007. Iain Robertson It extends the opportunity for both Scottish Government and the Community Planning Partnership to further enhance Signed existing relationships underpinned by a new level of trust Date and confidence in the other as a partner. Vice Chair of Community Planning Partnership and Leader of West Dunbartonshire Council
Fiona Hyslop Keith Redpath Signed Date Signed Cabinet Secretary for Education and Lifelong Learning, Date Scottish Government Director of West Dunbartonshire Community Health Partnership
John Thomson
Signed Date Chief Superintendent Strathclyde Police, Divisional Commander L Division
Ally Boyle
Signed Date Area Commander, Strathclyde Fire & Rescue West Dunbartonshire Single Outcome Agreement- 2009-2011
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WEST DUNBARTONSHIRE COMMUNITY PLANNING PARTNERSHIP
Single Outcome Agreement 2009‐2011
Version 4.4
15 May 2009
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Page Contents 1. Foreword 3 2. Introduction 4 3. Thematic groups, Programmes and FSF investment 7 4. Local Context and Challenges 8 5. Opportunities 10 6. Community Engagement 12 7. Equalities 13 8. Priorities 14 9. National Outcome Templates 16 10. Glossary 58
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1. Foreword Welcome to West Dunbartonshire Community Planning Partnership’s Single Outcome Agreement (SOA) for 2009‐2011. This agreement is between the West Dunbartonshire Community Planning Partnership (CPP) and the Scottish Government. It identifies areas for improvement and sets out how the Community Planning Partners and the Scottish Government will deliver better outcomes for the people of West Dunbartonshire and Scotland. This agreement embodies the principles of mutual respect and partnership which are set out in the Concordat agreed between the Scottish Government and local government in November 2007. This relationship provides a new level of local autonomy and sets out a process for defining local outcomes as part of a national performance framework. SOAs are the means by which Community Planning Partnerships agree their strategic priorities for their local area, express those priorities as outcomes to be delivered by the partners, either individually or jointly and show how those outcomes should contribute to the Scottish Government's relevant National Outcomes. The delivery of the local outcomes will be the responsibility of local government, its partner agencies and local communities. In return the Government have significantly reduced the degree of budget ‘ring‐fencing’ – allowing the local partners to exercise greater autonomy in directing resources towards local priorities. This SOA was developed from the West Dunbartonshire Community Plan which was launched in September 2007 and set out the 10‐year strategic vision and high‐level actions to enable West Dunbartonshire to flourish: “Working in partnership we want to reduce poverty and exclusion, deliver better services and continue to improve the quality of life for everyone living in West Dunbartonshire whilst protecting our natural environment” The SOA represents a further opportunity to re‐define our local priorities and better quantify them in terms of measurable indicators and targets. It also demonstrates how our priorities fit with the Scottish Government’s national aims and aspirations. We believe that this Agreement represents a further significant step in the right direction. We hope it will help us make West Dunbartonshire a better place to live, work and visit.
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2. Introduction This Agreement utilises the 15 National Outcomes (as defined in the National Performance Framework) as its basis. For each National Outcome the local context is presented along with a number of local outcomes that have been identified to reflect the CPP’s shared priorities. These have been refined from previous work contained in the Community Plan, the Councils Corporate Plan and various high‐level plans of the CPP Partners. It is important to note that the SOA is not an action plan and does not set‐out in detail how these outcomes will be delivered. The templates refer to other plans, service plans, action plans and strategies developed by the Council, Community Planning Partners and the Scottish Government to enable delivery of the local outcomes as shared priorities. Hyperlinks to these plans are provided within electronic versions of the document. The relationships between the various plans and the SOA is shown diagrammatically below:
10 year Vision
4- Partnership targets to deliver SOA
Priorities to deliver SOA
AcdeliverAction coPlans to deliver corporate plans and SOA
Each local outcome has at least one indicator to track progress; baseline data is noted where available and appropriate targets are proposed where appropriate. Some indicators remain in development. The aim has been to use indicators in the SOA that measure actual ‘outcomes’ for stakeholders – rather than simply being measures of the outputs of the activities that are being undertaken. These detailed output‐type measures are to be found within the lower‐level plans. The indicators have been selected from many sources. One key source is the set of 45 National Indicators in the National Performance Framework. We have incorporated the majority of these and have only ignored those that are not locally relevant and/or locally measurable. Those that have been used are shown in the templates as ‘National Indicator 1’ etc. These are hyperlinked to the Government’s ‘Scotland Performs’ website where the overall Scottish data is shown. In addition we have noted in the templates those indicators which relate (directly or indirectly) to the Scottish Government’s seven High Level Purpose Targets. These are summarised in the table below:
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Purpose Targets Nationally measured by SOA Indicator Economic Growth Gross Domestic Product (GDP) No equivalent local measure of GDP available Productivity Productivity No equivalent local measure of productivity available Population Population growth rate and Life Population numbers and growth Expectancy rates included under National Outcome 13 Life Expectancy and Healthy Life Expectancy included under National Outcome 6 Solidarity Overall income and the No equivalent local measure but proportion of income earned by Median earnings included under the three lowest income deciles National Outcome 7 Participation Employment Rate Employment Rate in National Outcome 2 Cohesion The difference in Employment Employment Rate in National Rate between the 3 best Outcome 2 performing and the 3 worst performing local authority areas Sustainability Net greenhouse gas emissions No local measure but National Outcome 14 contains the ecological footprint and emissions from Council operations indicators
Another key source of indicators is the ‘Menu of Local Indicators‐version 3 December 2009’ (as developed by the Improvement Service and the Governments Statistical Service). These are indicated by the abbreviation A1 etc or B1 etc. in the templates. The majority of the 67 indicators in this ‘menu’ have been included in the SOA. Indicators have also been chosen from other frameworks (such as the NHS HEAT targets, the National Outcomes for Community Care and Audit Scotland’s Statutory Performance Indicators). The latter indicators are highlighted by the abbreviations ‘HEAT’, ‘NOCC’ and ‘SPI’ respectively. Many of these indicators are more measures of outputs than outcomes and hence only a selection of these have been included. There are three important national strategies and frameworks developed by the Scottish Government to complement the Concordat. Many of our local outcomes address these specifically. The three frameworks are: • ‘Achieving our Potential’ – a framework to tackle poverty and income inequality in Scotland • ‘ Equally well’ – a report from the ministerial task force on health inequalities • ‘Early Years’ – a framework focussing on the early part of a child’s life where there is a key opportunity to build resilience and seek to prevent the appearance of problems later in life
In addition there remains one major area of Scottish Government ‘ring‐fenced’ funding ‐ the Fairer Scotland Fund (FSF) This new fund replaces the Community Regeneration Fund, Community Voices Fund, Working for
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Families Fund, Changing Children's Services Fund (Social Inclusion element), the Financial Inclusion Fund, Workforce Plus and ‘More Choices, More Chances’.
The Fairer Scotland Fund is allocated to Community Planning Partnerships to help them achieve sustainable economic growth by regenerating disadvantaged communities, tackling poverty by helping vulnerable people and groups and overcoming barriers to employment. The Fairer Scotland Fund is ring‐fenced until March 2010, to allow all CPP priority outcomes linked to regenerating communities, tackling poverty, and overcoming barriers to employment to be fully embedded within the SOAs. The specific indicators that we are using to measure the local progress of these four main strategies and frameworks are highlighted in the document with the abbreviations ‘AP’, ‘EW’ ‘EY’ and ‘FSF’ respectively. The templates also note ‘asks’ of the Scottish Government. These are specific requests we are making of national government to assist us in delivering (and in some case measuring) our local outcomes. The Government’s intention is that the SOAs should cover a three‐year period. The first West Dunbartonshire SOA which was developed and published in 2008 is now seen as the first version of an SOA for 2008‐2011. This document builds on the 2008 version and covers the remainder of the period to 2011. It contains targets up to and including 2010/11 and where possible some indicative future or ‘end’ targets. This agreement will be approved and monitored by the Community Planning Partnership Board. The Council’s Audit and Performance Review Committee will also have a role in highlighting any particular aspects which it would wish to scrutinise. This document is still a ‘work‐in‐progress’ – we intend reviewing it and rolling it forward annually to always cover a three or four‐year forward perspective. The choice of indicators could change as a result of the current work being undertaken by the Improvement Service on their Menu of Local Outcome Indicators. An annual public progress report will be produced in September each year. The progress of the indicators against the targets is available on the Councils website
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3. Thematic groups, Programmes and FSF investment The effective development of thematic groups, one for each of our six CPP themes1, will be critical to the successful delivery of our SOA. Each thematic group will be fully operational by June 2009. Each group will develop 3 – 4 multi agency programmes of work that are clearly linked to the SOA, and bring relevant agencies from the public and third sectors together to populate programme subgroups. These new programmes will be fully implemented by November and will reflect a move from funding individual projects through FSF to a programme model where all FSF investment is linked to mainstream community planning programmes. Thematic groups will therefore require to demonstrate the added value that FSF will bring to their programmes and will also ensure that their work is equality checked. The key functions of thematic groups are to: • Develop and manage relevant action plans and programmes of work • Oversee the delivery of relevant parts of the SOA, ensuring consistency with West Dunbartonshire’s Community Plan • Make recommendations for investment to boost and add value to these programmes of work • Manage operations, information exchange and problem solving • Manage the interface between themes and cross cutting issues like addictions, financial inclusion and children’s services In order to create headroom for a new approach to FSF investment that bonds FSF‐funded initiatives clearly to the SOA, existing funded initiatives have been awarded interim funding to November. West Dunbartonshire CPP has adopted some key principles for FSF investment that will ensure this takes place. These are: • The emphasis of key investment should be on developing links and partnerships to improve service provision and benefit the residents of West Dunbartonshire overall. Therefore investment decisions should seek to reduce duplication, improve value for money and unit costs, consider mergers and clustering of projects, promote innovation and reward good practice and success. • Investment must show a clear link with the SOA and CPP priorities • Investment should take account of community aspirations and views identified through neighbourhood surveys, Citizens Panel, Community Participation Committee and Community Forums, and be consistent with statistical intelligence such as local crime trends, health indicators and related findings. • WDCPP Board should direct Thematic Groups to develop action plans based on programmes of activity for completion before the end of June 2009. At the same time thematic groups should ensure that proposals for investment extend and strengthen their respective programmes.
1 The six Community Plan themes are: building Strong & Safe Communities, Creating Sustainable and Attractive Living Environments, Developing Affordable and Sustainable Housing, Improving Health & Well‐Being, Promoting Education and Lifelong Learning and Regenerating and Growing our Local Economy.
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4. Local Context and Challenges West Dunbartonshire lies between Loch Lomond and the Glasgow conurbation on the north bank of the River Clyde. It combines natural scenic beauty with an historic industrial past and is currently undergoing significant regeneration and development. West Dunbartonshire comprises 70 square miles of combined waterfront, urban and rural landscape which is only a 20 minute drive from Glasgow Airport and easily accessible from Glasgow by car, train, bus, boat and bicycle. There are three main town centres; Clydebank, Dumbarton and Alexandria. However, with the decline of traditional industries West Dunbartonshire remains one of the most deprived local authority areas in Scotland. Full details are included in the latest version of the Social & Economic Profile. Consequent to the areas rapid de‐industrialisation the three town centres have experienced steady decline; with some parts in poor physical appearance. There is a significant amount of vacant land awaiting redevelopment, most of which is earmarked for development but is currently stalled. Although generally well linked to the rest of Scotland and beyond in many ways there are challenges associated with being on the extreme edge of a major conurbation. There is still much to be done both to develop the range of local employers and job opportunities and to ensure that the local labour force has the skills to compete for new opportunities. Whisky distilling and maturing is an important local industry which continues today, however the growing recession presents a further level of challenge to business growth and prosperity. Glasgow airport is very close to West Dunbartonshire to which it is connected directly via the Erskine Bridge and the M8. The main settlements of the area have access to the electric suburban rail network which gives a regular and reliable service to Glasgow. The A82, which is a main tourist route to the north and west of Scotland and runs through the area, also links West Dunbartonshire to Glasgow and the motorway network, enabling goods and services to be transported. A key factor in encouraging business growth is to improve connectivity into and within West Dunbartonshire. However, the A82, in particular, is becoming increasingly congested and a significant bottleneck can occur at Milton (where there are no diversionary alternatives). Educational attainment is improving – particularly for the most‐deprived pupils‐ but is generally below the national average. This challenge requires a continued emphasis on educational attainment, from early years through to lifelong learning. School rolls are falling and many schools are in poor condition with low occupancy rates. Population projections continue to forecast a reduction in the population, primarily due to a reduction in the number of births, plus a loss of some 450 people per year through out‐migration. The leavers are, in the main, economically active people who choose to live in neighbouring authorities. The population at the 2001 census (93,378) is projected to fall to 84,000 by 2024. The Black and Ethnic Minority Population makes up just less than 1% of the population, which is lower than the national average. Arresting the population decline of the area is a key challenge as is the increasing age profile of the remaining population. In common with other parts of the UK and Europe West Dunbartonshire has an ageing population. Within the different age groups which make up the population, the forecast is that by 2024 the number of children aged 16 and under will decrease by 21%, the working age population will also decrease by 16% in the same period while the population aged 60+ will rise by 30%, with a significant increase in the number of people aged 75 or older. This large group of older people is because of the baby boom of the 1950’s. These “baby boomers” will be entering their 80s around 2030, and it is likely that this will place additional demands on services.
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Life (and healthy life) expectancy rates are among the lowest in Scotland. Currently it is 62.8 years for men and 67.3 for women. In the 2001 census, around 23% of the population reported having a chronic illness or disability and by the time people pass their mid‐fifties they have a 50/50 chance of being in this group. Alcohol and smoking rates are amongst the highest in Scotland, diets are poor and physical activity levels low. Asbestos related diseases are especially prevalent in the former shipbuilding community in Clydebank.
Anti‐social behaviour, Violence and Alcohol/Substance misuse are key issues for West Dunbartonshire as identified in the Community Safety Partnership Strategic Assessment 2008. The Police Public Consultation in 2008 showed that 46% of those participating had been affected by anti‐social behaviour, mainly identifying drunk & disorderly behaviour, loud noise and alcohol/drugs as the cause of the nuisance. To a lesser extent vandalism & graffiti were identified as causes of nuisance in relation to anti‐social behaviour. In total, there are 44,138 dwellings in West Dunbartonshire. Owner‐occupation now accounts for 58% of the housing stock (a steady increase) and social rented housing from the Council continues to reduce (as a result of right‐to‐buy legislation and selective demolition) and now accounts for 26%. Social rented housing from a housing association accounts for 13% and the remaining 3% is taken up by the private rented sector. There is currently an oversupply of hard‐to‐rent properties in Council ownership. Industrial decline has also contributed to the significant levels of poverty and deprivation in many areas, and the poor health statistics which are associated with these. The current unemployment rate is 6.0% compared to the Scottish average of 4.1%. Poverty levels are high ‐ some 22% of people claim some form of benefit ‐ the third highest in Scotland. The most recent HMRC figures show that around 19% of the population are in receipt of tax credits, and that there are 1,850 children living in households where the family is in work but where the household income is 60% of the national median income. The economic downturn is being seen in West Dunbartonshire through monthly rises in the unemployment rate. In the last 12 months unemployment has risen by 60% and is now, along with North Ayrshire, the highest unemployment rate in Scotland. Levels of homelessness are still significant and levels are expected to increase as the recession develops. Good risk assessments and information sharing is important to ensure the continuing safety of the considerable numbers of vulnerable children. Improving the environment represents a challenge for the CPP in terms of raising awareness as an organisational priority. It requires stronger governance and sensible commitments. Much of the activity to date has centred on the Council and more collaborative approaches are now required to meet these challenges. West Dunbartonshire contains some of the finest lowland countryside in Scotland and part of the Council area is now contained within Loch Lomond and the Trossachs National Park. Although not a particularly agricultural area, over 40% of the area is classified as open countryside. The area contains the second highest proportion of mixed leafed woodland in Scotland. There are also important natural heritage features such as the 24 Sites of Special Scientific Interest with the Inner Clyde Estuary and the River Endrick Mouth and Islands being of international importance. In general, there is a challenge in terms of working towards a decreased reliance on the private car. This would make positive contributions to reducing congestion, reducing traffic growth, reducing pollution and improving people’s health through more active life styles. Overall West Dunbartonshire tends to have a low (or sometimes poor) external profile and a major effort is required to improve the area’s image and branding.
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5. Opportunities West Dunbartonshire has a range of opportunities including the natural beauty, heritage and geography of the area, with its topography and physical setting, good transport links and proximity to Glasgow. The regeneration of former industrial sites is the key driver for the revival of West Dunbartonshire. The Council and its partners will have to make some brave decisions to increase investment in business development. There are already a number of high‐profile regeneration projects on‐going, for example Clydebank Rebuilt ‐ a £50million project to create a high quality location for people and businesses and to reposition Clydebank as a creative, distinctive and successful regional centre within the Glasgow Metropolitan area. The Titan Crane ‐ Clydebank's only grade 'A' listed structure‐ has been preserved and is the centrepiece of the previous John Brown shipyard site. The new Clydebank College has recently opened on the site. The new ‘Strathleven Initiative’ has been recently established to join up regeneration activities from Bowling on the Clyde to Balloch on the shores of Loch Lomond. It includes projects such as the Strathleven Regeneration where the Council and its partners, including the private sector, are developing the ‘Lomond Gate’ site to provide homes, jobs and other facilities to take advantage of the area as a gateway to Loch Lomond and the Trossachs National Park. In addition the initiative includes ambitious plans to regenerate Dumbarton & Alexandria town centres, the Bowling Basin area and to improve the key arterial gateway A82 route at Milton. Other projects include the proposed Lomond Canal project; a new and visionary project to link the Clyde to Loch Lomond, boosting tourism, local employment and at the same time reducing the growing risk of serious flooding incidents. Clydebank’s Golden Jubilee National Hospital is expected to continue to grow its capacity and international reputation as a heart & lung centre of excellence and the ‘Hospital Gate’ site’s close proximity provides opportunities to attract further investors in the life sciences. The Vale of Leven hospital is a vital local facility at the heart of retaining and attracting local high quality employment opportunities as well as local health care. Tourism in the area is a major economic driver and tourism is a labour‐intensive sector generating jobs at all levels and is driven by the designation of Loch Lomond and the Trossachs as Scotland’s first national park, the opening of the Lomond Shores complex and the re‐opening of the Forth and Clyde Canal. The area also has significant other opportunities in terms of tourism and leisure, with a number of historic and more recent industrial heritage sites, a strong retail focus and a location for concerts and other major outdoor events. Paradoxically the recession may lead to increases in tourism revenue as people seek cheaper holidays and breaks nearer home. There is a strong ongoing commitment to training and apprenticeships in the key areas of construction, hospitality, tourism, care and life science. To support this there is the new college facility in Clydebank, with courses aimed at developing the local labour market. We have a strong emphasis on improving local education provision at all levels, including early years literacy and numeracy interventions which are key to long‐term aspirations. The Council’s new school programme is at the heart of our plans to give children the best start in life. Phase 1, (comprising 3 secondary schools) is progressing well, with handover on‐track for summer 2009. Consultation on Phase 2, involving the primary schools and Dumbarton Academy is well underway. We believe the area can become a great place to raise a family – and good schools are key to this. Health Improvement is a key priority‐ and we are concentrating our joint efforts and resources towards the overall high‐level outcome of improving healthy life‐expectancy. The main strands of this are to address the high levels of smoking, obesity and in particular alcohol abuse – which has significant implications not only for health, but also anti‐social behaviour.
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Ending homelessness (noting that the growing recession is increasing homelessness presentations) and ensuring that vulnerable children on our registers have up‐to‐date risk assessments and shared information are also key local priorities. Drugs, Violence, Disorder and Anti‐Social behaviour are seen as high priorities by the Police. A range of strategies and services to tackle the issue of domestic abuse has been put in place. These include ‘CARA’ (Challenging and Responding to Abuse – a free and confidential service for women children and young people), the Reduce Abuse Project in our schools and a programme of work with perpetrators. The Community Safety Partnership has developed a comprehensive Anti‐Social Behaviour strategy with a large number of detailed indicators of progress – which are described in the 2007 monitoring report. Anti‐social behaviour (and fear of it) is being tackled though better use of community wardens, additional Police patrols, CCTV and improved street and community lighting. A number of innovative diversionary activities have been put in‐place which are key in tackling anti‐social behaviour at source. We are embarking on a major programme to improve the quality of socially rented housing. The Council is finalising ambitious plans to ensure its houses meet the Scottish Quality Housing Standard by 2015 – which will involve some further demolitions and sell‐offs as well as increased investment in the remaining stock. We also want to increase the supply of quality private housing – both for the local workforce and for those who choose to live here but commute to Glasgow. There is a significant local social and voluntary economy with a growing social economy. In 2003 one in 5 of the population considered themselves as volunteers‐ this had increased to one in 4 in 2007.
Reducing CO2 emissions by adopting and promoting carbon management programmes is key to reducing impact on the global environment. The Council has signed the Scottish Local Authority Climate Change Declaration and has commenced a Carbon Management Programme aimed at quantifying and then reducing CO2 and other greenhouse gas emissions from council operations such as buildings, transport, street lighting and landfill. There is a strong ‘community’ culture in the area, with a focus on volunteering, partnership working and local engagement. However, residents of the area tend to relate more to their distinct communities (Vale of Leven, Dumbarton and Clydebank) more than to West Dunbartonshire as a geographic entity. Together, these opportunities provide a clear potential to re‐focus and re‐brand West Dunbartonshire and market it to both internal and external audiences. We are embarking on a new branding and marketing strategy which will also include a new cultural strategy and a high‐profile event programme. We want to improve the perception of the quality, efficiency and effectiveness of our local public services – and the Community Planning Partnership is re‐positioning itself to take a lead role in this initiative.
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6. Community Engagement Community engagement in West Dunbartonshire is moving forward with the establishment of three community forums linked to the CPP Strategic Board and with nominations on each of our thematic groups. These examples of community participation will be part of a wider strategy for comprehensive community engagement that meets the National Standards for Community Engagement. Key elements of this wider strategy will be the development of a community engagement plan and a coordinating group to bring together partner agencies to plan engagement collectively and to build skills and capacity within partner agencies to engage effectively. Community Forums will benefit from considerable support that will ensure effective and informed participation, ensure the equalities agenda is being met, and ensure that the forums continue to grow as the key hub for engagement with community planning throughout West Dunbartonshire. In addition efforts will be made to manage the interface between CPP Community Forums and the engagement structures of individual CPP partner agencies such as the PPF, Police Reassurance Model, youth forums and the Local Authority’s Community Participation Committee.
