ABERDEENSHIRE COMMUNITY PLANNING BOARD

WEDNESDAY 29 JUNE, 2016, at 1.00 P.M.

Your attendance is requested at a meeting of the ABERDEENSHIRE COMMUNITY PLANNING BOARD to be held in COMMITTEE ROOM 5, WOODHILL HOUSE, ABERDEEN on WEDNESDAY 29 JUNE, 2016, at 1.00 P.M. (with a sandwich lunch being available from 12.30 p.m.).

22 June, 2016 Director of Business Services

To: Cllr R Thomson (Chair), Cllr A Evison, Cllr J Gifford and Cllr M Kitts-Hayes.

Contact Person:- Victoria McCaskill Tel: 01224 665103 Email: [email protected]

Community Planning Partnership Board 29 June 2016, 1.00pm, Committee Room 5, Aberdeenshire Council, Woodhill House, Aberdeen

Networking lunch from 12.30pm onwards

AGENDA

Welcome, Introductions, Apologies and Declaration of Members’ Interest.

1. Declaration of Members’ Interests

2. Statement on Equalities: Consider, and if so decided, adopt: “In line with the Council’s legal duty under section 149 of the Equality Act 2010 the Board, in making decisions on the attached reports, shall have due regard to the need to”:- (i) eliminate discrimination, harassment and victimisation; (ii) advance equality of opportunity between those who share a protected characteristic and persons who do not share it; and (iii) foster good relations between those who share a protected characteristic and persons who do not share it.

3. Minutes & Actions following Board Meeting of 30 March 2016

4. Local Outcomes Improvement Plan Priorities

5. WWS Discussion (post 31 May event) No paper

6. CPP Review Update No paper

7. Endorsement of Local Community Plans 2016-2019 and End of 2013- 2016 Plan Reports

a) Banff and Buchan b) Buchan c) Garioch d) Formartine e) Kincardine and Mearns f) Marr - to follow

8. SOA Focus: Alcohol and Drugs

9. SOA Focus: Older People and Older People’s Charter Monitoring Approach

10. Director of Public Health Annual Report 2016 and Update on the Public Health Review

11. Grampian Health and Transport Action Plan Annual Report 2016

PUBLIC SECTOR EQUALITY DUTY – GUIDANCE FOR MEMBERS

What is the duty?

In making decisions on the attached reports, Members are reminded of their legal duty under section 149 of the Equality Act 2010 to have due regard to the need to:-

(i) eliminate discrimination, harassment and victimisation; (ii) advance equality of opportunity between those who share a protected characteristic and persons who do not share it; and (iii) foster good relations between those who share a protected characteristic and persons who do not share it.

The “protected characteristics” under the legislation are: age; disability; gender reassignment; pregnancy and maternity; race; religion or belief; sex; sexual orientation; and (in relation to point (i) above only) marriage and civil partnership.

How can Members discharge the duty?

To ‘have due regard’ means that in making decisions, Members must consciously consider the need to do the three things set out above. This requires a conscious approach and state of mind. The duty must influence the final decision.

However, it is not a duty to achieve a particular result (e.g. to eliminate unlawful racial discrimination or to promote good relations between persons of different racial groups). It is a duty to have due regard to the need to achieve these goals.

How much regard is ‘due’ will depend upon the circumstances and in particular on the relevance of the needs to the decision in question. The greater the relevance and potential impact that a decision may have on people with protected characteristics, the higher the regard required by the duty.

What does this mean for Committee/Full Council decisions?

Members are directed to the section in reports headed ‘Equalities, Staffing and Financial Implications’. This will indicate whether or not an Equality Impact Assessment (EIA) has been carried out as part of the development of the proposals and, if so, what the outcome of that assessment is.

An EIA will be appended to a report where it is likely that the action recommended in the report could have a differential impact (either positive or negative) upon people from different protected groups. The report author will have assessed whether or not an EIA is required. If one is not required, the report author will explain why that is.

Where an EIA is provided, Members should consider its contents and take those into account when reaching their decision. Members should also be satisfied that the assessment is sufficiently robust and that they have enough of an understanding of the issues to be able to discharge their legal duty satisfactorily.

For more detailed guidance please refer to the following link:- http://www.equalityhumanrights.com/uploaded_files/EqualityAct/psed_technical_guid ance_scotland.doc

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ABERDEENSHIRE COMMUNITY PLANNING BOARD

WOODHILL HOUSE, ABERDEEN

WEDNESDAY 30 MARCH, 2016

Present: Councillors R Thomson (Chair), G Blackett (substitute for Cllr M Kitts-Hayes), A Evison and J Gifford; N Bland, What Works Scotland; D Rodger, Aberdeenshire Voluntary Action; J Loveday, Rural Partnerships Federation; G Ford, Scottish Enterprise; J Griffin, Scottish Government; D Rout, Scottish Fire and Rescue Service; J Anderson, NESTRANS; K Penman (substitute for A Coldwells), Aberdeenshire Health and Social Care Partnership; and C Thomson, Police Scotland.

Apologies: Councillor M Kitts-Hayes; A Coldwells, Aberdeenshire Health and Social Care Partnership; R Bisset, NHS Grampian; and G McDougall, Skills Development Scotland.

Officers: J Savege, Chief Executive; R Johnson, Director of Business Services; D Milne, Area Manager (Garioch); A Roe, Service Manager – Policy, Performance and Improvement; J Revell, Quality Improvement Manager; J Martin, Service Manager (EL&C) Operations; G Howie, Principal Health Improvement Officer; S Humphries and E Wood, Strategic Development Officers; E Allardyce, Employability Co-ordinator; A Johnston; Tackling Poverty & Inequalities Co- ordinator; V McCaskill, Committee Officer; and Naomi Waite, Assistant Committee Officer.

1. DECLARATION OF MEMBERS’ INTERESTS

No interests were declared in respect of the Declaration of Members’ Interests as required by the Code of Conduct for Members.

2. PUBLIC SECTOR EQUALITY DUTY

In making decisions on the following items of business the Board agreed, in terms of Section 149 of the Equality Act, 2010:-

(1) to have due regard to the need to:-

(a) eliminate discrimination, harassment and victimisation; (b) advance equality of opportunity between those who share a protected characteristic and persons who do not share it; and (c) foster good relations between those who share a protected characteristic and persons who do not share it.

(2) where an Equality Impact Assessment was provided, to consider its contents and take those into account when reaching their decision.

3. MINUTE OF MEETING OF 25 NOVEMBER, 2015

There had been circulated, and was approved, the Minute of Meeting of the Community Planning Board of 25 November, 2015.

With reference to item 4 from the meeting, SOA Focus; Economic Growth and Recovery, where it had been agreed to write to Opportunity North East (ONE) to invite them to join the Community Planning Partnership, members noted that this invitation had been declined.

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Members noted the update regarding item 7, Scottish Fire and Rescue Service- Service Transformation Pilot Aberdeenshire that £20,000 joint funding had been secured for the combined role. It was noted that this would be implemented by the end of the first quarter.

4. SOA FOCUS: EMPLOYMENT

There had been circulated a joint report by Annette Johnson and Ewan Allardyce, both Aberdeenshire Council, which asked the Board to (1) discuss the progress made by the Tackling Poverty and Inequalities Strategy Group in delivering the outcomes set out in the Single Outcome Agreement; and (2) challenge the performance as part of the partnership’s governance role to be satisfied that we are collectively doing as much as we can to improve outcomes, plan preventatively and join up resources. An appendix that outlined themes of prevention, resources, place and performance was included with the report by members of the multi-agency Employability partnership group supported through the Tackling Poverty and Inequalities Strategy Group.

During consideration, members discussed the development of community based hubs, co- location of partners and co-delivery of opportunities; the impact of the Oil and Gas downturn on unemployment; and the decline in new business start-ups in Aberdeenshire. Members asked questions about the geographical location of unemployment; teacher recruitment; and the Scottish Government Work Choice scheme.

Thereafter, the Board agreed:-

(1) to note the progress made by the Tackling Poverty and Inequalities Strategy Group in delivering the outcomes set out in the Single Outcome Agreement, and

(2) to acknowledge the work being undertaken to improve outcomes, plan preventatively and join up resources.

5. SOA FOCUS: HEALTH INEQUALITIES AND PHYSICAL ACTIVITY

There had been circulated a report, from George Howie, Principal Health Improvement Officer, Aberdeenshire Council, which asked the Board to (1) discuss the progress made by the Health Inequalities Group and wider partners in delivering the outcomes set out in the Single Outcome Agreement; (2) support activity by demonstrating how each partner was contributing towards the ‘Health Inequalities and Physical Activity’ priority; and (3) challenge performance as part of the Partnership’s governance role to be satisfied that work was being undertaken to improve outcomes, plan preventatively and join up resources. An appendix that outlined themes of prevention, resources, place and performance was included with the report by members of the multi-agency Health Inequalities Group.

During consideration, members discussed Aberdeenshire Council’s plans to implement smoke free grounds across its premises in April 2016; CPR training for the public at local Fire Stations; and how to improve understanding of who are part of the inactive population.

Thereafter, the Board agreed:-

(1) to note the progress made by the Health Inequalities Group and wider partners in delivering the outcomes set out in the Single Outcome Agreement,

(2) to note the support demonstrated by partners in contributing towards the ‘Health inequalities and physical activity’ priority, and

(3) to acknowledge the work being undertaken to improve outcomes, plan preventatively and join up resources, Item: 3 Page: 3

6. SOA FOCUS: EARLY YEARS

There had been circulated a joint report, from Jonathan Revell, Quality Improvement Manager (Early Years) and Sophie Humphries, SDO (Community Planning, both Aberdeenshire Council. The report asked the Board to (1) discuss the progress made by the Early Years Strategy Group in delivering the outcomes set out in the Single Outcome Agreement; (2) support activity by demonstrating how each partner has contributed towards the ‘early years’ priority; and (3) challenge performance as part of the Partnership’s governance role to be satisfied that work was being undertaken to improve outcomes, plan preventatively and join up resources.

During consideration, members discussed the performance indicator table and the values details; and the Aberdeenshire Children and Young People’s services inspection findings and developments. Members asked questions about the percentage of newborn children exclusively breastfed at 6-8 weeks; and queried why data was missing regarding the 2014/15 child poverty figures. Sophie Humphries had information about the missing figures and it was agreed that she would send this to members.

After consideration, it was agreed:-

(1) to note the progress made by the Early Years Strategy Group in delivering the outcomes set out in the Single Outcome Agreement,

(2) to support activity by demonstrating how each partner has contributed towards the ‘early years’ priority, and

(3) to acknowledge the work being undertaken to improve outcomes, plan preventatively and join up resources.

7. SCOTTISH FIRE AND RESCUE SERVICE – FIRE AND RESCUE FRAMEWORK FOR SCOTLAND 2016

A report had been circulated at the meeting, dated 22 March, 2016, by the Local Senior Officer Aberdeenshire and Moray, which sought acknowledgement from the Board regarding the publication of the draft Fire and Rescue Framework for Scotland 2016. The report also invited board members to participate in and respond to the consultation.

It was agreed that responses to the report would be would be considered outwith the meeting.

8. COMMUNITY SAFETY HUB – VERBAL UPDATE

Doug Milne, Area Manager (Garioch), provided the Board with a verbal update on the progress of the Community Safety Hub. The Board was advised that the proposed Westhill Police Station and co-hub and the co-hub in Peterhead had received support from the Police and the Scottish Fire and Rescue Service.

Members noted the update.

9. FINANCIAL MONITORING 2015/16 AND BUDGET ALLOCATION 2016/17

There had been circulated a report, by the Strategic Development Officer (Community Planning), which provided the Board with budget monitoring information for 2015/16, as at the end of February 2016, for the Community Planning budget and the Local Community Planning budgets. The report also provided the Board with proposed budget allocations for 2016/17.

Item: 3 Page: 4

After consideration, the Board agreed:-

(1) to note the contents of the report,

(2) that the underspend in the budget as at 31 March 2016 be carried over to the following year to cover any gap in funding partner contributions or to be available for unexpected costs, and

(3) to note the partner contributions in 2016/17 and the budget allocations, however members decided not to formally agree until more precise figures were available further into 2016/17.

10. AUDIT SCOTLAND UPDATE REPORT ON COMMUNITY PLANNING

There had been circulated a report, by the Strategic Development Officer (Community Planning), which provided the Board with information on the Audit Scotland Community Planning Update Report.

After consideration, the Board agreed to note the progress made by Aberdeenshire CPP on the recommendations in Audit Scotland’s November 2014 report.

11. WHAT WORKS SCOTLAND – FOLLOW UP FROM 26 JAN CPP BOARD SESSION

The Chair introduced Nick Bland, What Works Scotland, who delivered a presentation to the Board on the progress of the What Works Scotland programme. The presentation commenced with an overview of the aims for collaborative work and covered the cycle of collaborative learning and reflection. The presentation then focused on what works for effective partnership and how to implement recommendations. Finally the next stages of the programme were outlined which included the following key dates: 16 May, 2016 WWS/CPP Prevention event; 18 May, 2016 CPP Executive Group meeting; 31 May, 2016 Board/Executive development session; and CPP Board meeting in June.

After consideration, the Chair thanked Mr Bland for an informative presentation and the Board agreed to note the information provided in the presentation.

12. AVA, RURAL PARTNERSHIP AND COUNCIL LIAISON GROUP – TERMS OF REFERENCE AND MINUTE OF MEETING

There had been circulated a report, by the Strategic Development Officer (Community Planning) which asked the Board to (1) formally acknowledge the formation of the AVA/ Local Rural Partnership/ Council Liaison Group (Third Sector Forum) and the Terms of Reference provided; and (2) note the minute of the meeting of the Liaison Group (Third Sector Forum).

Members noted the update and agreed to note the minute of the meeting of the Liaison Group (Third Sector Forum).

13. NATIONAL EVALUATION OF THIRD SECTOR INTERFACE MODEL AND VOLUNTARY ACTION SCOTLAND

There had been circulated a report, by the Strategic Development Officer (Community Planning) which asked the Board to note the evaluation of the Third Sector Interface model and Voluntary Action Scotland taking place in the first half of 2016.

Members agreed to note the information provided. Last updated: 09/06/2016

Aberdeenshire Community Planning Board - Action Sheet from 30 March 2016

# Agenda Action Lead Status Item 1. 5. Invite Susan Webb (Interim Director of Public Health, NHS SDOs Agenda Item 8, 29/06/2016 Grampian) to provide an update on the Public Health Review and C Littlejohn substituting for S Annual Director of Public Health Report Webb

2. 6. Circulate updated Child Poverty figures (2013/14) SDOs Circulated: 01/04/2016

3. 7. Partners to consider individual responses to the consultation to the All Deadline: 13/06/2016 Fire and Rescue Framework for Scotland 2016

4. 9. Circulate most recent LCPG budget figures SDOs Circulated: 05/04/2016

5. 11. Board members to attend joint WWS and Aberdeenshire Board All Event held: 31/05/2016 and Executive Development Day 31st May 2016 (Inverurie) Good attendance from a wide range of partners, feedback to be provided 29/06/2016 6. LOIP Sub-Executive Group to condense the list of current priorities and Executive Agenda Item 3, 29/06/2016 Discussion return to the CPP Board in June with recommendations

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ABERDEENSHIRE COMMUNITY PLANNNING PARTNERSHIP BOARD 29 JUNE 2016

LOCAL OUTCOMES IMPROVEMENT PLAN PRIORITIES

1 The Board is recommended to:

1.1 Provide strategic direction on the proposed priorities identified at sections 2.4 and 2.5 (also see 2.8 and 2.9);

1.2 Endorse proposed priorities for inclusion in the Local Outcomes Improvement Plan; and

1.3 Request a progress report be presented to the next meeting

2 Background / Discussion

2.1 The Board agreed to delegate the development of priorities for inclusion in the new Local Outcomes Improvement Plan in Aberdeenshire to the Executive at its meeting in November 2015, Appendix One provides an outline of the development process to date.

2.2 A wide range of qualitative and quantitative evidence has been used to produce an ‘Evidential Narrative’ and a ‘Life Stages Outcomes’ document, which set the evidence in the context of existing plans, actions and priorities. These documents contain evidence included in the 2015 Local Strategic Assessments, partner’s Strategic Assessments, research documents and datasets, community engagement feedback, performance reporting information, Citizens’ Panel feedback, PESTELO/Horizon Scanning feedback and Open Source data. This evidence has then been tested against the six criteria identified by the Sub-Executive group to determine the most pressing priorities for the CPP. The six criteria are listed in Appendix Two to this report.

2.3 A list of three draft themes and associated potential priorities was presented to the CPP Board in March 2016. Partners agreed that a narrower focus was required and the list of proposed themes and priorities has been reduced through further engagement with Executive members. The priorities identified are known as “wicked issues” which no single agency can successfully solve alone. The LOIP will not record partnership working in areas where outcomes are already being achieved successfully, instead focusing on areas where additional or new joint action is most needed.

2.4 The priorities identified are as follows:  Reducing child poverty  Reducing alcohol consumption  Improving access to affordable transport

Item: 4 Page: 2

2.5 In addition, partners agreed than an underlying principle in the LOIP should be a commitment to ‘Supporting our communities to become stronger, more integrated and more inclusive’ by all partners - through action taken to deliver all priorities, engagement mechanisms, the implementation of place based approaches and the terms of the Community Empowerment (Scotland) Act 2015

2.6 The Sub-Executive agreed to retain a ‘watching brief’ on obesity and homelessness during the development process and beyond. The terms of the Community Empowerment (Scotland) Act will require us to review the LOIP on a regular basis and these priorities may be included within the LOIP at a later date or through Locality Plans, should it be appropriate.

2.7 Appendices three to five contain summary sheets providing key headline information relating to each priority. Appendix six contains further information regarding the underpinning principle of ‘Stronger, more inclusive and integrated communities’. Full background information on each priority is included within the ‘Life Stages’ Document, or within each priority template (as discussed at the CPP Executive on 18th May 2016).

2.8 Partners are asked to discuss and endorse the three proposed priorities. These priorities have been tested out with Executive members, Aberdeenshire Council’s Corporate Leadership Group and a grouping of Board and Executive members. Priorities One and Two (Reducing child poverty and Reducing alcohol consumption) have received broad endorsement, however, there is still some uncertainty regarding Priority Three (Access to affordable transport). “Improving/enhancing connectivity” (incorporating affordable travel and digital services) or “access to services” (incorporating affordable travel, digital services, and co-located services in local areas) have also been suggested as appropriate titles for the third priority. Board members are asked to provide strategic guidance on this issue.

2.9 There is also uncertainty in regard to the underpinning principle of Stronger Communities (with an even split between inclusion as a separate priority or as an underpinning principle between Executive members). Board members are asked to provide further strategic guidance here.

2.10 Further debate has also taken place regarding action to support the most vulnerable individuals and communities within Aberdeenshire. Having further explored this issue with partners on 31st May, we propose that supporting vulnerable people should be included as an underpinning principle in our LOIP and Partnership Agreement. Supporting information and action plans for each priority should set out how we seek to identify and address vulnerability.

2.11 During the coming months, partners will work together to; identify the key measures that will evidence success, develop proposed action plans and consider the structural arrangements that will need to be in place to best support the Partnership to deliver the priorities. The Partnership will need to Item: 4 Page: 3

consider the structural arrangements that will need to be in place to best support the delivery of the LOIP. The CPP will also engage with communities on the proposed LOIP priorities and all partners will be asked consider how they will embed delivery of priorities into their individual planning frameworks.

2.12 It is proposed that progress report return to the Board in September 2016 to provide an update and to seek strategic direction as appropriate.

3 Equalities, Staffing and Resource Implications

3.1 A full Equalities Impact Assessment will be undertaken on the Local Outcomes Improvement Plan, once priorities have been agreed in principle by the CPP Board in June 2016.

3.2 Until the LOIP and associated action plans have been developed it is difficult to quantify staffing and resource implications, however, all partners will be expected to contribute the development and delivery of the LOIP.

Ritchie Johnson Director of Business Services, Aberdeenshire Council

Report prepared by Sophie Humphries, Strategic Development Officer (Community Planning) 8 June 2016 Item: 4 Page: 4

APPENDIX ONE

LOIP DEVELOPMENT PROCESS TO DATE (JUNE 2016)

Date Item 28 October The Executive approved the recommendation to develop a LOIP (instead of 2015 revising the current SOA) and to support the development process.

25 The Board approved the recommendation to develop of a LOIP and November delegated the development of priorities to the Executive. 2015 10 An initial LOIP development meeting with several Executive members. All November partners were requested to share relevant data and evidence to help draft a 2015 ‘Strategic Assessment’.

1 February A sub group of Executive met to discuss the ‘Evidential Narrative’ prepared 2016 using partnership data. A ‘Life Stages’ approach suggested to improve the usability of the evidence base. Criteria for the identification and selection of LOIP priorities developed and agreed. Additional research prepared on approach to SOAs and LOIPs by other CPPs and current partner priorities were mapped to the SOA and emerging priorities.

19 February Update on process and timescales circulated to all partners electronically. 2016 24 March ‘Life Stages Document’ and emerging priorities circulated electronically to the 2016 Executive Sub-Group for consideration.

30 March A list of three draft priorities and associated sub-priorities was presented to 2016 the CPP Board. Partners agreed that a narrower focus was required and asked the Executive to discuss further.

20 April Life Stages Document and Board presentation circulated to all partners for 2016 information. Partners requested to submit additional evidence and share within individual organisations.

3 May 2016 Sub group of Executive met to discuss the evidence base following the CPP Board meeting. Individual priority templates, measuring priorities against criteria, developed for discussion.

18 May Executive members discussed and broadly endorsed the proposed priorities 2016 during a closed session (information circulated to partners in advance).

25 May Aberdeenshire Council’s Corporate Leadership Team discussed the 2016 proposed priorities.

31 May A number of Executive and Board members explored the proposed priorities 2016 during the WWS & CPP Joint Development Day.

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APPENDIX TWO

CRITERIA FOR SELECTION OF LOIP PRIORITIES

Criteria Essential/Desirable Status

Evidence based (qualitative and quantitative data). Essential

All partners should be able to contribute to the priorities Essential through joint action and resourcing and/or see tangible benefits from cross cutting priorities. (Making efficient use of our collective resources).

Preventative or early intervention (or a combination Essential approach aimed at tackling current issues but looking towards preventing future issues/breaking the cycle).

Addressing socio economic inequalities (beyond SIMD Desirable (highly areas) to ensure universal achievement of key outcomes encouraged) across Aberdeenshire.

Where existing activity needs additional focus or support to Essential achieve the desired outcomes.

Clear outcomes for communities which are understood by Essential all partners.

