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Plana Coimhearsnachd Pheairt is Cheann Rois/Aonta Buil Shingilte 2013-23 June 2013 1 Acronyms The following acronyms have been used throughout this plan: ACRONYM DEFINITION SFRS Scottish Fire and Rescue Service NHS NHS Tayside PKC Perth & Kinross Council PS Police Scotland PKAVS Perth and Kinross Association of Voluntary Service PC UHI Perth College SG Scottish Government SDS Skills Development Scotland SE Scottish Enterprise TACTRAN Tayside and Central Scotland Transport Partnership N/A Not applicable 2 CONTENTS FOREWORD 4 INTRODUCTION 5 PROFILE OF PERTH AND KINROSS 7 PART ONE PART TWO PART THREE OUTCOMES WE ARE HERE HOW WE ARE GOING TO WORK HOW WE ARE GOING TO LEAD AND TO DELIVER TOGETHER IMPROVE Our vision, strategic objectives 11 Organised to deliver 42 How we are going to lead and 49 and local outcomes improve Our delivery principles 42 Giving every child the best start 12 Partnership performance 53 in life Place based partnership framework Prevention Developing educated, responsible 17 People Endorsements 54 and informed citizens Performance Promoting a prosperous, 22 The golden thread 46 inclusive and sustainable economy Partnership infrastructure 47 Supporting people to lead 27 Independent, healthy and active lives Creating a safe and sustainable 34 place for future generations 3 FOREWORD BY COUNCILLOR IAN MILLER On behalf of Perth and Kinross Community Planning Partnership I am Improvement methodology and practice continues to be consolidated delighted to introduce our new Community Plan/SOA for 2013-23. The through the CPP’s commitment to key national and local prevention Plan sets a high level of ambition for people and communities across initiatives including the national Early Years Collaborative and the Perth and Kinross. The commitments set out in the Plan are driven by a evidence 2 success initiative in North Perth. Where new ways of deep knowledge and understanding of Place which is shared by all working are proven to be effective, they will be scaled up and replicated Community Planning partners and clearly informed by evidence and alongside our existing programmes of mainstream service integration data. and transformation. The Plan incorporates a 10 year horizon in relation to each of the priority The Community Plan/SOA 2013-23 enables us to plan, refocus and re- local outcomes. The CPP will use the 10 year horizon to calibrate how energise our people on the next stage of our journey. It sets out our delivery of specific actions and milestones is making real traction against ideas and ambitions for the next 10 years and puts our people and our long-term outcomes and, above all, reducing the most entrenched communities at the heart of everything we do. inequalities in our communities. But within this framework of measuring performance and delivery progress there must also be flexibility for the CPP to continually re-evaluate its delivery priorities in real time, on the basis of emerging data and evidence and through active and ongoing dialogue with communities. This will ensure that resources remain targeted to the right priorities and preventative measures over the long term. The Outcome Delivery Groups, as part of the refreshed governance and accountability structure for the CPP, will have a key role to play in ensuring resources are effectively aligned with key priorities and in identifying potential for further shared resourcing arrangements and joint commissioning over the lifetime of the Plan. This balance of a rigorous focus on delivery progress and ongoing re- Councillor Ian Miller evaluation of priorities on the basis of data and evidence will also set and maintain the right working culture for staff. This is one in which they are valued, invested in and empowered to innovate and try new ways of Chair of Perth and Kinross Community Planning doing things at day-to-day operational level as part of a continued shift Partnership and Leader of Perth & Kinross Council to locality working. This culture of empowerment and visible thought leadership is critical at all levels of the CPP. At strategic level, the CPP is investing heavily in organisational development and in improvement methodology. 4 INTRODUCTION THE JOURNEY SO FAR Whilst these strengths are recognised across the CPP, the confirmation Over the last decade the Perth and Kinross Community Planning of our self-evaluation by external scrutiny bodies has demonstrated the Partnership (CPP) has been on a journey of improvement. Our ambition outstanding nature of many of our services, in particular child protection. has been to achieve excellence for the area of Perth and Kinross through our people and by working in partnership. Overall, we are extremely proud of the many high-quality services delivered on a daily basis across Perth and Kinross, but we are not Across the partnership we have reconfigured our services and our complacent and recognise that improvement must be a continuous democratic structures, planned our financial position well, further process. We are always keen to