Community Consultation Event April 2009 A significant participative community engagement event was held on 22 April 2009. The purpose of the consultation event was to develop an increased understanding of the SOA; seek endorsement that the priorities described within the SOA reflect local needs and aspirations & identify any gaps in the SOA by checking local outcomes against national priorities. The event was facilitated by SCDC, the leading Scottish community development consultancy, to ensure that participants had the opportunity to speak freely without officer involvement. Following an input from the CPP manager, the event used World Café techniques to promote discussion and the 43 local outcomes in the SOA were grouped for easier consumption into three subject areas – Economy and Environment; Education, Employment and training; and health, wellbeing and performance. 35 community residents participated in the event, and attendance came from CPP community forums and from the Council’s Community Participation Committee. Some key assertions emerged throughout the event. Good schools were a key priority and other outcomes would improve if schools improved. Another key message was that focusing on early years was vital if things are to improve long‐term. A focus on reducing unemployment was required – especially on proving training opportunities for all groups of people but especially the disadvantaged. The economy was also key, but the focus should be more towards the environment and ‘green jobs’ and not just tourism. The environment ‘outside the front‐door’ was seen as critical‐ along with accessibility, good public transport and good housing. Residents are concerned about both violent and petty crime and opportunities for teenagers. Additionally more support and encouragement of the voluntary sector was required along with stronger leadership from community planning. It was clear from the discussions overall at this event, that most of the proposed outcomes are legitimate and relevant. The main concerns expressed by participants are not about the outcomes themselves but the capacity of public bodies to implement policies and practice that will deliver them. In the light of this it was felt to be important to: • focus on what is realistic and achievable • select priorities accordingly • express the outcomes in specific ways that would be readily measurable (some outcomes e.g. ‘reduce ecological footprint’ were too vague and unclear) • avoid the temptation to go for ‘quick fixes’ which would not deliver long term improvements. Although the outcomes are generally felt to be desirable, the outcome statements are not easy to compare or to prioritise as they function at different levels, are susceptible to being addressed in different ways,
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some are final outcome indicators while others are essentially processes; some depend on others, and there are connections and consequences that could be mapped. There was some suggestion that the outcomes could be clustered and networked to help get a better understanding of the relationship between them and to inform actions that could impact on several fronts. It was noted that a lot of the terminology is negative and, in this respect, tends to reflect a deficit model of planning. It was also noted that it would be much more helpful to the community if actions could be prioritised, rather than outcomes.
7. Equalities All CPP partners share a collective commitment to equalities and diversity contained in a specific statement of intent which is part of the Partnership Agreement. The Community Plan defines Equality and Diversity both as a principle and as a cross cutting theme. ‘We want to encourage and promote this diversity and are committed to ensuring equal opportunities both in the workplace and accessing services in our communities. We are committed to combating all forms of discrimination and providing support mechanisms for people who are vulnerable or disadvantaged. The action plans for each theme will detail how we will ensure we are living in a fairer society in 2017.’ The Community Planning Theme groups will be the focus for ensuring that appropriate arrangements are in place to develop common assessment and monitoring on equalities issues. Underpinning this is the individual duties each of the public sector members of the Community Planning Partnership have under gender, disability and race. Each of the partners have also developed, or are developing, single equalities strategies or schemes that incorporate the other three equalities strands of age; sexual orientation; religion or belief. The principal tool used by each of the partners is impact assessment. These have been developed separately by each of the partners to meet their individual needs. The lessons learned from conducting these assessments influence the collective priorities that have been developed by the partnership. Analysis of equalities monitoring information data on service provision and uptake and participation in activity, from quantitative and qualitative sources should be a key tool in longer term assessment of the impact of actions and processes.
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8. Priorities Several formal and other more informal events have been held with Elected Members, Community Representatives and the Council’s senior and middle management to review and prioritise the list of local outcomes. In addition the key partners have undertaken their own strategic assessments (informed by their own public consultations) which have been taken into account in developing the local outcomes and their prioritisation. The economic climate has changed significantly since the SOA process was commenced; this has served to focus us on economic regeneration and poverty given the increasingly negative impact the recession is having on our local economy. It is intended that with the maturation of thematic groups and associated multi‐agency programmes of action, the process of clarifying priorities will be accelerated and evidence based. The key high‐level priorities and the associated targets for the indicators measuring these high level priority outcomes are shown in Table 1 below:
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Table 1 – Priority Outcomes and Targets for West Dunbartonshire Priority Outcome Targets 1. Increased number of local Maintenance of the number of new business at the current levels businesses and an increase from 2011 2. Increased the size of the tourism An increase in tourism revenue by 2% each year from 2011 economy 3. Increased employment Maintenance of the employment rate at the current level of 69% throughout 09/10 and increase thereafter. 4. Increased educational A reduction in the percentage of economically active residents with qualifications of residents of no qualifications from the 18% recorded in 2006 to 13% by 2010/11 working‐age and 10% by 2018/19 5. Improved early year’s attainment A decrease in the proportion of singleton low birth‐weight babies from the 29.8 per 1,000 births recorded in 2006/7 to 27 by 2010/11 and to 25 by 2017 (proxy measure) 6. Improved secondary attainment An increase in the attainment rate by 1% by 2011 from the 2008/9 values for the three key indicators at S4, S5 and S6 7. Improved quality of life for older An increase in the proportion of older people (65+) with intensive people care needs receiving care at home from the 2006/07 level of 30% to 70% by 2025 8. Increased healthy life expectancy An annual increase of 0.4% for the whole area of West Dunbartonshire from the 2006/07 figures of 62.8 years for men and 67.3 years for women 9. Reduced poverty A reduction in the proportion of households where the sole income is from benefits from 22% to 20% by 2010/11 and to 18% by 2017 10. Ended homelessness An increase in the proportion of unintentionally homeless people in settled accommodation to 100% by 2011 from the 90% recorded in 2006/07 and maintenance at this level thereafter 11. Protected vulnerable children & Maintenance of the percentage of vulnerable adults and children adults on the relevant Registers who have a completed and up‐to‐date risk assessment at 100% 12. Reduced violent crime, domestic Reduce the average rate of violent crime per 10,000 population abuse and anti‐social behaviour through 2010/11. Increase the rate of reporting of domestic abuse incidents through 2010/11. Exceed the baseline average level of detections for anti‐social behaviour offences through 2010/11. 13. Increased number of new houses An increase in the number of new build houses 14. Halted population decline A reduction in the rate of population decline to 0% by 2015 15. Decreased ecological footprint A decrease from the current calculated level of 5.04 global hectares per person to 4 by 2017 16. Increased citizen satisfaction with An increase in the percentage of residents satisfied with the quality quality of public services of public services from the 40% recorded in 2005/6 to 75% by 2011/12
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9. Templates for National Outcomes The following pages comprise 15 templates; one for each National Outcome (see table below). Each template describes the local context, lists the local outcomes and shows for each local outcome how the achievement of the outcome will be measured. Against each indicator is shown the baseline data (for 2006/07 where possible) and targets for four years 2009/10 through to 2012/13.
The 15 National Outcomes
1. We live in a Scotland that is the most attractive place for doing business in Europe.
2. We realise our full economic potential with more and better employment opportunities for our people. 3. We are better educated, more skilled and more successful, renowned for our research and innovation. 4. Our young people are successful learners, confident individuals, effective contributors and responsible citizens. 5. Our children have the best start in life and are ready to succeed. 6. We live longer, healthier lives. 7. We have tackled the significant inequalities in Scottish society. 8. We have improved the life chances for children, young people and families at risk. 9. We live our lives safe from crime, disorder and danger. 10. We live in well‐designed, sustainable places where we are able to access the amenities and services we need 11. We have strong, resilient and supportive communities where people take responsibility for their own actions and how they affect others. 12. We value and enjoy our built and natural environment and protect it and enhance it for future generations. 13. We take pride in a strong, fair and inclusive national identity. 14. We reduce the local and global environmental impact of our consumption and production. 15. Our public services are high quality, continually improving, efficient and responsive to local people’s needs.
15/5/09 Page 16 of 59 Version 4.4 West Dunbartonshire Single Outcome Agreement- 2009-2011 National Outcome 1: We live in a Scotland that is the most attractive place for doing business in Europe A key priority is the attraction and retention of local businesses. The number of VAT registered businesses has remained relatively constant in recent years but the rate of new business growth has consistently been the lowest in Scotland. The number of businesses per head of population is also the lowest in Scotland. The current recession has seen the number of new business start‐ups registered through local banks reduce by 25% from an average of 80 per quarter in 2006 and 2007 to around 60 per quarter in 2008. At 2007/08 13.9 ha were added and 17.3 ha removed from the Vacant & Derelict Land Register, reflecting progress in development activity. Vacant retail space in the three main town centres is a highly visible ‘barometer’ of their well‐being. In 07/08 this had remained static at 15%, 14% and 10% for Dumbarton, Alexandria and Clydebank respectively. This is forecast to increase as the recession deepens. Total tourist numbers dropped by 6% from the 2006/07modelled STEAM estimate, however the associated revenue showed 0% growth. Two key events will be hosted by the Council as part of “The Homecoming” celebrations; the Scottish Pipe band championships and the Loch Lomond Highland games. These will complement other local “Homecoming” events including, a whisky evening at the Inn at Inverbeg, the Loch Lomond Homecoming Quilt Show and the Auchentoshan Celebratory homecoming Distillery Tour. The ‘social economy’ plays a very important part in the local economy of West Dunbartonshire. It comprises three parts ‐ the community sector (covering small community associations, civic societies and small support groups); the voluntary sector (including housing associations, charities, large community associations, national campaign organisations, etc.) and the social enterprise sector including co‐operatives, building societies, development trusts and credit unions. The size of the this economy (and the number of people employed) is difficult to estimate .
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Baseline Targets 2009/ 2010/ 2011/ 2012/ 2006/07 Local Outcomes Relevant Indicators Links Data Source 10 11 12 13 Comments Value Target Target Target Target 01.1 Attracted and Number of new VAT registered Nati onal Indicator 2 BERR 15 15 16 17 18 Target amended due to supported the businesses per 10,000 population A1 economic uncertainty development of new and emerging businesses and Number of VAT registered B1 BERR 169 170 172 174 176 Target amended due to supported the businesses at year end per 10,000 economic uncertainty sustainability and growth population of existing businesses Number of new business registered Committee of 326 240 252 264 277 Maintain at 2008 rate of by Scottish Banks Scottish Clearing at least 60 per quarter Bankers (240/yr) for 09/10 and increase at 5% annually thereafter 01.2 Reduced amount of Hectares of land removed from the B4 Scottish 19.2 3 3 3 3 New indicator 2006/07. vacant and derelict land vacant and derelict land register per Government Take up at least 3 ha/yr annum Development Dept- Vacant & derelict Land survey 2007 01.3 Regenerated town Percentage of floorspace in WDC Planning *15% 10% 10% 10% 10% Baseline 2007/08 was centres and related Alexandria Town Centre that is (07/08) 15%. Reduce to 10% by waterfront areas vacant 2011/12. Percentage of floor space in WDC Planning *14% 10% 10% 10% 10% Baseline 2007/08 was Dumbarton Town Centre/commercial (07/08) 14%. Reduce to 10% by centre that is vacant 2011/12. Percentage of floorspace in WDC Planning *10% 10% 10% 10% 10% Baseline 2007/08 was Clydebank Town Centre/commercial (07/08) 10%. Maintain at 10% centres that is vacant 'til 2011/12. 01.4 Growth of the Percentage increase in number of STEAM – ‘Scottish -6% 0% 0% 2% 2% Target amended due to tourism economy visitors to West Dunbartonshire Tourism Economic economic uncertainty Activity Model’ Percentage increase in tourism STEAM – ‘Scottish 0% 0% 0% 2% 2% Target amended due to generated income for West Tourism Economic economic uncertainty Dunbartonshire Activity Model’
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Relevant plans to • Local Plan support delivery of • Clydebank Rebuilt, Strathleven Regeneration & Town Centre Regeneration Projects these outcomes • Council Reports on Dumbarton Town Centre Plan and Alexandria Town Centre (HEED Committee 5 March 2008 and 8 October 2008) • Strathleven Initiative HEED committee report Dec08 • Feasibility studies for council office re‐locations nearer Town Centres • Regional Transport Strategy and WD Transport Outcomes (SPT) • Local Transport Strategy • Link to Council website pages on Business & Trade • Transfer of Business Gateway to Council from Scottish Enterprise (Report to HEED Committee 5/3/08) • Vale Hospital – Consultation and Council Response • Loch Lomond and Trossachs National Park Plan • British Waterways Scotland ‐ Forth & Clyde Canal regeneration and Lomond Canal Project • Cities Growth Fund – joint work with Glasgow City Council – Report to HEED Committee May08 • Development of Loch Lomond Shores and the restoration of the Maid of the Loch paddle steamer • New tourism/accommodation strategy in development • Historic Scotland‐ Dumbarton castle • Further develop social economy initiatives and enterprises in areas such as housing, social care, training and development, construction, community finance and environmental action Scottish Government required action or commitment to support delivery of local outcome
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National Outcome 2: We realise our full economic potential with more and better employment opportunities for our people Unemployment and worklessness are key issues locally. However, although the situation had been improving steadily until recently, the global financial crisis has had a rapid adverse impact on the economy of West Dunbartonshire. Currently West Dunbartonshire has the highest rate of unemployment of all Scottish Local Authorities, a situation which occurred very rapidly. This is probably because Local Authorities on the edges of major cities or within travelling to work distance of them seem to be fairing worse at this point in the recession. Around half of the working age population of West Dunbartonshire travel out to work, mainly to Glasgow, and subsequently this group have been hit by Glasgow City’s increasing levels of unemployment. The number of people employed had risen steadily from 38,000 in 1999 when the employment rate was 63% to 43,500 in 2008. At that point, however, the number of people in employment fell to 43,000 and the employment rate decreased to 73.3%, compared to the current Scottish average of 76.3% There is a significant ‘job‐gap’; that is the shortfall between the number of people currently in work and the number of jobs that would be required to achieve full employment (job density). In West Dunbartonshire there would need to be an additional 5,000 jobs, which is 13% more than at present. Some 6.0% of the working age population of West Dunbartonshire are in receipt of job seekers allowance compared to the Scottish average of 4.1%. 11% are in receipt of Incapacity Benefit (Scottish average 9.0%) and 9.8% are in receipt of Income Support (average 6.6%) A range of training for people seeking work and for people already in work is available through the Council and its partners. These include national programmes such as Skillseekers and Training for Work and also local discretionary programmes to increase the number of Modern Apprenticeships and to provide training to upskill existing employees.
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Baseline Targets 2006/ 2009/ 2010/ 2011/ 2012/ Local Outcomes Relevant Indicators Links Data Source 07 10 11 12 13 Comments Value Target Target Target Target 02.1 Reduced Employment rate B6 ONS 73.4% 71% 69% 69% 69% Target have been unemployment and AP amended to take into benefit dependency FSF account the economic High Level Purpose uncertainty. Target Percentage of working age people A4 and B36 NOMIS 4.35% 5% 5% 5% 5% Target changed due to claiming Job Seekers Allowance AP economic development FSF and an increase in job losses Percentage of working age people Futureskills Scotland 12.1% 11.6% 11.4% 11.2% 11% Scottish Average is claiming Incapacity benefit 9.2% Percentage of working age people Futureskills Scotland 9.9% Target is to reduce. claiming Income Support Numerical targets will be determined through the newly established Community Planning Thematic Group. Percentage of working age SNS 25.9 25 Target as per West population who are employment Dunbartonshire's deprived in SIMD Target Areas Regeneration Outcome Agreement Relevant plans to support • Implement range of Worklessness initiatives (eg Workforce Plus) delivery of these outcomes • Partnership working with key partners such as Job Centre Plus and Skills Development Scotland. The former have a number of national and local programmes e.g. New Deal, New Deal for Lone Parents, Lone Parent Obligations, Pathways to Work for Incapacity Benefit customers in partnership with NHS and a local ‘Positive Moves’ programme. • Setting‐up of Neighbourhood Outreach service and new tracking system as part of West Dunbartonshire Employability Programme • Action Plans to be progressed and overseen by Business Growth and Employability CPP theme group once reconstituted • Council to directly deliver a range of work‐focused training opportunities (eg. skillseekers, council apprenticeships) • Direct employment of local people both in public sector and social economy Scottish Government required action or commitment to support delivery of local outcome
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National Outcome 3: We are better educated, more skilled and more successful, renowned for our research and innovation Only 11.7 % of the workforce are graduates compared to a Scottish average of 23.6%. The percentage of workforce with no qualifications of 13.4% is also higher than the Scottish average of 9.7%. Some 11.1% of 16‐19 year olds within West Dunbartonshire are Not in Employment Education or Training. This has decreased from 12.8% recorded in 2004/05. The percentage of school leavers moving into positive destinations has increased from 77% in 2001/02 to 83% in 2007/08. This is still below the Scottish average of 87% but the gap has narrowed over this period. The Council’s More Chances, More Choices (formerly NEET) strategy was drawn up in 2006 and implemented from January 2007 onwards. Recent activities have focussed on better joined up working, piloting new initiatives, offering a wider variety of support and improving identification and tracking. Partnership working between Job Centre Plus and Careers Scotland is helping identify and support young people at the 18‐19 year old transition time. This age group is over represented within the MCMC statistics. The Get Ready for Work programme contracted out by Skills Development Scotland and delivered in part by the local authority as well as a range of other Training providers is the key national training programme to support young people aged 16‐17 years into employment. A high proportion of participants in West Dunbartonshire (67%) move on into a positive outcome against a national average of 53%. Clydebank College is a key partner in both the pre and post 16 MCMC strategy and they have now developed their own MCMC action plan. The new main campus of Clydebank College opened in August 2007 and has an intake of more than 10,000 learners each year, from over 55 nationalities, to its programmes. A further local campus in Dumbarton town centre has recently opened. For several years, S4 school pupils have had the opportunity to attend Clydebank College and other providers to participate in Vocational and Skills for Work Courses. As of 2008/09, S5 and S6 pupils will also be able to participate in Vocational courses. A range of adult learning opportunities is provided to reflect local needs. Courses are delivered to encourage first level certification and offer future learning opportunities. A number of learners act as voluntary contributors to further course provision. English for speakers of other languages (ESOL) courses have been very well received by communities and have contributed to further study and employment opportunities. All courses are designed as gateways to further learning and qualification. The local CVS is very active in promoting volunteering as a positive outcome and is actively promoting the Adult Learners and the Millennium Volunteer Awards
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Baseline Targets 2009/ 2010/ 2011/ 2012/ 2006/07 Local Outcomes Relevant Indicators Links Data Source 10 11 12 13 Comments Value Target Target Target Target 03.1 Improved Percentage of working age B5 FSF AP NOMIS 18% 13.87% 13% 12.63 12.25 Target is 13% by achievement and residents with no qualifications % % 2010/11 and 10% by attainment 2018/19 through life-long learning Percentage of economically active 63.2% 68% 69% 70% 71% residents with level 2 qualifications
Percentage of economically active 45.2% 50% 51% 52% 54% residents with level 3 qualifications Percentage of working age Labour Force 10.5% 10.5% 11% 11.5% 12% residents who have a degree level Survey qualification 03.2 Increased Percentage of school leavers into Nati onal Indicator 7 Destinations of 22.8% 27% 27.8% 27.8% 28.2% positive full-time higher education A5 Leavers from destinations for AP Scottish Schools: 16-19 Percentage of school leavers into FSF 2007/08 25% 26.6% 27% 27% 27.3% further education
Percentage of school leavers into 26.8% 22.4% 23.5% 23.5% 23.5% employment Percentage of school leavers into 9.6% 9% 9% 9% 9% training Percentage of school leavers into 84.2% 85% 87.3% 87.3% 88% positive destinations (total of higher/further education, employment and training) Percentage of 16-19 year olds not FSF Dept of Work and *19.2 10.7% 10.4% 10% xx Target is a 20% in Employment, Education or Pensions and (2004) reduction from 2004 Training (NEET) School Leavers baseline of 19.2% Destination Publication
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Relevant plans to • Determined to Succeed support delivery of • Implementation of Routes to Learning programmes (a partnership between Anniesland College, Clydebank College, Cumbernauld College, East these outcomes Dunbartonshire Council and West Dunbartonshire Council) • Skills for Work programme offers various vocational qualifications to young people in West Dunbartonshire • Continue to develop and implement “More choices‐ More chances” strategy (see Report on ‘NEET’ ELLL Committee March 2008 and MCMC update report February 2009 • Implementation of the 16+ Learning Choices. This is our new model for ensuring clear, robust processes so that all young people completing education have an offer of a suitable, high quality place in post‐16 learning. As such, it will support the planning and delivery of a coherent and inclusive curriculum in the senior phase, irrespective of setting, taking specific account of the needs of ‘weaker’ learners. To be fully implemented by December 2010. • Implementation of the Feb 2009 Community Learning & Development Strategy and Youth Strategy through the 5 key Action Plans; the Communities Action Plan, the Young People’s Action Plan, the Adult Learning Action Plan, the Adult Literacy & Numeracy Action Plan, the Community Training Action Plan and the local Learner Passport scheme • Implementation of data hub (lead by Skills Development Scotland) to track young people through school to post‐school • CLAN‐ the adult Community Literacy and Numeracy initiative for West Dunbartonshire which operates as a partnership which includes Clydebank College, Anniesland College, West Dunbartonshire CVS, the CLD Community Literacies Team and others. • Millennium Volunteer Awards – run by WDCVS Scottish Develop and implement national unique learner number Government National support on data sharing, prospectus and 16+ Learning Choices required action or commitment to support delivery of local outcome
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School environments and occupancy rates are poor and their improvement is a major priority. Significant improvements are expected from school session 2009/10 onwards, when 3 new secondary schools and 3 new primary schools are scheduled to open. 100% of primary schools had positive inspection reports in the 2007‐ 08 session. This is based on 4 out of the 4 schools inspected during the 2006‐07 session receiving an adequate or better rating for all 3 of the core subset of Quality Indicators. No secondary schools inspected in 07/08 session. Gaelic Education in West Dunbartonshire In line with all other authorities in Scotland, West Dunbartonshire Council receives a specific grant from the Scottish Government for the purposes of providing Gaelic Education. Under the terms of the grant, each Council is also required to provide further funding in order to support their Gaelic programmes. Currently West Dunbartonshire Council provides the following: • Gaelic learning in one designated primary school, presently in its first year and starting at P4/5. • Gaelic learning in the community through courses and events provided by Community Learning and Development. • Transport support for 7 families who have opted to send their children to the Glasgow Gaelic School
There had been a consistent improvement in the performance of primary schools over the years when 5‐14 data was being reported nationally (up to 2004) and West Dunbartonshire Council was performing above both our comparator authorities’ average and the national average levels. Since then we have entered a consortium of 16 Scottish local authorities which have agreed to share and benchmark 5‐14 results and this shows that performance has levelled off in recent years, although our results still compare well against the consortium averages. In 2007/08 school session there was a 1% increase in performance in mathematics to 87% which is still 1% above the consortium average. Reading increased by 1% to 85% while the consortium average has risen by 1% to 84% and writing has improved by 2% in both West Dunbartonshire and across the consortium to 78%. The percentage of S4 pupils achieving 5 or more passes at level 3 by has been higher than the national average for 3 of the last 5 years whereas the percentage of S4 achieving 5 or more passes at level 5 or better has been relatively constant but lower than the national averages and our comparator group averages for the last five years. The percentage of S6 pupils achieving 5 or more passes at Level 3 or better (a minimum standard) has been consistently slightly higher than national average for the last five years but the percentage of S6 achieving 5 or more passes at level 6 has been somewhat lower than both the national averages and our comparator group averages for the last five years. Significantly, we are ranked as the best performing council in Scotland in terms of the lowest 15% SIMD achievement in Education. In 2006/07 16.1% of S4 pupils from the lowest 15% of SIMD areas achieved 5+ awards at Level 5 (Standard Grade Credit) compared to the Scottish mean of 12.4%. We have consistently performed 2 ‐7% higher than the Scottish average since 2002/3.