Developed by the Sub-Executive Group and approved by the CPP Executive 18th May 2016 Item: 4 Page: 6

APPENDIX THREE - Proposed LOIP Priority: Reducing Child Poverty Why is this important in Aberdeenshire? Child poverty has long last effects and is related to more complicated health histories over the course of a lifetime, impacting on potential incomes and educational attainment and perpetuating intergenerational inequality. Work, however, does not provide a guaranteed route out of poverty – nationally almost 64% of children growing up in poverty live in a family where at least one person works. Whilst the gap between the rate of child poverty between the least and most deprived communities in Aberdeenshire has reduced by 4.6% in recent years (faster than the Scottish average of 3.6%) there are still significant rates of child poverty in Aberdeenshire, which may be further masked by the rurality of the area (with around 6,500 children living in poverty). Welfare reform, zero hour contracts, fuel poverty, the decline of the oil and gas sector, rising housing, childcare and transport costs, rising unemployment and associated debt and mental health issues impact on the number of children living in poverty, and is anticipated that current figures will increase.

 Aberdeenshire has seen an increase of 3.7% in the gap in educational attainment at S4 between the least and most deprived communities, in contrast to a reduction of 12.5% across Scotland.

 In 2015 an estimated 22% of people in Aberdeenshire earned less than the living wage (an increase of 1.2% from 2014)

 In 2013/14 8.1% of first time mothers in Aberdeenshire were under the age of 19, however Ward 6 (Peterhead South and Cruden) has almost double the national average.

 During 2014/15 7,627 people in Aberdeenshire accessed information advice services, a significant increase from 1,312 people in the previous year. The Westhill CAB manages the largest amount of private debt of any CAB network in Scotland.

Percentage of children in poverty (post housing costs) 2013/14

Peterhead South & Cruden Ward 19.40%

Fraserburgh & District Ward 21.60%

Troup Ward 25.60%

Banff and Buchan Area 21.20%

Aberdeenshire Average 13.50%

National Average 22.00%

0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00%

A research tender is being prepared to commission an information sharing framework and assessment of current child poverty levels across Aberdeenshire. This will also help us to understand why figures for certain areas are markedly different to comparator areas across Scotland. Different approaches to tackling child poverty will have to be implemented according to individual family circumstances. Item: 4 Page: 7

APPENDIX FOUR - Proposed LOIP Priority: Reducing alcohol consumption Why is this important in Aberdeenshire? Reducing alcohol consumption will have significant benefits for all communities and partners across Aberdeenshire. Alcohol-related hospital admissions are a likely proxy measure for a range of other alcohol-related social, physical, mental and legal problems. Age related factors can lead to increased drinking, such as social isolation and loneliness, life transitions such as retirement and bereavement, medication use, dementia and frailty – which is important given our ageing demographic in Aberdeenshire.  20% more alcohol is purchased in Scotland than in England and Wales – with the majority of this being purchased in off licenses and supermarkets  1 in 20 deaths in Grampian are due to alcohol. The cost of alcohol related hospital admissions for NHS Grampian is estimated to be over £7million per annum, which rises to £17million if partially-attributed alcohol deaths are included.  Individuals of a lower socio-economic status are more likely to experience higher levels of alcohol-related harm than their counterparts with a higher socio- economic status, despite drinking similar amounts, for example they are twice as likely to be hospitalised or die from alcohol-related factors. Big Picture Figures in Aberdeenshire Current status 43% drink above sensible limits; 10,400 dependent drinkers; 14% engaged with specialist services. 27 alcohol directly-related deaths in 2014. Long term Signs of improvement in school age people over past 3-4 years. Fewer 15 year olds have had a proper alcoholic drink but we are still 6% above the National average. Medium term Rate of those drinking above recommended limits stubbornly staying at 43%. Minimum unit pricing and control in the growth of supermarket off-sales are key. We have seen an increase in alcohol related deaths since 2010 from 8.11 per 100,000 to 10.3. Short term Alcohol related hospital admissions have declined to 306 per 100,000 from their peak of 437 in 07/08. Despite recent increases, the alcohol death rate is consistently lower than Scotland but still historically high compared to 20 years ago and European rates. Partners have chosen to focus on reduction of alcohol consumption as opposed to substance misuse more widely, as only 14% of those who are dependent drinkers engage with services currently. A focus on changing the culture of around alcohol consumption is where the CPP can provide the greatest ‘added value’, for example through a focus on; the role of licensing boards, lobbying central Government, education (adults) and increasing professional understanding of alcohol consumption. The ADP is a partnership operating on behalf of the CPP and this priority will be pursued through the deliver and refinement of the ADP’s delivery plan. Item: 4 Page: 8

APPENDIX FIVE - Proposed LOIP Priority: Access to affordable transport Why is this important in Aberdeenshire? Travel offers the means to “reach essential opportunities such as a jobs, education, shops and friends which affect the quality of life. Lack of mobility is inextricably linked to social disadvantage and exclusion”. All partners have identified access to transport as a key concern and transport features prominently in all community engagement feedback.

 Adults in Aberdeenshire are significantly more likely to own a car – 85% as opposed to 69% nationally. However, this may be due to the lack of alternative transport options (rather than a lifestyle choice or as a consequence of income levels).

 79% of people in Aberdeenshire find local services fairly or very convenient, an increasing trend since 2011, but below our 84% target. The percentage of bus users who are very or fairly satisfied with the quality of public transport has been decreasing annually since 2011, but remains above the national average.

 Consultation with Citizens’ Panel members found that 37% expressed no interest in reducing their car usage. The most frequently given reasons for not replacing car journeys with other modes of transport were; the safety and convenience of walking and cycling, the reliability and availability of public transport and time constraints.

 Nationally, 76% of people aged 75+ and 35% of those aged 60-74 do not use the internet, which has implications for the roll out of digital services aimed at this demographic. In addition, significant portions of Aberdeenshire do not have access to the 3G or super-fibre broadband networks and there are issues regarding literacy. What additional ‘added value’ can the CPP provide? Significant amounts of work are already underway to improve our transport networks, in which many partners are already playing an active role. For example; investment in road, rail and cycling infrastructure improvements, multi-modal transport studies, Park & Choose Facilities, Integrated Travel Towns, City Region Deal, HTAP and support for demand responsive transport. Issues related to accessibility of transport may also be addressed through actions to support the reduction of child poverty (e.g. financial inclusion/season ticket loans etc.) and to help support our communities to become stronger, more inclusive and integrated. There may be little further we can do to improve outcomes related to this priority. Options for addressing this priority

Joint transport procurement process for partners Training and support for volunteer drivers. (pooling collective resource

Participatory Budgeting – working with Raising awareness of the impact of transport on communities to tender for bus service provision service users and communities within our individual organisations.

Focus on the provision of co-located Focussing on specific areas of need for a time hubs/service points for services which can be limited period, e.g. exceptionally rural areas decentralised or delivered online (reducing the through a Locality Plan. demand for transport).

Lobbying the private sector and national and Further research to define the areas of greatest central government for increased funding for need and the requirement for transport. concessionary passes. Item: 4 Page: 9

APPENDIX SIX - Proposed underpinning principle: Supporting our communities to become stronger, more integrated and inclusive’ Executive members are evenly split as to whether ‘Stronger communities’ should be included as a LOIP priority or underpinning principle. ‘Successful, inclusive and resilient communities with the confidence, capability and capacity to tackle the things that matter to them’ was included as a priority within our SOA and variations of this wording also feature within our new 2016-2019 Local Community Plans.

 By 2037 the population of Aberdeenshire is projected to increase by 17.3%, compared to 8.8% nationally and the largest component of the projected population change will be net migration.

 The largest population increase is expected in the 75+ age group, loneliness and social isolation can increase the risk of premature death by 30% for older people.

 13% of people in Aberdeenshire have participated in a consultation or engagement exercise and 27% of adults have given up their time to volunteer within the past 12 months (figures decreasing annually). The majority of people surveyed by the Citizens’ Panel are happy to be kept informed, rather than directly involved in decision making and an increasing proportion feel that they have enough opportunities to influence decision making.

 Aberdeenshire generally has a low/average social vulnerability to flooding, however there are a few areas of flood disadvantage – defined as areas of high social vulnerability to flooding which coincide with spatially high-level hazard exposure.

 Our WEMWEBS score remains consistent at 50.63% for adults, showing a long term upward trend.

 91% of residents stated that they feel ‘very’ or ‘fairly safe’ when walking alone in their local neighbourhood after dark

Reasons for inclusion as a principle Reasons for inclusion as a priority

Difficulty in measuring these concepts and To increase its prominence and ensure it multiple interpretation. Fragmented does not get ‘forgotten’. responsibility further compounds this.

This principle is already implicit within each There are various mechanisms for of the priority areas and our Engagement measurement through existing and third strategies. For example, through the sector KPIs implementation of place-based approaches.

Action to support communities is a Makes a clear commitment to communities, legislative requirement under the allowing the Partnership to be held to Community Empowerment (Scotland) Act account and supporting the ‘shift of 2015 resources’ and cultural change.

Action to support communities is best taken Making a clear statement regarding the and co-ordinated at a local level, for growth of personal/collective responsibility. example local action taken to support those affected by the New Year flooding.

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ABERDEENSHIRE COMMUNITY PLANNING PARTNERSHIP BOARD 29 JUNE 2016

ENDORSEMENT OF LOCAL COMMUNITY PLANS 2016-2019 AND END OF 2013-2016 PLAN REPORTS

1. The Board is recommended to:

1.1 Review and endorse the 2016-2019 Local Community Plans for each Local Community Planning Group; 1.2 Agree to receive annual updates on progress in September each year; 1.3 Support the use of the Covalent performance management system to monitor the Local Community Plans; 1.4 Consider how the Board may wish to support and challenge Local Community Planning Groups in future; and 1.5 Note the progress made during the lifespan of the 2013-2016 Local Community Plans (as included in the End of Plan reports)

2. Background / Discussion

2.1 The 2016-2019 Local Community Plans have been agreed by each individual Local Community Planning Group and are presented to the Board for review and endorsement only. These plans will replace the current LCPs, which have been in place since September 2013, and an accompanying end of plan report for each area is included to provide an overview of progress.

2.2 The 2016-2019 Local Community Plans plans have been developed in close consultation with communities and partners over the past 12-18 months and contain roughly 3-5 priorities each, aligned to the current Scottish Government National Outcomes. Appendix 1 provides detail of the development process for the Local Community Plans. The plans now conform to a condensed format, to reduce duplication of information contained within the 2015 Local Strategic Assessments, as agreed by Local Community Planning Group representatives. These plans will be published on 1 August 2016 and will follow a consistent and attractive brand similar to the previous designs. A session with Local Community Planning Officers and partners will be held during summer 2016 to capture and share best practice and feedback.

2.3 The priorities and actions contained within these plans have been used an initial starting point to develop Aberdeenshire CPP’s new Local Outcomes Improvement Plan, which will replace our current Single Outcome Agreement Item: 7 Page: 2

(2013-2023) in March 2017. Appendix 2 provides an overview of the priorities contained within each plan, whilst copies of each Local Community Plan and accompanying ‘End of Plan’ reports are included in further Appendices.

2.4 Whilst the priorities contained within the plan are static, these are very much ‘live plans’ and updated Action Documents will be circulated on a regular basis and will be available on the Our Aberdeenshire website. Any emerging needs will also be reflected during an annual review of the plan.

2.5 Board members should review the plans to ensure that the plans address local need and appropriately reflect what will be demanded of community planning in the years ahead. Furthermore, partners may wish to consider how specific local priorities can be strategically supported.

2.6 It is proposed that each Local Community Planning Group continue to provide an annual report to the CPP Board in September of each year, accompanying our annual SOA/LOIP report, in addition to 6-monthly reporting to joint Area Committee, Area Management Team and Local Community Planning Group meetings. Local Community Planning Groups will use the Covalent performance management system to monitor actions in the plans (previously reported to the Board in June 2012). This system is internet-based and all partners responsible for significant monitoring of local actions are encouraged to use it. Further details to take this forward will be set out at Local Community Planning Groups. The Board may wish to consider how it supports and challenges during the next three years. Local Community Planning Groups also have the ability to submit Exception Reporting to the CPP Board, in order to seek further support or strategic guidance as required.

3. Equalities, Staffing and Resource Implications

3.1 A full Equalities Impact Assessment has been undertaken on each Local Community Plan and will be available online and on request. Any resource commitments from partners will have been previously agreed within Local Community Planning Groups.

Ritchie Johnson Director of Business Services, Aberdeenshire Council

Report prepared by Sophie Humphries, Strategic Development Officer (Community Planning) 9 June 2016

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APPENDIX 1 DEVELOPMENT PROCESS FOR 2016 – 2019 LOCAL COMMUNITY PLANS

Timeframe Item(s) September 2014 PESTELO Horizon/Scanning Events with LCPGs and – April 2015 wider partners

Data collection process commenced

January 2015 Engagement with communities and partners, through a onwards variety of mechanisms, e.g. Community Council Forums, Ward Forums, Social Media, Survey Monkey, Aberdeenshire’s Citizens’ Panel etc.

August 2015 Circulation of Local Strategic Assessments (2015)

September – Prioritisation process using evidence included within December 2015 Local Strategic Assessments, supplemented by additional engagement feedback

January 2015 – Local Community Plans drafted – including May 2016 supplementary action plans – and consulted upon further

22 June 2016 Deadline for approval of 2016-2019 Plans by Local Community Planning Groups

Deadline for endorsement of Local Community Plans by Area Committees

Deadline for completion of Equalities Impact Assessment, Risk Assessment and Performance Framework

End of 2013-2016 Plan Leaflet to be submitted to the CPP Board

29 June 2016 Presentation of 2016-2019 Local Community Plans and 2013-2016 ‘End of Plan’ Reports to the CPP Board for endorsement

1 August 2016 Publication of Local Community Plans 2016-2019 (Communications plan to be developed)

Formal adoption of LCPs by LCPGs and presentations to stakeholders and those responsible for delivery

APPENDIX 2 OVERVIEW OF PRIORITIES INCLUDED WITHIN THE 2016-2019 LOCAL COMMUNITY PLANS Banff and Buchan Buchan Formartine Garioch Kincardine and Marr Mearns Stronger Empowered Inequalities Healthier Strong Communities Empowered and Communities Communities Communities Confident Focus on supporting Communities communities to achieve better outcomes Safer Communities Healthier Safer Stronger Well-being Economic Communities Communities Communities Development Focus on inclusive community spaces and opportunities

Supporting Active Safer Empowering Safer Communities Connecting People - Healthy, Safe and and Healthy Communities strong resourceful Happy Communities Communities communities Focus on active travel routes Tackling Inequalities Stronger Transport and NOTE – NOTE - Overarching Connected Communities Sustainable Overarching theme theme of reducing Communities Travel of community inequalities Connectivity and Our Environment resilience Natural Heritage and Transport Environment

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DRAFT

Banff and Buchan Community Plan 2016 - 2019

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CONTENTS

(Graphics can you list and number to correspond how it will run its it final format)

Foreword by Chair of Local Community Planning Group ...... Page 3 Executive Summary ...... Page 4 Background ...... Page 5 PESTELO ...... Page 6 Developing the Plan ...... Page 18 Single Outcome Agreement ...... Page 19 Priorities 2012/2015 ...... Page 19 ACTIONS/OUTCOMES ...... Page 20 How Are We Doing? ………………………………………………….. Page 28 Contact Details ………………………………………………………….Page 28

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Welcome to the Banff and Buchan Community Plan 2016-2019

Dear Colleagues

The plan brings together the key priorities and partnership actions that are proposed for the next three years, which will help the Banff and Buchan Community Planning Group to develop partnership actions working with our local communities to help make a difference in Banff and Buchan.

The Local Community Planning Group has been an important focus in the area for joint working around the themes of:

Stronger Communities Safer Communities Healthy and Active Communities Tackling Poverty and Inequalities Transport and Connectivity

The Local Community Planning Group continue to grow and the development of this plan is the next step as partners seek to build on positive local relationships in order to increase the focus on prevention and secure continuous improvement in public service delivery. The Plan will support the delivery of a number of initiatives around Welfare Reform, Employability and Health, as well as supporting community events and activities. The shared overall aim is to achieve better outcomes and improve the quality of life for the residents of Banff and Buchan.

Communities have high expectations of public services and have a key role to play in helping to shape and deliver better outcomes within their communities.

It is the aim of the Local Community Planning Group to unlock that potential by continuing to work with communities to build a strong understanding of their needs and aspirations.

A significant part of this plan relates to ensuring effective involvement not just of the public sector but also of the private and third sectors in order to ensure communities are appropriately empowered to enable them to meet their long term vision and aspirations.

We hope you enjoy reading the plan and it informs you about what we are doing to improve Banff and Buchan.

Margaret-Jane

Margaret-Jane Cardno Banff and Buchan Area Manager Chair of Banff and Buchan Community Planning Group

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EXECUTIVE SUMMARY

This edition of the Banff and Buchan Community Plan 2016 – 2019 brings together input from Community Planning Partners, Elected Members and most importantly local communities. It outlines key actions to be taken to meet local needs and priorities over a three year period and therefore is a key strategic document for the area.

The Partnership brings together the public, voluntary and private sectors in and channels their resources in order to strengthen Banff and Buchan’s future and make this a great place to live, work, visit and invest.

In order to achieve the Partners vision of the best quality of life for everyone in Banff and Buchan, this edition of the Banff and Buchan Community Plan focuses on the following set of long term outcomes to be delivered for local communities:

Stronger Communities Safer Communities Supporting Healthy and Active Communities Tackling Poverty and Inequality Connectivity and Transport

For each of these high-level priorities, the Partnership has identified a range of supporting outcomes, outputs and actions.

The plan has been shaped and developed using engagement and consultation with local communities, from information and knowledge shared by organisations working within the area and from statistical information from the Banff and Buchan Strategic Assessment which has demonstrated current trends and emerging priorities. We have also considered changes which may affect the outcome of priorities in the future so that these may be incorporated within future planning and delivery of actions.

Banff and Buchan’s community planning partners have signed up to these shared outcomes. Lead partnership groups will work together with the people and communities within Banff and Buchan to deliver these objectives, with each partner providing a unique and valued contribution

Working in partnership to deliver this Plan will also incorporate the Community Empowerment Act (2015) and this will help to inform how we work with communities in the future to deliver our key priorities and their outcomes. We have already started this process through Participatory Budgeting which enables communities to have more say about local services and initiatives they would like to see developed and through consultation methods such as Community Action Plans which engage and empower communities to help them identify priorities for their area.

Banff and Buchan Community Planning Partnership is committed to promoting equalities and through the Single Outcome Agreement approach, all Community Planning Partners have committed to embedding equalities in their service delivery. Local outcomes will seek to promote equality of opportunity across Banff and Buchan and will contribute to the indicators that have been developed to monitor progress.

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The Banff and Buchan Area

Overview

Banff and Buchan is a coastal community which relies to a large extent on the traditional fishing and agriculture sectors. The main settlements in Banff and Buchan are Fraserburgh, Macduff and Banff and the area has a beautiful and dramatic coastline, attractive coastal villages, visitor attractions, and has seen major investment in recent years to upgrade port facilities at Fraserburgh (an important site for fish landings and processing) and Macduff. The town centres within these the three main settlements are a priority issue and will benefit from new investment in the next few years. In addition, the area has an increasingly ageing population, which presents challenges for the delivery of key services. Banff and Buchan also suffers from pockets of deprivation. It has a high proportion of the most disadvantaged data zones within the Aberdeenshire area - in particular around Fraserburgh, which has been identified as a Regeneration Priority Area (RPA) for Aberdeenshire Council. The area has also experienced the knock-on effects arising from the decline of the fishing fleet.

Population

Banff and Buchan has a population of 35,277. The three main settlements in Banff and Buchan are Fraserburgh (13,183), Banff (4,020) and Macduff (4,030), the Area has seen an increasing and aging population this provides unique challenges in delivering services. Fraserburgh and Banff/Macduff are the area’s two most significant destinations. Overall the area’s population has increased by 6.9% in the last decade.

Employment, income and earnings

Banff and Buchan is more self-contained than other Areas in Aberdeenshire with 72% of the working population working within the area. The economy remains largely based on the traditional industries of fishing and agriculture. In 2014 there were an estimated 302 unemployed persons in the Banff and Buchan Area which is 25.7% of Aberdeenshire’s jobless.

The Area has a higher level of anti-social behaviour complaints and more environmental problems. In addition most complaints about drug dealing are concentrated in the North coastal areas. The prevalence of certain aspects of anti- social behaviour has declined and the Community Planning Partnership are actively working towards continuing to reduce these figures through local diversionary projects and task groups set up to address anti-social behaviour. The area has a relatively low rate of homelessness compared with the rest of Aberdeenshire.

Skills, Education and Training

In the Banff and Buchan area 91.7% of school leavers go onto a positive destination, this is higher than the Aberdeenshire average of 91.3% and the Scottish average of 88.8%. This can be broken down further to 92.2% going onto, positive destinations from Banff Academy and 95.0% from Fraserburgh Academy.

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DEVELOPING THE PLAN

This plan has been developed using a variety of methods including a ‘Horizon Scanning’ exercise, statistical information highlighted from the Banff and Buchan Community Planning Strategic Assessment, through joint meetings and discussions with the Community Planning Partners, Elected Members and the Area Management Team and engagement with our local communities.

The Banff and Buchan Community Planning Group will monitor the plan every six months and both the Banff and Buchan Area Committee and the Banff and Buchan Area Management Team will be involved in the process.

Additionally the Banff and Buchan Local Community Planning Group will carry out an annual review of the plan every year to ensure it remains relevant for the people of Banff and Buchan.

BANFF AND BUCHAN PRIORITIES 2016 – 2019

The Local Community Planning Group recognises that regeneration is a priority issue for Banff and Buchan, specifically the physical regeneration of town centres.

The Community Plan is designed to support regeneration and place making agendas, specifically social regeneration. It is designed to improve the communities and neighbourhoods within Banff and Buchan by supporting; community engagement, urban master planning, neighbourhood management, research and evaluation and training.

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STRATEGIC CONTEXT

STRONGER COMMUNITIES

SUCCESSFUL, INCLUSIVE, RESILIENT COMMUNITIES WITH THE CONFIDENCE, CAPABILITY AND CAPACITY TO TACKLE THE THINGS THAT MATTER TO THEM

Safer and stronger communities and reducing reoffending has been identified as a national priority for inclusion in the Single Outcome Agreement. As part of the stronger element, Aberdeenshire Community Planning Partnership has identified ‘supporting communities and volunteering’ as a priority for its Single Outcome Agreement.