explore and adopt new and innovative improved our approach to strategic planning and performance service delivery arrangements with a range of different partners. This management, strengthened community and customer engagement and places us in an ideal position to manage the challenges ahead and developed a strong focus on the delivery of outcomes to make a real embrace the opportunity to design and deliver services for the future. impact on local people’s lives. The Single Outcome Agreement (SOA) for Perth and Kinross 2009- 2011 is testament to the strong, mature relationships we have developed across the partnership. Our shared strategic objectives are based on consensus of the specific local needs of our area and how we will work together to deliver real improvement for our communities. We have promoted a culture of honest, evidence-based self- evaluation which tells us where we perform well and where we need to improve. In general, our performance in delivering local outcomes is strong and significant progress continues to be made. We have many examples of where we have improved the services we provide to the public, as individual organisations and through joint working. This is reflected in our performance on child protection, educational attainment, youth offending, reduction in crime, health improvement, fire safety, homelessness, recycling and promoting cultural activity. Our collective response is the key to our success: a seamless integration of public services which maximises professional experience for the benefit of our communities. 5 CHALLENGES GOING FORWARD CREATING THE CONDITIONS FOR CHANGE Our current environment is characterised by change, economic There is a strong ethos of partnership working across organisations in uncertainty and inequalities in life opportunities. For example, we have Perth and Kinross. Community Planning is well developed both as a the second highest predicted population growth in Scotland, we have an process and as a delivery mechanism for improved services, and there increasing ageing population who need support and have complex care is a clear commitment across all partner organisations to delivering real needs, average monthly earnings of people in the area are below the improvements for people. Scottish average and we need to continue to provide our many rural communities with better access to key services. Our focus has long since moved on from establishing the building blocks for community planning to being able to use evidence to demonstrate Solutions for the future will encompass a wide range of core universal that we are making a significant impact in outcomes for people and services as well as more targeted and specialist services. Our approach communities. Real improvement in our local services will come from will mean tackling inequality at its root cause by addressing the drivers strong leadership and our shared commitment to more integrated of low income, the causes of health inequalities and targeting children in arrangements for joint working. their early years. Preventative approaches to ‘breaking the cycle’ of poverty, inequality, worklessness, substance misuse, crime or violence We recognise that our people are our most valuable asset and it is will be central to our future plans. This will push our resource investment through their efforts that real, meaningful changes will be delivered and toward early intervention in order to reduce future ‘failure demand’ on accelerated. Going forward we aim to do more to ensure practices are our services. shared and knowledge is transferred across the partnership. We aim to foster the right conditions to nurture creativity and innovation within our A fundamental challenge will be to provide tangible evidence that our teams which will lead to more integrated service delivery and better collective services are having a positive and significant impact on outcomes. people’s lives. Confidence that we are doing the right things must be based on hard evidence that we are achieving improved outcomes for At the heart of our new Community Plan/SOA is a desire and people in our communities. But outcomes are the result of a commitment to engage more closely with the needs and aspirations of constellation of influences and it is difficult to isolate the level of our communities in Perth and Kinross. The views and active influence that the CPP has on the wellbeing of the people we serve. involvement of our citizens and communities will be important in helping Engaging the people we are delivering services to and systematically us to understand what matters when we make these difficult decisions. involving them in the assessment of services will be fundamental to our We are committed to ongoing engagement with our communities to understanding of the contribution we are making and the impact we are effectively reshape our services and develop innovative ways of having in the short, medium and longer term. addressing inequalities and improving the quality of life for all.

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