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The authority has taken a strategic view to the implementation of a Curriculum for Excellence relating it directly to its corporate service priority of raising attainment and achievement. One of four authorities preparing a strategy for Journey to Excellence and one of twelve authorities working on a strategy for Recognising Wider Achievement, the implementation of Curriculum for Excellence is being planned in the context of all three developments. It is planned that a single strategy document will encompass all three areas of development.
The authority has committed to training all its staff in co‐operative learning and three day induction programmes have been delivered to four cross sectoral cohorts to date attracting some 350 staff. Teaching and learning approaches are at the heart of all CPD activities with a strong focus on active learning, independent learning and co‐operative learning. Resources have being developed to support whole school improvement through three targeted areas: learning, leadership and partnerships. These are available for all levels of school staff groups as well as personal study material for individual members of staff. It is planned that these programmes will gain professional recognition for staff involved and possible accreditation through additional study. A forth resource targeting ‘pupil voice’ is under development.
Quality indicators for Recognising Wider Achievement have been shared with all schools and used to develop a baseline for improvement. Working with local employers we will work to record life and work skills through school programmes. And develop an employability certificate that will demonstrate learners’ wider achievements. Learners’ self‐esteem, confidence and citizenship roles are strongly reflected in the qualify indicators developed.
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Baseline Targets 2006/07 2009/10 2010/11 2011/12 2012/13 Local Outcomes Relevant Indicators Links Data Source Comments Value Target Target Target Target 04-1 Improved FSF A8 SQA Examination Results 32% 31% 31% 32% 32% Percentage of pupils educational in Scottish Schools passing 5 or more SQA attainment levels exams at SCQF level 5 or by secondary better by the end of S4 school pupils FSF SQA Examination Results 17% 18% 19% 19% 19% Percentage of pupils A9 in Scottish Schools passing 3 or more SQA exams at SCQF level 6 or better by the end of S5
SQA Examination Results 15% 15% 16% 16% 16% Percentage of pupils in Scottish Schools passing 5 or more SQA exams at SCQF level 6 or better by the end of S6
04-2 Improved B8 FSF WDC Educational 84% 87% 87.5% 88% 88% Percentage of pupils in P3, educational Services P4, P6 and P7 achieving attainment levels the appropriate 5-14 level by primary school for their stage in Reading pupils B8 FSF WDC Educational 75% 80% 80.5% 81% 81% Percentage of pupils in P3, Services P4, P6 and P7 achieving the appropriate 5-14 level for their stage in Writing
B8 FSF WDC Educational 87% 87% 87.5% 88% 88% Percentage of pupils in P3, Services P4, P6 and P7 achieving the appropriate 5-14 level for their stage in Maths
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Baseline Targets 2006/07 2009/10 2010/11 2011/12 2012/13 Local Outcomes Relevant Indicators Links Data Source Comments Value Target Target Target Target 04-3 Improved Primary School Occupancy Educational Services 57% 56% 56% 58% 61% schools Secondary School Educational Services 71% 82% 82% 82% 85% Occupancy Percentage of primary National HMIE No data 100% 100% 100% 100% Only one school, St schools with positive Indicator 8 for this Michael's Primary, has inspection reports range been inspected in the 2008/09 session. The inspection produced a positive inspection report. Percentage of secondary National HMIE No data 100% 100% 100% 100% Only one school, schools with positive Indicator 8 for this Clydebank High, has inspection reports range been inspected in the 2008/09 session. The inspection produced a positive inspection report. 04-4 Improved Percentage of Secondary FSF AP Scottish Neighbourhood 17.8% 18% Target is to increase to educational (S4) Pupils in lowest 15% Statistics 18% by August 2009. attainment levels SIMD areas in West Future numerical targets by lowest Dunbartonshire achieving will be determined performing 5 or more passes at SCQF through the newly secondary school Level 5 or better established Community pupils Planning Thematic Groups.
Average tariff score of FSF AP HMIE 42 43.9 44.6 45.2 45.9 Community Plan target is lowest performing 20% of to increase by 1.5% per pupils in S4 year 04-5 Improved Number of young people FSF WDC Education & Cultural *92 93 94 95 97 2008/09 figure was 92. Confidence and involved in youth Services (08/09) Active Citizenship consultation and for Children and representation structures Young People
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Relevant plans to support delivery of these outcomes • New school regeneration Programme Phase 1 and Phase 2 • Implementation Curriculum for Excellence • Educational Services Departmental Plan – improvement plan resulting from 2009 HMIE‐INEA inspection • New Integrated Children’s Services Plan (replacing current 2005‐8 Plan) • WDC Youth Strategy • MCMC Strategy ‐ We Can and Must do Better
Scottish Government required action or commitment to Support for national development (with WDC as pilot) for pupil achievement system. support delivery of local outcome Modelling of curriculum S1‐S3 National Assessment Framework Qualifications Framework
15/5/09 Page 29 of 59 Version 4.4 West Dunbartonshire Single Outcome Agreement- 2009-2011 National Outcome 5: Our children have the best start in life and are ready to succeed Good parental support is vital to giving children a good start in life. In seeking to encourage this, it is critical to avoid dealing with particular challenges in isolation but rather as explicit components of activities to improve their circumstances of the families and communities as a whole. A multi agency working group led by Health has been established to develop and implement a West Dunbartonshire Parenting Strategy. Funding is being explored to recruit a Parenting Co‐ordinator. Staff have been trained in a variety of Parenting Models and a Mellow Parenting Programme has been delivered to a group of parents from across the authority. A further programme will be delivered to a second group in Sept 2009 and an Incredible Years programme is being planned. A review is being undertaken of Family Supports being provided by Health, Social Work and Education. This includes the Outreach Worker Service to vulnerable parents being provided by Early Education and Childcare Centres. These centres continue to work closely with Health Promotion staff and parents to promote breastfeeding, healthy eating and dental health. West Dunbartonshire communities have high levels of low birth weight babies, which are heavily influenced by maternal behaviour and circumstances (e.g. high levels of smoking during pregnancy); and have a negative relationship with other childhood risk factors (e.g. childhood obesity). West Dunbartonshire also has low levels of breastfeeding and its children frequently suffer poor dental health – both of which are also associated with childhood obesity. It is important to acknowledge that some of the fundamental actions needed to address these challenges will flow from local outcomes identified under other sections of this SOA (e.g. childhood obesity will also be addressed by programme to improve physical activity – national outcome 6) within the context of the implementation of national programmes (e.g. Hungry for Success). Teenage pregnancies in West Dunbartonshire are higher (39 per 1,000) than the Scottish average of 37.1. This is characterized by a strong deprivation gradient: the most deprived groups have approx 10 times the rate of delivery and twice the rate of abortion. High quality Sex and Relationship Education (SRE) is a critical factor in addressing this, with the effective implementation and development of the Curriculum for Excellence being the primary means of ensuring this locally. The development of pre‐school education is seen as a key element of the Authority’s wider strategic goals. West Dunbartonshire Council has a strong record in the field of early literacy. We will continue to build on past success and to develop further effective strategies to promote literacy and numeracy.
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Baseline Targets 2006/07 2009/10 2010/11 2011/12 2012/13 Local Outcomes Relevant Indicators Links Data Source Comments Value Target Target Target Target 05-1 Improved Nursery Percentage of pre- National HMIE 100% 100% 100% 100% provision school centres with Indicator 12 positive inspection A6 reports EY 05-2 Improved early Percentage of P3 Pupils EY FSF WDC Educational 35% 37% 37% 37% 37% years attainment exceeding 5-14 level A Services in reading, writing and mathematics 05-3 Parents supported to Percentage of five-year National National Dental 47.4% 56% 60% Figure relates to 2006 survey give their child the best olds (P1) with no sign Indicator 11 Inspection and is for Greater Glasgow start in life of dental disease Programme 2006 HB. Awaiting school level HEAT EY B10 data. Scottish average is 54%. Target is to reach national average target 60% by 2010. Percentage of babies HEAT Scottish 15% 16.5% 17.5% 19% 19% breast-feeding at 6 EW Neighbourhood (07/08) weeks (WD) EY Statistics A10 Percentage of live FSF Scottish 29.77% 27.5% 27% 26.7% 26.4% Target is 27% by 2010/11 singleton births of low EW Neighbourhood and 25 by 2017 birth weight (WD) EY Statistics B11 Percentage of live FSF Scottish 30.48% 33% 32% 31% 30% Target is 25% by 2017 singleton births of low EW Neighbourhood birth weight (15% EY Statistics deprived areas) B11 Percentage of eligible HEAT NHSGGC 70% 2009/10 is the baseline year. children completing EY Target is 70% of children child healthy weight (Cf. A11) entering the programme intervention Relates to completing by 2011. programme National Indicator 14
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Relevant plans to support delivery of these outcomes Parenting Strategy Early Years and Early Intervention Framework Curriculum for Excellence Implementation Plan Integrated Childrens Service Plan WD CHP Development Plan Local implementation of Hungry for Success Scottish Government required action commitment to support National guidance and support for Early Years and Early Intervention Framework delivery of local outcome National Assessment Strategy
15/5/09 Page 32 of 59 Version 4.4 West Dunbartonshire Single Outcome Agreement- 2009-2011 National Outcome 6: We live longer and healthier lives Equally Well has underlined the importance of tackling inequalities in health, and ensuring that specific attention is focused on communities who suffer from relatively high socio‐economic deprivation (such as those living in the 15% most deprived communities as shown in the Scottish Index of Multiple Deprivation. West Dunbartonshire has the second lowest figure in the UK for male life expectancy; and the third lowest figure for female life expectancy. It also has the second highest all‐cause death rate of any local authority area in Scotland with the clear contributory factors of smoking, excessive alcohol consumption, drug abuse, poor diet and lack of physical activity. The number of problem drug users (71 per 10,000 in 2004) is higher than the national average of 49. Hospital discharges for patients with an alcohol‐related diagnosis in 2007/08 were 951 per 100,000 – well above the Scottish average of 777 per 100,000 and the overall smoking rate in 2005/06 was 30.1% ‐ again well above the Scottish average of 25.6%. In addition to developing multi‐faceted evidence‐based programmes to address these issues, it is important to recognise the contribution of activities to support other national outcomes (e.g. Alcohol abuse is the prime underlying cause of the high‐levels of violent crime, domestic abuse and anti‐social behaviour); and also innovative work being developed locally (e.g. Equally Well national test‐site to reduce smoking rates in Whitecrook area of Clydebank). It is also critical to understand the fundamental impact on all of the above of mental wellbeing and self‐efficacy. West Dunbartonshire unfortunately has the third highest suicide rate and one of the highest rates of drug‐related death in Scotland. However, it is important that that challenge is addressed within a comprehensive approach to improve mental wellbeing more generally as recommended within A Mentally Flourishing (e.g. strengthening community resilience); and indeed understanding that increasing healthy behaviours amongst the population will actually support an improvement in mental health and wellbeing. The changing demographic profile of West Dunbartonshire also poses a number of key challenges, particularly in relation to and for the growing proportion of the population over the age of 65 years. Increasing the personalisation of individual care packages and ensuring that that care is provided and supported within the most appropriate setting are key elements of an outcome based approach to community care.
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Baseline Targets 2009/ 2010/ 2011/ 2012/ 2006/07 Local Outcomes Relevant Indicators Links Data Source 10 11 12 13 Comments Value Target Target Target Target 06-1 Increased Percentage of people 65+ with National Indicator WDC Social *26% 34.8% 37.2% 39.6% 42% Baseline is 26% (2007/08). proportion of intensive needs receiving care at 26 Work (07/08) Target is 37% by 2011 and people (65+) home NOCC-BC2 increase further to meet needing care or HEAT national target of 70% by 2025 support who are B14 able to sustain an independent quality Number of people 65+ admitted NOCC-R3 ISD/WDC *07/08 95% 95% 95% 95% Waiting on National Targets to of life as part of the twice or more as an emergency Related to National baseline be agreed. Local target is 95% community who have not had an assessment, Indicator 20 86% of people with 2 or more per 100,000 population Emergency Admissions to have had an SSA. 07/08 baseline was 86% Number of patients waiting more GGHB/ISD 12 0 0 0 0 2006/07 baseline was 23 than 6 weeks for discharge to (66%) in target time; 12 appropriate care setting (34%) outside target time. 06-2 Increased life- Life Expectancy - Male (All WD) Scottish GRO 71.1 72.7 73.1 73.7 74.1 Male Life expectancy rates vary expectancy within Government from 66.8 years in Bellsmyre to 15% most deprived Purpose Target 76.4 years in Duntocher. 71.7 SIMD areas is the average for West National Indicator 16 Dunbartonshire with the target to move towards the highest rate of LE.
Life Expectancy - Female (All WD) Scottish GRO 77.7 79.1 79.7 80.1 80.7 Female life expectancy ranges Government from 72.8 in Whitecrook to Purpose Target 81.7 in Duntocher. This target aims to close the gap between the best and worst areas. Male healthy life expectancy in Scottish Scottish Baseline 63.3 63.5 63.8 64.1 Only one data point available West Dunbartonshire Government Neighbourhood 62.8 at WD level. National figure Purpose Target Statistics (07/08) improved by 0.4% between 2006 and 2007. Target here is to match this annual increase Female healthy life expectancy in Scottish Scottish Baseline 67.8 68.1 68.4 68.6 Only one data point available West Dunbartonshire Government Neighbourhood 67.3 at WD level. National figure Purpose Target Statistics (07/08) improved by 0.4% between 2006 and 2007. Target here is to match this annual increase
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Deaths in under 75s from Coronary National Indicator ISD Analysis of mortality rate Heart Disease (15% most deprived 21 within lowest 15% SIMD areas areas) being undertaken - improvement targets to be set (i.e. reducing rate) in 2009 when lowest 15% SIMD confirmed in the autumn. Baseline year will be 2009/10 Death from Alcohol Misuse (15% ISD Analysis of mortality rate most deprived areas) within lowest 15% SIMD areas being undertaken - improvement targets to be set (i.e. reducing rate) in 2009 when lowest 15% SIMD confirmed in the autumn. Baseline year will be 2009/10 Percentage of adults consuming HEAT; FSF NHSGGC 0 1 1.5 2.5 Baseline is zero. Target is to more than the recommended Wellbeing and (08/09) reduce by 2.5% the number of weekly amount of alcohol (in 15% Health Survey adults consuming more than most deprived areas) the recommended weekly amount of alcohol by 2011/12. Will confirm details when lowest 15% SIMD confirmed in the autumn.
Deaths from Drugs Misuse (15% ISD 0 Analysis of mortality rate most deprived areas) (08/09) within lowest 15% SIMD areas being undertaken - improvement targets to be set (i.e. reducing rate) in 2009 when lowest 15% SIMD confirmed in the autumn. Baseline year will be 2009/10 Prevalence of illicit drug misuse FSF Health & 0 1 1.5 2.5 Baseline is zero. Target is to (15% most deprived areas) Wellbeing (08/09) reduce by 2.5% the number of Survey GG&C adults misusing illicit drugs by 2011/12. Will confirm details when lowest 15% SIMD confirmed in the autumn. Percentage of adults who smoke HEAT Health & 0 1 1.5 2.5 Baseline is zero. Target is to (in 15% most deprived areas) Wellbeing (08/09) reduce by 2.5% the number of Survey GGC adults who smoke by 2011/12. Will confirm details when lowest 15% SIMD confirmed in the autumn
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Percentage of adults undertaking NHSGGC 0 1 1.5 2.5 Baseline is zero. Target is moderate physical activity at least Wellbeing and (08/09) to increase by 2.5% the 5 times per week (in 15% most Health Survey number of adults undertaking deprived areas) moderate physical activity at least 5 times per week by 2011/12. Will confirm details when lowest 15% SIMD confirmed in the autumn Percentage of adult consuming two NHSGGC 0 1 1.5 2.5 Baseline is zero. Target is to or more high fat snacks per day (in Wellbeing and (08/09) reduce by 2.5% the number of 15% most deprived areas) Health Survey adults consuming two or more high fat snacks per day by 2011/12. Will confirm details when lowest 15% SIMD confirmed in the autumn The average score of adults on the National Indicator Scottish Health Awaiting completion of national Warwick-Edinburgh Mental 15 Survey 2008 work to development this Wellbeing Scale Scale. Once guidance available, target will be set to improve average scoring amongst adults when lowest 15% SIMD confirmed in the autumn
Relevant plans to support delivery of these WDCHP Development Plan outcomes Implementation of Free Personal Care Community Care Plan , delayed discharge etc. See Social Work Dept plan Equally Well test site implementation Plan Education Departments Sports Development: West Dunbartonshire Sports Council , Sports Development Programme and Club, Coach and volunteer development WD Corporate Action Plan for Alcohol & Drugs Scottish Government required action or commitment to support delivery of local outcome
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National Outcome 7: We have tackled the significant inequalities in Scottish society The Scottish Index of Multiple Deprivation ranks West Dunbartonshire Council as the 4th poorest Local Authority in Scotland. In order to address the issues of poverty and inequality facing citizens in West Dunbartonshire the Council is focussing on embedding the Achieving our Potential Framework into the SOA. By integrating the Early Years Framework and Equally Well with the actions and objectives of Achieving our Potential, we will demonstrate our overall commitment to equality and to ending discrimination. The Council is undertaking work across a range of measures with a particular emphasise on income maximisation, fuel poverty and employability. One in five people in West Dunbartonshire is classed as income deprived (19.6% of the population). This is the second highest in Scotland where the average is 13.9%. Wages in West Dunbartonshire are low compared to the Scottish average. Currently some 10,910 families are in receipt of child and working tax credits, which is around 19% of the population and is a small increase on the previous year. There are 1,850 children living in households where the family is in work but where the household income is 60% of the national median income. These are the families who are described as the working poor. There are also 4,860 children living in household where no one works who would also be classified as poor children. Taken together this means that 38% of all children in West Dunbartonshire could be classed as ‘poor’. There are 460 adults with learning disabilities in West Dunbartonshire on the Council’s records. – 94% are between 16 and 65. 32 of these are in open employment and 29 in voluntary or non‐open employment. Adults with learning disabilities tend to have complex health needs and have a shorter life expectancy, higher rates of obesity and poorer dental health. There is a significant level of financial exclusion ‐ some 85% of people have access to a bank, building society or credit union account (4th lowest in Scotland) compared to a national average of 89%. In 2007/08 15.8% of the population were without bank accounts or savings accounting for 21.2% of the population. Homelessness applications decreased by 5% over the previous year. The number of people being housed in permanent accommodation has dropped by 15%. There has been a drop in the number of priority need homeless assessments, which is reflected in the number of homeless households provided with permanent accommodation. In 2007/08 there were 2278 presentations resulting in 941 being assessed as in priority need and 786 were placed in permanent accommodation and 786 in council‐furnished accommodation
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Baseline Targets 2006/07 2009/10 2010/11 2011/12 2012/13 Local Outcomes Relevant Indicators Links Data Source Comments Value Target Target Target Target 07-1 Reduced Median weekly gross AP ASHE £406.50 £406.50 £406.50 £406.50 £406.50 Target has been set at Poverty earnings for residents A3 £406.50, maintaining who are employed current performance and reflecting the economic downturn. Over the longer term, aim would be to move towards the Glasgow average of £434.20 Median Weekly Earnings AP ASHE *2007/08 Scottish Average £399.10 - - Female A3 baseline is ASHE April 2008. Targets to £355.80 be developed. Median weekly earnings AP ASHE *2007/08 Scottish Average £505.80 - - Male A3 baseline is Ashe - April 2008. Targets to £469.70. be developed 07-2 Reduced Proportion of children FSF (from DWP & *Baseline is 45% 45% 45% 45% This target will be Child Poverty living in low income B9 ASHE) 45% particularly difficult to make households that are (2007/08). any positive progress with dependant on out of for at least 3 years post end work benefits or child of the recession. The last tax credits more than three recessions have the family element followed a pattern of rising unemployment in the 3 years following the technical end of recession.