Understanding Banff and Buchan

1. Getting people involved in contributing to their local communities can be achieved through volunteering. In 2013, Citizens’ Panel respondents indicated a high proportion of volunteering in Banff & Buchan, amongst the highest in Aberdeenshire. Across Aberdeenshire, the main activities that people volunteer their time for include local community/neighbourhood groups, hobbies/social clubs, activities for children and young people and the elderly

2. Individuals within Banff & Buchan are increasingly engaged in the democratic process. Although a higher proportion of people are registering to vote, not all are doing so. In the 2014 Scottish Independence Referendum, 12.8% of those registered to vote in Aberdeenshire, chose not to do so. The increasing numbers of those becoming engaged with the democratic process are not necessarily reflected in the citizen’s panel surveys of people’s desire to be involved in decision making at a local level. An increasing proportion of people in Aberdeenshire feel that they have enough opportunity to influence decision making with almost 50% of BB respondents reflecting this opinion.

3. A number of communities in Banff & Buchan have, or are in the process of developing Community Action Plans. The most successful plans rely on those that are in the community and a number of communities are being proactive in gathering evidence through initiatives such as conducting town surveys or planning for real engagement exercises. These involve the local community identifying priorities and agreeing to take those forward in a plan. These plans help implement change in local areas by identifying local priorities, what actions will be taken and who they will be taken by. They give community groups ownership over working towards the goals they wish to achieve on behalf of the community as a whole. A number of communities are in the beginning stages of forming a plan.

Short Term outcomes  Communities across Aberdeenshire are more engaged in local decision making.  In our communities, all have a voice and an opportunity to participate.

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 Increased number and quality of volunteering opportunities  Third sector organisations are better connected and are able to influence and contribute to public policy

Medium Term outcomes  Community planning partner services identify and are responsive to local people’s needs.  Strong local communities through the contribution of volunteers.

SAFER COMMUNITIES

ABERDEENSHIRE IS THE SAFEST PLACE IN SCOTLAND

Aberdeenshire Community Planning Partnership has identified alcohol and drugs as a priority for its Single Outcome Agreement.

Safer and stronger communities and reducing reoffending has been identified as a national priority for inclusion in the Single Outcome Agreement. In Aberdeenshire, recorded numbers of crimes and offences are at an 8-year low while 98% of residents regard Aberdeenshire as a safe place to live.

Understanding Banff and Buchan

1. Specific Data Zones (e.g. S01000563 – Fraserburgh East) tend to experience elevated levels of risk and accounted for a quarter of all Antisocial Behaviour and Violent Crime in Banff & Buchan in 2013/14.

2. Banff & Buchan residents perceive Aberdeenshire to be a safe or very safe place to live. However, compared to elsewhere in Aberdeenshire, residents in this area are most likely to consider crime and antisocial behaviour a problem and are most likely to report that fear of crime has a major or moderate impact on how they lead their lives. Residents appear more likely to have witnessed or experienced a range of community safety issues including, among other things, public disorder, people taking illegal drugs, underage drinking, and youth disorder.

3. The prevalence of violence and general disorder (i.e. ASB), although somewhat less acute when viewed in a Scottish context, is nevertheless one of the most pervasive risks to safety and residents' sense of wellbeing, especially within certain areas of the Banff & Buchan region (invariably the north eastern portion of Fraserburgh).

4. Road Safety is likely to remain a key issue in the foreseeable future. Since Banff & Buchan has a slightly higher proportion of residents over the age of 65 relative to the Shire as a whole, and given the likelihood of an ageing population, the issue of older drivers may be more of an issue going forward than it perhaps was in the past.

5. However, we cannot discount the younger road user given that they tend to account for the greatest proportion of casualties over any given year, more so

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than is the case in other areas of the Shire, perhaps with the exception of Buchan.

6. Priority issues include: Violence & general disorder (i.e. Antisocial Behaviour); Road Safety; Acquisitive Crime; and Promoting Positive Outcomes for Young People.

7. Issues to keep an eye on over the next year or so include: Youth Disorder; Accidental Dwelling Fires; and Antisocial Behaviour Driving.

Short Term Outcomes:  Fewer Banff and Buchan residents are injured or killed as a result of preventable accidents, particularly in relation to road collisions, accidental dwelling fires and deliberate and non-domestic fires.  Communities in Banff and Buchan experience fewer instances of anti-social behaviour and residents experience a better quality of life, particularly in relation to vandalism and perceptions of safety.  Risks to communities affected by substance misuse are reduced.

Medium Term Outcomes:  Fewer Banff and Buchan residents are injured or killed as a result of preventable accidents, particularly in relation to road collisions, accidental dwelling fires and deliberate and non-domestic fires.  Banff and Buchan communities experience fewer instances of anti-social behaviour and residents experience a better quality of life, particularly in relation to vandalism and perceptions of safety.  Protect individuals, families and communities from harm due to alcohol and other drugs.

SUPPORTING HEALTHY AND ACTIVE COMMUNITIES

REDUCTIONS IN INEQUALITIES IN HEALTH OUTCOMES BETWEEN COMMUNITIES AND ACROSS ABERDEENSHIRE

The Scottish Government has identified health inequalities and physical activity as a priority for Single Outcome Agreements. Health inequalities across Aberdeenshire may be categorised as: In particular identified areas of deprivation (e.g. by SIMD, Fraserburgh, Peterhead) experienced by individuals living within communities / rural areas – isolation, access, employment issues, experienced by key vulnerable groups such as homeless, looked after children.

In addition, alcohol and drugs has been identified as a priority by Aberdeenshire Community Planning Partnership.

Understanding Banff and Buchan

1. Across Banff & Buchan, the life expectancy of the majority of communities is above the Scottish average, however, parts of Fraserburgh have significantly lower life expectancy for both males and females and increased mortality rates.

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2. Increasing numbers of people are making use of Aberdeenshire Council’s swimming pools and indoor sports and leisure facilities in Banff & Buchan, the provision of which is mainly located around Fraserburgh and Banff

3. Obesity can increase disease prevalence and negatively affect health later in life. Increasing physical activity and promoting healthy eating should be a priority in order to tackle the increasing numbers of people who are an unhealthy weight.

4. Across Banff & Buchan, almost all geographies in the area differ significantly from the Scottish average for the rate of asthma related hospital admissions per 100,000, having the highest rates in Aberdeenshire. Emergency hospital admission rates per 100,000 are higher in Banff & Buchan for all ages compared to elsewhere in Aberdeenshire however these rates are demonstrating a positive trend, decreasing yearly between 2008 and 2012.

5. Banff & Buchan compares favourably to the national average for the number of alcohol related hospital admissions, and a number of communities are significantly better than the Scottish average. This is with the exception of most parts of Fraserburgh where alcohol related admissions are significantly above the national average. Citizens’ Panel responses would indicate that Banff & Buchan is more likely than other areas of Aberdeenshire to witness underage drinking.

6. Chemists in the Banff & Buchan area reportedly dispensed 40% of Aberdeenshire’s total number of methadone doses in 2014. This might indicate a high prevalence of problem drug use in Banff & Buchan compared to elsewhere in Aberdeenshire.

7. In Banff & Buchan in 2014, 40.6% of people with intensive care needs were able to receive care at home.

8. As health declines in older age, over 65s in Banff & Buchan are more likely to experience emergency hospital admissions than the general population and have higher rates of admissions for this age group than elsewhere in Aberdeenshire

9. Data from the Scottish Health Survey smoking prevalence has continued to decline in Aberdeenshire, however men remain significantly more likely than women to smoke.

Short Term Outcomes:

 Improved health and wellbeing and social participation among older people.

 Social connectedness recognised as a key initiative to improve health and wellbeing.

 Better integration of local community services and health improvement programmes.  People at risk of ill health are supported to build skills and capacity to improve health and wellbeing.  Smoke free policies developed for premises and grounds.

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Medium Term Outcomes:  People have support to be actively engaged in local communities and are empowered to participate to improve social connectedness and health and wellbeing. Particularly older people, substance misusers and those who are vulnerable.  Opportunities to access affordable activity and open safe places for play have increased (including smoke free developments)

TACKLING POVERTY AND INEQUALITIES

ABERDEENSHIRE WILL BE RECOGNISED AS A GREAT PLACE TO LIVE, WORK, VISIT AND INVEST WITH OPPORTUNITY FOR ALL

THE UNEMPLOYMENT RATE IN IDENTIFIED AREAS OF DEPRIVATION IN ABERDEENSHIRE WILL BE LESS THAN THE NATIONAL AVERAGE

There are significant differences in wealth and opportunity across the area and real challenges to be met as we move forward. Aberdeenshire compares favourably with the rest of Scotland in its overall rate of employment, there are nevertheless pockets of deprivation largely concentrated in Fraserburgh and Peterhead. In light of the challenging economic climate and the introduction of Welfare Reform In Aberdeenshire the Tackling Poverty and Inequalities Strategy Group leads on employability, financial inclusion, youth unemployment and information and advice services. Supporting this activity Aberdeenshire Council is currently working in partnership to develop a regeneration strategy that will prioritise resources by taking forward themes of place and prevention.

Understanding Banff and Buchan:

1. Banff & Buchan has the largest proportion of benefit claimants across Aberdeenshire.

2. The greatest proportion of benefit claimants in Banff & Buchan are in receipt of Employment Support Allowance of Incapacity Benefit suggesting that those reliant on benefits may be unable to work for health reasons rather than due to a lack of employment opportunities

3. Child poverty estimates are higher in Banff & Buchan than elsewhere in Aberdeenshire. Approximately a fifth of children are estimated to be in poverty after housing costs and latest figures show that 38.3% of single parent families were out of work, suggesting that a proportion of children in the area start life in poverty.

4. Fraserburgh has the highest average annual income (£30,858). Banff and Macduff have very similar average incomes (£28,697; £28,506). Not everyone in Banff & Buchan is in the same financial position, however. The lower quartile incomes show significantly lower incomes than the average for all towns: Fraserburgh - £13,590, Banff - £12,993, Macduff - £13,230

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5. Mental health and wellbeing impacts on quality of life, the prevalence of poor mental health/illness can put pressure on health and care services.

6. There will be ongoing challenges to the economy of Banff and Buchan as it adjusts to the impact of low energy prices and resulting redundancies this causes. The resilience of our people and communities will be tested by this situation, although steps are being put in place through activities such as PACE (Partnership Action for Continuing Employment), a partnership of agencies such as the Scottish Government, Skills Development Scotland, Scottish Enterprise and the Local Authority to deal with the direct impact on people facing redundancy. Further support such as the Transition Training Fund recently launched to help retrain people affected will continue to offer practical support whilst the longer term economic restructuring takes effect.

Short Term Outcome:  Reduced youth claimant count by delivering supportive employment projects.  Children living in families who are vulnerable are identified and are offered support early Medium Term Outcome:  Parents have the necessary support to be economically active where appropriate and provide wider benefits to the Aberdeenshire economy through the availability of high quality, flexible, accessible and sustainable early years and childcare services.

CONNECTIVITY AND TRANSPORT

ABERDEENSHIRE WILL BE RECOGNISED AS A GREAT PLACE TO LIVE, WORK, VISIT AND INVEST WITH OPPORTUNITY FOR ALL

Aberdeenshire Community Planning Partnership has identified ‘transport’ as a local priority because of both the rurality of Aberdeenshire and the cross-cutting potential of transport to contribute towards a broad range of outcomes. Therefore transport is afforded a particular focus within this overarching outcome.

The remote nature of Aberdeenshire creates inherent transportation challenges and some residents have better access to services compared to others, depending on where they live in the local authority

Understanding Banff and Buchan:

1. Access to services across Banff & Buchan is good, on average, with it taking fewer than 6 minutes average drive time to reach a GP and post office. This journey is, on average, three times as long when taking public transport.

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2. Ambulance response times are, in part, influenced by the road network and geography of an area. Since 2011, the average response time for households in the postcode AB43 (Fraserburgh area) have been well below the eight minute target. 67% of calls to life threatening situations have been responded to within the target. The AB44 postcode (Macduff area) had an average response just below the eight minute target with 66% of calls to life threatening situations responded to within the target. AB45 postcodes (Banff area) had a slower response time but still below the eight minute target on average, however, only 52% of calls were responded to within the target.

3. The majority of people in Banff & Buchan travel to work or study as either a driver or passenger of a car or van. Twice the proportion of people walk to work than all those travel by train, bus, taxi, motorcycle or bicycle combined. The high proportion of those walking is likely to be linked to the urban nature of Fraserburgh and larger villages where individuals are able to walk to work and school and are therefore travelling smaller distances. Half the population of Banff & Buchan travel fewer than 6 miles to their place of work or study, with only 20% having to travel greater than 18 miles. This suggests a greater opportunity for encouraging sustainable travel in the area if people are covering shorter distances, walking or cycle all or part of their journeys is a realistic option.

Short Term Outcome:

 Responsive transport and supported bus network across Aberdeenshire is retained. Medium Term Outcome:

 Options have been developed to expand demand responsive transport and supported bus network across Aberdeenshire to support employment and training opportunities

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STRONGER COMMUNITIES

Action 1.1 Lead Partner Deadline Outcome Output How Community 31 March Build Strong Partnership Key partners Community Planning stakeholders, with a Learning & 2019 links with key presence at to attend commitment to supporting and building, confident, Development members in community community skilled, influential and active communities in Banff (Kate James) our events events and Buchan, through community engagement and community. showcasing throughout dialogue with our communities. Aberdeenshire and the year Voluntary Communities promoting promoting Action (AVA) are well what the training and (Keith informed have partners can support for Anderson) the right deliver. community resources and activist and Banff Rural skills to take groups Partnership responsibility (Duncan in delivery of 10% increase Leece) local actions in support and priorities. provided to Community community Planning groups. Officer (Caroline Continue to Smith) support the development of Community

Action Plans. Page: 18 Item: 7

Action 1.2 Lead Partner Deadline Outcome Output How A rolling programme of community engagement Banff and 31 March Increased Communities From June 2016 events, conversations and focus groups, Buchan 2019 participation groups and to 31 March facilitated by all Banff & Buchan Community Community supporting individuals will 2019, 3 x Planning partners, which will encourage a two Planning people to be able to Engagement way flow of information through engagement Partners take part in influence and Events each events between communities and Community (Caroline Smith) decision reach year. Planning Partners. making. Community Banffshire Planning Training on Partnership Partners. National (Duncan Leece) Standards for Greater Community Community Engagement Empowerment, delivered to all increasing the partners. ability of individuals and groups to influence the uses of local facilities within their communities.

All community engagement events

conform to Page: 19 National Item: 7 Standards for

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Community Engagement.

Action 1.3 Lead Partner Deadline Outcome Output How Build active, resilient communities through NHS 31 March Reduced Build stronger Partners make a promoting volunteering and community Public Health 2019 isolation and links between commitment to engagement (in particular for older people) Coordinator increased schools leisure promote (George Rutten) opportunities services and information on for community healthy and AVA Community volunteering. groups. active Health in communities at Partnership Enhanced To share public events. Project Worker partnership- information on (Gaby Beattie) ensuring volunteering Information resources, opportunities database on Active skills and with older volunteering Aberdeenshire capabilities people and opportunities for are used encourage older people effectively. participation.

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SAFER COMMUNITIES

To make a positive difference to the lives of the people in Banff and Buchan where people are safe, our communities are strong and resilient, and high quality public services are there when they are needed. It is the aim of the Community Planning Partnership that Aberdeenshire is the safest place to live in Scotland

Action 2.1 Lead Partner Deadline Outcome Output How To work with partners to deliver on Police Scotland 31 March Greater To secure Consult with Community Safety in Banff and Buchan 2019 community sustainable community groups and develop a better understanding of Scottish Fire and partnership reductions in including residents, safety issues in our community. Rescue Service working, crime and the community (Chay Ewing) increasing the fear of crime in councils and young ability of local people. Community individuals and communities. Safety groups to Distribution of Partnership influence To Provide Safety Information (Cheryl Smith) matters training and booklets and free affecting them information at home safety Banff and Buchan and their community checks. Local Community communities. events and Planning Partners schools Task group to raise (Caroline Smith) To improve the profile of the community To develop a dangers of wilful safety within database of fire raising in the Banff and diversionary community. Buchan. initiatives in Banff and

The reduction Buchan. Page: 21 of nuisance Item: 7 and Develop

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harassment in initiatives with the community the aim of creating a reducing alcohol safer abuse and the environment. abuse of legal . highs in our community.

Action 2.2 Lead Partner Deadline Outcome Output How To achieve a sustainable reduction in Police Scotland 31 March Reduction of Raise Implement a series road traffic collisions by implementing a 2019 Road Traffic awareness of of programs about series of programs in the education of Scottish Fire and Incidents and road safety and the education of road safety to young people and the Rescue Service improved road reduce traffic road safety/anti- community and roll out a program of (Chay Ewing) safety within collisions. social driving to safety events to schools and the Banff and young people – community. Community Buchan Pass Plus, Safe Safety Drive Stay Alive. Partnership Implement a (Cheryl Smith) series of Work with Safer programs Routes to School Banff and Buchan about the Initiatives. Local Community education of Planning Partners road safety to Implement a series (Caroline Smith) young people of programs about the education of road safety to older drivers.

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1 engagement event September 2017 – 1 engagement event September 2018 – 1 engagement event

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SUPPORTING HEALTHY AND ACTIVE COMMUNITIES

Action 3.1 Lead Partner Deadline Outcome Output How Opportunities for affordable physical, active play NHS Public 31 March Participation Access to Work with and open safe places for play (including smoke free Health 2019 and quality of green space local developments) are access in targeted areas Coordinator participation in and safe Planners to George Rutten physical open spaces Influence activity for play and future Banff and increased. leisure in planning of Buchan targeted development Planning Year on year communities. to incorporate Services increase in green spaces (Chris proportion of Smoke free and smoke Ormiston) children and policies for free spaces. young people premises and Active Schools achieving grounds Coordinator. recommended adopted. physical levels. Active schools Better promoted integration of and local encouraged community and increase services and in active health schools improvement projects

programmes. Page: 24 Links Item: 7 between

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schools, leisure services and communities enhanced.

TACKLING POVERTY AND INEQUALITIES

Action 4.1 Lead Partner Deadline Outcome Output How Improving life chances for our most NHS Public 31 March Individuals and Key partners Using vulnerable individuals and families. Health 2019 families have delivering front line existing data Coordinator access to key services and to identify (George support services support in targeted areas of Rutten) enabling them to areas. Benefits greatest make small health checks, needs and AVA changes that have literacy support, develop Community long lasting employment skills, locally Health in positive impacts budgeting skills, specific Partnership for themselves confidence to interventions. Project Worker their families and cook. (Gaby Beattie) the community they live in. Identify need and Welfare gaps in service Reform Group Participation in and community Partners quality wellbeing provision.

activity increased. Page: 25 Item: 7

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Integrated approaches in promoting mental wellbeing and preventing mental illness as part of local Health and Wellbeing Strategy.

Action 4.2 Lead Partner Deadline Outcome Output How Work proactively with partners in Banff Welfare 31 March Vulnerable families To meet the local Multi-agency and Buchan with the aim to assess, Reform Group 2019 identified early and challenges arising Welfare develop and deliver a local action plan Partners offered support as from the Reform to support vulnerable families and (Annette required implementation of Action Group individuals. Johnston) the Welfare Greater inclusion Reforms through and equality of multi-agency opportunity – Welfare Reform recognising some Action Group. people need additional support to overcome barriers they face.

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Action 4.3 Lead partner Deadline Outcome Output How NHS Public 31 March Greater Implement a March 2017 Improved Health and Wellbeing and social Health 2019 inclusion and number of 2 participation amongst all age groups. Good physical Coordinator equality, projects and engagement and mental health (and wellbeing) can make a (George Recognising initiatives to events difference in people’s health and life chances. By Rutten) some people promote supporting people to take responsibility for their own need additional health and health and lifestyle choices, we can aim to reduce support to Wellbeing. March 2018 inequalities. Community overcome any 2 Learning and barriers they engagement Development face. events (Kate James) To improve the March 2019 general health 2 and wellbeing engagement of our events communities

CONNECTIVITY AND TRANSPORT

Action 5.1 Lead partner Deadline Outcome Output How To work with service providers and communities to Banffshire 31 March An Organise a To work with explore possible community based transport Partnership 2019 improved community a key worker initiatives to improve access to services and better (Duncan Leece) transport meeting to and access to hospital and health appointments for rural provision explore the community communities in Banff and Buchan. NHS Grampian offering issue and activists to Page: 27 (Public Health access to develop an set a working Item: 7 Coordinator, healthcare action plan. group to look

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Banff and which at a Buchan) addresses To provide community (George Rutten) the better led initiatives challenges transport Aberdeenshire of links and to Work in Community inequality, identify partnership Transport Forum. social inequality and with Safer exclusion, social Routes to rural exclusion in School isolation access to Initiatives and healthcare vulnerability and address challenges of rural isolation for vulnerable groups

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HOW ARE WE DOING?

The Banff and Buchan Community Planning Group will monitor the plan every six months and both the Banff and Buchan Committee and the Banff and Buchan Area Management Team will be involved in this process.

Partners will provide regular updates on the progress of its priority actions and will endeavour to promote these with our local communities.

You can find out what difference community planning is making in your area by visiting: www.aberdeenshire.org.uk/localcommunityplans

Banff and Buchan Community Planning Mission Statement –

‘By engaging with our community members and partners, we will gain a greater understanding of local priorities, needs and emerging issues and create an environment to enable action.

In order to achieve our ambitions the partners will agree to work together to develop trust and ownership, by behaving in a manner to foster the values of trust, integrity, respect and openness’.