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Baseline Targets 2009/ 2010/ 2011/ 2012/ 2006/07 Local Outcomes Relevant Indicators Links Data Source 10 11 12 13 Comments Value Target Target Target Target 07-3 Increased Number of people with LIT WDC Social 26 41 46 51 56 employment and training a learning disability National Work opportunities for people assisted into paid Indicator 30 with a learning disability, employment FSF mental health problems, AP criminal record or addiction issues 07-4 Reduced Financial Percentage of B37 Scottish 2003/04 Target is to increase. Exclusion households with access FSF Household baseline to bank, building Survey is 85.4%. society or credit union account Percentage of Citizen FSF WD Citizens 2007/08 Target is to reduce. Numerical targets will be Panel respondents who Panel (Work baseline determined through the newly established are in some or deep or Work is 7%. Community Planning Thematic Groups. Next financial trouble (Rest Survey survey due 2009/10. of WD) 2007) Percentage of Citizen FSF WD Citizens 2007/08 Target is to reduce. Numerical targets will be Panel respondents who Panel (Work baseline determined through the newly established are in some or deep or Work is 6%. Community Planning Thematic Groups. Next financial trouble (15% Survey survey due 2009/10. SIMD) 2007) Percentage of the total FSF Scottish 19.6% Target is to maintain current level (19.6%) as population who are Exec 2006 per WD Regeneration Outcome Agreement income-deprived (7a) SIMD (SIMD 2006) Report 07-5 Reduced Fuel Number of people in FSF Scottish Baseline Data only released every three years but Poverty fuel poverty defined as Governmen 7000 should begin to become available through the spending over 10% of t (05/06) Scottish House Condition Survey which will be income on fuel published annually. New targets to be set once these data made available
07-6 Homelessness Ended Percentage of B25 WDC *Baseline 98% 100% 100% 100% unintentionally National HEEDS is 95% homeless households Indicator 22 (2007/08) entitled to settled accommodation
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Relevant plans to support delivery of these outcomes Anti‐Poverty Strategy (with local survey data) – update in preparation Homelessness Strategy 2008‐13 Local implementation of ‘Same as You’ Scottish Government required action or commitment to support delivery of local outcome
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National Outcome 8: We have improved the life chances for children, young people and families at risk
The number of child protection referrals increased by 16% (compared to 13% across Scotland) from 136 in 2006/07 to 158 in 2007/8 – mainly as a result of a major public information campaign. The proportion in the youngest age group is significantly higher than average – probably reflecting high levels of drug/alcohol abuse. The number of children on the Register increased by 23% to 27 at 31st March 2007 compared to the Scottish average of 13%. The local aim is to maintain the current level of children who have an up‐to‐date risk assessment at the current level of 100% A new indicator has been locally developed to measure the key outcome relating to child‐care provision – namely that the child goes to a positive destination (further/higher education, training, employment) at the point of leaving care. Currently this stands at 55% The Council’s Corporate Parenting Strategy will support the implementation of ‘We can and must do better’. The Inspiring Scotland programme will bring significant voluntary sector support to the area, to support key groups of vulnerable young people.
Baseline Targets 2006/07 2009/10 2010/11 2011/12 2012/13 Local Outcomes Relevant Indicators Links Data Source Comments Value Target Target Target Target 08-1 Provided Percentage of 16 or 17 year olds in AP WDC Social Work Baseline 55.5% 56% 56.5% 57% opportunities to enable positive destinations (further/higher & Health is 55% young people at risk to education, training, employment) at (07/08) have positive chances and point of leaving care make positive choices in their life 08-2 Improved Child Percentage of children on the Child WDC Social Work 100% 100% 100% 100% Protection Protection Register who have a completed and up-to-date risk assessment Relevant plans to support delivery of these outcomes • Implementation of GIRFEC • Develop and Implement Corporate Parenting strategy • Implement Youth Strategy • Parenting strategy • Implement action plan following HMIE Child protection inspection Scottish Government required action or commitment to support Develop a national system of measuring positive destinations on point of leaving care delivery of local outcome National support for 16+ Learning Choices
15/5/09 Page 41 of 59 Version 4.4 West Dunbartonshire Single Outcome Agreement- 2009-2011 National Outcome 9: We live our lives safe from crime, disorder and danger The total numbers of crimes recorded in the 2006/07 Scottish Crime Bulletin (Group 1‐5) in West Dunbartonshire was 1,004 per 10,000 population compared to the Scottish average of 819. This equates to a crime index of 123 (compared to Scottish Index of 100). The crime index in West Dunbartonshire, being so close to the major conurbation of Glasgow, is more aligned with that of the major Scottish cities (Glasgow City‐158, Aberdeen City‐138, Dundee City‐133 and Edinburgh City‐127) than the more rural areas of Scotland.Fear of crime is a higher than average – the 2005/06 Scottish Household survey reports 59% of residents feeling safe or fairly safe walking in their neighbourhood after dark compared to the Scottish average of 73%. There is a challenge in reassuring communities, as the fear of crime or disorder is higher than the actual rate of incidents. Recorded rates of domestic abuse are the highest in Scotland. The number of incidents reported increased to 1,800 per 100,000 in 07/08 compared to 1,518 in 06/07 – and remains the highest in Scotland. This may be partly due to increased awareness of local support. Alcohol abuse is seen as the prime underlying cause of the high‐levels of violent crime, domestic abuse and anti‐social behaviour. The rate of vandalism in 2006/07 (299 recorded incidents per 10,000) is higher than the national average of 238. The Police public consultation in 2008 identified drunk & disorderly behaviour, loud noise and alcohol/drugs as the 3 main types of anti‐social behaviour that affected people in the area. In dealing pro‐actively with those engaged in anti‐social behaviour, drug use and domestic abuse, the reported level of incidents/crimes may remain high or increase and this is reflected in some of the indicators used to track progress. There were 131 accidental dwelling house fires in 2007/08 in West Dunbartonshire. Almost 60% of these fires originated in the kitchen with the second most common cause being smoking materials. There were 27 casualties as a result of fire with no recorded deaths. Strathclyde Fire and Rescue will continually strive to educate and create greater public awareness through local and national campaigns Road safety data shows a sustained decrease in the casualty rate but suggests that the serious road accident rate is slightly higher than the Scottish average (7.6 per 10,000 vehicle‐km compared to average of 7.4) but that the rate of accidents involving children is higher than average at 1.6 per 10,000 veh‐km compared to an average of 0.98.
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Baseline Targets 2009/ 2010/ 2011/ 2012/ 2006/07 Local Outcomes Relevant Indicators Links Data Source 10 11 12 13 Comments Value Target Target Target Target 09-1 Reduced Number of Crimes in A24 Strathclyde Police *48 <44 <44 The general trend in violent crime is crime and Group 1 (Violent Crimes) (07/08) down. The aim is to reduce the 4-year violent crime in per 10,000 (Four-year rolling average (44 per 10,000 in 07/08) particular rolling average) Reconviction rate for National Scottish Offenders *46% Target is to reduce. Scottish average offenders released from Indicator 23 Index (04/05) 45%. Baseline is 46% (04/05) custody or given a non B31 custodial sentence Percentage of persistent B28 Scottish Children’s 10% This data has not been collected by SCRA young offenders (5 FSF Reporter since 06/07. There does not seem to be offending episodes in 6- Administration any plans to collect it in the near future month period) Annual Report and revised priorities are being developed 2006/07 nationally. alternative indicator to be developed based on the number of children referred on offence related grounds Percentage of residents A19 Scottish Household *59% Baseline is 59% (05/06). Target is to feeling very or fairly safe Survey (Table 4.64) (05/06) increase. when walking alone in the 2005/06 local neighbourhood after dark Number of Persons Strathclyde Police *109 >109 >109 >109 >109 Baseline 109 (08/09). Aim to increase the Detected for Drug Supply (08/09) detection rate and reduce prevalence Crimes 09-2 Reduced Rate of domestic abuse in FSF Scottish Executive: 1,518 >1518 >1518 Aim is to increase the number recorded Domestic West Dunbartonshire per B29 Domestic Abuse incidents. The level of reporting incidents Abuse/Violence 100,000 population Recorded by the of domestic abuse has been rising and Against Women Police in Scotland, there is a desire to encourage those 2005-06 affected by domestic abuse to report incidents. Expectation is that the level will continue to increase before reducing
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Baseline Targets 2009/ 2010/ 2011/ 2012/ 2006/07 Local Outcomes Relevant Indicators Links Data Source 10 11 12 13 Comments Value Target Target Target Target 09-3 Reduced Number of Anti-Social Strathclyde Police 63 >63 >63 The current baseline is 63 detections per anti social Offences per 10,000 (07/08) 10,000 (4-year average April 2004-April behaviour and Population (four-year 2008).The target is to exceed this disorder rolling average) average detection rate Number of deliberate fires SFR KPI Strathclyde Fire & 169 162 156 150 144 Target is to reduce by 4% per year per 10,000 population Rescue (07/08) 09-4 Improved Number of adults killed or A21 Scottish Government 47 34 32 30 28 Target of 40% reduction over 10 year home and road seriously injured in road Road Accident Data period (2000-2010). Achieved to date safety accidents
Number of children killed A21 Scottish 10 10 10 10 10 Target of 50% reduction over 10 year or seriously injured in Government Road period (200-2010). Target achieved to road accidents Accident Data date Number of people killed or SFR KPI Strathclyde Fire and 3.4* 3.23 3.07 2.92 2.77 Target is to reduce by 5% per year. seriously injured in House Rescue Strategic Baseline is 3.4 (2007/08). Fires per 10,000 Assessment for population West Dunbartonshire Number of accidental SFR KPI Strathclyde Fire and 131* 126 121 116 111 *baseline figure is from 2007/08 house fires (per 10,000 Rescue Strategic Target is to reduce by 4% per year population) Assessment for West Dunbartonshire
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Relevant plans to support delivery of these outcomes • CSP Strategic Assessment ‐ an analysis of local issues and priorities for action. • Anti‐Social Behaviour Task Force and Strategy • Strathclyde Fire & Rescue Strategic Assessment for West Dunbartonshire • Multi agency work on fire‐raising and Anti‐Social Behaviour (e.g. Cut it Out, The Pulse) • WDC funding for joint working with Strathclyde Police, targeted policing (£100,000 pa) new additional policing 08‐09 (£200k), joint working and co‐ordinated tasking between Community Wardens and Police, deployment of new CCTV mobile van and re‐deployable cameras. • Implement action plan from 2009 HMIE Child protection inspection • WDC Action Plan for Alcohol & Drugs • WDC Road Safety Plan • Kerbcraft to continue as a key road safety topic in local primary school curriculum Scottish Government required action or commitment to West Dunbartonshire to be considered as a pathfinder for Violence Against Women/ Children. Although support delivery of local outcome there is a National Prevalence Study WDC has local baseline which cost around £20k but follow‐up could be done much cheaper
15/5/09 Page 45 of 59 Version 4.4 West Dunbartonshire Single Outcome Agreement- 2009-2011 National Outcome 10: We live in well‐designed sustainable places where we are able to access the amenities and services we need The new Local Plan (currently at Finalised stage –with a completed Strategic Environmental Assessment) sets the context for a series of aims and objectives that will assist in the coordinated delivery of urban renewal and regeneration. The Plan aims to ensure a sustainable approach to development through a land use framework that brings about positive social and economic development, whilst maintaining and enhancing environmental quality. Over a quarter of the area’s housing stock is owned by the council and a significant proportion of our urban area comprises council housing or houses previously owned by the council. Since 1996, 3,192 new homes have been built in West Dunbartonshire, an average of 290 per annum. Almost 70% of these completions were in the private sector, and 85% were on Brownfield sites. Currently there are significant development proposals being pursued by the private sector particularly along the riverside in Dumbarton and Clydebank. There is an overall surplus of housing stock over projected households by 2009, much of this stock is in areas of low demand or not of a type or size that households are looking for. The Council has a statutory duty to ensure its own stock meets the Scottish Housing Quality Standard by 2015. The Local Housing Strategy is being revised and a review is underway of the options for a community ownership programme through a new Standard Delivery Plan ‐ to enable the houses to meet the standards without significant rent increases and to reduce the number of unsuitable and un‐let properties. There is still a significant number of void properties – the amount of rent lost is reducing each year but at 5.2% is amongst the highest in Scotland.
We continue to be most progressive local authority in Scotland in advancing to meet the 2012 homelessness target. Through the development of our new Homelessness Strategy, we will achieve the 2012 target a year ahead of schedule.
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Baseline Targets 2009/ 2010/ 2011/ 2012/ 2006/07 Local Outcomes Relevant Indicators Links Data Source 10 11 12 13 Comments Value Target Target Target Target 10-1 Regeneration in a Percentage of planning applications WDC Survey *08/09 1% 1% 1% 1% Target is to properly planned, co- granted contrary to Local Plan baseline maintain at 1% ordinated and sustainable policies year manner (1%). 10-1 Regeneration in a Percentage of residents finding Scottish Household 2005/06 Target is to properly planned, co- services very or fairly convenient Survey baseline increase. ordinated and sustainable is 74%. manner 10-2 Improved mix, Number of new build properties - National Indicator Scottish Government 114 100 125 150 200 quantity, location and Owner Occupied 27 B33 Affordable Housing affordability of housing in Investment Database West Dunbartonshire 10-2 Improved mix, Number of new build properties - National Indicator 79 142 142 142 142 quantity, location and RSL 27 B34 affordability of housing in West Dunbartonshire 10-2 Improved mix, Unit Capacity of Housing Land Annual Housing Land 13 7 7 7 7 Target is to quantity, location and Supply Audit maintain at least 7 affordability of housing in times the annual West Dunbartonshire completion rate 10-3 Improved the quality HS2: Total percentage of Council’s A23 Audit Scotland SPI. 11% 15% 25% 35% 75% Target is 100% by of council and RSL housing stock meeting the Scottish WDC Property 2015. housing Housing Quality Standard Database 10-3 Improved the quality Percentage of RSL Housing Stock (In A23 Scottish Housing *Baseline 82.1% 85.7% 87.9% 92.9% Target is 100% by of council and RSL WD) meeting the Scottish Quality Regulator 07/08 2015/16 housing Standard (71.1%).
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Relevant plans to Complete adoption of new Local Plan support delivery of Housing Needs and Supply Study these outcomes Complete new Local Housing Strategy (existing strategy 2004‐09) Strategic Housing Investment Plan and Covering Report to Council November 2008 Standard Delivery Plan for Council Housing Scottish Government required action commitment to support delivery of local outcome
15/5/09 Page 48 of 59 Version 4.4 West Dunbartonshire Single Outcome Agreement- 2009-2011 National Outcome 11: We have strong, resilient and supportive communities where people take responsibility for their own action and how they affect others Our communities face challenges similar to other areas in Scotland dealing with high levels of multiple deprivation. West Dunbartonshire has a well‐established spectrum of organisations committed to developing stronger and safer communities. It also benefits from strong community‐based action and involvement and local agencies dedicated to partnership working. There is a strong local CVS service which actively promotes and encourages volunteering. 42% of people rate their neighbourhoods as very good which is 10% lower than the Scottish average figure. Levels of hate crime (sectarian, race etc) are perceived as low
Baseline Targets 2009/ 2010/ 2011/ 2012/ 2006/07 Local Outcomes Relevant Indicators Links Data Source 10 11 12 13 Comments Value Target Target Target Target 11-1 Improved resident's Percentage of residents rating National Indicator Scottish Household 88% 92% 93% 94% 95% perceptions of their neighbourhood as a 'very good' place 28 Survey neighbourhood to live FSF 11-2 Increased Percentage of Citizens Panel FSF Citizens Panel Baseline 36% 38% 40% 42%
community volunteering members who have undertaken Survey April 2007 33% from and involvement unpaid volunteer work in the last 3 Citizens months Panel April 07 Percentage of functioning WDC 59% 59% 59% 59% 59% Target is to maintain 10 Community Councils out of 17 Community Councils Number of sustained Voluntary WDCVS 2008/09 is Organisations the baseline year. Percentage of the population active WDCVS 2008/09 is in volunteering and community the activity baseline year. Relevant plans to support delivery of these outcomes Scottish Government required action or commitment to support delivery of local outcome
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National Outcome 12: We value and enjoy our built and natural environment and protect it and enhance it for future generations The Council is in the process of a completing a Nature Conservation Strategy, in which a full Sites of Importance for Nature Conservation (SINC) )and wildlife corridor survey is taking place. The Council is working in partnership with Scottish National Heritage (SNH) to produce a Local Biodiversity Action Plan (LBAP) and is undertaking an open‐space audit. To maximize positive management of the landscape, the Council is developing an Integrated Habitat Network project that will aim to increase the quality and quantity of wildlife corridors in Dunbartonshire and address the level and effects of habitat fragmentation. The Council is working with SNH and local landowners to help SNH reach their target of ensuring 80% of SSSI’s are in a favourable condition by 2009. The work will also impact on a new indicator measuring the average size of joined‐up green‐space (or green corridors) which has an important impact on biodiversity and another new indicator on resident’s proximity to improved green‐space (measures quality of green‐space and ease of access). A Draft Core Path Plan has been prepared and was extensively consulted upon in 2008. A final Plan will be approved by the Council in 2009. We want to improve the quality and sustainability of our built environment. There are 11 local properties on the buildings at risk register‐ however 2 of these have been since been demolished and one further council property due for demolition. Cleanliness of the area is improving and is above the national average; however the state and appearance of streetscapes, play and recreation areas, green/open spaces and town centres need further improvements. We will continue to monitor air quality especially around the A814 in Dumbarton East and its junction with the A82 at Dumbuck. There are other local air‐quality related issues such as pollution from Glasgow Airport and an ongoing odour problem from the Dalmuir sewage works. We are conscious that alleviating the short‐term affects of flash flooding and the long‐term consequences of global sea‐level rise requires considerable ongoing investment and we are putting in a major alleviation project for the Gruggies Burn.
Baseline Targets 2009/ 2010/ 2011/ 2012/ 2006/07 Local Outcomes Relevant Indicators Links Data Source 10 11 12 13 Comments Value Target Target Target Target 12-1 Improved Proportion of protected nature sites in National Scottish Natural Baseline is 87% 95% 95% 95% National target to ensure 80% of quality and favourable condition Indicator Heritage 79% SSSIs are in a favourable condition access to 33 (2008/09) by 2009 greenspace
Percentage increase of hectares of WDC 2008/09 is 1 2.5 3.5 5 Target is to increase to 5% by 2013. amenity grassland habitat managed for the biodiversity baseline year.
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Percentage increase of hectares of Forest Research Data and targets to be established woodland habitat Percentage of households with an WDC 2009/10 100 100 100 Target is 100% by 2011 accessible greenspace of at least 2 baseline hectares in size, no more than 300 year. metres from home
Percentage of core paths that are WDC Planning Baseline is 40 45 50 55 Target is to increase by 5% each deemed fit for purpose Dept - Annual 35% year Survey (2008/09).
12-2 Improved Air quality: PM10 Concentration WDC Baseline is 40 18 18 18 Target is maintain below 40ug/m3 the state of West 17ug/m3 Dunbartonshire's (2007/08) environment Air Quality: % of monitoring stations WDC 86.6% 100% 100% 100% 100% Now have 21 monitoring locations in complying with the national objective of total. One breach on A82 at 40ug/m3 NO2 Dumbuck in 2008. Target is 100% Number of households in the 100yr SEPA/WDC Originally 08/09 was to be baseline flood map area year. Now proposing to be reviewed in 09/10 after Scottish Government review of flood management. RL1: Overall percentage of road SPI Audit Scotland *29.4 31.3% 31% 30.5% 30% Baseline year now 08/09 following network that should be considered for B41 SPI (08/09) change to indicator methodology. maintenance treatment WM4: The cleanliness index achieved SPI Audit Scotland 71 75 75.5 76 76 following inspection SPI
Percentage of Citizens Panel WD Citizens 60% 70% 75% 80% 82% Corporate Plan target to increase to respondents who are satisfied or very Panel Nov 2006 80% by 2011/12 satisfied with the physical appearance of their local area
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Relevant plans to support delivery of these outcomes • WDC Sustainable Development Strategy + Appendix and Progress Report 2008 + Appendix • Project work in conjunction with Glasgow & Clyde Valley Green Network Partnership • Local Biodiversity Action Plan and Habitat Network Action Plan • WDC Grounds Maintenance and Street Cleaning Services • Green/Open Space Audit • Nature Conservation Strategy • Flood risk alleviation Projects (Knowle & Gruggies Burns) • Air Quality Strategy, Assessments and Progress Reports • Core Path Plan • Regional Transport Strategy and WD Transport Outcomes (SPT) • Local Transport Strategy Scottish Government required action or commitment to Facilitation of work with SEPA, SNH, Councils and Greenspace organisations on better measures/data on flood risk, support delivery of local outcome water quality and access to greenspace
15/5/09 Page 52 of 59 Version 4.4 West Dunbartonshire Single Outcome Agreement- 2009-2011 National Outcome 13: Take pride in a strong, fair and inclusive West Dunbartonshire identity (This is a localised version of National Objective 13 ‘Take pride in a strong, fair and inclusive national identity) Some 60% of respondents to a recent quality of life citizen’s panel survey said they were very or mostly satisfied with their perception of overall quality of life In 2001 the Census recorded the population of West Dunbartonshire at 93,378. The Mid‐2007 Population Estimates for Scotland estimate the population of West Dunbartonshire to be 91,090, which is a drop of 150 people since last year. This year’s drop is made up of 55 more deaths than births and 95 people leaving West Dunbartonshire to live elsewhere. West Dunbartonshire had the lowest proportion in Scotland of migrants coming here to live at 3 per 1,000 population. Nationally West Dunbartonshire has amongst the largest losses per 1,000 population for the group aged 35 and over. Stemming this decline in the working‐age population represents one of the area’s key challenges.
Baseline Targets 2009/ 2010/ 2011/ 2012/ 2006/07 Local Outcomes Relevant Indicators Links Data Source 10 11 12 13 Comments Value Target Target Target Target 13-1 Improved image and Percentage of Citizens Panel WD Citizens 60% 66% 68% 70% 72% This question will be asked again in reputation of West respondents who are very or mostly Panel 09/10. Dunbartonshire and the satisfied with their perception of Council overall quality of life 13-2 Population decline Population of West Dunbartonshire GRO 91,240 91,090 91,090 91,090 91,090 Overall aim to stabilise population. and out-migration Population Economic downturn is likely to reduced Forecast increase population mobility as people move for work. Percentage change in net population GRO -53 0 0 0 0 It is very likely that population loss migration Scotland with increase as the economic downturn creates more instability in the population as people choose to move for work. 13.3 Increased CC3a: Number of visits to/usages of Audit 1,194 1,125 1,171 1,221 1,272 participation in local council funded or part funded Scotland SPI cultural activities museums per 1000 population CC3b: Number of visits to/usages of Audit 80 79 83 87 91 council funded or part funded Scotland SPI museums that were in person per 1000 population
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Relevant plans to support delivery of these outcomes • Active promotion of the West Dunbartonshire brand through joint working with Dunbartonshire Enterprise and Visit Scotland • Communications Strategy • Awareness Programme • High‐profile programme of cultural events with increased local participation rates • Promotion of Fairtrade towns • New Cultural Strategy Scottish Government required action commitment to support delivery of local outcome
15/5/09 Page 54 of 59 Version 4.4 West Dunbartonshire Single Outcome Agreement- 2009-2011 National Outcome 14: We reduce the local and global environmental impact of our consumption and production Ecological and carbon footprints are amongst the lowest in Scotland but we recognise that this is an effect of low car ownership and deprivation. The Council has embarked on an ambitious Carbon Management Programme (CMP) to reduce carbon dioxide emissions by 1/3rd from the 2006/07 baseline. By March 2008 100 % of all the primary and secondary establishments have registered for the Eco Schools Scotland Programme. By 2007 3 schools have achieved the Green flag, one of which has gained its 2nd flag. By the end of 2008 this had doubled to 6. The Council is aiming to meet the Community Plan target of all schools having the Green Flag by 2017. Much progress has been made on waste reduction and recycling (the latter increased to 32% in 06/07 and to 32.5% in 07/08) and we are exceeding the current Scottish Executive target. Further investment and improvements are required to continue to increase recycling and reduce biodegradable waste being sent to landfill in line with future Government targets and EU legislation. The percentage of adults travelling to work by car or van is below the Scottish average. The Council has introduced a Staff Green Travel Plan (Westbound) which is aimed at encouraging staff to reduce their reliance on the car as their prime means to get to work.
Baseline Targets 2009/ 2010/ 2011/ 2012/ 2006/07 Local Outcomes Relevant Indicators Links Data Source 10 11 12 13 Comments Value Target Target Target Target 14-1 Reduced overall Carbon Footprint (t/cap) SEI-REAP 10.91 SEI data Oct 08. Targets tba ecological footprint Ecological footprint National Stockholm 5.01 4.98 4.95 4.92 4.89 Target is to reduce to 4 by (gha/cap) Indicator 32 Environmental 2017 A26 Institute - York Tonnage of carbon Carbon 32,211 28,632 27,439 26,246 25,053 2007/8 data not collated yet dioxide emissions from Management as some energy data was Council operations and Programme previously unavailable. assets 14-2 Raised Percentage of primary 5% 30% 40% 50% 60% Targets are to increase to 50% awareness of and secondary schools by 2011/12 (Corporate Plan) environmental achieving Eco-Schools and 100% by 2017 issues Green Flag Award (Community Plan)
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Baseline Targets 2009/ 2010/ 2011/ 2012/ 2006/07 Local Outcomes Relevant Indicators Links Data Source 10 11 12 13 Comments Value Target Target Target Target 14-3 Waste Managed WM3: Percentage of 32% 34% 40% 45% 50% Draft percentage subject to in a more municipal waste audit by SEPA sustainable way collected that was recycled (and composted) Tonnage of National SEPA Landfill 27,108 22,832 21,284 18,536 15,888 biodegradable municipal Indicator 39 Allowance waste landfilled Scheme Database 14-4 Increased Percentage of adults National Scottish *Baseline is 60% 60% 60% 60% Figure expected to rise and journeys by public or driving a car to work Indicator 36 Household Survey 56% target is to maintain at 60%. active transport (2005/06) Current Scottish average 69% Percentage of children WDC/Sustrans *64% in 65% 66% 67% 68% WDC Oct08 survey (primary travelling to school by 08/09 (base school only). Similar to public or active transport year) Scottish average from Sustrans survey. Aim to increase by 1% annually Relevant plans to support delivery of these outcomes • WDC Waste Services Policy and Action Plans • Local Footprints Project • WDC Carbon Management Programme • ECO‐schools programme • Develop allotment strategy as part of open space strategy • Regional Transport Strategy and WD Transport Outcomes (SPT) • Local Transport Strategy • Implementation of Travelling Green • WDC Staff Green Travel Plan • WDC Sustainable Procurement Policy Scottish Government required action or commitment to support delivery of local outcome
15/5/09 Page 56 of 59 Version 4.4 West Dunbartonshire Single Outcome Agreement- 2009-2011 National Outcome 15: Provide high quality continuously improving, efficient and responsive services The Audit of Best Value and Community planning carried out by Audit Scotland in 2006 was critical of the Council in several respects mainly centred on the culture of best value and continuous improvement. A follow‐up audit was conducted in mid‐2007 which acknowledged the progress made in a short timescale and a commitment to continuous improvement. The Council is implementing the Public Services Improvement Framework, which will assist in systematically self‐assessing services it provides, and provide a corporate basis for consultation with users, comparison with others, evaluation of value‐for‐money and competitiveness. The process will challenge why the council provides these services and analyse options for improving service quality. It is proposed that a high‐level self assessment using this framework is carried out by the CPP. The Council is participating in a national ‘Diagnostic’ project to identify opportunities for sharing and joining up services. In a survey conducted with Citizens Panel members in 2006, there was a generally positive view of the Council’s role as a service provider with 60% expressing satisfaction with the services they received from the Council. In the 2007 Survey satisfaction levels had increased to 74%. The Scottish household survey also routinely asks residents of their perceptions of council services. In 2005/6 some 40% agreed or strongly agreed that the Council provides high quality services.
Baseline Targets 2009/ 2010/ 2011/ 2012/ 2006/07 Local Outcomes Relevant Indicators Links Data Source 10 11 12 13 Comments Value Target Target Target Target 15-1 Improved Score from PSIF Self-Assessment Facilitated self 2009/10 baseline Leadership by the Process assessment to be established Community Planning Partnership Residents perceptions of the quality National Indicator Scottish Household Baseline 64 70 75 80 Scottish average of public services delivered 43 Survey 40% from in 2007 was 58% 05/06 SHS but no data survey available at WD level Relevant plans to support delivery of these outcomes • Implement and monitor Council Best Value Improvement Plan • Implement Public Services Improvement Framework for Council and Partnership services Scottish Government required action or commitment to support delivery of local outcome
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Glossary
AP Achieving our Potential A Framework to tackle poverty and income inequality in Scotland ASHE The Annual Survey of Hours and Provides information about the levels, distribution and make‐up Earnings of earnings and hours paid for employees within industries, occupations and regions BERR The Department for Business, BERR is a government department; its aim is to lead work to Enterprise & Regulatory Reform create the conditions for business success through competitive and flexible markets that create value for businesses, consumers and employees. CARA Challenging and Responding to A free and confidential service for women children and young Abuse people CPD Continuous Professional Enables a professional person to maintain the quality and Development relevance of professional services throughout his/her working career CVS Community and Volunteering The CVS represents, advises supports and develops all levels of Services voluntary and community activity across West Dunbartonshire. EW Equally Well A report from the ministerial task force on health inequalities EY Early Years A framework focussing on the early part of a child’s life where there is a key opportunity to build resilience and seek to prevent the appearance of problems later in life FSF Fairer Scotland Fund A fund allocated to Community Planning Partnerships to help them achieve sustainable economic growth GIRFEC Getting it right for every child A national programme that is changing the way adults think and act to help all children and young people grow, develop and reach their full potential GRO General Register Office Publishes information about population and households HEAT Health Improvement, Efficiency, Local Delivery Plans that set out a delivery agreement between Access and Treatment the Scottish Executive Health Department and each NHS area Board HMIE Her Majesty's Inspectorate of Promotes sustainable improvements in standards, quality and Education achievements for all learners in a Scottish education through first‐hand independent evaluation. HMRC Her Majesty’s Revenue and Produces a wide range of National Statistics covering the taxes it Customs administers ISD Information Services Division Provides Scottish health information and statistics. LEAMS Local Environmental Audit and Measures the cleanliness standards throughout Scotland. Management System MCMC More Choices, More Chances An action plan to reduce the proportion of young people not in education employment or training in Scotland. NHSGGC NHS Greater Glasgow and Clyde Responsible for the provision and management of the whole range of health services in this area including hospitals and General Practice NOCC National Outcomes for The development of an outcomes approach for community care Community Care NOMIS Official Labour Market Statistics A service provided by the Office for National Statistics to give free access to the most detailed and up‐to‐date UK labour market statistics from official sources
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ONS Office for National Statistics Produces of a wide range of economic and social statistics.
PSIF Public Services Improvement A self‐assessment tool, which encourages organisations to Framework conduct a systematic and comprehensive review of their own activities and results. REAP A local sustainable development charity which supports organisations to measure, reduce and offset their carbon footprints RSL Registered Social Landlord A not‐for‐profit organisation that provide affordable housing SCDC Scottish Community The designated National Development Centre for community Development Centre development in Scotland SCQF The Scottish Credit and The SCQF helps to make the relationships between qualifications Qualifications Framework clearer. It can clarify entry and exit points and routes for progression within and across education and training sectors. SEI Stockholm Environment A research institute specialising in sustainable development and Institute environment issues. It works at local, national, regional and global policy levels. SEPA Scottish Environment Monitors and reports on the state of Scotland's environment Protection Agency SIMD Scottish Index of Multiple The index identifies small area concentrations of multiple Deprivation deprivation across all of Scotland SNS Scottish Neighbourhood The Scottish Governments on‐going programme to improve the Statistics availability, consistency and accessibility of small area statistics in Scotland SOA Single Outcome Agreement Agreements between the Scottish Government and each council which sets out how each will work in the future towards improving national outcomes for the local people in a way that reflects local circumstances and priorities SPI Statutory Performance Statutory performance indicators (SPIs) are used to monitor key Indicator aspects of performance. SPT Strathclyde Partnership for The partnership analyses travel needs and develops the transport Transport system for the region SSSI Sight of Special Scientific A SSSI is an area of land that Scottish Natural Heritage (SNH) Interest considers to be special for its plants, animals, habitats, its rocks or landforms, or a combination of such natural features. STEAM Scottish Tourism Economic The model allows analysis of tourism activity, including Activity Model employment impacts, at local levels. WDC West Dunbartonshire Council’s HEEDS Housing, Environment and Economic Development Section WDCHP West Dunbartonshire It is responsible for managing and delivering community‐based Community Health Partnership health care services and leading programmes to improve the overall health of all communities within West Dunbartonshire. WDCPP West Dunbartonshire Local partners working together to plan and provide for the Community Planning wellbeing of their communities Partnership
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WEST DUNBARTONSHIRE CHP
Development Plan Up-date 2009/10
TABLE OF CONTENTS
PAGE
INTRODUCTION 2
IMPROVE RESOURCE UTILISATION 3
SHIFTING THE BALANCE OF CARE 6
FOCUS RESOURCES ON THE GREATEST NEED 8
IMPROVE ACCESS 10
IMPROVE INDIVIDUAL HEALTH STATUS 11
BE AN EFFECTIVE ORGANISATION 12
West Dunbartonshire CHP – Devt Plan Up-date 09/10 1 1. INTRODUCTION
The West Dunbartonshire CHP Development Plan for 2007-2010 set out our local priorities and objectives for both improving health care services and tackling health inequalities within the overall context of the NHS Greater Glasgow and Clyde Corporate Objectives and Themes. As we enter the final year of that Development Plan it is important to reiterate that the vision, values, priorities and objectives comprehensively detailed within it continue to provide the CHP with a direction and framework for its activities. The purpose of this second annual up-date is to report on progress and set out key actions for 2009/010 in line with the Health Board’s Planning and Priorities Guidance Up-date for 2009/10. It focuses on and is structured around key themes and issues specified within that Guidance. Consequently this up- date has sought not to replicate either the contextual or explanatory information provided within the overall Development Plan. As such, this Up-date is best considered with an understanding of the overall Development Plan. The Guidance has also emphasised the need for brevity, but it is important to note that further details on any of the contents provided here are available within the relevant local strategies, plans and associated documents.
This has been another busy year for the CHP and its staff. Whilst there are a number of challenges that lie before us in the year ahead (particularly in relation to the financial situation facing all of the NHS and the public sector generally), it is important that we remember those things that we have accomplished and the positive progress being made overall. These include:
• The establishment of joint integrated management arrangements for all community health and care services for adults and older people between the CHP and the Social Work Service of West Dunbartonshire Council. • The introduction of public information screens in the public waiting areas of all our premises as part of our on-going work to improve communication with patients and the public at large. • The awarding of Equally Well national test site status to our emerging multi- agency tobacco control work within the Whitecrook area of Clydebank, exemplifying our on-going commitment to health improvement and tackling health inequalities. • A positive HMIE follow-up inspection, underlining our on-going commitment to strengthening local child protection arrangements. • The approval by the Health Board’s Performance Review Group of the CHP’s outline business case for a new Alexandria Health and Care Centre.
This past year has also seen the conclusion of a major public consultation on a Vision for the Vale of Leven Hospital, culminating in the Health Board approving a range of proposals designed to sustain its future in a manner that ensures that the NHS locally meets the health needs of the local population. Whilst we await a final decision by the Cabinet Secretary for Health and Wellbeing, our hope is that the considerable and deeply felt uncertainty that has been felt locally about the Hospital will soon be at an end; and greater attention can be galvanised around how we enhance local primary and community-based services. R Keith Redpath Director
West Dunbartonshire CHP – Devt Plan Up-date 09/10 2 2. IMPROVE RESOURCE UTILISATION
The Partnership has finalised the budget plan for 2009/10 in line with the overall NHS Greater Glasgow & Clyde Health Board financial plan for 2009/10. The CHP currently spends around £67million per annum (p.a.) on staffing and supplies costs to provide services. The CHP expenditure budgets are aligned to the following service care groups:
West Dunbartonshire CHP 2009/10 Revenue Expenditure Budget
Mental Health (EMI) 3% Addictions 2% Resource Transfer Mental Health (Adult Learning Disabilities and Other Community) Hosted Services 1% 9% 7% 4% Health & Community Care 8% Children & Families 6% Prescribing 27% Planning & Health Improvement Family Health 2% Services (FHS) 31%
The CHP has achieved financial balance each financial year from 2006/07, however it should be noted the following historic cost pressures will form part of the CHP’s challenge in achieving financial balance for 2009/10:
• Mental Health - Locum Psychiatrist costs (projected overspend £60,000) • General Medical Services (projected overspend £250,000)
The scale of the financial challenge facing the Board in 2009/10 is significant, and on the basis of current projections, a minimum general cost savings target of 1.75% has been set for 2009/10. The CHP has developed a cost savings programme capable of releasing £0.281million recurrent funding p.a. based on the target, with the delivery of savings commencing in April 2009. The scale of the challenge dictates that we work collectively with departments/divisions of the Health Board, with the objective of delivering agreed cost savings plans throughout 2009/10 to ensure our services and financial planning can remain coherent. An overview of the CHP’s cost savings programme is provided overleaf.
West Dunbartonshire CHP – Devt Plan Up-date 09/10 3 Cost Savings Programme 2009/10 2008/09 Tranche II (share of £1m and 2009/10 2009/10 Agreed Plans absence savings -set General Target General Target TARGET Recurring savings Balance Base Budget 08/09) 1% .75% TOTAL to date Outstanding £'000 £'000 £'000 £'000 £'000 £'000 £'000
Addictions 853 3 9 6 18 13 5 Learning Disabilities 299 1 3 2 6 11 (5) Health & Community Care 4,720 17 47 35 100 100 (0)
Children & Families 2,952 11 30 22 62 48 15 Planning & Health Improvements 1,076 4 11 8 23 52 (29) Executive 2,345 9 23 18 50 5 45 Hosted Services - Integrated Eye Service 106 0 1 1 2 2 0 Hosted Services - DRS 932 3 9 7 20 50 (30)
Base Budget (1.75% savings target) 13,282 49 133 100 281 281 0
Excluded Budgets: Mental Health - Adult Community (net of income) 3,860 Health & Community Care - EMI Community and IP - Part of MH strategy target £2m 1,965 19,108 Resource Transfer 3,501 Pathways to Work - ringfenced service 0 Family Health Services (FHS) - wider strategic service review 20,198 Prescribing - wider strategic service review 18,139 TOTAL BUDGET 60,945
West Dunbartonshire CHP – Devt Plan Up-date 09/10 4
In 2009/10 the CHP will: • Develop recovery plans to address any overspends within budgets. • Achieve financial balance. • Finalise plans and deliver on 2009/10 savings programme. • Implement resource allocation changes and move service plans forward to ensure activity shifts in line with revised allocations. • Update its Accommodation Plan – deliver approved projects and identify future aspirations based on need with capital and revenue sources of funds identified at initial planning stages. Alexandria Health and Care Centre
The CHP’s capital development priority continues to be a new Health and Care Centre to replace the existing Alexandria Medical Centre. The service objectives of this development include: • Enabling the CHP to provide an integrated service suite of health and social care services in the Alexandria area. • Providing additional space to implement and expand clinical services in line with the long term conditions strategy. • Providing a facility that meets the needs of patients, staff and public in terms of the quality of environment, functionality and provision of space. In particular to allow services to work across disciplines such as one stop Type 2 Diabetes Clinics, Heart Failure Services, Anticoagulation and Maternity Services led by General Practice. • Providing updated and improved facilities that meet decontamination requirements as required by NHS Scotland Sterile Services Provision Review Group (Glennie). • Facilitating the local delivery of specialist services, reducing the need for patients to travel to Glasgow Dental Hospital & School.
This development will take the form of a new build facility, situated adjacent to the entrance to the Vale of Leven hospital and constructed on land within the ownership of the NHS. The capital cost is £20.810million, with the revenue impact on the CHP being an estimated net increase of £1.02million p.a. This increase arises from an increase in capital charges as a consequence of the capital expenditure and an increase in facilities management costs arising from the increased space provision in the new building. The outline business case (OBC) was latterly refined in partnership with the Acute Division’s Oral Health Directorate, who recognise that a contribution of approximately £0.332million p.a. is required to offset the revenue consequences of the associated with the dental components. The Directorate is progressing service redesign and efficiency schemes that will release resource to fund the additional revenue costs. Provision for the revenue and capital costs of the project have been made within the NHS Greater Glasgow & Clyde financial plan which takes account of the capital and revenue funding. The OBC was approved by the Health Board’s Performance Review Group on 17 March 2009.
West Dunbartonshire CHP – Devt Plan Up-date 09/10 5 3. SHIFTING THE BALANCE OF CARE
Implementation of the Long Term Conditions Strategy and the Rehabilitation and Assessment Framework are at the centre of local efforts to realise a shift in the balance of care. The CHP has established multi-professional steering groups to drive local programmes of service redesign in as a participative manner as possible, with a series of workshops having been held in the past year to reinforce this.
To achieve agreed reductions in the rates of hospital admissions and bed days of patients with primary diagnosis of COPD, Asthma, Diabetes or CHD, the CHP has:
• Rolled out Type 2 Diabetes clinics in Primary Care. • Rolled out the mobile retinal screening service. • Introduced Heart Failure Nurses, who liase with acute specialist services. • Further developed Keepwell (CHD secondary prevention) services, including exercise referral, smoking cessation services, primary care welfare rights and the development of opportunistic approach to primary prevention. • Established Falls Prevention Service.
In 2009/10 the CHP will:
• Contribute to the development of the Heart Failure Service by training and supporting additional link nurses to provide local expertise. • Develop Case Management systems by developing shared social work services for patients with long term conditions and those requiring rehabilitation. • Implement clearly identified patient pathways for rehabilitation and self care management of long term conditions across general practice, community health services, Homecare and the voluntary sector.. • Develop and deliver a model of anticipatory care using risk identification models, and deliver early intervention improve patient care, limit disease exacerbation and reduce unnecessary unplanned acute admissions. • Roll out of Locally Enhanced Services (LES) for COPD and provide support to GPs to provide intensive care management • Extend Weight Management Service to cover Dumbarton and Alexandria.
The CHP has also worked closely with West Dunbartonshire Council in the development of the Best Value Review – Provision of Care for Older People in West Dunbartonshire. The Balance of Care in the Best Value Review has been examined in two respects:
• The balance between care in an institutional setting (either a residential care home or a nursing care home provided either by the Council or funded either in full or in part by the Council from the voluntary and private sector providers) and care at home.
• The balance of care in institutional settings between council care homes (residential) and externally provided care homes (providing residential and nursing care).
West Dunbartonshire CHP – Devt Plan Up-date 09/10 6 The Best Value Report recommended that the Council should commission all care home services from the private and voluntary sectors and seek to develop care home services as specialist services for people with high dependency needs. Shifting the balance of care between these services does not necessarily require additional resources, but the extra investment required to meet demographic change would ease these shifts. The Best Value Report concluded that adopting a longer term strategy which assumes a significantly increased need and demand related to population growth for care and support services requires a longer term vision. The long term vision (20 years) should be that 70% of older people needing intensive social care and health services should be supported in their own homes, including special housing. The CHP and partners aim to address this in a manner that helps reduce reduce unnecessary unplanned acute admissions in a sustainable manner.
The CHP is also meeting targets in relation to Carers Assessments; and through the risk identification pilots will identify critical carers in order to reduce the need for admissions.
In 2009/10 the CHP will:
• Explore the further integration of Health and Social Work services for older people, as well as the development of integrated community-based rehabilitation teams. • Develop Case Management as a key element of the implementation of the Rehabilitation Framework and Long Term Conditions Strategy. • Continue the Redesign of Out of Hours Services working with Homecare services. • Roll out the Liverpool Care Pathway, providing end of life care for people at home and in residential care.
All of the above will be undertaken within the framework provided by the new Primary Care Strategy: in 2009/10 the CHP will be refreshing its Professional Executive Group (PEG) so that it is the driver for the local implementation of that strategy across services (including local independent contractors).