Contact Us

For more information about this plan or to find out more about Community Planning in Banff and Buchan, please contact Caroline Smith using the details below:

Caroline Smith Banff and Buchan Community Planning Officer Aberdeenshire Council Town House Low Street Banff Aberdeenshire AB45 1AN

Tel: 01261 813305 Email: [email protected] Facebook: https://www.facebook.com/CommunityPlanningBanffshire/ Facebook https://www.facebook.com/CommunityPlanningFraserburgh/

Item: 7 Page: 30

Banff & Buchan Local Community Plan 2013-16 What was Achieved Item: 7 Page: 31 What was achieved? Here are some of the achievements from the B&B Local Community Plan 2013-16:

Action: Develop and Establish a Community Garden in Fraserburgh Intended Outcomes: To reduce inequalities in health outcomes between communities. The working group have been given the task to transform a vacant site into a community garden to help promote health and wellbeing, to improve adult cooking skills and volunteering opportunities in the Fraserburgh area. Progress: A site was identified which can be accessed through the lane opposite Faithlie Medical Practice, between Lochpots Road, Alexandra Terrace and West Road. Funding has been successfully obtained from the Regeneration Strategy Group for fencing, which has now been erected. Additional funding of £2500.00 was successfully obtained from the Royal Horticultural Society towards the project, which has helped fund tools and resources. Banff and Buchan Community Planning Partners approved funding of £1000 to install a hard standing area for the erection of a Green House, this will provide all weather shelter for groups using the garden. In addition to this funding, RHS has offered support in the form of training. Funding has also been secured from NHS Grampian, Postcode Lottery and Community Learning and Development. Paths and raised beds have been constructed. This work was essential before some groups i.e. schools or people with mobility issues could utilise the facility. A dedicated group of volunteers have continued planting and preparing the site. Challenges: Getting more volunteers involved with the continuing work to maintain the garden. Next steps: • Volunteer packs to be developed • Community groups to be invited along to view the garden • Rotas for community groups to be developed to enable consistency of work groups. • Expand links made with local primary schools, NHS Mental Health, • Community Pay Back, Robertson Road Centre, Fraserburgh to create a roofed in area above the two metal containers so as to collect water into the two IBC water containers. • Setup an Area especially for the Schools and Nursery’s to use with educational items etc. • Make a Hexagonal sitting Area in the centre of the garden where you can sit and relax with views to all parts of the garden. This will also have a flower arrangement in the middle. • Again some of the produce in the Garden was in the Fraserburgh Flower Show and won for a second year running.

2 www.ouraberdeenshire.org.uk Item: 7 Page: 32 Partners: Fraserburgh Development Trust, Social Regeneration Officer, NHS Public Health Co-ordinator, Volunteering Sector (Aberdeen Foyer, People First, Robertson Road Resource Centre, Home-Start NEA, Children 1st, Cair Scotland), Fraserburgh Hospital Mental Health Team, CLD, North School, NESCOL Horticultural Students (including students with disabilities). Action: A rolling programme of community engagement events, conversations and focus groups, which will encourage a two way flow of information through engagement events. Intended Outcomes: Increased participation – supporting people to take part in decision making. Progress: Community Planning have facilitated Community Council forums in Banff and Buchan since 2013 with forums now being held twice a year with the aim to enhance the role and status of Community Councils in Banff and Buchan and ensure the stance of the Community Councils is included in the community planning process. A range of subjects linking in with the Community Plan and Council service information have been discussed, topics have included: • Flood and Coastal Protection • Community Council Review of Scheme of Establishment • Community Empowerment Act • Integration of Health and Social Care • Playpark Optimisation Review • Horizon Scanning for Community Plan Over the last three years we have seen an increase in participation from Community Councils attending forums, – • 2013 – 8 out of 12 Community Councils represented • 2014 – 10 out of 12 Community Councils represented • 2015 - 11 out of 12 Community Councils represented Challenges: The Area Manager’s team appointed to each Community Council a member of staff in Banff and Buchan to improve lines of communication and signposting to local contacts and services. Regular contact with assigned community councils is needed to ensure the building of good relations between the Council and local communities. Next Steps: Key Dates:

20 April 2016 – Community Council forum on Community Resilience Planning3 27 October 2016 – Community Council Forum on Community Empowerment Act, ‘Opportunities and Impacts’

www.ouraberdeenshire.org.uk 3 Item: 7 Page: 33 Action: Young People in Banff and Buchan who need our help most, will be supported through difficult transitions in their lives. Intended Outcomes: Increase in skills, confidence and self-esteem of young people participating. Progress: Banff and Fraserburgh Community Learning and Development and Schools – Bridging Group Activities from Easter through to August – Primary 7 through to S1, a number of transition activities for vulnerable young people moving up to Academy. Members of the Banff and Fraserburgh Learning Community Partnerships plan together to support Young People in the area who need it most. “Transitions” has been identified as a priority area across Banff & Buchan. In both Networks, activities to “Bridge the Gap” from Primary to Secondary School are delivered by CLD and Schools with a focus on the period from Easter through to August. A number of activities take place from Primary 7 through to S1 with those Young People who struggle most with this major transition. Academies, CLD and Community Partners develop Flexible Learning Pathways including one to one, small group activities and community opportunities for young people not engaged with a traditional education system or those with learning differences and other life challenges. Banff Academy and CLD have worked with Partners, including those in the Private Sector, to strengthen Employment Opportunities for young people who need it most, offering extra support in Life Skills and Work Skills, as well as extended work placements for those who need it most. In Fraserburgh, CLD work with Aberdeen Foyer to offer a Princes Trust Team Program. This offer has more recently been extended to the Banff Network. CLD Staff at Bridge Street Youth Hub, Banff offers development activities for young people already engaged with activity at school. Music, girls group, art and film-making offers an out of school opportunity for these young people aged 12 - 15 years. In Banff, CLD and SDS piloted an Employability Drop-in for young people aged 16 - 25 “Fit Wye de yi get a joab?” who were unemployed. This supported the transition for young people from Academy looking for a positive destination. GREC and CLD offer support for Gypsy Travellers at Greenbanks, Banff, as well as other temporary sites around the Banff & Buchan Area from Easter to September.

4 www.ouraberdeenshire.org.uk Item: 7 Page: 34 Action: To Promote and provide Home Safety and first aid information and raise the Awareness of Emergency Numbers. Intended Outcomes: To improve community safety within Banff and Buchan. Partner’s aim to raise awareness through training and information. To roll out a program of Home Fire Safety Visits by the Scottish Fire and Rescue Service. Progress: Grampian Fire and Rescue are proposing to hold a crash-Live event in the Fraserburgh area, which is to be confirmed and an exact date will be promoted in due course. In addition to this, crews from Fraserburgh will be attending this year’s ‘Blue Light’ Festival (May) where the dangers of fire and free home fire safety visits will be promoted. A static display of RTC (Road Traffic Collision) equipment will be on display at the event, to raise awareness of road traffic collisions. Incidents are at a 5 year low in the Banff and Buchan area. Deliberate fires are down from 23 in 2011/12 to 15 in 2015/16 October 2014 – From April to September 2014, the total number of Home Fire Safety Visits carried out in Banff & Buchan was 130. This is a 380% increase on last year’s figure of 34 for the same reporting period. Partners: Aberdeenshire Council Scottish Fire and Rescue Service Police Scotland Next steps: To continue with current programs in both Fraserburgh and Banff Action: To promote volunteering for Older People by providing information on volunteering opportunities to encourage older people to remain socially connected and acknowledge the valuable contribution they can give to society. Why is this a priority? The ageing population across Aberdeenshire, coupled with inaccessibility to transport, lower income and rising fuel bills which leads to older people unable to socialise and attend community events and engagements, has allowed for a rise in the social exclusion of older people. This can include a lack of contact with other people, poor access to services and lack of involvement in civic and neighbourhood activities. There is an increasing ageing population within Banff and Buchan, from 2001-2011, there was an increase of 14.03% in the pensionable population, and this group of people now account for 23% of the population an increase of 15%. www.ouraberdeenshire.org.uk 5 Item: 7 Page: 35 Intended Outcomes: Enhanced partnerships, ensuring resources, varied skills and capabilities are used effectively. Share information on volunteering opportunities with older people and encourage participation, Actions so far- We are currently running several intergenerational projects with Banff Primary and also Banff academy. Over 70 children learning to knit with some older ladies from the Community and approximately 12 teens are learning to knit with local knitting group ‘Knit and Knatter’. We are in planning to have some older people running some cooking classes in primary, also we are hoping to secure an area of land with a green-house for another project and we are planning an event with both Banff and Macduff bowling clubs who are looking to encourage young members. Next steps: Continued engagement with local older people’s groups, continue to ensure our older people within our Community are felt valued. Continue to pass on the skills of our older people in partnerships work with schools, Health Services and Community Planning. Increased participation and ownership in shaping and prioritising future health and wellbeing activities for older people in our local communities. Action: From August 2013, set up a Welfare Reform Action group in Banff and Buchan with the aim to assess, develop and deliver a local action plan. Intended Outcomes: Greater inclusion and equality of opportunity – recognising some people need additional support to overcome the barriers they face. Progress: To identify the challenges of the welfare reform, raise awareness of these challenges with the wider partnership. To ensure services and opportunities are developed to be accessible to those who will be effected by these challenges In September 2013 a local Welfare Reform Action Group was set up consisting of the following partners: • Aberdeenshire Council • Here For You Regeneration Project Worker • North East Credit Union (NESCU) • Citizens Advice Bureau • Welfare Reform Project Officer • NHS • Aberdeenshire Voluntary Action (AVA) • Employability Partnership

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• Department of Work and Pensions (DWP) • Foyer An action plan for 2013-2016 was developed with the aim to meet the local challenges arising from the implementation of the Welfare Reforms, through a multi-agency action group. For example under multi-agency group, Gift Tree Project – Fraserburgh and Banff. Many local families need a little extra support at Christmas and the unique partnership of agencies, who work closely with families, was formed to bring some festive cheer to those in our community who find themselves in need at this time of year. The Here for You Partnership in partnership with social work, health visitors, Fraserburgh Development Trust, Community Planning Partners, Aberdeenshire Council employees and other professionals worked closely together with local schools, businesses and community groups to organise this toy appeal, whilst working closely with local churches to support those in need of food parcels. Challenges: • Growing/new organisations • Managing expectations • Doing more for less • Knowing who is out there and how everyone fits together • Digital skills for ICT • Increase in mental health issues • Increase in social isolation • Increase in older people looking for support • Creating a dependency culture “Working • High number of no English skills together for the • High level of child poverty in rural areas Next steps: best quality of life February 2016 – A refocus session of the for everyone in Welfare Reform Action group to update the action plan and look at emerging issues. Aberdeenshire” September 2016 – Partnership Speed Networking Event

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Aberdeenshire’s Priorities and Aims

• Children have the best start in life • Aberdeenshire is recognised as a great place to live, work and invest • Low unemployment rates • Reductions in inequalities in health outcomes • Best quality of life for older people • Aberdeenshire is the safest place in Scotland • Stronger, more inclusive communities How can I get involved?

• Through your local Community Planning Officer • Through your local Community Council • Through your local Councillor • Through your local Rural Partnership • Through Area Forums and other public events held in your area (events are advertised locally and on the Community Planning website) Banff & Buchan

Buchan

Formartine Useful Contacts Banff & Buchan: Garioch [email protected] Marr Buchan: [email protected] Formartine: [email protected] Kincardine Garioch: [email protected] & Mearns Kincardine & Mearns: [email protected] Marr: [email protected]

www.ouraberdeenshire.org.uk

Produced by Aberdeenshire Council GDT24004 April 2016 Item: 7 Page: 38

Welcome to the Buchan Community Plan 2016-19. The Plan brings together the key priorities and partnership actions that are proposed for the next three years, which will help the Buchan Community Planning Group to develop partnership actions working with local communities to help make a difference in Buchan. The priorities and associated actions within the Plan have been developed through community engagement and by looking at evidence for the area to assess where needs lie and how partnership working can help to address these. All priorities have been considered by the Buchan Community Planning Group which includes development trusts - Buchan Development Partnership and Peterhead Projects Ltd, voluntary sector partners such as Buchan Community Safety Group, Modo and Aberdeenshire Voluntary Action, along with the statutory agencies of Police Scotland, Scottish Fire and Rescue Service, NHS Grampian and Aberdeenshire Council, working in conjunction with local communities including community councils & associations. These actions will be delivered through us all working together, by pooling resources and sharing knowledge.

This Plan will support the delivery of a number of initiatives around Welfare Reform, Employability and Health, as well as supporting community facilities, events and activities. In addition to this we will work together using the results from recent community engagement work around “Choose Peterhead” and “Peterhead Your Voice Your Choice” Participatory Budgeting which has provided direction from the community on how they would like to see the Town Centre developed and the projects they would like to see taken forward to improve health and wellbeing in their communities. We hope you enjoy reading the plan and that it informs you about what we are doing to improve Buchan. We also hope that you will let us have your ideas on any needs within your community and new priorities that should be considered for the future. If you wish to discuss any of the items please do get in touch by phone or email or by writing to the address on the back of the Plan. To ensure that the Plan is responsive to local needs and issues, the Buchan Community Planning Group are committed to updating the plan on-line, on a regular basis, to allow new actions to be added as they are developed and completed ones removed. In Buchan we are very fortunate to have a strong commitment from front-line staff and management in the Community Planning partner agencies, but also a tremendous contribution from communities and community organisations. We thank you for all you are already doing to improve the quality of life in this area and invite you to join us in achieving this Plan’s aims by working together for the good of everyone in Buchan. Chris White Buchan Area Manager Chair of the Buchan Community Planning Group

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Executive Summary This edition of the Buchan Community Plan 2016 – 2019 brings together input from a wide range of Community Planning Partners, Elected Members and most importantly local Communities. It outlines key actions to be taken forward working together in partnership to help meet local needs and priorities over a three year period and is therefore a key strategic document for the area. This Plan is committed to deliver outcomes on behalf of Buchan for the Aberdeenshire Single Outcome Agreement which represent a key component of strengthened community planning as set out in the joint Scottish Government/COSLA Statement of Ambition. In order to achieve the Community Planning Partners’ vision of the best quality of life for everyone in Buchan, this edition of the Buchan Community Plan focuses on the following set of long term priority outcomes to be delivered with and for local communities:

Priority 1 – Empowered Communities

Priority 2 – Healthier Communities

Priority 3 – Safer Communities

Priority 4 – Stronger Communities

This Plan has been shaped and developed using engagement and consultation with local communities, from information and knowledge shared by organisations working within the area and from statistical information of the Buchan Strategic Assessment which has demonstrated current trends and emerging priorities. We have also considered changes which may affect the outcome of priorities in the future so that these may be incorporated within future planning and delivery of actions.

Working in partnership to deliver this Plan, we will also incorporate the legislation coming from the Community Empowerment Act (2015) and this will help to inform how we work with communities in the future to deliver our key priorities and their outcomes. We have already started this process through Participatory Budgeting which enables communities to have more say about the local services & initiatives they would like to see developed and through consultation methods such as Community Action Plans which engage and empower communities to help them identify priorities for their area.

Buchan Community Planning Partnership is committed to promoting equalities, and through the Single Outcome Agreement approach, all Community Planning Partners have committed to embedding equalities in their service delivery. Local outcomes will seek to promote equality of opportunity across Buchan and will contribute to the indicators that have been developed to monitor progress.

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The Buchan Area Overview The Buchan area comprises a mix of farms, villages and important industrial areas. Peterhead is the largest town in Aberdeenshire, the principal white fish landing port in Europe, and a major oil industry service centre. Peterhead is one of the UK’s most versatile ports, serving a broad range of industries including oil and gas, renewables, fishing and leisure. Equally important are the nearby gas terminal at St Fergus and the Peterhead Power Station. The future of the energy and engineering sectors remains vibrant and Peterhead’s role at the top of the Energetica corridor sets the tone for realising this future potential and has attracted a total of £260m in its first five years. Inland, the area is dependent upon agriculture. Whilst housing developments have continued, there has been a minor decline in rural services.

Population & Demographics With an estimated population of 40,300 people, the residents of Buchan make up 15.6% of Aberdeenshire’s total estimated population (257,740). Buchan’s population continues to increase and has risen gradually over the past decade. The population is estimated to have increased in size by 4.3% since 2002. The demographics of the population have shifted over the past decade: • The total working age population has been decreasing since 2010 • The number of children (15 and under) is 9.1% lower than in 2002 and continues to fall • The number of pensionable age individuals is 27.2% higher than in 2002 and continues to increase • There are now slightly more older people than children in Buchan (Source: National Records of Scotland – Revised Mid-Year estimates 2002-2013)

Environment Buchan has a good quality of natural environment. The 48-kilometre coastline comprises of sandy bays, dunes and rocky foreshores of national significance. The Loch of Strathbeg and the Bullers of Buchan are internationally significant sites for bird life. The built heritage is rich and varied, including traditional croft houses, outstanding conservation areas in Strichen and the centre of Peterhead, and some fine examples of great country houses. There is earlier interest also, including Deer Abbey and several intact stone circles. Tourism is a relatively small contributor to the Buchan economy but the natural and built heritage of Buchan has a significant interest for both visitors and locals. Attractions include Aden Country Park, the Aberdeenshire Farming Museum, Slains Castle and Peterhead Marina.

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‘What’s Changing’ Engagement and consultation during 2015 with a number of local contacts has helped to identify a range of factors to be considered as part of planning and development for priorities and their actions within this Plan. In addition, a “Peterhead 2026” Locality Plan has been drawn up by Aberdeenshire Council outlining the key priority projects and initiatives for the Town. Considering the points below will enable Community Planning Partners and local Communities to minimise any impacts which they may have on service delivery and project outcomes:

Political • Political changes through referendums and elections • Austerity measures and Welfare Reform • Increasing expectations of service providers, communities and voluntary organisations

Economic • Reduced local and national budgets • Fluctuations in the oil and gas industry • Impact of Welfare Reform – Universal Credit, Benefit Cap, ‘Under Occupancy Tax’ • Ageing workforce • Rural and urban inequalities in connectivity (digital and transport) • Local skills gaps limiting economic development • Transport infrastructure including road, rail and public transport • Hywind development

Social • Increasing, ageing and migratory population • Welfare reform – changes for benefit claimants • Shift to online provision of information and services – gaps in digital skills • Shift towards prevention and early intervention • Poor transport links contributing to social isolation and limited opportunities • Opportunities from Catto Park Sporting and Community Hub development

Technological • Advances in the availability and prevalence of internet-based services • Increasing importance of social media • Use of technology in health and social care

Environmental • Construction of major infrastructure projects • Increased traffic volume • Transport infrastructure including road, rail and public transport • Protection of the biodiversity of the area • Littering and dog fouling affecting hygiene and aesthetics • Provision of allotment spaces in light of demand and the Community

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Empowerment (Scotland) Act (2015) Legal • Welfare Reform • Community Empowerment (Scotland) Bill and Community Asset Transfers/Participation Requests • Health and Social Care Integration • Community Councils needing further support

Organisational • Role of Area Management Team • Health and Social Care Integration • Increased pressure on third sector organisations • Proposed new Police Station in Peterhead Town Centre

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PRIORITY 1 – Empowered Communities

Why is this a priority for Buchan? Communities in Buchan who provided input to the development of this Plan, informed Partners on a range of local needs and issues which they felt were important to them. From this Community Planning Partners have made a commitment to work in partnership to continue the support to community capacity building activities which has shown a general increase in both the short and long term trends. Support to highlighted initiatives such as Modo, the Aden Country Park Project, Community Halls & Play Park developments, as well as community consultation exercises will be supported through the actions identified and agreed. The introduction of the Community Empowerment Act introduced in 2015 will help empower community bodies through the ownership of land and buildings and by strengthening their voices in the decisions that matter to them. We will ensure that the Communities of Buchan are fully informed, equipped and supported to realise the full potential of the Act. What do we hope to achieve? The Plan aims to deliver on the following key priorities:

• Support the delivery of Community Action Plans • Support for Community Councils & Community Groups • Support for social regeneration activities • Support for Funding Opportunities What’s happening now? Community Planning Partners including Aberdeenshire Council, Modo, Aberdeenshire Voluntary Action and Buchan Development Partnership are working with young people, adults and community groups in Buchan to improve their confidence and to help them to develop new skills as part of developing outcomes from this Plan. These positive changes can open up a greater range of opportunities for individuals to allow them to improve their quality of life and allow groups to operate more effectively in the community.

Individuals within Buchan are increasingly engaged in the democratic process, most recently with ‘Your Voice Your Choice’ which has engaged with local communities to help them identify the projects and initiatives they would like to see be funded and delivered in the future and ‘Choose Peterhead’ which has provided communities of Peterhead with a way to directly engage with and influence the future development for regeneration of Peterhead Town Centre. A number of communities in Buchan have, or are in the process of developing Community Action Plans. Community Planning Partners are committed to supporting the development of actions which will help to address local needs.

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PRIORITY 1 – EMPOWERED COMMUNITIES This Priority will contribute to the Aberdeenshire Single Outcome Agreement and the Scottish Government’s National Outcomes through:  Successful, inclusive, resilient communities with the confidence, capability and capacity to tackle the things that matter to them

Key Outcomes:

1) We will promote local services and organisations to provide better access to information, connectivity across services, to support greater working opportunities offered by the Community Empowerment Act

2) We will provide support for Communities and Community Groups including the development of Community Action Plans

3) We will work with Community Councils to ensure they are equipped with the skills and resources required to represent their Communities

4) We will collaborate our resources and information to develop a Volunteer Pipeline which incorporates employment, training, community safety and health & wellbeing 5) We will seek to contribute towards the social regeneration of our communities

6) We will identify and support opportunities for Funding including Community Budgeting

1. What we will do - We will promote local services and organisations to provide better access to information, connectivity across services, to support greater working opportunities Why are we doing this? - Community Planning Partners acknowledge that Services and Organisations operating within the Buchan area are keen to address a need to have better information about what is being provided to enhance greater partnership working opportunities in the future

How we will do it? When will we do it? Who will do it? How will we know we have achieved this?

st rd

We will develop networks of local services and 31 March 2019 3 Sector Support Group When the networks are in place Page: 44 organisations to share information and to allow (Partners who support the work of the and we have accurate statistics Item: 7 better participation and engagement and help inform 3rd Sector in Buchan) to include in the Strategic the Buchan Strategic Assessment Assessment

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We will identify areas of work which crosses over a 31st March 2019 Buchan Community Planning Group Joint funding bids have been number of themes to enable a baseline for services to 3rd Sector Support Group developed and submitted be developed and to assist joint funding bids. We will support the Local Learning Community 31st March 2019 3rd Sector Support group We will have identified how best partnership Buchan Community Planning Group to contribute towards the delivery of the priorities

2. What we will do - We will provide support for Communities and Community Groups Why are we doing this? - Community Planning Partners are keen to support the priorities of our Communities

How we will do it? When will we do it? Who will do it? How will we know we have achieved this?