West Dunbartonshire CHP – Devt Plan Up-date 09/10 7 4. FOCUS RESOURCES ON THE GREATEST NEED
The following completed template provides a flavour of the variety of ways in which the CHP is manifesting its commitment to delivering inequalities sensitive services.
GOALS ANTICIPATED PROGRESS FOR 2009/10 Engaging with populations and patients. The health service: 1. Knows and understands the Act on analysis by SIMD area for inequalities and discrimination faced prevalence and admissions related to long by its patients and population terms condition. 2. Engages with those experiencing Act of findings of Attendance Allowance inequality and discrimination project targeting older people within Primary Care. 3. Knows that people’s experience of Progress ‘Equally Well’ test site, which is inequality affects the health choices a targetted approach to Tobacco Control. they make 4. Removes obstacles to services and EQIA Keep Well; stop smoking service; health information caused by eye care service; and addictions service. inequality 5. Uses an understanding of inequality Progress GIRFEC (Getting it Right for and discrimination when devising Every Child) Domestic Abuse Pathfinder treatment and care in Clydebank 6. Uses its core budget and staff Progress Ethnic Minority Eye Care resources differently to tackle Project. inequality Developing the workforce. The health service: 7. Has a workforce which represents our Promote Equality and diversity training diverse population and explore the support needed to deliver on Core Dimension within KSF. 8. Creates a non-discriminatory working Build on training for care home staff re: environment and a workforce which deaf awarenes and skills development has the skills to tackle inequality (e.g. lip reading and use of hearing aids). Health Service’s role in society. The health service: 9. Spends the money being invested in Continue to develop Clyde Condition buildings, goods and services in a Management Programme. way which tackles poverty 10. Works with partners to reduce health Work with Community Planning Partners inequality by addressing issues such to ensure inequalities approach embedded as income inequality, social class in programmes to deliver local Single inequality, gender inequality, racism, Outcome Agreement. disability discrimination and homophobia.
West Dunbartonshire CHP – Devt Plan Up-date 09/10 8 Smoking Cessation
For the calendar year 2008, a target of 472 four week quitters was set for West Dunbartonshire: this was to be delivered through activity undertaken by the CHP stop smoking service; maternity services; acute services; and the pharmacy stop smoking service. It was agreed that 25% of this overall target (118) would be the combined responsibility of the CHP stop smoking service, maternity services and acute services. As of the end of 2008, 179 four week quitters had been delivered through these three routes; with the CHP stop smoking service successfully delivering 146 of them.
Over the past year the CHP has continued to develop its stop smoking service, introducing an singular approach across the whole area and exploring how best to improve the quality of its service further. This has been undertaken within the context of a more comprehensive approach to tobacco control (e.g. a recent health education campaign on smoking and pregnancy) and within the context of action that the CHP is leading through Community Planning.
In 2009/10 the CHP will: • Explore scope for group services for more heavily addicted smokers • Undertake analysis of existing referrals to help identify opportunities to further improve accessiblity. • Support roll-out of hospital stop smoking service in Clyde hospitals accessed by West Dunbartonshire patients. • Lead on the multi-agency Equally Well tobacco control test-site, including identifying opportunities for novel activities (e.g. social marketing).
Breastfeeding
West Dunbartonshire has a target to increase rates of breastfeeding from the current 15% at six weeks to 19% by 2011. The main NHS role in encouraging breastfeeding initiation occurs at birth and so lies within the auspices of maternity services. The CHP focus (specifically within children’s services) then needs to be on limiting drop- off rates between discharge and six weeks whilst supporting the active choices of new parents.
West Dunbartonshire CHP – Devt Plan Up-date 09/10 9 This CHP previously reached its then target in the summer of 2007 but has not consistently maintained it since then (although when comparing the same periods over a 12 month period the trends are relatively static). In the past year, the CHP has established an Infant Feeding Strategy Group to promote and support optimal nutrition for babies and infants. The CHP has committed to achieving UNICEF Baby Friendly Communities status which will be the main focus and driver for our Infant Feeding Strategy. This activity incorporates more general awareness raising (e.g. recent health education campaign promoting breastfeeding) within the context of our local multi-agency Parenting Strategy.
In 2009/10 the CHP will: • Explore wider cultural issues around infant feeding, including supporting GP Practices to provide a supportive environment around breastfeeding. • Finalise and implement actions in support of the Scottish Government Directive ‘CEL 36’.
5. IMPROVE ACCESS
Drug Treatment
Within West Dunbartonshire we have already set a local target to reduce the maximum drug treatment waiting times as follows: • 90% of all referrals (alcohol & drugs) will receive a first appointment within 14 days of the first referral. • 90% of all referrals who are assessed will start their first treatment within 21 days of referral
While significant progress has been made in meeting these targets, continued effort will be needed to maintain and improve on the current situation.
In 2009/10 the CHP will: • Review the commissioning strategy for addiction services (across statutory and voluntary agencies), including reviewing service models will be reviewed and setting key performance outcomes.
Child and Adolescent Mental Health Services
Within West Dunbartonshire specialist child and adolescent mental health services (CAMHS) have established referral criteria and pathways in place. Over the course of the past year, the CHP has reinforced an interagency team approach with CAMHS in relation to autistic spectrum disorder (ASD) diagnostic services; and an interagency approach has been introduced between CAMHS and paediatric services for attention deficit hyper-kinetic activity disorder (ADHD) diagnosis and treatment.
In 2009/10 the CHP will: • Audit and review the team approach to ASD and ADHD. • Implement waiting time and access waiting times measurements across CAMHS. • Develop Tier 3/4 intervantions and introdoce local pathways as part of over- arching Health Board process.
West Dunbartonshire CHP – Devt Plan Up-date 09/10 10 Dementia Care
The development of dementia services is an area of increasing interest locally, not least amongst our Public Partnership Forum (PPF).
Our Community Mental Health Team (CMHT) in Dumbarton has been the focus of the most active development of support for people with dementia. The model there is in line with NHS QIS Standards and the national dementia strategy. The Dumbarton CMHT has been active in identifying the number of patients within each practice whom the GP has prescribed cognitive enhancers; and encouraging GPs to refer early for assessment. The Team has also been working with people with early decline in group settings such as relaxation groups, exercise groups and gardening groups in community environments. The team has also developed a Nursing Liaison Service whereby their skills and expertise are shared with staff working in Nursing and Residential Homes. In relation to end of life care, the team have been working with Homecare to try maintaining people in their homes for as long as possible. The liaison work between the team at Dumbarton and the Council has also enabled earlier referrals of patients to the dementia team. The Clydebank CMHT provide services as part of a SLA with West Glasgow CHCP: the service is similiar service, although the team is smaller than that in Dumbarton. The CHP has quick and easy access to CT scanner at the Vale of Leven Hospital, as well as being able to access invasive screening (e.g. MRI) at the Southern General Hospital.
In 2009/10 the CHP will: • Develop an integrated model of service for older people with our Local Authority colleagues through joint planning structure (including Dementia Sub-Group of Older People’s Strategy Group). • Further develop integrated working arrangements and standardised practice between the Dumbarton and Clydebank CMHTs.
6. IMPROVE INDIVIDUAL HEALTH STATUS
Child Healthy Weight Intervention
Children with Body Mass Indices (BMI) over the 98th centile will be the target group for the programme, with the target age group being from 5–15 years. A single service specification has been developed for the whole Health Board area based on a coach- led model over 24 weeks. The programme adopts a family-centred approach, with parental involvement throughout the intervention. The programme is a comprehensive one looking at health behaviour change around physical activity and healthy eating; and works with families around the psycholgical issues associated with obesity. A key element of the programme is to look at opportunities for children and young people to engage in a wide range of physical activities after completion of their formal 24 week sessions. The target set for the West Dunbartonshire area is that 206 children complete this programme by April 2011.
The CHP’s Health Improvement Team has lead responsibility to work with West Dunbartonshire Council to explore and negotiate ways to incorporate the elements of the Single Service Specification into a viable model given the resources available.
West Dunbartonshire CHP – Devt Plan Up-date 09/10 11 In 2009/10 the CHP will: • Agree a partnership model for the delivery of this intervention with West Dunbartonshire Council’s Leisure Services. • Establish the programme with input from other local stakeholders and within the context of other local developments (e.g. Curriculum for Success).
Alcohol Screening
Achieving the HEAT target requires action within Acute (Accident and Emergency) services, maternity services and general practice. Glasgow Addiction Services are managing the introduction and training needs analyses in Acute and Maternity settings. The CHP’s contribution will focus then on developing general practice activity within the context of overall multi-agency approach to tackling alchol misuse locally.
In West Dunbartonshire 13 out of 20 general practices have signed up to the Locally Enhanced Service (LES): this involves delivering Brief Interventions (BIs) oportunistically to patients presenting with various conditions which may suggest hazardous or harmful drinking patterns. The specific target for our local area has not yet been finalised within the Health Board. However, the first phase of the training programmme has been delivered to those GPs and Practice Nurses whose practices registered for the LES.
In 2009/10 the CHP will: • Ensure identified staff members undertake ‘Training for Trainers’ course in delivering BIs for alcohol misuse. • Deliver first round of training for wider staff cohort. • Contribute to the development of monitoring systems. • Undertake a pilot project to explore the role of Live Active Health Counsellors in the delivery of BIs.
7. BE AN EFFECTIVE ORGANISATION
E-KSF PDPs
All staff covered by Agenda for Change Pay in the CHP are required to have a Personal Development Plan (PDP) linked to a Knowledge and Skills Framework (KSF) which accompanies their job description. Last year the CHP implemented paper based PDP’s for staff as part of a national target set for all Boards for 08/09. All Boards have now been set a new target for staff to have PDP review on the E-KSF system by March 2011. As of February 2009, 36% of staff in the CHP already have a PDP review on the E- KSF system.
In 2009/10 the CHP will: • Train expert trainers in service areas on the E-KSF system. • Identify a member of extanded management team as co-lead for KSF to support the KSF lead to work locally with the service areas.
West Dunbartonshire CHP – Devt Plan Up-date 09/10 12 Single Outcome Agreement for West Dunbartonshire
West Dunbartonshire Council has been leading the development of the first local Community Planning Single Outcome Agreement (SOA). The CHP has helped shape the overall approach to health care and health improvement adopted within the drafted SOA, in keeping with Scottish Government guidance and best practice in relation to strategic outcomes and intermediate indicator selection. The CHP has also been and continues to be actively engaged in discussions concerning the SOA as a whole (including broader issues of interest to the Health Board, e.g. child poverty and employability).
Community Planning in West Dunbartonshire has been undergoing a substantial process of re-design following a comprehensive external review. The CHP has been actively supporting this process at multiple levels (e.g. inputing into the recruitment for key staff). A key element of this involves the re-establishment of theme groups, whose main functions will be: • Developing and managing relevant action plans and programmes of work. • Overseeing the delivery of relevant parts of the SOA on behalf of key public bodies. • Making recommendations for Fairer Scotland Funding (FSF) investment to boost and add value to these programmes of work.
The CHP has accepted responsiblity for leading the “healthier” theme group.
In 2009/10 the CHP will: • Contribute to the further refinement of the SOA following feedback from the Scottish Government. • Ensure that there is a complementary fit between SOA and CHP objectives (particularly in relation to HEAT targets). • Develop and establish a refreshed “healthier” theme group, with multi-sectoral work programmes devised to support relevant SOA delivery. • Participate within other relevant community planning theme groups.
West Dunbartonshire CHP – Devt Plan Up-date 09/10 13 Our West Dunbartonshire
Community Plan 2007 – 2017
Contents Foreword 2 Our Vision for 2017 5 West Dunbartonshire – An Overview 5 Community Planning – The Story So Far 6 Moving Forward 9 Some of Our Challenges and Strategic Goals 10 Some of Our Achievements 11 Our Principles 12 Cross-cutting Themes 13 Building Strong and Safe Communities 14 Creating Sustainable and Attractive 20 Living Environments Developing Affordable and Sustainable Housing 25 Improving Health and Well Being 29 Promoting Education and Lifelong Learning 32 Regenerating and Growing Our Local Economy 35 Conclusion 38 Acknowledgements 38 Glossary 39
Footnote: Throughout the document * denotes a definition in the glossary 1 Foreword
Writing the foreword to a 10-year strategic plan is challenging People sometimes cynically ask who listens to consultation but the point of this document is to prepare and plan for the exercises. Well, we did and not only have we added a new future of the area. theme to this plan following the consultation, we also printed this document on recycled paper and partners are now So much can happen in 10 years – politically, socially, committed to producing all future publications on similar economically – and it is always difficult to respond to the material, thanks to the input from our youth consultation. maybes of the future. We are also one of the first local authorities in Scotland to carry This plan attempts to summarise the work that, as Community out a Strategic Environmental Assessment on a community Planning partners, we want to put in place to make this area a plan and following feedback from statutory bodies and local better place to live, work and enjoy our leisure time in. organisations we have introduced a range of measures that will protect and enhance our natural, historic and geographic We want West Dunbartonshire to be the best place it can environment during the lifetime of this plan. possibly be – but that can only be achieved with a committed set of partners willing to make things happen. You will see that we have set some very challenging targets but I look forward to reporting real progress taking place over the We need the local community to play its part as well. This is not next 10 years, signalling the commitment of all the Community just a plan for agencies and departments – it is a plan for Planning partners to turn this vision into a reality. everybody and everyone needs to contribute to ensure West Dunbartonshire reaches its full potential. George Gillespie We consulted widely on our draft plan over several months and Community Planning received a range of very interesting and valid submissions. Partnership Chairman
2 3 4 Our Vision for 2017
Working in partnership we want to reduce poverty and scenic splendour sits side by side with reminders of our exclusion, deliver better services and continue to improve industrial heritage. In Clydebank our long history as a centre of the quality of life for everyone living in West industry and manufacturing can be seen on the Clyde where Dunbartonshire whilst protecting our natural environment. the Titan Crane, now an industrial landmark, stands as a proud symbol of our internationally acclaimed success in shipbuilding. We will do this by: Going further back in time, Dumbarton Rock has been key to • Boosting business growth, regenerating communities and the defence of the area since the Iron Age. Once the ancient linking people to jobs capital of the kingdom of Strathclyde it later became a Royal • Improving safety and a sense of security in our communities Burgh. Dumbarton Castle has been of strategic importance • Promoting health and well-being and challenging health since 1200 and has links with many prominent figures in inequalities Scotland’s history including Mary Queen of Scots and • Maintaining and improving access to excellent education and William Wallace. lifelong learning • Creating sustainable and attractive living environments Further west, the Vale of Leven was the first major player in • Developing good quality, sustainable and affordable housing Scotland’s textile industry. It also has associations with Robert to meet changing demographic needs the Bruce and Tobias Smollett, a founder of the modern novel. • Enabling young people to achieve their full potential • Valuing, protecting and enhancing the area’s natural and However, in common with other older industrial areas, West historical resources whilst reducing our impact on the natural Dunbartonshire has suffered from the decline in shipbuilding, environment manufacturing and heavy industry and is now one of Scotland’s most deprived local authorities. West Dunbartonshire - An Overview Communities and agencies have risen to the challenge and As a place to live, visit, or locate a business, West work is underway to regenerate the area and revitalise the local Dunbartonshire has much to offer. Here you will find some of economy. We already have a flourishing community and the most outstanding and breathtaking countryside in lowland voluntary sector, with volunteering rates that are significantly Scotland, including the gateway to Loch Lomond and the above the national average. Trossachs – Scotland’s first National Park – the Rivers Clyde and Leven, the Kilpatrick Hills, the newly revitalised Forth and Working together we are taking a strategic and focused Clyde Canal and the Antonine Wall. response. By carefully targeting resources and responding to the needs of local people the Community Planning Partnership West Dunbartonshire is an area of sharp contrasts, where is making a strong and lasting impact. 5 Community Planning - The Story So Far
This is West Dunbartonshire’s second Community Plan, which follows on from the Community Plan published in 2000. Our new Community Plan highlights the successes we have already achieved through working together and how we will build on these to add value to the services, policies and structures we develop over the next decade.
This document has been drawn up by the Community Planning Partnership and, following community consultation, seeks to reflect its aspirations for the area.
Community planning became statutory with the Local Government (Scotland) Act 2003. It encourages long-term partnership working to plan, promote and provide for the well-being of local citizens.
Because the people of West Dunbartonshire are both a key partner and the key focus of this Community Plan we are committed to support and resource high quality community engagement at every stage, through a wide variety of forums and partnerships.
None of the issues that impact on our quality of life can be dealt with effectively by any one organisation or agency.
Therefore, this document details how local communities, statutory bodies, the voluntary, public and private sectors can best work together over the next 10 years to make West Dunbartonshire a better place to live, work and visit.
6 7 8 Moving Forward
West Dunbartonshire continues to face a number of challenges plan, therefore the Community Planning Partnership will report if we are to overcome the levels of multiple deprivation and back regularly on progress and ask for input from the poverty that are still prevalent in some areas. community.
This Community Plan sets out a vision of the kind of area in This Community Plan is designed to provide an initial overview which we could be living in 2017 and how, by working together, of how, together, we can improve the quality of life for everyone we can make this a reality. living in West Dunbartonshire. More specific details will be included in action plans due to be published in the coming year. It concentrates on improving our health and well-being, regenerating our local economy, delivering education and lifelong learning opportunities, creating safe and strong communities and developing good quality, affordable housing and sustainable, attractive environments.
However, it is essential that these themes are not dealt with in isolation as in reality they impact on each other and how they are addressed will affect the lives of everyone in West Dunbartonshire. This is why we have created a number of strategic partnerships that are responsible for driving forward our visions.
There are some issues that cut across all themes and it is important to stress that we are committed to delivering high quality, best value services which recognise the equality and diversity of all citizens in West Dunbartonshire.
In writing this document we wanted to include the voices of people who use services provided by Community Planning partners, so each theme highlights one example of best practice as experienced by citizens of West Dunbartonshire.
Involving local people and ensuring they are able to influence the partnerships we are creating is vital to the success of this 9 Some of Our Challenges and Strategic Goals
• To improve transport infrastructure – particularly the A82 • To ensure that services take account of the high incidence of bottleneck which remains an impediment to economic growth disability – nearly 22% of the population has some form of and presents difficulties in terms of health and safety limiting long-term illness or disability; over half are still of working age. Our services and the way they are delivered •To continue tackling unemployment – we will address the need to take account of this multiple barriers to employment, provide training and support people into work • To respond to an increasingly multicultural community – our black and minority ethnic community is relatively small, but • To support business growth – by creating an environment increasing numbers contribute to an increasingly complex which supports business start-up, growth and re-location and mix of ethnic groups, which requires recognition, thereby develop a vibrant local economy understanding and response • To develop accessible, joined-up health and social care – we will systematically ensure equal access to healthcare across the area • To create sustainable environments and communities – meeting national objectives and targets and providing suitable local amenities • To support our ageing population – in common with many areas of Scotland, there are increasing numbers of elderly people living in our communities. We are committed to putting in place services to meet the changing needs of our society •To develop and support strong, functioning families – the nature of families has changed over the years so we will provide appropriate services to support families, which are the bedrock of our communities, helping create informed and responsible citizens • To provide good quality, affordable housing – as the demographic make-up of our communities changes, so do the housing needs of citizens in West Dunbartonshire. We will ensure that future developments in both the social and private sector are targeted to meet these needs 10 Some of Our Achievements
• Regenerating our towns – we attracted £50million West Dunbartonshire. Each week during 2006-2007 an regeneration funding for Clydebank Rebuilt and expect to average of 350 12 to 18-year-olds took part in urban arts lever in over £400million investment to develop our workshops; break dancing and hip-hop classes; town centres skateboarding and BMX biking, aqua discos, basketball, football and street hockey • We are on target - to eliminate functional illiteracy in the school age population • National Park – various initiatives to attract tourists to the area saw more than 239,000 people visit the National • Creating partnerships – we established a range of strategies Gateway to Loch Lomond and the Trossachs National Park and partnerships, which have improved service delivery and in 2004-2005 received national recognition. They include the Community Learning and Development Partnership; the Joint Health Improvement Plan; the Youth Strategy Group; the Transport Forum and the Domestic Abuse Partnership
• Renton Community Planning pilot – we agreed a pilot to see how, in a neighbourhood setting, partners could contribute to the physical, social and economic well-being of a community
• Developed support for black and minority ethnic communities – this included the introduction of Language Line, a 24hr telephone interpretation service for anyone who contacts West Dunbartonshire Council
• Adopted ‘National Standards for Community Engagement’ – these guidelines are designed to break down barriers to communication between partner agencies and communities. A Local Guidance pack has been produced and awareness- raising and training undertaken
• The Pulse – since being piloted in 2005 this initiative has provided a range of quality sports and arts activities for young people every Friday evening in venues throughout 11 Our Principles
Promoting Equality and Diversity
People who live and work in West Dunbartonshire come from a Since our first Community Plan we have made significant wide range of backgrounds. We want to encourage and progress in reducing duplication of services, by developing a promote this diversity and are committed to ensuring equal wide range of partnership strategies and structures and we will opportunities both in the workplace and in accessing services build on this in the coming decade. By pooling our resources in our communities. we can achieve greater efficiency and more sustainable services. West Dunbartonshire has an ageing population that is set to grow over the next 10 years with the majority of elderly citizens being women. The different black and minority ethnic groups are also expected to expand.
Long-term illness is experienced by a significant percentage of our working population, making ill health an important issue, particularly as numbers are projected to grow as the elderly population increases.
These factors all have implications for planning and provision of amenities and services and strategic planning needs to recognise the complex nature of diversity, particularly where poverty is concerned.
We are committed to combating all forms of discrimination and providing support mechanisms for people who are vulnerable or disadvantaged. The action plans for each theme will detail how we will ensure we are living in a fairer society in 2017.
Providing Best Value
By working together we are committed to adding value and providing high quality services that will meet Scottish Executive objectives and deliver ‘Best Value’ as laid out in the Local Government (Scotland) Act 2003. 12 Meaningful Community Involvement that operate in relation to their circumstances and needs. But with care and preparation, meaningful community involvement We already have a wide range of structures and mechanisms can be achieved for all members of the community. in place to involve the citizens of West Dunbartonshire in every aspect of community planning. Accountability During the coming year, each of the strategic partnerships As part of the development of this Community Plan, we held a responsible for moving the themes forward will produce action comprehensive consultation process which involved meetings plans that detail how they will deliver upon the pledges made in with a broad cross section of the community, including young this document. people; environmental interest groups; community councils; youth strategy group; disability forum; housing associations and Monitoring mechanisms are in place and we will be developing senior citizens’ representatives. these further to ensure the recommendations included in the Strategic Environmental Assessment are adhered to. There will New legislation also required us to have a Strategic be regular updates to highlight how we are progressing on Environmental Assessment carried out to analyse what the each theme. Each partner is responsible for reporting on likely impact on the environment would be and how to keep this progress to its organisation and providing feedback to the to a minimum. Recommendations raised during the CPP Board. consultation process and by the SEA have been incorporated Raising public awareness of the services, facilities and into the final document. activities provided by the various partnerships is also vital to Now we need the community to stay on board and continue to ensure they are accessed by the people who need them. We work with the statutory bodies, private sector, voluntary will continue to develop a wide range of mechanisms to organisations and public agencies to make this vision of West communicate effectively with local citizens. Dunbartonshire in 2017 a reality. Cross-cutting Themes We are committed to meaningful and inclusive community consultation and engagement through a range of structures. We recognise that all of the themes and guiding principles have These will be underpinned by the National Standards for an impact on each other and some will also influence the Community Engagement that we adopted in 2006 and we will structure and outcomes of other plans. Examples of these are continue to develop further mechanisms to ensure community Equalities and Diversity, Health Improvement and Sustainability involvement can influence policy-making and service delivery. /Environmental Impact. We need to recognise that some parts of the community have Community Planning structures will address these issues, not been significantly under-represented in consultation processes simply by narrow themed programmes but by monitoring and and that the means will have to be found to overcome this. modifying the impact of other plans on these issues. West Dunbartonshire has a small black and minority ethnic Training programmes will be developed to support this process population, which can easily be missed in consultation. The and where possible common assessment and monitoring will disabled community can become frustrated at the stereotypes be utilised. 13 Building Strong and Safe Communities
Our Vision for 2017
To develop communities with excellent public and emergency In many of our communities, local housing providers make an services in which people feel safe to live, work and enjoy their important contribution not only in providing good quality, leisure time and where people of all ages demonstrate respect affordable social housing but also in their wider role activities, for each other and their environment. which address anti-social behaviour and fear of crime. We will address the challenges by tackling specific problems Overview and hotspots in a practical way. Each partner will continue to West Dunbartonshire has a well-established spectrum of provide its own range of specialist services to the highest organisations committed to developing stronger and safer possible standards, responding to identified needs. communities. It also benefits from strong community-based The Community Safety Partnership will work closely with local action and involvement and local agencies dedicated to communities to address the most important issues for each partnership working. area and develop practical solutions. We will research the real issues facing different localities and learn from national and Our communities face challenges similar to other areas in local initiatives how to develop effective, long-lasting solutions Scotland dealing with high levels of multiple deprivation. Anti- social behaviour and violence are important issues, with noise to the challenges we face. nuisance, fly-tipping, dog fouling, deliberate fire-raising and This will involve working with a wide range of agencies, attacks on fire crews all affecting our communities. Particularly housing providers, local representatives, business and at risk are the elderly, young people and vulnerable persons. community groups and individuals in each area to produce an effective action plan. Evidence from local and national fire statistics shows that the majority of fire deaths and serious injury from fire occur in the home. We will continue to develop a programme of work that will target people and communities most at risk. Vandalism and graffiti affect how our communities look and feel, whilst violent behaviour, including domestic abuse, is an increasingly visible issue both locally and nationally. Accidents, including falls and fires in the home and road traffic accidents affect different age groups. There is also a challenge in reassuring communities, as the fear of crime or disorder is often significantly higher than actual incidents. 14 15 16 Making Our Vision a Reality
• We will continue to develop the Anti-social Behaviour Task • We will endeavour to protect those most at risk and those Group, involving all relevant agencies in a strategic considered hard to reach, through Home Fire Safety Visits approach to reduce anti-social behaviour in ‘hotspots’ or and the installation of free smoke detectors where preventative work can be undertaken • We will encourage a sense of civic responsibility and respect • We will implement a multi-agency response to persistent in our communities youth offending Working Together • We will continue to develop innovative projects providing
high quality diversionary activities for young people, which West utilise the area’s natural assets and maintain a balance Dunbartonshire between urban arts and sports and leisure activities Council
Strathclyde WD Alcohol • We will work to reduce crime and the fear of crime amongst Police and Drugs vulnerable groups Forum
• We will reduce vandalism and graffiti and control the sale of Strathclyde Fire Alternatives fireworks through the Anti-social Investigations and Support and Rescue Team, Community Wardens and Trading Standards
• We will continue to develop projects and campaigns to Procurator Fiscal MSP prevent injuries and accidents to vulnerable groups, both in Community their homes and on the roads Safety West Dunbartonshire Partnership Violence against • We will address drug and alcohol misuse amongst target Community Health Women groups and support innovative prevention and education Partnership Partnership programmes in schools Community Clydebank • We will initiate multi-agency approaches dealing with Planning CCTV Partnership Trust violence in our communities, including developing gender- based approaches and tackling roots of violence especially Community British in early years education Councils Transport Police • We will continue to be led by community views in identifying priority issues and areas through the Citizens’ Panel and Housing Providers regular Community Safety Audits 17 Our Targets
• To show positive movement toward Anti-social Behaviour Outcome indicators by 2008
• To increase by 25% the number of venues and young people involved in innovative and high quality diversionary activities
• To integrate anti-social behaviour initiatives in areas targeted by the Anti-social Behaviour Task Group
• To reduce levels of crime and the fear of crime
• To encourage the reporting of crime and reassure communities
• To reduce road traffic accidents
• To reduce the number and severity of incidents of violence, particularly domestic abuse, in priority areas through multi-agency initiatives
• To reduce incidence of home fires and increase awareness among vulnerable groups of home accident prevention, through delivery of Strathclyde Fire and Rescue’s Vision 2015 and in partnership with the Strategic Housing Forum
• To increase the annual number of reported and resolved incidents of vandalism and graffiti
• To submit audits and progress reports required by the Scottish Executive on time and showing positive outcomes
18 Example of Best Practice
SILK Group (Survival, Independence, Legislation and Knowledge)
Women who have suffered at the hands of For Evelyn, leaving an abusive husband after 30 partners who are abusive joined forces to years meant the loss of her whole family as her campaign for improved services and greater children refused to believe her. protection for others in a similar situation. She said: “I don't see my children or grandchildren CARA (challenging and responding to abuse), any more. This group gives me the support I need which is attached to the West Dunbartonshire – the other women have been through the same Violence Against Women Partnership, provides thing and believe me. We are all here for each free practical support and information for women other and I hope that through campaigning the and children experiencing abuse. SILK group can let other women know they are not alone.” In 2006 some of the women who reclaimed their lives with support from CARA decided to tackle the inequalities and barriers faced by others in abusive environments and from this determination the SILK Group was born.
Denise said: “Women who flee an abusive partner are often discriminated against and made more vulnerable in the areas in which they are rehoused. They are often placed in chaotic neighbourhoods with poor street lighting, no door entry systems and a high level of crime and anti- social behaviour so once again are vulnerable and isolated. These are some of the things we want to challenge through the SILK group.” 19 Creating Sustainable and Attractive Living Environments
Our Vision for 2017
To ensure that West Dunbartonshire will be an attractive and with any issues if and when they arise. However, alleviating sustainable place to live, work and visit. short-term effects of river flash floods and the long-term consequences of global sea-level rise requires considerable Overview ongoing investment. We want our children to have healthy school meals that use Creating a sustainable environment is vital for ourselves, our increasing amounts of local produce thereby reducing food communities and future generations both locally, nationally and miles and carbon emissions. We will help create future across the world. generations of environmentally aware citizens by continuing the We will reduce greenhouse gases and CO2 emissions. By national Eco-Schools programme. adopting and promoting carbon management programmes we Much progress has been made on diverting waste from landfill will reduce our impact on the global environment. We want to – between 2004 and 2006 recycling rates increased from 7% increase the use and availability of public transport, making it to 25%, meeting the Scottish Executive target. Further as safe and accessible as possible and also develop more improvements are required to continue increasing recycling provision for cycling and walking. Our key priorities are to and reducing biodegradable waste being sent to landfill, in line decrease business-related travel and travel to work and school with EU legislation. by car. Our new school buildings will incorporate sustainable design principles. We will increase our global contribution by supporting developing countries and promoting the Fairtrade movement. Enhancing all aspects of the environment is key to improving our sense of well-being. The state and appearance of streetscapes, play and recreation areas, green/open spaces and town centres need further improvements and greater access. We need to improve biodiversity*, increase woodland and reduce vacant, derelict and contaminated land. This will all be carried out in full consultation with local communities.
Good quality, affordable housing in the appropriate locations is vital; the new Local Plan requires that future housing developments aim to bring brownfield sites back into use and are planned to reduce reliance on cars. Our air and water quality is systematically recorded and at present there are no 20 major local problems. We will continue to monitor this and deal Making our Vision a Reality
• Transport: We will work with partners and local employers to green network of wildlife corridors, improve access to and reduce business travel and introduce Green Travel Plans, quality of existing green spaces, protect our aquatic including encouraging home working. We will ensure new ecosystems, ancient woodland and sites - both environmental developments correspond to public transport connections and, and historical - with designated protection status, particularly where possible, link housing and employment provision. those in public ownership. We will actively promote the value We will work with our partners to produce a Local Transport and benefits of our local natural resources. Strategy, which will include increasing the use of public transport by addressing frequency, affordability and • Waste: We will meet national recycling targets and reduce the accessibility for all. The council will implement and monitor its amount of biodegradable waste going to landfill. We will provide own Green Travel Plan and continue the Travelling Green doorstep recycling facilities to 95% of properties by 2008. initiative in our schools. We will encourage all partners to We will encourage partners to use recycled paper for all official promote local supply chains by including environmental criteria documents and increase the use of technology to reduce waste. within their procurement policies wherever possible. • Global Contribution: We will encourage local employers and • Well-Being: We will retain the identity of smaller communities businesses to introduce carbon management programmes. and protect, enhance and restore landscape character, local We will make West Dunbartonshire a Fairtrade area. distinctiveness and scenic value. At the same time, we will continue to improve townscape, green/open spaces and • Built Environment: We will increase the amount of renewable recreation areas and the overall cleanliness of our streets and energy consumed locally. We will ensure that all large new open spaces whilst increasing access to green space. We will developments include renewable energy provisions and develop an overarching framework to reduce the area’s we will encourage sustainable design and use of sustainable greenhouse gas emissions and further develop flood prevention building materials. measures. If air and water quality falls below national guidance • Learning: We will increase and sustain the number of schools levels appropriate action will be taken. with Eco-School Green Flag awards and assist community • Food: We will reduce food miles by promoting local food organisations to adopt other related sustainability schemes, such sources and encouraging more residents to grow their own as the Eco-congregation scheme. We will work with partners to produce. We will continue to improve nutritional standards in promote physical activities that utilise our natural resources. our schools. • Strategic: We will provide a strategic framework for improving • Natural Heritage and Resources: We will increase biodiversity and protecting natural resources and access to these resources, by creating and implementing a local biodiversity action plan. including an Open Space Strategy, a Core Paths Plan and an We will continue to reduce the amount of derelict and open space audit. We will develop a local environment forum contaminated land and ensure contamination is identified and and a strategic framework to protect and promote the area’s eliminated before the land is developed. We will develop a cultural heritage and historic environment. 21 Working Together Our Targets
West Dunbartonshire • To increase the number of cyclists using the national cycle Council route by 0.4% annually
WD Environment Business Trust Sector • To improve the cleanliness index by at least one point each year and maintain above the national average
Loch Lomond Housing and Trossachs Providers • To remove at least one hectare per year from the National Park West Dunbartonshire vacant/derelict land register Sustainability Glasgow and and Environmental Fisheries • To increase the overall recycling rate to meet national targets Clyde Valley Forum Green Network Issues Forum of 30% for the year 2008/09 and 55% by 2019/20
• To reduce our ecological footprint from the current figure of Community Greenspace Reps 5.04 global hectares per person by 2017
• To reduce energy consumption of public rented housing British Forestry stock by 2015 and in consultation with social housing Waterways Commission providers ensure similar standards are met in this sector
• To ensure all primary and secondary schools have Green Flag status by 2017
• To ensure all official documents are printed on 80% recycled paper
• To increase the number of Local Nature Reserves
• To maintain and protect existing Sites of Special Scientific Interest in the area
22 Example of Best Practice
St. Peter's Primary 'Green Flag Award'
St Peter’s Primary, in Bellsmyre, has successfully achieved the Green Flag Award for Eco-Schools. Over the past three years, pupils worked on the seven key areas required for a Green Flag: litter; recycling; school ground improvements; saving energy; saving water; health and well-being and transport.
Luis McGowan, 11, said: “We have recycling bags in all our classrooms and I do the recycling at home. We have also learned about saving energy and how we can make changes now which will help stop global warming and damage to the ozone layer in the future.”
Fellow eco-monitor Lucy Diamond, 10, added: “A few years ago there was a lot of litter in the playground and the janitor had to pick it all up, now we do it.”
Nine-year-old Jay Joyce said their next target was to get bike racks installed as part of a campaign to encourage pupils to walk or cycle to school.
Nicola Smith, Environmental Education Co-ordinator and Eco-Schools assessor, stated: “I thoroughly enjoyed my visit to the school, especially meeting the very confident, enthusiastic and knowledgeable Eco- Committee members. St Peter’s pupils have made a fantastic difference to the grounds and I was very impressed with the range of items being recycled.” 23 24 Developing Affordable and Sustainable Housing
Our Vision for 2017
To ensure there is sufficient housing that is affordable, Homelessness is recognised as a major priority and the LHS accessible, of the right size and type, which meets national will reflect legislative changes to ensure we meet national standards and is located in the places where people want targets and standards. to live. All social landlords are required to meet the Scottish Overview Executive’s designated Scottish Housing Quality Standard by 2015. The West Dunbartonshire Local Housing Strategy (LHS) sets out targets to provide housing and related services in West The Housing Act (Scotland) 2006 focuses on improving quality Dunbartonshire. in the private housing sector. The council is also required to ensure that an adequate supply of land for private housing is All Local Housing Strategy and Community Planning partners provided to meet projected demand. will be working together in a co-ordinated and collaborative way to ensure that housing standards across West Dunbartonshire West Dunbartonshire Council is examining the current and are improved. Where possible we will ensure new future demand for social rented houses before considering developments are designed to reduce the potential for crime. reapplying to the national Community Ownership Programme.
The West Dunbartonshire Local Plan sets out a series of residential development opportunities for both the social rented and the private sector markets.
From November 2007 the council will have responsibility for submitting an annual plan to Communities Scotland showing how housing regeneration priorities identified in the LHS will be delivered.
The council is also legally required to ensure that energy efficiency is increased across all tenancies whilst working to eradicate fuel poverty by 2016.
25 Making Our Vision a Reality Working Together
• Local Housing Strategy: We will fully revise the LHS in 2009. Communities Scotland We will ensure that it contains realistic and achievable actions that increase the supply of suitable, affordable housing, whilst West Dunbartonshire Local Housing improving the quality and energy efficiency of existing housing Council Associations in the social sector. We will also ensure that new housing Strategic developments consider ways to ‘design out’ crime. West Housing Forum Dunbartonshire Community Community Planning Health Partnership • Scottish Housing Quality Standards: The council will submit its Partnership Standard Delivery Plan to Communities Scotland by late 2007/early 2008, indicating how it proposes to meet the SHQS by the target date. Our Targets
• Homelessness: We will continue to develop a range of • To have no failures in the national standards for quality, which programmes and joint services to prevent homelessness and require all public sector houses to be in a tolerable condition or support people as and when required. free from serious disrepair by 2008 • To reduce fuel poverty by 2016 • Fuel Poverty: The council is responsible for ensuring that energy efficiency is increased across all tenancies whilst • To increase the availability of sustainable, affordable housing in working to eradicate fuel poverty by 2016. appropriate locations throughout West Dunbartonshire • To resettle homeless households in sustainable tenancies and • Energy Efficiency: We will develop a new strategy to maximise minimise the level of repeat homelessness energy efficiency and conservation, linking in the council’s Fuel Poverty Strategy, local housing associations and other local • To produce a Home Energy Conservation Strategy authorities. • To establish a home energy rating database with a 30% sample size and increase this to a 100% database of council houses • Communities Scotland Investment Programme / Strategic over 5 years Housing Investment Plan: We will work with Communities Scotland to develop an ongoing five-year investment plan with • To complete a Housing Needs and Supply Study by jointly agreed priorities. Along with other capital investment autumn 2007 sources we will develop strong annual Strategic Housing • To produce a new Local Housing Strategy for 2009-2014 Investment Plans as part of the LHS. by July 2009 •West Dunbartonshire Local Plan: We will ensure that there is • To submit annual Strategic Housing Investment Plans to an adequate supply of housing land to meet demand. Communities Scotland
26 Example of Best Practice
Tenancy Sustainability
Starting life in your own home can be a daunting “I appreciate my home now because I have experience, particularly so for young people and decorated it myself and made the curtains. I’m those with addiction or mental health issues. really going to miss it when I leave.”
The council’s Housing Support Services works with a range of organisations to address the support needs of potentially vulnerable tenants.
New tenants are offered affordable furniture starter packs through a Churches Scotland project plus the services of an interior designer from Fab Pad to help them make their house feel like home.
Stephanie, from Dumbarton, became addicted to tranquilizers when she was 14. With the support of local drug support services Alternatives she has now started a course at Clydebank College and with help from Fab Pad recently moved into her own home.
She said: “I have achieved more than I thought possible since I came to Fab Pad. The people here always have a friendly attitude and are very helpful.
27 28 Improving Health and Well-Being
Our Vision for 2017
To promote physical and mental well-being, prevent ill health, families to ensure every child in West Dunbartonshire can reduce inequality and provide care, treatment and support for maximise their potential, with some of this work starting people when they become unwell. before birth. We will address the long-term root causes of ill health and Overview create a healthier population by supporting the community and A holistic approach to tackling health inequalities is vital to other partners to ensure relevant policies maximise potential for improving the well-being of people living in West health improvement. We will provide targeted support for Dunbartonshire. groups known to suffer from poor health, whilst creating an Poor housing, low incomes, unemployment, anti-social environment within which the whole population makes informed behaviour and pollution all impact on our health, so working and healthy lifestyle choices. together is vital if we are to live in healthier communities in 2017. We will look to the voluntary and community sectors to play a West Dunbartonshire has also inherited asbestos-related health more pro-active role in contributing to health improvement. issues that contribute to residents not living as long as in other The rate of volunteering in West Dunbartonshire is significantly parts of Scotland. higher than the national average, with volunteers enjoying associated health benefits. Our challenges include a high proportion of low birth weight babies, low breastfeeding rates, children with poor dental We will strengthen our health and social care provision to health, increasing obesity in both children and adults, match the evolving needs of the local population, taking into increasing levels of alcohol and drug misuse, high suicide rates account the issue of long-term illness and disability. We will and high levels of reported domestic abuse. ensure access to safe, effective and sustainable services. We are also recording high rates of sexually transmitted infections and a resistance amongst some groups to tackle drug-taking and excessive drinking. Mental health challenges include high levels of stress, depression, self-harming and anxiety. We also have an ageing population and the consequent health care challenges this will bring. Many children who have a poor start in life need support to catch up in terms of health and education. That is why we will continue to work in partnership with parents and extended 29 Making Our Vision a Reality
• We will create and support informed and responsible • We will encourage sport and physical activities such as individuals in strong, functioning families by providing cycling and walking in all age groups parenting skill development, working with nurseries, family • We will provide integrated family and children’s services and carers support groups, health visitors and in schools maternity services
• We will improve the health of our children by promoting Working Together healthy eating and oral hygiene in our schools and nurseries Community Planning Partnership • We will provide safe, vibrant and inclusive neighbourhoods West and communities by working with partners to reduce Dunbartonshire West Community Health Dunbartonshire domestic abuse, tackle drug and alcohol misuse and reduce Partnership Council self-harm and suicide Health Improvement Strategy Group West Community • We will develop and support a range of health-promoting Dunbartonshire Reps institutions such as nurseries, schools, colleges, health CVS centres and workplaces Our Targets • We will enable the most vulnerable in our communities to access appropriate support and care • To reduce health inequalities by targeting those with • We will use education, regulation and support programmes poorest health to reduce levels of smoking and problem drinking • To reduce levels of smoking, alcohol and drug misuse • We will improve sexual health education and increase • To promote and increase physical activity access to support/information services • To reduce maternal smoking and increase breastfeeding rates • We will promote positive mental health and well-being, • To improve dental health amongst children provide programmes of training, self-management, stress management, talking therapies and support recovery • To reduce the number of obese children • To reduce incidents of domestic abuse • We will maximise older people’s (65+) income and provide care and support • To reduce mental ill health and increase positive mental well-being • We will offer integrated models of health and social care that deliver needs-based, accessible, comprehensive and • To improve older people’s (65+) quality of life quality services • To improve access to effective health and social care services 30 Example of Best Practice
Movement to Music “A lot of people see exercise as boring but this is really good fun and also relaxing. A lot of people Keeping active and mobile can become more are in the house all week without anyone else to difficult with increasing years, yet it is essential for talk to so coming here and having a laugh is good both mental and physical well-being. for all of us.
Members of the Workers’ Education Association “The music is good as it is from our era and it who regularly meet in the Hub in Clydebank brings back a lot of memories.” recommend a dose of fun music and gentle movement – a prescription that is putting a spring in the step and a smile on the face of hundreds of senior citizens and boosting their physical and mental health.
The group have just finished a workout to a mix of classic tunes ranging from ‘Underneath the Arches’ to ‘I Got You Babe’.
The women have not left their seats once yet they have moved arms, legs, shoulders, fingers and toes to a range of simple routines.
WEA secretary, Violet Winter, 80, said: “We all enjoy these sessions, it loosens you up and we all have a good laugh and then we can do the movements ourselves at home.