We will support Communities to maintain and 31st March 2019 Aberdeenshire Council Infrastructure will be improved develop their Halls & Parks, expand Peterhead & 3rd Sector Support Group and opportunities for Buchan Community Facilities and engage in the Buchan Communities Community Asset Transfer Community Asset Transfer process explored We will work in partnership to deliver projects based 31st March 2019 3rd Sector Support Group Agreed projects have been on emerging priorities where evidence supports the delivered need

3. What we will do - We will work with Community Councils to ensure they are equipped with the skills and resources required to represent their Communities Why are we doing this? - Community Planning Partners are keen to assist the development of Community Councils and to ensure that they are supported to promote their Communities

How we will do it? When will we do it? Who will do it? How will we know we have Page: 45 achieved this? Item: 7

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We will consult with Community Councils to help 31st March 2019 Aberdeenshire Council Community councils will be shape future Community Council Forums to ensure Buchan Community Planning better informed and increased they provide the appropriate assistance and support. Partnership their capacity These Forums will provide opportunities for Community Council Forum Community councils are networking, information sharing, promotion of their promoting themselves via Press, work and training. Facebook or other media We will work with Community Councils on the 31st March 2019 Aberdeenshire Council Community councils are implementation of the revised Scheme of operating under the new Scheme Establishment for Community Councils and have new Constitutions in place We will encourage all Community Council Members 31st March 2019 Aberdeenshire Council The number of community to undertake online training modules council members undertaking the training will have increased

4. What we will do - We will collaborate our resources and information to develop a Volunteer Pipeline which incorporates employment, training, community safety and health & wellbeing Why are we doing this? - Community Planning Partners are keen to ensure the development of opportunities which will empower individuals and our communities towards positive outcomes

How will we do it? When we will do it? Who will do it? How will we know we have achieved this?

We will work together to identify volunteering 31st March 2019 3rd Sector Support Group Volunteering numbers will have opportunities and accreditation as well as improved, accreditation and celebrating volunteering celebration of success will have increased

We will establish a “Buchan Voluntary Action” group 31st March 2019 3rd Sector Support Group The group will have been Page: 46 to develop and support volunteering established and operating Item: 7

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5. What we will do - We will seek to contribute towards the social regeneration of our communities Why are we doing this? - Community Planning Partners are keen to support the process of delivering positive social outcomes which are inclusive and address local needs

How we will do it? When will we do it? Who will do it? How will we know we have achieved this?

We will increase the opportunities for participation 31st March 2019 3rd Sector Support Group Less engaged members of the which will help the less engaged members of our Aberdeenshire Council communities will have been communities develop skills and improve health and Buchan Community Planning Group identified and be receiving wellbeing as well as increasing participation in Peterhead Development Partnership information and support community life. We will support the delivery of Environmental 31st March 2019 3rd Sector Support Group The delivery of projects will be Projects and Activities which have been identified by Aberdeenshire Council more successful and increase in our Communities and help promote them. Buchan Community Planning Group number Buchan Communities

6. What we will do - We will identify and support opportunities for Funding including Community Budgeting Why are we doing this? - Community Planning Partners are keen to maximise funding potential for the area to help address local needs and wish to develop more decision making opportunities for local communities to be involved with

How we will do it? When will we do it? Who will do it? How will we know we have achieved this?

We will work together to identify joint funding 31st March 2019 3rd Sector Support Group Joint funding bids will have been streams, including Partner Budgets, that will deliver Buchan Community Planning Group identified and submitted partnership projects and improved outcomes for our Page: 47

Communities Item: 7 We will evaluate the “Peterhead Your Voice Your 31st March 2019 3rd Sector Support Group Opportunities for participatory Choice” pilot Participatory Budgeting exercise to Buchan Community Planning Group budgeting will have been 10 | P a g e inform how we develop this process across more 31st March 2019 identified and the process funding streams introduced

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Item: 7 Page: 49

PRIORITY 2 – Healthier Communities

Why is this a priority for Buchan? Consultation and development of this Plan has raised a number of Health and Wellbeing Priorities required to be addressed including: • Across Buchan, the life expectancy of the majority of communities is above the Scottish average, however, parts of Peterhead have significantly lower life expectancy for both males and females and increased mortality rates. • The number of people using Aberdeenshire Council’s swimming pools and indoor sports and leisure facilities in Buchan dropped in 2014/15 compared to the previous year. • Buchan in general compares favourably to the national average for the number of alcohol related hospital admissions, and a number of communities are significantly better than the Scottish average with, the exception of most parts of Peterhead where alcohol related admissions are significantly above the national average however statistics would suggest that this is on the decrease. • Citizens’ Panel responses would indicate that Buchan is the area most likely to experience to witness underage drinking than other area of Aberdeenshire (although this is still a relatively low percentage). There are also indications of a high prevalence of drug use in Buchan compared to elsewhere in Aberdeenshire. • National data suggests that children become less active as they get older and with proportions of children meeting recommended activity levels (60 mins, 7 days a week) reduces with age. This priority will support the development of sports hubs and other fitness initiatives and encourage the promotion of active lifestyles.

What do we hope to achieve? • Support for a number of local projects and initiatives which will support local people to eat well, be active and mentally flourish • Support improved outcomes which will contribute to tackling health & inequalities for Children & Young People • Support the development of Health & Social Care Integration in this area

What’s happening now? A partnership is being developed to establish GIRFEC - ‘Getting it right for every child’ (GIRFEC) to ensure that we have improved outcomes for this area for our children & young people. The development of the Buchan Feel Good Festival has been be supported by a wide range of partners, who have worked together to encourage participation by communities in a programme of activities which promote mental and physical wellbeing. Health & Social Care development in this area is working towards establishing strong partnership links to supporting services from the voluntary and public sectors to provide health & wellbeing services which provide the ‘right and care and support’ for residents in Buchan

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PRIORITY 2 – HEALTHIER COMMUNITIES This Priority will contribute to the Aberdeenshire Single Outcome Agreement and the Scottish Government’s National Outcomes through: • Reductions in inequalities in health outcomes between communities and across Aberdeenshire • Older people will live independent, healthier lives for longer in a homely environment, in a community which respects and values them, with informal carers who receive support to continue to care • Children have the best start in life through action with parents and children pre-birth to 8 years

Key Outcomes: 1) We will support the people of Buchan to live long and healthy lives, and when possible to look after their own health & wellbeing. This will include support to: a) Eat Well b) Be Active c) Mentally Flourish

2) We will work together to help improve the health and tackle the inequalities of our Children & Young People

3) We will work together on developing Health & Social Care Integration by joining up NHS and local council care services under one partnership arrangement for the Buchan area.

1a. What we will do - We will support the people of Buchan to live long and healthy lives, and when possible to look after their own health & wellbeing. This will include support to: Eat Well Why are we doing this? - Community Planning Partners recognise the need to reduce the inequalities in health outcomes between communities and across Buchan and are keen to support initiatives which will help address this.

How we will do it? When will we do it? Who will do it? How will we know we have achieved this? Page: 50 Item: 7

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Providing support (finance, access to facilities, 31st March 2019 Buchan Health Improvement Group Increased uptake in Confidence to training and advice) for the delivery of food skills Cook Classes resulting in more work such as Confidence to Cook people who know how to eat well Recruit and support volunteers to promote and 31st March 2019 Buchan Health Improvement Group Increased level of volunteers who deliver a weight management ‘toolkit’ of resources are equipped to work within to individuals and groups communities to promote healthy eating

1b. What we will do - We will support the people of Buchan to live long and healthy lives, and when possible to look after their own health & wellbeing. This will include support to: Be Active Why are we doing this? - Community Planning Partners recognise the need to reduce the inequalities in health outcomes between communities and across Buchan and are keen to support initiatives which will help address this.

How we will do it? When will we do it? Who will do it? How will we know we have achieved this?

Audit existing opportunities and available staff 31st March 2019 Buchan Health Improvement Group All the local opportunities are clear resource and accessible e.g. Accessible from one portal such as ALIS Extend the ABC activity referral scheme across Buchan Health Improvement Group Increased number of people taking Buchan. Work with local activity providers, primary up activity referrals which will have care services and GP practices to offer patients a positive effect on their overall activity opportunities in the community. (Eg ABC health referral scheme Promote and develop Health Walks – Train 31st March 2019 Buchan Health Improvement Group Increased walking opportunities for community volunteers as Health Walk Leaders, to all abilities

offer walks across Buchan. Page: 51 Support and develop opportunities for young 31st March 2019 Buchan Health Improvement Group More opportunities for young Item: 7 people to be active (eg summer holiday activities) people to be active and engaged in

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Including increasing participation amongst ‘hard to 31st March 2019 their communities through services engage groups working together We will provide support in establishing a 31st March 2019 Buchan Health Improvement Group The Sports Hub will have been Peterhead Sports Hub, which will work towards Aberdeenshire Council established in Peterhead. achieving the 4 national project outcomes for Scottish Sports Council Community Sports Hubs to help increase levels and Buchan Local Community Planning quality of sports participation in Buchan. Group We work with Partners to address the lack of 31st March 2019 Aberdeenshire Council A plan for the provision of these indoor recreational and sporting facilities in Scottish Sports Council facilities will have been developed Peterhead including Catto Park Peterhead Football Club and agreed. Buchan Local Community Planning Group Buchan Local Health Improvement Group

1c. What we will do - We will support the people of Buchan to live long and healthy lives, and when possible to look after their own health & wellbeing. This will include support to: Mentally Flourish Why are we doing this? - Community Planning Partners recognise the need to reduce the inequalities in health outcomes between communities and across Buchan and are keen to support initiatives which will help address this. How we will do it? When will we do it? Who will do it? How will we know we have achieved this?

Develop and Support the Buchan Wellbeing 31st March 2019 Buchan Health Improvement Group People are more aware of the Festival benefits of being active by engaging in more local opportunities or taking more personal responsibility

for their own health Page: 52 Item: 7

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Improve mental health literacy across the 31st March 2019 Buchan Health Improvement Group Increased number of mental health community by providing and supporting access to training opportunities and training. This would include, Mental Health associated uptake of these Awareness, Scottish Mental Health First Aid, SafeTALK and ASIST (Suicide Prevention). Promote 31st March 2019 mental wellbeing in schools. Raise awareness of the health issues associated 31st March 2019 Buchan Health Improvement Group Providing awareness raising with loneliness and support actions to reduce opportunities with key services and loneliness. Providing awareness raising with key local groups and service providers services, provide are more confident in their contribution to reducing loneliness Increase the number of Conversation Cafe 31st March 2019 Buchan Health Improvement Group Increased number of Conversation opportunities. Café opportunities

2. What we will do - We will work together to help improve the health and tackle the inequalities of our Children & Young People Why are we doing this? - We want to ensure that children and young people in Buchan have the best start in life.

How we will do it? When will we do it? Who will do it? How will we know we have achieved this?

Imbed GIRFEC as a way of working with children 31st March 2019 Buchan Health Improvement Group The establishment of Local GIRFEC and families ensuring the child is at the centre and groups for Peterhead and Mintlaw Buchan Local Community Planning developing a shared understanding within and Schools Catchment areas Group across services Development of local GIRFEC action Local GIRFEC Groups plans to take forward priorities and address local needs

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3. What we will do - We will work together on developing Health & Social Care Integration by joining up NHS and local council care services under one partnership arrangement for the Buchan area. Why are we doing this? - Community Planning Partners recognise that by working together we can provide a much more cohesive response to our residents during the most venerable times of their lives and we want to ensure this happens in Buchan

How we will do it? When will we do it? Who will do it? How will we know we have achieved this?

Partners will work together and with communities 31st March 2019 Buchan Local Reference Group There will be the imbedding of the to support the integration of Health and Social Buchan Health Improvement Group new management and delivery Care Services Aberdeenshire Council team structure NHS Grampian Buchan Local Community Planning Group 3rd Sector Support Group We will work together to support the Buchan Local 31st March 2019 Buchan Local Reference Group We will have strengthened Reference Group to take forward the Health & Buchan Health Improvement Group relationships between the various Social Care Integration Agenda, building Aberdeenshire Council services and agencies providing opportunities for Supporting Services from the NHS Grampian health support. public and 3rd sectors to engage with this process Buchan Local Community Planning ensuring our communities health & wellbeing is Group supported 3rd Sector Support Group

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Item: 7 Page: 55 PRIORITY 3 – Safer Communities Why is this a priority for Buchan? Buchan is a relatively safe area in the contexts of Scotland and recorded crime levels. However there is variation in crime levels across Buchan and the majority of crimes are confined to specific areas. Buchan residents perceive Aberdeenshire to be a safe or very safe place to live. However, residents in this area are more likely to consider crime and antisocial behaviour a problem and are more likely to report that fear of crime has a major or moderate impact on how they lead their lives. Given their apparent experience of such crime and anti-social behaviour by Buchan residents, it is perhaps not surprising that individuals in this area are more likely to feel unsafe in their neighbourhood or local town centre after dark and concerns for safety were given as a significant reason for not venturing outside at this time. Statistics collected for Road Safety from April 2014 to March 2015 report that Buchan had the highest number of fatalities of anywhere in Aberdeenshire since 2011 (seven). This is not in keeping with the usual trend in this area which typically sees fewer than three fatalities a year. The 16-25 year age group tends to accrue the greatest proportion of casualties. Indeed, since 2011, 31% of the area's total casualties belonged to this age group, which is the highest proportion in the Aberdeenshire. Road Safety is a key issue in the foreseeable future. With the ageing population, the issue of older drivers may be more of an issue going forward than it perhaps was in the past. However, we cannot discount the younger road user given that they tend to account for the greatest proportion of casualties over any given year, more so than is the case in other areas of Aberdeenshire.

What do we hope to achieve?

• Improved outcomes around alcohol & drugs misuse • Improvements to public safety • Improved Road Safety Measures

What’s happening now? A Road Safety event has been developed and held in Macbi in Mintlaw to help address a range of road safety solutions with local communities. This Event was supported by a range of local services who also helped to promote strong road safety messages along with providing interactive ‘booths’ for Brake Reaction Tester, Drink Goggles, First Aid/CPR, Stay safe/stay legal, Car seats and Children, Medication and Driving, Self-test Eye Test, Hazard Perception and Bike Safety.

The ‘Oot and Aboot’ project was developed by third sector partner MODO in response to concerns about antisocial behaviour and youth annoyance incidents and has delivered a programme designed to re-engage with the young people of Peterhead. Support from Police Scotland, Scottish Fire & Rescue Service and Community Safety ensured that the programme delivered targeted interventions in ‘Hot Spot” areas, to engage the young people who were causing the issues, and direct them towards social, positive activities as a route towards a more positive lifestyle. This has led to residents feeling safer in their local community and to use their open spaces more.

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PRIORITY 3 – SAFER COMMUNITIES This Priority will contribute to the Aberdeenshire Single Outcome Agreement and the Scottish Government’s National Outcomes through:  Aberdeenshire is the safest place in Scotland

Key Outcomes:

1) We will work towards a Buchan where citizens live rich, meaningful and autonomous lives free from harm due to alcohol or other drugs

2) Community Planning Partners will work together on public safety to ensure that we provide a safe environment for our residents

3) We will work together to make raise awareness of and promote road safety

1. What we will do - We will work towards a Buchan where citizens live rich, meaningful and autonomous lives free from harm due to alcohol or other drugs Why are we doing this? - Information from sources such as the Buchan Strategic Assessment, the ADP Delivery Plan 2015-2018, the ADP Service User Involvement Agenda has helped to identify the following actions related to Buchan addressing prevention, protection, recovery from drug and alcohol issues, and inclusion of those affected into our communities

How we will do it? When will we do it? Who will do it? How will we know we have achieved this?

Explore what other areas are doing to combat 31st March 2019 Buchan Community Safety Group Once all the information has been issues which arise from psychoactive substances Buchan Local Community Planning collated and considered by Health & and alcohol misuse and utilise some of these Group Community Safety Providers initiatives to address local problems Aberdeenshire Community Safety Partnership

Develop an Awareness Raising Campaign for 31st March 2019 Buchan Local Community Planning Promotional materials have been put Page: 56 public places on the dangers of Psychoactive Group in place Item: 7 Substances & Alcohol Misuse e.g. Supermarkets Aberdeenshire Community Safety Partnership 19 | P a g e

Pull together information to get a better 31st March 2019 ADP – Alcohol & Drugs Partnership An awareness raising campaign will understanding of the people affected by Buchan Local Community Planning have been developed and a plan for Substance & Alcohol Misuse in order to inform Group rolling information out agreed targeted interventions. This will include making Aberdeenshire Community Safety alcohol and other drugs less readily available and Partnership providing treatment and support on their recovery journey. Involve local communities to use their insights to help create local solutions and have a positive influence on all aspects of planning in their local area.

2. What we will do - Community Planning Partners will work together on public safety to ensure that we provide a safe environment for our residents. Why are we doing this? - We want to ensure that people can continue to live safely in their own homes and feel safe in their communities.

How we will do it? When will we do it? Who will do it? How will we know we have achieved this?

Support for SFRS Free Home Fire Safety Visits and 31st March 2019 Buchan Community Safety Group Increased uptake in referrals to link these to local services to help develop Buchan Local Community Planning referrals Group Scottish Fire & Rescue Service Support for Green Dog Walking Initiative 31st March 2019 Buchan Community Safety Group Increased participation by Buchan Local Community Planning Communities in this initiative Group Aberdeenshire Council To fully utilise the Community Warden resource to 31st March 2019 Buchan Community Safety Group The development of regular feedback help address local needs as and when they arise Buchan Local Community Planning sessions to ensure local needs are Page: 57

and to develop their working relationship with Group being timeously addressed Item: 7 local Community Planning Partners. Aberdeenshire Council

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Encourage participation in local events and 31st March 2019 Buchan Community Safety Group The increase number of migrants activities which will enable migrant communities to Buchan Local Community Planning volunteering at and attending integrate with their communities Group community events 3rd Sector Support Group Support a multiagency safety event to coincide 31st March 2019 Buchan Community Safety Group The delivery of the event and the with Drowning Prevention Week, and help deliver Buchan Local Community Planning strategy a strategy for action around water safety. Group Aberdeenshire Community Safety Partnership We will support the Community Safety Partnership 31st March 2019 Buchan Community Safety Group Training to deliver the MVP to develop the Mentors in Violence Prevention Buchan Local Community Planning Programme will have been delivered Programme (MVP) which will address all forms of Group bullying and gender based violence. Aberdeenshire Community Safety Partnership Develop a programme to support targeted 31st March 2019 Buchan Community Safety Group A reduction in youth anti-social interventions with young people in identified Buchan Local Community Planning behaviour in identified ‘Hotspot’ areas ‘Hotspot’ areas in relation to anti-social behaviour Group Aberdeenshire Community Safety Partnership Support the development of a community space / 31st March 2019 Buchan Local Community Planning The completion of a feasibility study hub providing accommodation and opportunities Group and the agreement as to how the for multi-agencies to provide a ‘wrap-around findings can be delivered service’ to allow them to work with members of the community including the hard to reach. These activities are to include information, support, activities and social interaction e.g. Youth Café.

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3. What we will do - We will work together to make raise awareness of and promote road safety Why are we doing this? - Information from the Aberdeenshire Community Safety Partnership and included within the Buchan Strategic Assessment have highlighted the need for increased road safety measures

How we will do it? When will we do it? Who will do it? How will we know we have achieved this?

We will analyse evidence from the past 10 years to 31st March 2019 Aberdeenshire Community Safety An analysis of these figures will be assess information from Road Traffic Collisions on Partnership available for inclusion in the Strategic circumstances, timeframe, vehicles, and who was Assessment involved e.g. commuters and use this information to influence future road safety campaigns and work towards improvements in the current roads infrastructure Establish a traffic forum which will focus on roads 31st March 2019 Aberdeenshire Community Safety The Forum will be established issues and look at how companies can work Partnership together to resolve some of these

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Item: 7 Page: 60

PRIORITY 4 – Stronger Communities Why is this a priority for Buchan? The recent downturn in the oil and gas industry has resulted in significant changes to the lives of many of our residents and the subsequent ripple effect it has created affects many of the communities across Buchan. Community Planning Partners are committed to mitigating this impact along with those impacts resulting from the introduction of welfare reforms which has had and will continue to have significant financial and social implications for those on lower incomes, their families and their communities. Key considerations to be addressed include:

 The Welfare Reform Act has brought a number of changes to administration of benefits including the Benefit Cap, Universal Credit and ‘Under Occupancy’ Tax’, Personal Independence Payments and Council Tax Reduction Scheme  Child poverty estimates in Buchan are amongst the highest in Aberdeenshire.  Average gross annual household incomes in towns across Buchan are amongst the lowest in Aberdeenshire, behind Banff & Buchan, but are consistent across the main towns in the area (Peterhead £30,582, Mintlaw £30,068). These high averages are reflective of the oil and gas industry, however, not everyone in Buchan is in the same financial position.  Buchan has the second largest proportion of benefit claimants across Aberdeenshire.  In terms of the energy efficiency and affordability of housing costs in Buchan, the area has the second highest estimates of fuel poverty in Aberdeenshire, with some areas estimated to have high or very high levels of fuel poverty.

What do we hope to achieve?

• Develop and support projects and initiatives which will help to tackle poverty & inequalities in the area • Develop and support employability projects • Promote financial awareness and options • Regeneration of Peterhead through the work of the new Peterhead Development Partnership

What’s happening now? The Buchan Welfare Reform Group has developed a programme of outreach services, training and events to help communities with a range of local needs. Voluntary sector partners provide a range of local services working with young people & adults that are helping to develop life and employability skills which are enabling their service users to progress onto more positive destinations. The Gift Tree Project which has been developed and supported by an extensive range of services across public and voluntary sectors has delivered vital provisions to vulnerable children, adults and families over the festive period over recent years. Partners are planning for delivery of the project again this year.

Peterhead Development Partnership has been established to oversee the delivery of ‘Peterhead 2026’, a plan which brings together future key regeneration initiatives for the town.

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PRIORITY 4 – STRONGER COMMUNITIES This Priority will contribute to the Aberdeenshire Single Outcome Agreement and the Scottish Government’s National Outcomes through: • Aberdeenshire will be recognised as a great place to live, work, invest with opportunity for all • The unemployment rate in identified areas of deprivation in Aberdeenshire will be less than the national average • Successful, inclusive, resilient communities with the confidence, capability and capacity to tackle the things that matter to them

Key Outcomes: 1) We will provide information and support to improve outcomes for Tackling Poverty & Inequalities for the communities in Buchan 2) We will seek to contribute towards the physical & economic regeneration of our communities 3) Community Planning Partners are keen to support the growth and sustainability of social enterprises within the area

1. What we will do - We will provide information and support to improve outcomes for Tackling Poverty & Inequalities for the communities in Buchan Why are we doing this? - Community Planning Partners are keen to support local projects and initiatives which will help to address issues around welfare reform, employability skills and training and financial inclusion

How we will do it? When will we do it? Who will do it? How will we know we have achieved this?