31 Promoting Education and Lifelong Learning
Our Vision for 2017
To provide lifelong learning and vocational opportunities that our citizens to contribute to the economic and social well-being maximise the potential, success and confidence of individuals of the area. and communities, creating responsible citizens and effective West Dunbartonshire Council was the first local authority in contributors. Scotland to embrace the concepts of integrated community schools across every school cluster. An Overview We continue to respond to the changing needs of individuals, From our pre-school education through primary and secondary communities and businesses to regenerate our local economy level to further education and lifelong learning opportunities, we by delivering a range of work-focused training opportunities. provide a cradle to grave service for our community. The voluntary and community sector is also an excellent means of developing new skills and provides a route into both formal Working together we will continue to deliver a range of flexible, and informal education. high quality services to improve the achievement and attainment of all learners, enabling them to realise their full Participation in local adult numeracy and literacy provision potential whether at an academic, vocational, informal or increased by 58% between 2004 and 2006, with 728 learners recreational level. accessing the service. We recognise that lifelong learning offers the opportunity for people who have missed out on a full We are on target to meet our goal of achieving 100% functional school education, because of factors such as disability, literacy* in our school age population. The methods used ethnicity or lack of family support, to catch up with education gained national recognition from Her Majesty’s Inspectorate of and reap the benefits it provides. Education (HMIE 2003) and Audit Scotland (2006) as examples of best practice. We continue to design structures and programmes to support community and youth representation and consultation. These Students in the early years of secondary school continue to have developed capable individuals who can play an active perform above national averages in reading, writing and role, at both a local and national level, in decisions affecting mathematics, whilst Standard and Higher Grade performance their communities. remains static in line with national trends. With our Schools Regeneration Programme we will build on our Making Our Vision a Reality commitment to deliver accessible community learning with the construction of four Community Learning Campuses. • We will ensure that learning providers in West Dunbartonshire are at the cutting edge of creative and In West Dunbartonshire we offer opportunities for learning, innovative learning and are tuned to the needs of development and access to knowledge and skills, which enable communities and individuals 32 • We will establish integrated Community Planning, service • We will foster a whole school approach to the principles of delivery mechanisms and performance management and sustainable development in education and give communities monitoring to deliver a range of lifelong learning opportunities the skills to decide how they contribute to the ‘Learning for that meet the needs and expectations of the citizens of our Future’ proposals West Dunbartonshire • We will increase involvement in arts and cultural activities • We will ensure learning and employment opportunities are accessible to all members of the community • We will work to identify those who have not enjoyed the full benefits of school education for reasons such as disability • We will further develop support structures for youth and support them in using further education facilities consultation, representation and information to ensure young people are aware of their role in society and are encouraged Working Together - Promoting Education to play an active part in their communities
• We will continue to target learning initiatives for the lowest Children’s performing 20% of children and adults whilst identifying and Reporter helping our gifted pupils to realise their full potential West Community Dunbartonshire Health Council Partnership • We will match vocational learning to skills required by Integrated Children’s prospective employers, thereby reducing the percentage of West Services Planning young people in the NEET group (Not in Education, Dunbartonshire Voluntrary Community Planning Sector Employment or Training) and making a significant Partnership contribution to a strong, diverse and outward-looking local economy Working Together - Lifelong Learning • We will regenerate our school estate to ensure we are capable of delivering accessible, lifelong learning services in the 21st century Inspire Community West • We will continue to encourage citizens to make healthy and Reps Dunbartonshire active lifestyle choices through promotion and delivery of Council accessible, high quality community learning opportunities Community Learning, West Guidance & Development • We will implement the principles of ‘A Curriculum for Dunbartonshire Careers Community Planning Partnership Scotland Excellence’ ensuring young people acquire a full range of Partnership skills and abilities relevant to growing, living and working in our society WD Clydebank CVS College
33 Our Targets Example of Best Practice
• To increase interest, involvement, participation, attainment CLAN and achievement from early years to adult learning and continue to increase vocational and academic learning A chocolate tasting workshop or classes in using a mobile phone may not be the most conventional • To increase community participation rates in the decision- means of improving literacy and numeracy skills, but making processes they have proved popular and successful with adult learners across West Dunbartonshire. • To reduce the proportion of children and young people becoming part of the NEET* group The free courses, run by CLAN – Community Literacy and Numeracy – are offered in community settings to • To provide an accessible libraries service which reflects the anyone over 16 years old. needs of our communities in the 21st century By comparing food labels or phone tariffs, they • To increase the average tariff score* of the lowest performing improve reading, writing and use of numbers in a fun 20% by 1.5% a year over the next 10 years and informal environment.
• To increase the achievement and attainment of looked after There is also discussion around nutrition and healthy and accommodated children and young people, to bring in eating, budgeting and value for money. line with the national average Isabel, 63, from Clydebank had never quite got to • To provide integrated community learning services fit for 21st grips with how her mobile phone worked and she century education in each of the three geographic areas in wasn’t alone in being confused by the complexities of West Dunbartonshire by 2017 menus, address books and predictive texting.
• To increase the number of students from deprived areas Now, after joining one of CLAN’s courses, her mobile enrolling in college, to bring in line with the national average is more often in her hand than lying at the bottom of her handbag as she keeps in touch with friends • To increase student achievement ratio and achievement by and family. subject, to bring in line with the national average She said: “I had never sent a text before and didn’t • To sustain the 100% functional literacy* rates achieved know how to do it. Now I have learned how to text and in 2006 put my friends’ numbers on the mobile and I know how much it is costing me as well.” 34 Regenerating and Growing Our Local Economy
Our Vision for 2017
To have a vibrant and sustainable local economy that • the natural assets of Loch Lomond, the River Leven and stimulates business development and economic growth and River Clyde, combined with the gateway to Scotland’s offers a wide range of training and employment opportunities. first National Park at Balloch offer a first-class national and international tourist destination. Over 239,000 Overview people visited the National Park Gateway Centre in 2004/05 Our economy has faced several challenges over the past decade. However, we now have a range of partnerships to • Clydebank’s Golden Jubilee National Hospital, already a generate growth and development and continue the key player in increasing investment in healthcare and life regeneration process, so we can be optimistic about the next sciences, is expected to continue to grow 10 years. • There is a predicted increase in local job opportunities Our thriving social economy had an annual turnover of nearly over the next 10 years £45million in 2005, employing 1147 people, 50% of whom received job specific SVQ training. We were the first area to We will use these assets to their full potential and focus on develop Social Economy Protocols* to improve the establishing a growth economy with a strong and innovative sustainability of social economy organisations. business base supported by the Business Gateway Management Group and Dunbartonshire Economic Forum. The area has a range of excellent and unique assets that will be developed to their full potential. These include: We still need to address the high level of longer term unemployment* and young people not in education, • the £50million regeneration funding for Clydebank Re- employment or training (NEET). built, from Scottish Enterprise Dunbartonshire, West Dunbartonshire Council, the Scottish Executive and the This is key for the Community European Union. This is projected to lever in £400million Planning partners who are investment and capital committed to providing opportunities to ensure support • the area’s close proximity to Glasgow provides excellent for everyone experiencing opportunities to attract inward investors whilst benefiting barriers to employment, local residents and businesses particularly those in the NEET group. 35 Making Our Vision a Reality
• We will continue to regenerate the town centres of • We will offer employers effective Clydebank, Alexandria and Dumbarton, levering in significant support to meet workforce needs, new investment to create rewarding and sustainable jobs as develop vocational skills to match well as homes, businesses and retail space and an improved the needs of the local labour market physical environment, whilst taking into consideration the and ensure new employees receive sustainability issues raised elsewhere in the Community Plan support to maintain employment and its Strategic Environmental Assessment and progress their careers
• We will lobby the Scottish Executive to improve the A82 • We will ensure young people receive a range of supports which is currently a serious impediment to inward investment in school and beyond to enable them to enter further and continue to invest in maintaining our transport education, employment or training and help realise their infrastructure full potential • We will build on our thriving business start-up and business growth programmes and look at innovative ways to Working Together encourage further economic growth and investment
West • We will ensure local people and businesses can access the Dunbartonshire opportunities arising from regeneration and inward Council investment Scottish Enterprise Community • We will further develop social economy initiatives in housing, Dunbartonshire Representatives social care, training and development, construction, Community community finance and environmental action Communities Business Growth Planning Scotland Partnership • We will develop and promote opportunities for volunteering, and Employability community engagement, informal learning and other Strategy Group meaningful activity as ways to help people move closer to employment Clydebank Careers College Scotland • Our Workforce Plus Action Plan will ensure local people can access clear pathways to employment, which provide support at an early stage and address barriers to Job Centre West Plus Dunbartonshire employment. At the same time it will protect the interests of CVS people who cannot work because of disability 36 Our Targets Example of Best Practice
• To lever in £400million of investment in Clydebank. Building Better Futures Including: a 15 acre Enterprise and Learning district; a new Clydebank College campus; 1200 new homes; 400,000 sq ft A group of project workers are supporting of business space; 1700 new jobs and town centre communities in Whitecrook, Drumry and Bellsmyre regeneration to tackle a wide range of issues that impact on their • To lever in £127million of investment, create 500 retail and neighbourhood. construction jobs, build 1200 homes and develop 185,000 These range from building new playparks and sq ft of retail and office space in Dumbarton and Alexandria town centres cleaning up old football pitches, to tackling anti- social behaviour. They are based in the local • To support 2190 unemployed people into jobs and training communities and bring various organisations and opportunities by 2010 agencies into the area to deal with different issues. They also support people on a one-to-one basis, to • To support 110 businesses in West Dunbartonshire get a job or training placement. each year Sinead Slevin, 16, left school with just two Standard • To ensure local employability services work together to Grades. She now has a job in Woolworths and is support employers and connect local people to doing evening classes in anatomy, physiology and employment opportunities body massage at Clydebank College, thanks to the • To provide 225 training opportunities each year and reduce help she received from staff at the Whitecrook base. the proportion of 16 to 19-year-olds in the NEET group She said: “I came to the base when it first opened by 2008 because I needed a job. I looked through the • To develop an integrated economic strategy for West recruitment pages and staff showed me jobs sites on Dunbartonshire by 2007 the internet and helped me with phone calls, because I was quite nervous at first. • To provide opportunities in line with the Area Tourism Partnership Action Plan “I also learned interview techniques and did up my CV. Starting work and college has been great because before I was just in the house doing nothing.” 37 Conclusion Acknowledgements
This plan provides a strategic overview of how West We would like to take this opportunity to thank everyone who Dunbartonshire could be enhanced over the coming 10 years has contributed to West Dunbartonshire’s Community Plan to provide a better quality of life for all. 2007-2017.
With partner agencies working together to improve health, In particular we would like to mention all the members of the housing, the local environment, formal and informal learning, Writing Group who were responsible for producing each theme boost the local economy and create safe communities, we and all the groups and individuals who submitted responses should be able to look forward to living in a better place or participated in the various public events during the by 2017. consultation process.
Over the coming year we will update existing action plans and, We also want to thank in advance the statutory, voluntary and where required, produce new ones to explain in detail how this private agencies and organisations that will be working together will be done, who will be responsible for achieving the aims over the coming decade to improve the standard of life for included within this document and how it will be resourced. everyone living in our communities.
Details of existing plans and strategies which have influenced this plan can be found on our website at www.westdp.co.uk
In 10 years time our vision is for West Dunbartonshire to be:
• A healthier, safer and more sustainable place
• A competitive, educated and working place
• A vibrant, connected and confident place
• An inclusive, fairer and caring place
38 Glossary – What we mean by:
Affordable housing: low-cost market housing and subsidised housing (irrespective of tenure, ownership – whether exclusive or shared – or financial arrangements) that will be available to people who cannot afford to rent or buy houses generally available on the open market.
Biodiversity: the whole variety of life on earth.
Core skills: reading, writing and maths for 5 to 14-year-olds, literacy and numeracy for adults.
Functional literacy: have the reading age of nine and a half and the ability to get by on a day to day basis.
NEET: not in employment, education or training.
Social economy protocols: referral mechanisms between agencies supporting social economy organisations.
Tariff score: this is an average score linked to exam success.
Unemployed: people who are not in work and may be claiming a range of benefits, including Job Seekers’ Allowance or Incapacity Benefit; or who may not be claiming any benefits at all. This group is also sometimes referred to as ‘workless’.
39 A Dwelling Place
A Safe A Sustainable Place Place A Flourishing West Dunbartonshire A Healthy A Learning Place Place
A Working Place
40 WestDunbartonshireCouncilWestDunbartonshireCommunityHealthPartnershipStrathclydePoliceStrathclydeFireandRescue ScottishEnterpriseDunbartonshireJobCentrePlusWestDunbartonshireCouncilforVoluntaryServiceStrathclydePartnershipfor TransportCommunitiesScotlandClydebankCollegeDunbartonshireLocalEconomicForumCommunityRepresentatives
CommunitySafetyPartnershipHealthImprovementStrategyGroupYouthStrategyGroupBusinessGrowthandEmployabilityGroup CommunitiesthemedgroupCommunityLearningGuidanceDevelopmentPartnershipStrategicHousingForumEnvironmentalForum TransportForumIntegratedChildrensServicesPlanningChildCarePartnershipDrugsandAlcoholForum
Words: Clydeside Media Services • [email protected] • 01389 872397/07732843497 Photographs: Kieran Chambers Photography • [email protected] • 078367027741 Design and Print: Seadawn Design • [email protected] • 0141 942 3335
41 This document is also available in other languages, large print and audio format on request. Please contact 01389 742544 or [email protected]
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9-07/2T/L7126/SD Performance Inspection Summary
West Dunbartonshire Council 2009
April 2009 Performance Inspection Summary West Dunbartonshire Council 2009
What is a performance inspection? The Social Work Inspection Agency (SWIA) is undertaking performance inspections of all local authority social work services in Scotland.
SWIA gathers and analyses a wide selection of information about a local authority and the social work services which it provides or is responsible for. The inspection findings are published in a report that identifies strengths as well as areas for improvement.
This leaflet summarises some of the key findings of the inspection of West Dunbartonshire Council’s social work services which are set out in the full report published in April 2009.
West Dunbartonshire Council will produce an action plan in response to the inspection report. The plan will set out how any necessary changes are to be made. Once the plan is agreed, SWIA and the council will monitor the implementation of the plan together.
If you would like a copy of the full report, or would like to know more about SWIA, please contact: Corporate Manager Social Work Inspection Agency Ladywell House Ladywell Road Edinburgh EH12 7TB
Tel: 0131 244 4885 Fax: 0131 244 5496 E-mail: [email protected] Website: www.swia.gov.uk Inspection findings West Dunbartonshire’s social work services delivered positive outcomes for many people who used them. Service users who we surveyed and who we met were mostly positive about the difference social work services had made to their lives. In particular, we found some strong evidence of good outcomes for looked after and accommodated children, adults with learning disabilities and adults with acquired brain injuries.
However, some carers were noticeably less positive about the services provided for them and also, in some instances for the person they cared for. More positively, we saw that the council’s partnership with Carers of West Dunbartonshire had begun to pay dividends and that the carers centres were well regarded.
There were high levels of community involvement in social work activities, with Social Work and Health (the service) and the council more widely, actively involved in efforts to inform and engage the local community. Considerable efforts were made by the service to inform the public about social work services, for example its welfare rights service. The community work team fulfilled a positive community development role.
Multi-agency working was a real strength with many good initiatives in place. The service worked hard to provide assessments of need within timescales and there were few service users who needed to have a social worker or case manager who did not have one. However, some of the key processes around care management and risk management needed attention. Although we found examples of good care planning and management, the service needed to improve the way it reviewed the needs of looked after and accommodated children, older people in residential care and people with learning disabilities. The service also still had some way to go to extend personalisation across the range of its services.
Attention needed to be given to the assessment of risks, particularly in community care and criminal justice cases. The service needed to ensure staff had a proper understanding of risk and were aware of the risk assessment tools they should use.
We found a good commitment to joint planning and saw some good examples of the involvement of stakeholders in this. The Good Life Performance Inspection Summary West Dunbartonshire Council 2009
Positive Attitudes Group was an example of this for people with learning disabilities, as was the Future of Addiction Services Team for people affected by substance misuse.
There was a good range and quality of services with a number having obtained Charter Mark status. Along with the Macmillan Carers Service and NHS partners, the service was playing a leading role in the development of an advice and care network nationally to address the relationship between cancer and poverty. Services for people with acquired brain injuries and for people with substance misuse problems were of good quality. In children and families services, we were impressed with the work of the throughcare and aftercare team, and also by the level and range of preventative services provided.
Partnership relationships were positive with other statutory agencies and also with the independent sector. However, some governance arrangements needed to be consolidated as a matter of priority. Commissioning arrangements also needed to be improved.
We found that the financial management of the service was strong with budget holders benefiting from good financial support.
Staff morale had been adversely affected by contracted single status discussions. However, we found staff to be committed to their work and to be well motivated. They were more positive in their views about working for the social work service than for the council. The service had a stable workforce, many of who lived locally. Training, supervision and professional development were generally well embedded.
At the time of our inspection, the council as a whole was emerging from a difficult period, brought about by a very critical audit of best value and community planning. We found that managers and frontline staff in social work services had worked hard in this difficult context and had managed to provide good social work services.
We found both leadership and the service’s capacity for improvement to be good. The need for a period of political stability within the council was identified by many people we met during the inspection. Performance Inspection Summary West Dunbartonshire Council 2009
Some examples of good services and outcomes delivered by social work services and partner agencies We found a number of examples of good practice and of services which were delivering good outcomes for the people using them.
• ‘Good morning West Dunbartonshire’ was a daily telephone call to older people who were socially isolated to check on their wellbeing.
• The Macmillan Carers Service, developed in partnership with Health and Macmillan Cancer Care, provided flexible and responsive support to carers of people with cancer and people living with cancer, at any stage on the cancer journey. It enabled cancer sufferers to remain living (and to die) at home and generated very significant financial benefits and grants. Social Work and Health had made a major contribution to the understanding of the relationship between cancer and poverty and to the roll out of a national advice and care network.
• West Dunbartonshire’s supported employment service had been successful in supporting adults with learning disabilities and people with mental ill health into paid employment and in increasing their income.
• The welfare rights team issued a calendar (entitled ‘It’s yours – claim it’) to every person of pensionable age. Each page of this calendar offered advice on a different benefit each month, provided useful phone numbers and promoted the welfare rights freephone service. In addition to providing an advice service in social work offices the team also provided welfare rights advice in health centres and in some GP surgeries. Its helpline was advertised on local buses. It had generated over £6.5 million additional income for the users of its service in the previous year.
• The Special Needs in Pregnancy Service (SNIPs) provided a multi- agency service for women with substance misuse issues and other vulnerable women. Partner agencies held pre-birth case discussions at 32 weeks gestation and then worked with the women through and beyond their pregnancy for at least six months. • The throughcare and aftercare service engaged at an early stage with young people to work with them in preparing to leave care. It performed well in its efforts to ensure that young people were able to achieve positive outcomes in terms of accommodation, further education, training and employment.
• The domestic abuse pathfinder project was a partnership project which considered the circumstances of children living in households affected by domestic violence. The partners, including the police, health, education, the Reporter and the social work service shared information to agree the best response. This partnership approach was reducing the need for compulsory measures of care and providing co-ordinated involvement with the children and their families.
• Lectures at lunch was a monthly lecture series, open to all staff as well as staff from partner agencies such as health, education and voluntary and private providers. Staff also used the lectures to evidence ongoing development and PRTL (Post Registration Training and Learning) for the SSSC (Scottish Social Services Council). The local practitioners forum brought together staff from the social work service and staff from the independent sector in order to share information and learning and development opportunities.
© Crown copyright 2009
ISBN 978-1-905501-88-5
Social Work Inspection Agency (SWIA) Ladywell House Ladywell Road Edinburgh EH12 7TB
Produced for the Social Work Inspection Agency by RR Donnelley B59106 04/09 Published by the Social Work Inspection Agency, April 2009 REVENUE ESTIMATES 2010/2011
Social Work & Health Department Summary Estimate 2010/2011 £ Operations and Servicing 10,427,680 Res. Accommodation - Young People 4,761,990 Residential Schools 2,287,210 Intermediate Treatment 474,140 Other Services - Young People 3,580,780 Res. Accommodation - Older People 12,201,580 Sheltered Housing 1,404,590 Day Centres - Older People 1,071,250 Meals on Wheels 142,380 Community Alarms 245,560 Care & Repair 121,140 Res. Accom. - Learning Disability 7,360,070 Res. Accom. - Physical Disability 1,171,450 Day Centres - Learning Disability 1,585,410 Other Services - Disability 979,020 Supported Placements 36,380 Supplementation - Mental Health 2,718,360 Specific Grant - Mental Health 363,730 Home Care 8,849,800 Other Specific Services 805,220 Addiction Services 693,320 Fairer Scotland 0 Total 61,281,060
Social Work & Health Department Subjective Summary
EMPLOYEE COSTS 35,457,550 PROPERTY COSTS 1,358,580 SUPPLIES & SERVICES 1,866,170 TRANSPORT COSTS 1,589,700 PAYMENTS TO OTHER BODIES 34,492,170 GROSS EXPENDITURE 74,764,170
INCOME 13,483,110
NET EXPENDITURE 61,281,060
Page 59
Directorate SOCIAL WORK &
Budget Division SUBJECTIVE SUM 2010/2011 Estimate
EMPLOYEE COSTS 35,457,550 PROPERTY COSTS 1,358,580 SUPPLIES & SERVICES 1,866,170 TRANSPORT COSTS 1,589,700
PAYMENTS TO OTHER BODIES 34,492,170 Payments to Voluntary Organisations 1,469,710 Payments to Strategic Partners 23,650 Supplementation Payments 8,836,280 Other Local Authorities 618,220 Payments to Health Boards 745,090 Foster Parents 1,400,810 Foster Parents Discretionary Payments 25,110 Custody Payments 3,830 Payments to Link Carers 81,410 Community Care - Development 282,380 Community Care - CET 6,636,910 Supplementation 8,314,370 Free Personal Care 1,351,020 Other Agencies & Bodies 2,666,250 Direct Payments 562,210 Grants - Payments to Strategic Partners 444,110 Private Individuals 307,630 Other Accounts of Authority 654,180 Section 12 Payments 69,000
GROSS EXPENDITURE 74,764,170
INCOME 13,483,110
NET EXPENDITURE 61,281,060