To support local communities and their initiatives 31st March 2019 Fuel Poverty Strategy Group The promotional materials will be around renewable energy projects and also to Buchan Welfare Reform Group available and will have been promote energy efficiency measures including Aberdeenshire Council distributed Universal Home Scheme, SMART Metering, Home Buchan Local Community Planning Insulation and the Gas Assistance Scheme Group To continue to develop and support employability 31st March 2019 Buchan Welfare Reform Group Increased levels of participation projects to help people in Buchan overcome Aberdeenshire Council within employability projects barriers in order to enter and sustain Buchan Local Community Planning employment. Group Page: 61 Item: 7

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To incorporate financial inclusion education in 31st March 2019 Buchan Welfare Reform Group More financial inclusion education is any learning programme which partners deliver Aberdeenshire Council incorporated within learning and to help the capacity of individuals to promote Buchan Local Community Planning programmes to ensure that elements around Adult Literacies to support Group individuals are better prepared and employability, Skills to manage own money, To have improved life-skills promote financial awareness and options e.g. North East Credit Union (NESCU), Cash in Your Pocket (CIYPP), To provide advice and information on welfare rights e.g. Citizens Advice Bureau (CAB)

2. What we will do - We will seek to contribute towards the physical & economic regeneration of our communities Why are we doing this? - Local Consultation with communities have highlighted a number of key projects which they wish to see supported in the short and long term

How we will do it? When will we do it? Who will do it? How will we know we have achieved this?

We will support projects and activities which 31st March 2019 3rd Sector Support Group Local priorities within communities promote our local Buchan area, and particularly Buchan Local Community Planning will have been addressed help to meet local needs and address priorities of Group the communities Aberdeenshire Council To support actions that will regenerate & 31st March 2019 3rd Sector Support Group Short and long term projects will improve Peterhead and the rural areas across Buchan Local Community Planning have been developed for Peterhead Buchan. Group and rural areas within Buchan Peterhead Development Partnership Page: 62

Aberdeenshire Council Item: 7

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3. What we will do - Community Planning Partners are keen to support the growth and sustainability of social enterprises within the area Why are we doing this? - Local Consultation with communities has highlighted that support to Social Enterprises is an important factor in the Buchan economy

How we will do it? When will we do it? Who will do it? How will we know we have achieved this?

We will work with social enterprises to 31st March 2019 3rd Sector Support Group Social Enterprises will have been strengthen their future sustainability. Buchan Local Community Planning supported to develop within the area Group Aberdeenshire Council

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Item: 7 Page: 64 How are we doing? Our Community Planning Partners have pledged to work together to develop, support and progress actions from this Community Plan to improve the quality of life for people living in Buchan. As part of this pledge, Partners will provide regular updates on the progress of its priority actions and will endeavour to promote these with local communities. Information can be accessed through our website: www.aberdeenshire.org.uk/buchan

Contact us For more information about this Plan or to find out more about community planning in Buchan, please contact Steph or Maureen using the details below:

Steph Swales Community Planning Officer Buchan House St Peter Street PETERHEAD [email protected]

Maureen Stephen Community Planning Officer Buchan House St Peter Street PETERHEAD [email protected]

Tel: 01779 483242 / 01779 483201

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Item: 7 Page: 65 Aberdeenshire Community Planning Partnership - Buchan

Local Community Plan 2013-2016

What was achieved?

Here are some of the achievements from the Buchan Local Community Plan 2013-16:

CHILDREN & YOUNG PEOPLE

Modo “Oot and Aboot” Anti-diversionary activities for young people

This project was the Buchan Community Planning Group’s (CPG) response to an issue in Peterhead. This issue included a series of fire raising and anti-social incidents which led to the Local Community Safety Group raising the issue with the Buchan CPG. Interventions with young people were planned and delivered by MODO, in partnership with Aberdeenshire Alcohol & Drug Partnership (ADP), Buchan Community Safety Group, Aberdeenshire Community Safety Partnership, Community Wardens, Scottish Fire and Rescue Service, Grampian Police and Aberdeenshire Council Social Work and Community Learning and Development. This team realised that any solution had to be a locally led solution. Modo worked with youth and community projects using the skills and thrills of the circus to engage young people and to help them to change their lives for the better. The project reached the least engaged young people, and those who wouldn’t come to organised events or other venues. It meant that the activity could be seen and understood and everyone could support the engagement.

Key Outcomes from this project include:  Positive and vibrant activities which has involved the wider community within the targeted areas including the town centre of Peterhead  Participation of a number of young people and encouraged their participation in anti-diversionary activities  Signposting onto other supportive agencies where required  Supported young people towards more positive activities and lifestyle choices  Helped to turn ‘hotspot’ areas back into positive community use  Partnership working across a wider range of public and voluntary partners  Engagement of Fire Service, Police and Community Wardens with young people in a friendlier situation, building community relations  Development of local priorities for young people through the creation of a youth database and youth cafe

This project is the winner of a COSLA Award in the ‘Achieving Better Outcomes’ category and has also won the ‘Best of Buchan’ category at the Inspiring Aberdeenshire Awards 2016.

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Youth Music Festival Project to showcase local talent & provide diversionary activities for young people in relation to risk taking behaviours

A wide range of Partners including Police Scotland, Aden Park Development Worker, Friends of BDP, Friends of Aden Park, Aberdeenshire Council North CLD Team, young people from the North and Aberdeen Foyer worked in collaboration to support an event to showcase local talent and provide diversionary activities for young people in relation to risk taking behaviours. This need was identified through discussion with young people and partners across the North. Music projects were run throughout the area, at different stages, to create opportunities for joint working, skills swaps and peer mentoring.

EMPLOYMENT

Tackling Poverty & Inequalities / Buchan Welfare Reform Group Support for Employability Activities & Work

A number of initiatives and projects were established to develop and support employability projects during 2013 to 2016. To date this has helped to provide:  Funding through the Department of Work and Pensions (DWP) to deliver a range of courses, so that people had the skills and accreditation to be able to take up employment opportunities within local construction projects.  Training Posts for 16-24 year olds as part of a Digital Inclusion Project and employed through the North East Scotland Credit Union (NESCU). As Digital Facilitators they provided support to local groups to help them utilise social media and business search engines.  Increased volunteering opportunities for learning/disabled people. The Volunteer Centre now provides training for adults with complex needs.  Sector Based Academies – Addressing the needs of the construction industry, care sector and hospitality sector. The community benefit clauses through HMP Grampian were utilised, leading to new opportunities in construction and cleansing services. Approximately 80 positions were created and filled during the construction and completion stage of the new Prison build.  A 2 year Employer Engagement Co-ordinator post based in Peterhead Job Centre, linked employers’ needs to the local workforce. CFINE worked in partnership with Willowbank to offer their clients work experience and opportunities. Item: 7 Page: 67

 A total of £215,000 was secured by the Aberdeenshire Employability Partnership for across Aberdeenshire with a large majority for employment opportunities in the North.  A Partnership was set up to co-ordinate and deliver a range of employability opportunities including volunteering and work experience. The Volunteer Centre has set up a weekly drop-in session within Peterhead and this has proved successful in supporting people into their first steps back into employment using volunteering. A recent Awards ceremony recognised the development of individuals who have volunteered in the local community. A new Employability Group has been set up with HMP Grampian to help provide a smoother transition for those seeking work on release. The Group also held a very successful partnership event during 2014 which highlighted support and opportunities for both Staff and Prisoners.

HEALTH & PHYSICAL ACTIVITY

ABC Project (Active Buchan Community) – Old Mart Gym, Maud Exercise Referral Scheme for age 50+

This project was set up by NHS Grampian and Aberdeenshire Council to help develop a programme of exercise for the 50+ age group including an exercise referral programme. Support from the Buchan Local Community Planning Group enabled this project to purchase additional equipment and develop training of staff to deliver to a wider audience which includes disabled gym users and adults with underlying health conditions.

The referral service has been positively received by both the users of the service and the referring health professionals. Being able to provide specialist fitness equipment has allowed a full body work out for the first time.

Key outcomes met from this project include:  An accessible Gym particularly for those individuals with underlying health conditions that may not have had the opportunity before to access exercise Individuals able to manage better long term health conditions  Better trained staff – investing in their development and employability  Further increased and developed partnership working.  Better access to facilities in a rural area  Healthier community.  Increased social inclusion

Central Buchan Community Sports Hub – MACBI, Mintlaw Sport and physical activities for communities supported by trained Volunteers

The Buchan Community Planning Group supported the establishment of a Community Sports Hub. The aim was to increase the number of people of all ages engaging in sport or physical activity in safe environments and increase the number of trained volunteers within local groups and clubs towards a community hub’s core purpose of increasing participation. A wide range of Partners have helped to successfully deliver these aims including MACBI community Hub, New Deer all Weather Project and Mormond Community Hub as key partners along with various local sports clubs and community Item: 7 Page: 68 groups, Active Schools Mintlaw Network and local primary schools and Mintlaw Academy.

Overall the project has delivered on the following outcomes and continues to develop into a strong and sustainable base for community sports & activities:

 Vital training opportunities for committed volunteers and has helped to strengthen the local infrastructure  Sustained local community based groups through good quality training.  Supported health and wellbeing opportunities provided to volunteers by; increasing their volunteering skills in coaching or leading physical activity people of all ages and raising their aspirations; and equipping them for active participation in the community  Involved a broad based variety of local clubs, voluntary youth organisations, recreation classes and physical activity groups across Central Buchan. Having better trained individuals will also increase benefits to the wider community through building their capacity and confidence as local volunteers  Involved over 4000 people from the local community who have taken part in a range of sports and activities within the MACBI facility  Provided 186 Volunteers across various training programmes including First Aid, Safeguarding Children, Children’s Fitness, Chair based exercise, Active for Autism, Gymnastics and Clubbercise.

COMMUNITY SAFETY

Community Road Safety Day – Buchan Dial-a-Bus and MACBI Event with a range of activities for all ages and abilities

This Event was created in response to issues surrounding increased Road Traffic Collisions on Buchan roads. Its main aim was to increase awareness about road safety and was developed into a Community Event / Open Day with a Road safety sub theme in order to provide a range of activities for all ages and abilities to attract as many local people as possible. LCPG funding was used for the car simulator and planning and development of this project. The Event was developed by Buchan Dial-a-Bus working with key partners including Aberdeenshire Council, Police Scotland, Scottish Fire & Rescue Service and local businesses.

Feedback from the event highlighted that this was a well-run and well attended event and delivered key outcomes:  A fun community event  Road safety messages were passed to the public Item: 7 Page: 69  Community support, turning out in great numbers, even in the pouring rain.

OUR COMMUNITIES

Support to enable volunteering in Buchan Help for Volunteers wishing to volunteer in their communities

The Strichen Community Park project created an outdoor learning area to be used by all ages. This are can also be used by the public for picnics and as a sitting area for volunteers, school children, the elderly and disabled. They received funding from Foundation Scotland, Express Grants for the outdoor furniture. Funding from the Buchan Community Planning Group went towards the purchase of aggregate material which was then laid by the team of volunteers who run and maintain the Park. This has ensured that existing paths have been upgraded and new paths created which are accessible for all visitors. This Park is owned, run and maintained by volunteers from the community and provides quality outdoor space for people to use in a wide variety of ways, all of which contribute positively to health and wellbeing.

Item: 7 Page: 70 Formartine Community Plan 2016-2019

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Item: 7 Contents Page: 71

Foreword by Chair of the Formartine Community Planning Group……………………………………..Page 3

Executive Summary……………………………………………………………………………………………………………Page 4

The Formartine Area (Key Statistics and Facts)…………………………………………………………………..Page 5

Looking Ahead and linking to Scottish Government Priorities……………….………….………………..Page 6

Priority 1 Stronger empowered communities………………………………………………….…..…………….Page 7

Priority 2 Safer communities………………………………………………………………….……………………..….Page 10

Priority 3 Tackling inequalities…………………………………………………………………………………….……Page 12

Priority 4 Transport and Connectivity………………………………………………………………………..……..Page 15

Contact Us………………………………………………………………………………………………………..…….……..Last Page

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Item: 7 Page: 72 Foreword by Formartine Community Planning Group Chair

Welcome to the Formartine Community Plan for our area. Formartine is already a great place to live and work. We are also fortunate that there are active and thriving communities across Formartine. Many of our communities in Formartine are well served by those in the community that devote much of their spare time on local activities and projects working together to improve the place where you live. We have a unique opportunity to make it even better and continue our working partnership with you to create a place for the future, to the benefit of all our residents and businesses. Work is already underway to harness exciting opportunities, through delivery of the strategies and projects. This Plan sets out the future priorities and actions in relation to strengthening and empowering our communities, safer communities, tackling inequalities and improve transport and connectivity. It builds on the priorities in the previous Community Plan and the Single Outcome Agreement. Bringing the new Community Plan and the Scottish Government’s National Outcomes together gives the Formartine Community Planning Partnership the opportunity to create an even stronger, integrated approach for Formartine’s people, their aspirations for their places and their priorities which have been identified through ongoing community engagement over the life of the last Plan. The Community Plan provides a framework, priorities and actions for organisations in the Formartine area with a clear record of working in partnership with the community. The Plan is the way forward and focuses on the issues and concerns of local people and concentrates on achieving the things that we cannot achieve in isolation. Success in doing so will mean an improved quality of life for residents now, and for the future, for the Formartine area.

Elaine Brown Chair, Formartine Community Planning Group Formartine Area Manager

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Item: 7 Page: 73

Executive Summary

The Formartine Community Plan 2016-2019 brings together input from our Community Planning Partners, Elected Members and most importantly the local community.

There has been regular interaction with Community Councils and community based forums and other community engagement community action planning and Citizens’ Panel surveys capturing information and views of people about their place and their priorities informing this plan. As a result and following various workshops it was agreed we should focus on 4 key priorities for Formartine. These priorities are:  Stronger empowered communities  Safer communities  Tackling inequalities  Transport and connectivity

The Plan has been developed to provide our strategy for delivering partnership projects or activities across the Formartine area in response to local issues highlighted. We have to thank the solid working partnership that has developed by the Formartine Community Planning Partnership throughout the life of previous Formartine Community Plan to deliver better services and actively engaging in community engagement that has seen the development of this new Plan. There have been many successes, much groundwork on identifying the challenges we champion on behalf of our communities and the work will continue in partnership. Each of the priorities has had an outcome set against it in order to measure impact and the difference made to communities. Several actions have been developed to help deliver each outcome and some are already underway. The plan covers a three year period until 2019, which gives opportunity to develop longer term aspirations. The plan will be reviewed on a six month basis and will be updated as and when actions are completed.

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Item: 7 Page: 74 Key facts/statistics about the Local Area:

With an estimated population of 43,169 people, the residents of Formartine make up 16.7% of Aberdeenshire’s total estimated population (257,740). Formartine’s population continues to increase and has risen gradually over the past decade.

Formartine 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Children 7706 7677 7816 7858 7985 8050 8132 8180 8155 8068 8098 8103 Working Age 24588 25168 25837 26385 26834 27239 27568 27796 28135 28249 28124 28039 Pensionable 4778 4958 5151 5361 5525 5660 5842 6017 6219 6435 6777 7027 Age Total 37072 37803 38804 39604 40344 40949 41542 41993 42509 42752 42999 43169 Source: National Records of Scotland Mid-Year Estimates (Revised on 2011 Census)

The demographics of the population have shifted over the past decade:

 The total working age population has steadily increased since 2002 and is beginning to plateau and feel slightly between 2011-2013  The number of children (15 and under) is 5.2% higher than in 2002 but is beginning to show signs of declining  The number of pensionable age individuals is 47.1% higher than in 2002 and continues to increase  If the demographic trends continue it can be expected that older people will outnumber children within the next 5-10 years

Across Formartine, the life expectancy of the majority of communities is better than the Scottish average. Females continue to have a higher life expectancy at birth than males but the gap is lessening in the decade up to 2013.

Formartine residents perceive Aberdeenshire to be a safe or very safe place to live and were least likely to consider crime a problem and least likely to say fear of crime had an impact on their lives. Despite this positive outlook and limited fear of crime, Formartine residents were neither more nor less likely than residents elsewhere in Aberdeenshire to have experienced or witnessed crime in the previous year. However for certain issues, such as anti- social driving, Formartine residents report higher experience of this issue than elsewhere.

Emergency hospital admission rates per 100,000 are lower in Formartine for all ages compared to elsewhere in Aberdeenshire and have been decreasing almost yearly between 2008 and 2012. Citizen’s Panel 2015 Formartine respondents (97%) agreed initiatives to reduce avoidable admissions to hospital initiatives were important.

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Item: 7 Looking Ahead Page: 75

In 2015 a series of horizon scanning (PESTELO) exercises were carried out to identify current and potential pressures within the Formartine area over the next few years. Horizon scanning is a method of analysing real and potential pressures placed on a partnership and helps highlight where a partnerships strengths and weaknesses lie. These sessions were held with the Formartine Community Planning Group, Formartine Area Committee, Aberdeenshire Council’s Formartine Area Management Team, and consultation across Formartine various Community Forums.

The issues identified through the PESTELO process have been used to inform our priority outcomes for Formartine and those to which we could add value by working together have been included within this Plan.

Formartine Outcomes National Outcomes Priority 1 Stronger Empowered Communities 1. Communities are empowered and supported to develop and  We live in a Scotland that is the most attractive deliver a vision for their local area place for doing business in Europe. 2. Communities are well informed, involved in decision-making and  We realise our full economic potential with more take a responsibility in delivery of local actions and priorities. and better employment opportunities for our 3. Stronger local resilient communities through the contribution of people. volunteers.  We live in well-designed, sustainable places where we are able to access the amenities and services we need  We have strong, resilient and supportive communities where people take responsibility for their own actions and how they affect others  We value and enjoy our built and natural environment and protect it and enhance it for future generations  We take pride in a strong, fair and inclusive national identity Priority 2 – Safer Communities 1. Fewer Formartine residents are injured or killed as a result of preventable accidents, particularly in relation to road collisions,  We live our lives safe from crime, disorder and accidental dwelling fires and deliberate and non-domestic fires. danger. 2. Formartine communities experience fewer instances of anti- social behaviour and residents experience a better quality of life, particularly in relation to vandalism and perceptions of safety. 3. Greater awareness of individuals, families and the vulnerable within our communities to be safe from harm (cyber safe) while online

Priority 3 – Tackling inequalities 1. Reduction in inequalities in health outcomes between  Our children have the best start in life and are identified communities and across Aberdeenshire ready to succeed. 2. Older people will live independent, healthier lives for longer in  We live longer, healthier lives. a homely environment, in a community which respects and  We have tackled the significant inequalities in values them, with informal carers who receive support to Scottish society. continue to care  Our people are able to maintain their 3. Increased take up of local community services and health independence as they get older and are able to improvement programmes improving physical health, mental access appropriate support when they need it health. (new outcome). 4. Greater inclusion and equality of opportunity – recognising  We have improved the life chances for children, some people need additional support to overcome barriers young people and families at risk. they face. 5. Individuals and families are enabled to make small changes that have long lasting positive impacts for themselves their families and the community they live in Children living in families who are vulnerable are identified and are offered support early

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Item: 7 Priority 4 – Transport and Connectivity Page: 76 1. Demand responsive transport and supported bus network  Our public services are high quality, continually serving Formartine improving, efficient and responsive to local 2. An improved transport provision to access healthcare and people's needs. wellbeing activities to address challenges of inequality, social  Our people are able to maintain their exclusion, rural isolation and vulnerability independence as they get older and are able to 3. People using public transport as a means to travel to places of access appropriate support when they need it employment, local consumer goods, health and wellbeing and (new outcome). social activities delivering benefits for local businesses,  We reduce the local and global environmental communities and the environment impact of our consumption and production. 4. Greater opportunity to encourage sustainable travel in the area for 30% of people covering shorter distances, to either walk or cycle all or part of their journeys

Priority 1 Stronger Empowered Communities

Why is this a priority in Formartine?

 The introduction of the Community Empowerment Act in 2015 will help empower community bodies through the ownership of land and buildings, and by strengthening their voices in the decisions that matter to them. It will also provide opportunities for communities to participate and have their say in the delivery of services and by improving the process of community planning will ensure that local service providers work together even more closely with communities to meet the needs of the people who use them. We need to ensure that the communities of Formartine are fully informed, equipped and supported to realise their full potential in the spirit of the Act.  Community Action Plans help implement change in local areas by identifying local priorities, what actions will be taken and who will take them forward. They also provide the vehicle to give community groups’ ownership over what they wish to achieve. Some communities across Formartine are in the beginning stages of forming a plan. We have several communities proactive in gathering evidence through initiatives such as conducting town surveys or planning for real engagement exercises  Formartine along with other areas of Aberdeenshire and indeed Scotland experienced unprecedented flooding in early January 2016. The response from the wider community in supporting those affected was, and continues to be, tremendous and several of our communities are already taking steps to develop Resilience Plans to enable them to be in the best possible position should such an emergency arise again.  Getting people involved in contributing to their local communities can be achieved through volunteering. In 2013, Citizens’ Panel respondents indicated a high proportion of volunteering in Formartine, the joint highest in Aberdeenshire.

Already underway

 Community Forums and Health and Social Care Integration Community Engagement events are held to gather views of local communities and their needs and aspirations are captured through Community Action Planning.  We have further enhanced membership of the Formartine Community Planning Group with additional community council representation (3 in total)  We are developing a platform for local communities and the FCPG to improve the effectiveness of community planning at a very local level through Making It Real Forums. It is open to Community Councils, community planning partners, local groups and organisations. It provides opportunities for networking, information sharing, further community engagement, project development and delivery, and training  The communities of Belhelvie Parish; Rothienorman; Auchterless, Inverkeithny and Fisherford; Balmedie; Newburgh; Udny Parish; Turriff and District; and Oldmeldrum, Bourtie and Daviot have all either produced or are engaging with their communities to develop their Community Action Plans.  Signposting to appropriate funding sources to support community groups and their projects

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Item: 7 Outcomes Page: 77 1. Communities are empowered and supported to develop and deliver a vision for their local area 2. Communities are well informed, involved in decision-making and take a responsibility in delivery of local actions and priorities 3. Stronger local resilient communities through the contribution of volunteers.

What we will do

1.1 Community Planning partners, committed to supporting and building, confident, skilled, influential and active communities in Formartine

How will we do it? When will we do it? Who will do it? Outcome We will continue providing a platform for  We will deliver at least  Formartine 1, 2 and local communities and community planning 2 Forum meetings in Community 3 partners to improve the effectiveness of each Ward each year Planning Partners community planning at a very local level  We will aim to ensure  Formartine Rural through Making It Real Forums (previously all local communities Partnership Ward Forums). are represented by a  Community MiR Forum by end of Learning and the Plan (March 2019) Development (and Local Learning Partnerships)  Aberdeenshire Voluntary Action (AVA) and Third Sector  Local community groups  Formartine Community Councils Annual programme of community  Annually beginning in  Aberdeenshire 1, 2 and engagement events, conversations or focus 2017 Council 3 groups, facilitated by Formartine  Annually publicise  FCPG Community Planning partners, inviting outcomes to Formartine Area Committee, Area communities and invite Management Team, third sector, feedback community councils, and community groups  Regular community to encourage a two way flow of information events showcasing and and discussion promoting what the partners deliver ie. Open Days etc. At least 75% of new Community Council Training opportunities to  Community 3 members undertake online training modules ensure they are equipped Councils with the skills and  Aberdeenshire resources required Council We will support communities to Ongoing promotion of  Formartine 1, 2 and understand, participate and take advantage opportunities using various Partnership 3 of opportunities around legislative changes methods of communication  Aberdeenshire (HandSC integration, Community ie direct mail, social media, Council Empowerment Act, Land Reform Bill, etc) local publications etc Formartine Community Council Forum Host 4 Forums each year Aberdeenshire Council 1 themed meetings throughout year

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Item: 7 Page: 78 1.2 We will support and empower Communities to develop a vision for their local area

How will we do it? When will we do it? Who will do it? Outcome Working with local communities  Ongoing programme for  Aberdeenshire 1, 2 and identifying aspirations – Our People, communities to be Council 3 Our Place, Our Priorities supported to develop or  Community Planning deliver a Community Action Partners Plan.  Formartine  Report to Area Committee Partnership bi-annually on progress  Community Councils  Local groups We will continue to support  March 2019  Formartine 1, 2 and communities in developing and  Report to Area Committee Partnership 3 delivering projects, particularly those bi-annually  Aberdeenshire outlined in Community Action Plans Council We will support communities with  We will regularly share  Formartine 1, 2 and funding advice as well as providing grant award and funding Partnership 3 funding opportunities for advice with communities  Aberdeenshire inclusive/sustainable projects ongoing basis Council  Regularly update funding  Community Councils finder to signpost groups  Community Groups  To bring forward viable proposals  We will report bi-annually  We will allocate funds via the Formartine Community Planning Group, Formartine Area Committee

1.3 To support Community Resilience Building through services, Community Planning Partners

How will we do it? When will we do it? Who will do it? Outcome Supporting development of local community Ellon, Rothienorman,  Aberdeenshire Council 3 resilience planning for natural events Methlick, Newburgh  Community Councils from 2016  Community Groups Increase volunteer participation supporting March 2019 Various local Community 3 people to take part in building community Resilience Groups set up resilience with the support of services and from 2016 community planning partners

1.4 Continue to support communities during any Community Asset Transfers, where communities have an interest in developing their own facilities and services.

How will we do it? When will we do it? Who will do it? Outcom e Creating spaces and venues where possible Ongoing Aberdeenshire Council 1, 2 and that support a community and its diverse 3 activities Increase opportunities for greater March 2019  Aberdeenshire 1, 2 and participation in activities using community Council 3 facilities run by communities  Communities

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Item: 7 Page: 79 1.5 Building stronger and active communities through promoting participation and volunteering (in particular for older people) through community capacity building initiatives

How will we do it? When will we do it? Who will do it? Outcome Build stronger links between schools, Projects developed and  Making It Real Forums 3 leisure services and community groups implemented ie. Tackling  AVA Littering in Turriff in 2016 Work with communities to increase  Building capacity  Health and Social Care 3 number of community through initiatives such Integration groups/volunteers where there are gaps as ie. Grow Your Own  Community Learning in local support with access to learning Community. March Partnerships in and development opportunities 2019 Formartine  First event to be  Aberdeenshire developed and trialled Voluntary Action (AVA in 2017 in Turriff and CHiPs) District Ward  Community Councils To share information on volunteering Develop an Information Community Planning 3 opportunities particularly with older database on volunteering Partners people and encourage participation opportunities for older people 2016-2019

Priority 2 – Safer Communities

Why is this a priority?

1. Formartine is a relatively safe area in the context of Scotland and recorded crime levels (per head of the population) are at their lowest across all of Aberdeenshire. 2. Road Safety is likely to remain a key issue in the foreseeable future and is consistently highlighted as a priority in public surveys. This is despite a downward trend in road traffic incidents in the area. Police Scotland Public Consultation Survey 2014 at Ward level indicated speeding motorists and anti-social driving behaviours as main priorities for members of the public across Formartine. Whilst in 2015 53% Citizen’s Panel respondents were worried about Road safety and road crime which was the highest rating across all areas in Aberdeenshire. Road Safety is also a priority in Community Action Plans delivered in the last 4 years and also identified through ongoing community engagement work with other communities across Formartine. 3. However, we cannot discount the younger road user given that they tend to account for the greatest proportion of casualties over any given year. 4. Although there were no fatalities in 2013/14 in Formartine there were 7 non-fatal casualties as a result of an accidental dwelling fire – the highest in 5 years. SFRS increased the number of Home Fire Safety Visits in Aberdeenshire from 283 to 910 in 2013/2014. This remains a priority. 5. Although technological platforms increase engagement opportunities, concerns were raised during the horizon scanning phase around the potentially negative impact that social media can have on young people (cyberbullying, self-esteem). The internet and social media platforms can create a strong online community and offer many social and educational benefits, however, there are potential mental health, wellbeing and child safeguarding issues around the rapidly increasing culture of online sharing and information access that could be harmful to current and future generations. 6. Priority issues include: Road Safety; Road Traffic Offences/Anti-social driving; Violence and General Disorder (ie. Anti-social Behaviour); and Promoting Positive Outcomes for Young People. 7. Issues to keep an eye on over the next year or so include: Youth Disorder; Accidental Dwelling Fires; and Antisocial Behaviour Driving

What is already happening?

 Education of road safety to young people – Pass Plus Scheme, Safe Drive Stay Alive; Crash Live 10

Item: 7  Police Scotland liaison with Community Councils on issues around speeding and parking inPage: towns and 80 villages  Funding for a mobile speed detection unit by the Formartine Community Planning Group and Formartine Community Safety Group 2013-2016  Increased home fire safety visits and awareness raising by Scottish Fire and Rescue Service  Multi agency approach to dealing with incidences of anti-social behaviour

Outcomes 1. Fewer Formartine residents are injured or killed as a result of preventable accidents, particularly in relation to road collisions, accidental dwelling fires and deliberate and non-domestic fires. 2. Formartine communities experience fewer instances of anti-social behaviour and residents experience a better quality of life, particularly in relation to vandalism and perceptions of safety. 3. Greater awareness of individuals, families and the vulnerable within our communities to be safe from harm (cyber safe) while online

What we will do

2.1 To achieve a sustainable reduction in road traffic collisions by implementing a series of preventative measures ie. programs in the education of road safety to young people and the community How will we do it? When will we do it? Who will do it? Outcome

To use data gathered from speed detection Annually  Police Scotland 1 hardware to monitor and enforce speed  Aberdeenshire limits in the communities of Formartine by Council – Roads implementing special initiatives in response to issues raised by communities. Continue with the programs about the March 2019  Police Scotland 1 education of road safety to young people –  SFRS Pass Plus, Safe Drive Stay Alive; Crash Live  Aberdeenshire Council  Community Safety Group To consider how best to raise road safety  Ongoing to March 2019  Community 1 awareness through parents on Safer routes  Raise road safety Planning Group to School initiatives awareness through  Police Scotland parents.  Community Safety Group

2.2 To work with partners to deliver on Community Safety in Formartine and develop a better understanding of safety issues in our community. How will we do it? When will we do it? Who will do it? Outcome

Partnership working to enable people to keep Ongoing  Police Scotland 2 feeling safe  AC Community Safety Work with communities (residents and By March 2018  SFRS with 1 and 2 businesses) on how to avoid false alarms community planning partners Develop and distribute of Community Safety By March 2019  SFRS 1 and 2 Information booklets  Police Scotland Promote referral pathways through CP 2016-2019  SFRS 1 and 2 Partners to enable requests free home fire  AVA and third safety checks. sector

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Item: 7 2.3 Address other issues with Prevention initiatives such as being safer online for both young, olderPage: persons 81 and vulnerable most at risk How will we do it? When will we do it? Who will do it? Outcome

Local awareness raising programmes aimed at Ongoing programme of 3 target groups to be safe online visiting Academies to raise Police Scotland awareness Link with the Child Sexual Exploitation Working Ongoing Police Scotland 3 Group (working closely with both Education and Child Protection colleagues) in respect to online safety.

Encourage young people to join the Formartine March 2019 Formartine 3 Community Safety Group to have a say in Community Safety where money is spent and on what – Group empowering youths and helping direct how best to tackle this issue interaction with their own peer groups

Priority 3 Tackling Inequalities

Why is this a priority?

1. The local Community Planning Group has been working in partnership prioritising resources to take forward the themes of early interventions and prevention 2. Across Formartine, the life expectancy of the majority of communities is better than the Scottish average. Females continue to have a higher life expectancy at birth than males but the gap is lessening in the decade up to 2013. 3. Emergency hospital admission rates per 100,000 are lower in Formartine for all ages compared to elsewhere in Aberdeenshire and have been decreasing almost yearly between 2008 and 2012. In 2015 Citizen panel respondents in Formartine (97%) agreed initiatives to reduce avoidable admissions to hospital initiatives was important. In Formartine in 2014, 40.6% of people with intensive care needs were able to receive care at home. 4. Formartine is better than the national average for the number of alcohol related hospital admissions, and a number of communities are significantly better than the Scottish average. SALSUS Survey results suggest that Aberdeenshire adolescents drink more alcohol than those elsewhere in Scotland but do so less frequently. That being said they are more likely to have seen a doctor or stayed off school as a result of drinking alcohol than those elsewhere in Scotland. However Citizens’ Panel responses would indicate that Formartine is less than likely than other areas of Aberdeenshire to witness underage drinking. 5. Mental health and wellbeing impacts on quality of life, the prevalence of poor mental health / illness can put pressure on health and care services. Poor mental health can also lead to premature job loss. This is detrimental for both individuals and for the economy. Effective support through a joined-up approach between health and employment and supportive action by employers can help those both in and out of work. Until now, the quality and amount of information about mental health has lagged behind that about physical health. 6. Aberdeenshire contains five datazones that are classified as making up Scotland’s 15% most deprived datazones – none of these are in Formartine. Aberdeenshire has a total of 301 datazones as of the 2012 SIMD release. 45 datazones make up the 15% most relatively deprived areas in Aberdeenshire. Of these 45, only one of these is in Formartine. This datazone is located in Ellon (SO1000431). 7. The greatest proportion of benefit claimants in Formartine are in receipt of Employment Support Allowance of Incapacity Benefit suggesting that those reliant on benefits may be unable to work for health reasons rather than due to a lack of employment opportunities. 8. Child poverty estimates in Formartine suggest that approximately 12% of children are estimated to be in poverty after housing costs, suggesting that a proportion of children in the area start life in poverty in the area. The Ward area with the highest estimates of child poverty is in Turriff and District.

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Item: 7 Already underway Page: 82  A new structure to manage children’s services within Aberdeenshire “Getting it Right For Every Child in Aberdeenshire” is under development. This multiagency structure will include local GIRFEC practice groups which will integrate local delivery of children’s services, target interventions and align closely with the six Local Community Planning Groups.  Local health and wellbeing forums and Make It Real Forums undertake various health and wellbeing initiatives in Formartine  Ellon Men’s Shed opened in 2015 to encourage social interaction of men, particularly those who are retired or underemployed. The initiative is now also taking off in Turriff  Health Walk groups set up across Formartine and walk leaders trained  Ellon Wellbeing Festival held in May 2016 promoting mental health and wellbeing  Conversation Cafes held in Turriff and Ellon encouraging social interaction  A Welfare Reform forum set up during the last Formartine Community Plan 2013-2016  The Aberdeenshire North (Alcohol and Drug Partnership) community forum has begun to reach out to the more rural areas by holding the forum meetings in different places across the North.

Outcomes 1. Reduction in inequalities in health outcomes between identified communities and across Aberdeenshire 2. Older people will live independent, healthier lives for longer in a homely environment, in a community which respects and values them, with informal carers who receive support to continue to care 3. Increased take up of local community services and health improvement programmes improving physical health, mental health. 4. Greater inclusion and equality of opportunity – recognising some people need additional support to overcome barriers they face. 5. Individuals and families are enabled to make small changes that have long lasting positive impacts for themselves their families and the community they live in 6. Children living in families who are vulnerable are identified and are offered support early

What we will do?

3.1 Equality of access to early intervention and prevention creating healthier and active lifestyle choices, particularly older persons and the vulnerable How will we do it? When will we do it? Who will do it? Outcome

Working in partnership focussing on Ongoing Health and Wellbeing Forums of 1,2,3 and the underlying health challenges that participating services, agencies 4 affect local people and third sector organisations and groups Ensure quality of access to early  Continue to  NHS 1, 2, 3 intervention and prevention; creating promote  Aberdeenshire Council and 4 healthier and active lifestyle choices, opportunities  AVA particularly for older persons and the 2016-2019  Local Health and Wellbeing vulnerable  Ongoing forums development of initiatives Engage with communities to identify  Conduct surveys to  HSC teams 1, 2, 3 barriers for individuals difficult to take identify barriers  AVA CHiPs and 4 up early intervention and prevention  Development of  Formartine Community strategies to support healthier and prevention Planning Group active lifestyle choices pathways  Community Councils Identify gaps in intervention and  HSC 1,2,3 and prevention within communities and  AVA CHiPs 4 working with partners develop  Communities community capacity to meet these needs 13

Item: 7 Page: 83 3.2 Closing the gap by increasing access to mental health and wellbeing activities in communities with an emphasis on maintaining good mental health or recovery, reflecting local needs

How will we do it? When will we do it? Who will do it? Outcome

Continuation of Local Health and  Ongoing Health and Wellbeing 1,2,3 and Wellbeing Forums working in  Access a more up-to-date Forums of participating 4 partnership focussing on the and more detailed picture services, agencies and underlying mental health challenges of mental health and third sector that affect local people. wellbeing in Formartine area. Quality of access to early intervention  Continue to promote  Formartine 1, 2, 3 and prevention; creating healthier opportunities 2016-2019 Community Planning and 4 and active lifestyle choices,  Ongoing development of Partners particularly older persons and the initiatives and access to  Local Health and vulnerable to support better mental local services and Wellbeing forums health opportunities in targeted communities. Engage with communities to identify  Conduct surveys to identify  HSC (AVA CHiPs) 1, 2, 3 barriers for individuals difficult to barriers across  Formartine and 4 take up early intervention and communities – Community Planning prevention strategies to support to  Ongoing HandSCI Group support better mental health and consultation and  Community Councils wellbeing engagement  Ongoing community engagement surveys  Citizen’s Panel Surveys Identify gaps in intervention and  Develop a model in  HSC (Formartine) 1,2,3 and prevention within communities or consultation with one  AVA CHiPs 4 across communities and working with Formartine community and partners develop community capacity pilot (2016/17) to meet these needs

3.3 Improving life chances for our most vulnerable individuals and families.

How will we do it? When will we do it? Who will do it? Outcome

Using existing data to identify areas of greatest Better collection of  Garioch and 1 to 6 needs and develop locally specific evidence to monitor Formartine interventions change Welfare Reform Group  HSC  GIRFEC Support communities to participate in an March 2019  Aberdeenshire initiatives/schemes such as Dementia Friendly Council Communities if need is identified  NHS  AVA Support the ongoing delivery of the IDEA Ongoing work with local  IDEA Strategy project in Formartine to implement community organisations and Group based opportunities for those accessing day businesses to identify local  Ellon Health and services including addressing the lack of opportunities Wellbeing Forum employment/volunteering opportunities Encouraging and supporting local Identify various  Ellon Health and employers/groups/providers to offer volunteering/work Wellbeing Forum; 14

Item: 7 opportunities for vulnerable individuals and experience opportunities  Make It Page: Real 84 families and promote inclusion to Forums community groups Key partners delivering front line services and March 2019  NHS support in targeted areas. Benefits health  AVA checks, literacy support, employment skills, budgeting skills, confidence to cook

3.4 Work proactively with Welfare Reform partners in Formartine with the aim to assess, develop and deliver a local action plan to support vulnerable families and individuals.

How will we do it? When will we do it? Who will do it? Outcome

Using existing data to identify areas of Better collection of  Garioch and Formartine 4, 5 and greatest needs and develop locally evidence to monitor Welfare Reform Group 6 specific interventions change  Aberdeenshire’s Tackling Poverty and Inequalities Group

Vulnerable families identified early and March 2019  Garioch and Formartine 4, 5 and offered support as required Welfare Reform Group 6  SCARF (Save Cash and Reduce Fuel) Advice Promotion  North Aberdeenshire Foodbank

Priority 4 – Transport and connectivity

Why is this a priority?

 Transport and connectivity are important one for most communities in Formartine and also highlighted by other areas of the Shire and acknowledged today’s economic environment additional services may not be available but better timetabling may be a step towards helping communities and their needs.  Access to services across Formartine is good, on average, with it taking fewer than 6 minutes average drive time to reach a GP and 4.2 minutes average drive time to a post office for those for those in major towns. This journey is, on average, three times as long when taking public transport. Sometimes community transport can assist an individual where there is no suitable bus services, e.g. by offering transport on a dial-a-bus service or a volunteer car scheme. However such services are not always available. The main factors limiting the growth of community transport are the lack of funding and the shortage of volunteers.  Older people are at risk of social isolation due to reduced mobility and possibility that friends and family have relocated or are deceased. Particularly for those isolated within their homes in more rural areas with limited transport opportunities to activities.  The majority of people in Formartine travel to work or study as either a driver or passenger of a car or van. 6.5% walk to work and 0.4% cycle. 4.3% travel to work by train, bus, taxi, motorcycle or bicycle combined. The high proportion of those walking is likely to be linked to the urban nature of smaller and larger villages where individuals are able to walk to work and school and are therefore travelling smaller distances. Half the population of Formartine travel between 6 miles and 18 miles to their place of work or study, with only 30% having to travel less than 6 miles. This suggests a greater opportunity to encourage sustainable travel in the area for 30% of people covering shorter distances, to either walk or cycle all or part of their journeys.  The development of technology continues at a rapid pace and this has several implications for the local delivery of services and for communities in Formartine.

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What is already happening?

 Formartine Area Bus Forum meetings are held twice per year as a means for the Council and bus operators to consult with bus users and local communities  There is a network of bus services, either operated commercially by bus operators or supported by Aberdeenshire Council.  The Council operates A2B dial-a-bus services in the Ellon and Turriff areas  There is some community transport. For example, the RVS operates a volunteer car scheme. Also, Buchan DAB’s T4U service and Banffshire Partnership may be able to help some Formartine residents.  The Transport to Healthcare Information Centre (THInC) provides practical transport advice to people who have difficulty getting to and from medical appointments in Grampian.  The Council’s TaxiCard Scheme provides discounted taxi travel for disabled people  Stagecoach Bluebird and Bain's Coaches are working in partnership with Aberdeenshire Council to offer discounted multi journey tickets to some younger Aberdeenshire residents available on Routes 35 and 35A and 305.  New walks and cycle paths maps of Ellon developed, published and promoted  Meldrum Paths Group Flagship Project – Meldrum Meg Way (Oldmeldrum to Inverurie) and Udny (Pitmedden and Tarves)  Ythan Trial applying for funding to construct the first section – one mile long connection between existing paths will then provide an eight mile continuous footpath from eastern end of Haddo Estate and finish at Gight Forest.  Integrated Travel Masterplan for Ellon is being developed in 2016.  Broadband connectivity is often raised by communities and Aberdeenshire Council recently invested £18 million towards the capital cost of broadband infrastructure improvements for Aberdeenshire and is championing for a better deal for residents and businesses in the area.

Outcomes 1. Demand responsive transport and supported bus network serving Formartine 2. An improved transport provision to access healthcare and wellbeing activities to address challenges of inequality, social exclusion, rural isolation and vulnerability 3. People using public transport as a means to travel to places of employment, local consumer goods, health and wellbeing and social activities delivering benefits for local businesses, communities and the environment 4. Greater opportunity to encourage sustainable travel in the area for 30% of people covering shorter distances, to either walk or cycle all or part of their journeys

What we will do

4.1 Better connectivity for bus users to City and Town Centres and to neighbouring communities How will we do it? When will we Who will do it? Outcome do it? Engage with communities to identify improvements to bus Ongoing  AC Transport Unit 1 and 2 services including timetabling March 2019  Formartine Area Bus Forum  Community Councils  Making It Real Forums Work with partners and local communities to review bus Engaging Bus  AC Transport Unit 1 and 2 services and connectivity between communities Users 16

Item: 7  Formartine ArePage:a 86 Bus Forum  Making It Real Forums

4.2 To work with service providers and communities to explore community based transport initiatives to improve access to services and better access to hospital and health appointments and social opportunities particularly for rural communities in Formartine. How will we do it? When will we do Who will do it? Outcome it? Participate on Aberdeenshire’s Community Ongoing  Formartine 3 and 4 Transport Forum on issues experienced by local identification of Partnership Formartine communities seeking to use existing gaps in provision  NHS initiatives such as Dial A to B  Aberdeenshire Council Transport Unit  Aberdeenshire Community Transport Forum To work with an identified champion/s or key Develop transport Aberdeenshire Council 3 and 4 community activists to look at a community led initiatives from initiatives ie shared use of existing buses operated 2016 by Community Groups or shared car schemes.

4.3 Multi-use paths and connectivity How will we do it? When will we do Who will do it? Outcome it? Support greater use of existing and new cycle ways New  Aberdeenshire 4 and walk ways to achieve 10% increase (healthier walking/cycle Council communities) maps launched in  SUSTRANS 2016 for Ellon  Formartine Partnership Through consultation, engagement and partnership March 2016  SUSTRANS 4 to support development of a cycling strategy in  Formartine Formartine highlighting new infrastructure and Partnership opportunities for cycling and promote for cycle tourism. Support more communities in their aspirations to  Support  Aberdeenshire 4 develop local paths communities ie Council funding  Formartine applications Partnership

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Debra Campbell Formartine Community Planning Officer Aberdeenshire Council 29 Bridge Street Aberdeenshire AB41 9AA Tel 01358 726406 E-mail: [email protected]

To view regular Community Planning Formartine updates and various consultations on Facebook

You can access more information at www.ouraberdeenshire.gov.uk

Useful websites www.formartinecommunitycouncils.co.uk www.aberdeenshire.gov.uk www.scotland.police.uk www.firescotland.gov.uk www.nhsgrampian.org www.formartinepartnership.org.uk www.avashire.org.uk www.aberdeencommunitysafety.org.uk

If you need a copy of this document in an alternative language or in large print or in Braille please telephone 01224 664658. Polish Jeśli chcesz otrzymać kopię tego dokumentu w innym języku, napisanego dużą czcionką lub w języku Braille'a, proszę zadzwonić pod numer 01224 664658. Latvian Ja Jums ir nepieciešama šī dokumenta kopija citā valodā, lielformāta drukā vai braila rakstā, lūdzu, zvaniet pa tālruni: 01224 664658. Russian Если Вы нуждаетесь в копии этого документа на другом языке, укрупненным шрифтом или шрифтом Брайля, просим Вас позвонить по телефону 01224 664658. Lithuanian Prašau skambinkite tel. 01224 664658, jei jums reikalinga į jūsų kalbą išversto dokumento kopija ar pageidaujate didelėmis raidėmis ar Brailiu.

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Formartine Community Plan 2013-2016

What was achieved?

Here are some of the achievements from the Formartine Community Plan 2013-16:

Health and wellbeing of individuals in our communities is important. Good health makes an active and healthy lifestyle possible and ensuring this was a high priority for local community planning partners and will remain so.

 Local health and wellbeing and Making It Real forums undertake various health and wellbeing initiatives in Formartine

 There were Fit Like Ellon events held in 2013 and 2014 with over 40 different groups exhibiting and around 300 people attending

 We held Café Conversations in Turriff and Ellon beginning in 2015 supported by the voluntary sector and community volunteers.

 Health Improvement funded events and projects including: - B Fit 4 U - Food ‘n’ Mood - Funky Fridays for young mums - Ellon Academy Grow Cook Eat Project - A Case in Time – Memory suitcases for older people

 New walks and cycle paths maps in Ellon developed after local consultation, published and promoted

 The Energetica Walking & Wildlife Festival is held every year

 Establishing a Pop Up Shop in conjunction with a number of community partners now located in Ellon Library every Friday.

 Bridge Project (pilot) set up in January 2015 for 1 year was successful with the majority of members moving over to employability services in January 2016. All members are involved in mainstream community activities and have taken up volunteering opportunities in Ellon and surrounding area.

 Establishing an Intergenerational Supper Club at Ellon Resource Centre which started in January 2016. A popular activity that also provides nutritional advice sessions.

 The Formartine and Garioch Welfare Reform Action Group merged in Spring 2014 continue to meet regularly to discuss issues.

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Road Safety – It’s everyone’s responsibility. Locally partners have successfully worked together with the aim to ensure our roads are safe places to be

 The Formartine Community Safety Group meet regularly and fund various driving awareness initiatives such as the Pass Plus Scheme.

 Police Scotland and Scottish Fire and Rescue Service ran the successful Crash Live event in 2014 and 2015 as part of its commitment to reducing the number of people killed or seriously injured on roads in Aberdeenshire.

 Police Scotland working closely with schools, parents and Community Councils to educate drivers and carry out enforcement activities

Safety in our community has been supported with initiatives such as

 Increased home fire safety visits and awareness raising by Scottish Fire and Rescue Service, particularly aimed at the most vulnerable and hard-to-reach groups

 Multi agency approach when dealing with incidences of anti-social behaviour

Community Capacity Building – we have been working with communities to improve and enhance their surroundings and the skills and knowledge to do even more than they are already doing. Formartine communities are busy taking pride in their appearance and looking after things that matter to them. We continue to build on this across the Formartine area

 The communities of Belhelvie Parish; Rothienorman; Auchterless, Inverkeithny & Fisherford; Balmedie; Newburgh; Udny Parish; Turriff and District; have produced Community Action Plans

 Improvements on the effectiveness of community planning at a very local level through the creation of Making It Real Forums. They are open to Community Councils, community planning partners, local groups and organisations. They provides opportunities for networking, information sharing, further community engagement, project development and delivery, and training

 We have further enhanced membership of the Formartine Community Planning Group with additional community council representation (now 3 in total)

 Training and development sessions (Supporting Our Communities Events) for Community Councils have been rolled out across Aberdeenshire. With training and development sessions (Supporting Our Communities Events) for Community Councils

 Community Council Forums continue to be held on a regular basis within Formartine providing a useful discussion forum for community issues. A new Community Council website, www.formartinecommunitycouncils.co.uk was created to help Community Councils have an online presence and encourage greater public interaction with Community Councils.

 Aberdeenshire Voluntary Action supporting applications for charitable status for Oldmeldrum Sports Committee and Dr Spence Memorial Hall - Udny Green

 Created opportunities to get involved in local community projects such as Nature Conservation (Ythan Invasive Species Project using volunteers under trained supervision) and Formartine in Bloom for communities and the Formartine Beginning to Blossom for the schools

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 Turriff, Rothienorman, Oldmeldrum, Newburgh, Auchterless and Fyvie signed up to the new community-led Green Dog Walking Scheme initiative since its launch in January 2015 aimed at reducing reduce dog fouling across the area.

Securing community facilities and partnership delivery of services – Community facilities and services based on need. Where practical, these have been delivered in partnership with communities

 Increased partnership delivery of services with the Health and Social Care Integration process now underway since 2015

 We supported the community to set up Ellon’s Men’s Shed. The charity formed in January 2014 and put together a Community Asset Transfer Request for the former recycling centre. A major milestone was reached in 2015 securing a 15 year lease for the premises on Hospital Road.

 We supported the community to set up the Sand Bothy in Balmedie through a Community Asset Transfer by the Belhelvie Community Trust.

Another of our aims has been to support the development of economic activity and healthy town centres – Ensuring vibrant communities exist to help attract people to come and do business, live or visit and create a healthy and sustainable community for its residents. Increased economic activity is recognised an important feature of sustainable communities

 100 Day Projects were completed by March 2015 in Daviot, Collieston, Newburgh, Balmedie and Turriff.

 Forty seven businesses across Formartine successfully participated in the Retail Improvement Scheme

 The Turriff Town Centre project recently completed and a number of targeted town centre infrastructure improvements have been delivered. These being bollards; fingerposts and signage; Turriff history timeline; and lamp-post banners

 Haddo Country Park - Capital Phase now completed and progressing audience development plans was recently awarded a Green Flag.

Transport and accessibility to services – Aberdeenshire is a rural area and access to transport can be difficult, particularly if you do not drive and you are not on a main bus route. As a result, accessing employment, services and other appointments can then be difficult.

 Formartine Area Bus Forum meetings are held twice per year as a means for the Council and bus operators engage with bus users from local communities

 The Council operates A2B dial-a-bus services in the Ellon and Turriff areas

 Ellon is becoming an Integrated Travel Town, including progress on projects such as foot and cycle paths, some will be from SUSTRANS' funding.

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GARIOCH COMMUNITY PLAN

2016 – 2019

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CONTENTS

Foreword by Chair of Garioch Community Planning Group...... Page 3 Executive Summary...... Page 4 The Garioch Area...... Page 5 What Horizon Scanning told us...... Page 6 Linking with the Scottish Government’s Priorities ...... Page 7 Priority 1 Healthy Communities…………….………..……………………………………..………..Page 8

Priority 2 Strong Communities…………………………………………………….…………..……..Page 10

Priority 3 Safe Communities………………………………………………………………………....Page 12

Contact Us……………………………………………………………………………………………..

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FOREWORD

Welcome to the Garioch Community Plan 2016-19

This brings together the key partnership actions and projects currently under way or proposed for the next three years which help to meet the Community Planning Group’s priority outcomes.

Actions and priorities within the Plan have been drawn and developed from recent community engagements and by working, in conjunction with local communities, with the area’s Community Councils, Garioch Partnership, Aberdeenshire Voluntary Action, Garioch and North Marr Community Safety Group, the statutory agencies of Police Scotland, Scottish Fire and Rescue Service, NHS Grampian and Aberdeenshire Council, voluntary sector organisations and the local business community. The actions will be delivered through us all working together, by pooling resources and sharing knowledge.

To be as responsive as possible to local need and issues, the Garioch Community Planning Group has given a commitment to updating the Plan on-line every six weeks allowing new actions to be added as they are developed and completed ones removed.

We hope that you will find the Plan interesting and easy to read, and that it informs you of what we are doing to improve local services in Garioch. We also hope that having read the Plan you will let us have your ideas on needs within your community, and new priorities that should be considered for the future. We will be using this Plan to help us decide on future funding priorities and we do very much welcome your views. If you wish to discuss any of the items please do get in touch by phone, e- mail or in writing to the address at the back of the Plan.

In Garioch, we are fortunate to enjoy not only a substantial commitment from front-line staff and management in the Community Planning partner agencies, but also a tremendous contribution from communities and community organisations. We thank you for all you are already doing to improve the quality of life in this area, and invite you to join us in achieving the Plan’s aim to “work together for the good of everyone in Garioch”.

Douglas Milne

Chair of the Garioch Community Planning Group

Garioch Area Manager

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EXECUTIVE SUMMARY

The Garioch Community Plan 2016 - 2019 brings together input from Community Planning Partners, Elected Members and most importantly local communities and is based on the added value and impact that could be brought by the Garioch Community Planning Group and its partners working together.

The Plan has been developed using a variety of methods including a PESTELO horizon scanning exercise (which is a method of analysing real and potential pressures over the next few years and helps highlight where a partnerships strengths and weaknesses lie), statistical information highlighted in the Garioch Community Planning Strategic Assessment, through community engagement and local professional knowledge.

It has been agreed that for the next three years our focus should remain on the key areas prioritised in the Garioch Community Plan 2013 - 2016, with an overarching theme of COMMUNITY RESILIENCE, together with associated additional priority outcomes for those living and working in Garioch –

Healthy Communities The people of Garioch are able to look after and improve their own health and wellbeing and live in good health for longer in inclusive communities  The residents of Garioch feel supported to make informed choices about their lives  The physical and mental wellbeing of the residents of Garioch is improved  The residents of Garioch feel valued and equal members of society and the communities of Garioch can take pride in an inclusive identity  Inverurie is recognised as “the first socially inclusive town in Britain”  Ex-Services Personnel, Reservists and those still serving, are supported and integrated within their communities  Syrian New Scots families are supported and integrated within their communities  Garioch Community Kitchen continues to provide healthy eating education in an inclusive environment  The children and young people of Garioch have the best start in life

Strong Communities The communities of Garioch are successful, achieving and inclusive with the confidence, capability and capacity to tackle the things that matter to them  The impacts of the downturn in the Oil and Gas industry and welfare reforms upon individuals and communities within Garioch are mitigated  Communities are empowered to do things for themselves and have their voices heard  Inverurie becomes a successful Business Improvement District

Safe Communities The people of Garioch live their lives free from crime, disorder and danger  The risk of harm to residents is reduced  Vehicle users and pedestrians are free from danger on Garioch roads

An equalities impact assessment has also been carried out against 9 protected characteristics. Public Bodies must take account of these characteristics when developing projects or actions.

The Plan, which will be updated every six weeks, will be available to view on line (www.ouraberdeenshire.org.uk/garioch) and will be monitored on a 6 monthly basis. The draft Plan was circulated around communities and other stakeholders for comment and was officially adopted by the Garioch Community Planning Group on the 17 June 2016.

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The Garioch Area

With an estimated population of 53,900 people, the residents of Garioch make up 20.9% of Aberdeenshire’s total estimated population (257,740). Garioch’s population continues to increase and has risen gradually over the past decade. The population is estimated to have increased by 25.1% since 2002 and is expected to grow further by nearly 12% over the next decade, which is the fastest projected growth rate in Aberdeenshire.

Population Data Year 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Children 9016 9103 9179 9428 9660 9862 10007 10127 10233 10536 10719 10883 Working 28732 29210 29806 30506 31394 32347 33083 33524 33920 34511 34845 35244 Age Pensionable 5341 5513 5661 5860 6091 6278 6490 6692 6858 7057 7434 7773 Age Total 43089 43826 44646 45794 47145 48487 49580 50343 51011 52104 52998 53900 Population Source: National Records of Scotland Mid-Year Estimates (Revised on 2011 Census)

The Area’s age profile has a higher representation of younger age groups than Aberdeenshire generally and an increasing ageing population. Across Garioch, the life expectancy of the majority of communities is above the Scottish average and emergency hospital admissions are lower than elsewhere in the Shire.

The economy of the Area is closely integrated with the Aberdeen economy, with many of our residents working in Aberdeen. However, Inverurie, Westhill and Kintore are important work destinations also having a significant beneficial impact on the local economy. Unemployment levels are low and Garioch is seen as thriving and prosperous. Given the downturn in the oil and gas industry, however, those levels are expected to rise bringing with them the need for increased multi-agency support. Although only one of the 45 Garioch datazones (Scottish Index of Multiple Deprivation) comes within the 15% most deprived in Aberdeenshire, we need to ensure that all residents enjoy an equitable standard of living and feel valued and included within their communities. West Garioch and Inverurie & District have double the estimated levels of child poverty (before housing costs) than East Garioch and Westhill & District. This suggests that a proportion of children in the area start life in poverty but these are concentrated to particular areas of Garioch.

There are low levels of crime in Garioch and residents here feel the safest within their communities when compared with the other areas of the Shire (Citizens Panel). Garioch residents are less likely to consider crime and antisocial behaviour a problem but no less likely to report that fear of crime has a major or moderate impact on how they lead their lives. Residents appear less likely to have witnessed or experienced a range of community safety issues and the only issue of which Garioch residents have comparable experience to elsewhere in Aberdeenshire is antisocial driving.

Access to transport keeps people connected to their communities and enables them to access healthcare and social activities. Considering the travel implications of community projects will be essential to enable older and vulnerable people, and those without their own transport, to participate.

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What Horizon Scanning told us

A series of horizon scanning (PESTELO) exercises were carried out to identify current and potential pressures within the Garioch area over the next few years. Sessions were held with the Garioch Community Planning Group, Garioch Area Committee, Aberdeenshire Council’s Garioch Area Management Team, Garioch Community Forums and Garioch Community Councils.

Horizon Scanning – Key Points Political  Elections: Holyrood 2016; EU Referendum 2016; Local Government 2017;  Scotland Act 2012 and Smith Commission  COSLA review of Local Democracy Economic  Fluctuations in the oil and gas industry  Ageing workforce, skills gaps and frontline worker shortages  Welfare Reform – Universal Credit  Rural inequalities in transport connectivity  Dualling of A96 between Inverness and Aberdeen and AWPR  Planned reopening of Kintore Railway Station/Inverurie Transport Exchange Social  Increasing, ageing and migratory population  Shifts in social norms in relation to healthy eating, physical exercise, alcohol and tobacco consumption  Move towards prevention, early intervention and Self Directed Care  Shift to online provision of information and services – gaps in digital skills  Increased expectations from service users  Emerging trend of legal highs  Road safety Technological  Advances in the availability, prevalence and importance of internet-based services and social media  Rural inequalities in mobile and broadband connections Environmental  Increasing occurrences of extreme weather patterns  Danger to wildlife and unsanitary conditions from irresponsible dog ownership (dog fouling)  Construction of major infrastructure projects  Investments in renewable energy  Development of Safe Cycle Network Path Legal  Community Empowerment Bill Organisational  Health and Social Care Integration  Aberdeenshire Council’s Workspace policy – proposed new council building Inverurie

The issues identified through the PESTELO process have been used to inform our priority outcomes for Garioch and those to which we could add value by working together have been included within this Plan. There were certain issues, however, that we felt needed to be dealt with on an Aberdeenshire-wide basis – transport being an important one which was also highlighted in the PESTELO exercises carried out in the other areas of Shire. Affordable and appropriate housing is something that again has been raised across the Shire and is being dealt with at that level. Aberdeenshire Council has recently invested £18 million towards the capital cost of broadband infrastructure improvements for Aberdeenshire and is championing for a better deal for residents and businesses in the area. Since April 2014, over 60,000 households have been able to access a fibre based service for the first time and the uplift in download speeds from an Aberdeenshire average of under 6Mbps to over 24Mbps.

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How the Garioch Community Plan outcomes link into the Scottish Government’s National Outcomes

PRIORITY GARIOCH OUTCOMES NATIONAL OUTCOMES HEALTHY  The residents of Garioch feel  We live longer, healthier lives. COMMUNITIES supported to make informed  Our people are able to maintain their choices about their lives independence as they get older and  The physical and mental wellbeing are able to access appropriate support of the residents of Garioch is when they need it improved  We have tackled the significant  The residents of Garioch feel valued inequalities in Scottish society and equal members of society and  We take pride in a strong, fair and the communities of Garioch can inclusive national identity take pride in an inclusive identity  We are better educated, more skilled  Inverurie is recognised as “the first and more successful, renowned for our socially inclusive town in Britain” research and innovation  Ex-Services Personnel, Reservists  Our young people are successful and those still serving, are learners, confident individuals, supported and integrated within effective contributors and responsible their communities citizens.  Syrian New Scots families are  Our children have the best start in life supported and integrated within and are ready to succeed. their communities  We have improved the life chances of  The children and young people of children, young people and families at Garioch have the best start in life risk

STRONG  Communities are empowered to do  We have strong, resilient and COMMUNITIES things for themselves and have their supportive communities where people voices heard take responsibility for their own  The impacts of the downturn in the actions and how they affect others Oil and Gas industry and welfare  We live in a Scotland that is the most reforms upon individuals and attractive place for doing business in communities within Garioch are Europe mitigated  We realise our full economic potential  Inverurie becomes a successful with more and better employment Business Improvement District opportunities for our people  We have tackled the significant inequalities in Scottish society  We have improved the life chances of children, young people and families at risk

SAFE  The risk of harm to residents is  We live our lives safe from crime, COMMUNITIES reduced disorder and danger  Vehicle users and pedestrians are  Our people are able to maintain their free from danger on Garioch roads independence as they get older and are able to access appropriate support when they need it

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Priority Outcome 1 - Healthy Communities The people of Garioch are able to look after and improve their own health and wellbeing and live in good health for longer in inclusive communities

Why is this a priority for Garioch?

Garioch has experienced rapid population growth in recent years and the number of older people is expected to grow further over the next decade creating challenges for the future provision of health and social care. By working together, NHS Grampian, Aberdeenshire Council Social Work, Third Sector organisations, and the residents of Garioch and Aberdeenshire through the Aberdeenshire Health and Social Care Partnership, people of all ages will enjoy better health and wellbeing and will be able to stay in their own homes and communities for longer as they get older.

Physical activity positively impacts on physical and mental wellbeing. In recent years Aberdeenshire has seen a marginal increase in physical activity, recreational walking and participation in sports. However, many people do not take part in recommended levels of activity, with some classed as being inactive. Physical inactivity has been attributed to a range of environmental, social and economic factors which can lead to inequality in the opportunities open to certain sections of the community.

It is well documented that social isolation and loneliness equate to smoking fifteen cigarettes per day in terms of reducing life expectancy and having major negative impacts not just on mental health and wellbeing but also on physical health. In helping socially excluded individuals and communities overcome inequality and disadvantage we aim to provide equality of opportunity and elimination of discrimination through inclusive approaches and initiatives.

The number of children and young people is also continuing to rise and we need to be able to respond to their needs to allow them to become successful and engaged individuals.

In 2013 the Council and its partners signed the Armed Forces Community Covenant giving a commitment to support veterans, serving personnel and reservists in Aberdeenshire. The Covenant aims to encourage communities to offer support to the local Armed Forces community and make it easier for Service personnel, families and veterans to access the help and support available to them.

Aberdeenshire Council, in September 2015, gave commitments to housing fifty families fleeing Syria and to working with Community Planning Partners to enable the families to integrate into the community and get the support they require. The first families were welcomed into the Garioch area in February 2016.

What do we hope to achieve in the next three years?

o The residents of Garioch feel supported to make informed choices about their lives o The physical and mental wellbeing of the residents of Garioch is improved o The residents of Garioch feel valued and equal members of society and the communities of Garioch can take pride in an inclusive identity o Inverurie is recognised as “the first socially inclusive town in Britain” o Ex-Services Personnel, Reservists and those still serving, are supported and integrated within their communities o Syrian New Scots families are supported and integrated within their communities o The children and young people of Garioch have the best start in life

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Some of the things that are already happening in Garioch

 Significant development in Garioch with the creation of the new Inverurie Health and Care Hub, which will include a community maternity unit and X-ray services, and which will be the largest health centre in Scotland  New schools in Inverurie, Kintore and Kinellar to cater for the growing number of children.  The Harlaw Road Day Centre will finally close during 2016 allowing service users to take part in more community based activity.  Inverurie Men’s Shed opened in January 2016 to encourage social interaction of men, particularly those who are retired or underemployed. Westhill Men’s Shed extended its opening times to cater for the increased local demand. Both Sheds have over 100 members.  Health Walk groups have been set up across Garioch and walk leaders trained  Garioch Wellbeing Festival held in May 2016 promoting mental health and wellbeing  Conversation Cafes held throughout Garioch encouraging social interaction  Aberdeenshire SALUTES (Supporting and Linking Up to Ex Services) Project set up to identify numbers and locations of veterans in Garioch and Aberdeenshire and to look at their needs to allow statutory and voluntary sector partners supporting them to target their resources efficiently and effectively.  Syrian New Scots families have been welcomed into the Garioch Communities and are being supported by Aberdeenshire Council and Aberdeen Mosque and Islamic Centre  Inverurie is on its way to becoming a Dementia Friendly Community and the Safe Place Scheme is developing to offer support to those with dementia and learning disabilities whilst in the town centre.  Garioch Community Kitchen offers healthy eating and independent living skills courses  a new structure to manage children’s services within Aberdeenshire “Getting it Right For Every Child in Aberdeenshire” is under development and will participate in the Early Years Collaborative. This multiagency structure will include local GIRFEC practice groups which will integrate local delivery of children’s services, target interventions and align closely with the six Local Community Planning Groups.

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Priority Outcome 2 - Strong Communities The communities of Garioch are successful, achieving and inclusive with the confidence, capability and capacity to tackle the things that matter to them

Why is this a priority for Garioch?

The introduction of the Community Empowerment Act in 2015 will help empower community bodies through the ownership of land and buildings, and by strengthening their voices in the decisions that matter to them. It will also provide opportunities for communities to participate in the delivery of services and by improving the process of community planning will ensure that local service providers work together even more closely with communities to meet the needs of the people who use them. We need to ensure that the communities of Garioch are fully informed, equipped and supported to realise the full potential of the Act.

Garioch along with other areas of Aberdeenshire and indeed Scotland experienced unprecedented flooding in early January 2016. The response from the wider community in supporting those affected was and continues to be tremendous and several of our communities are already taking steps to develop Resilience Plans to enable them to be in the best possible position should such an emergency arise again. We need to support communities to maximise the resources and capacity they have to do this successfully.

The recent downturn in the oil and gas industry has resulted in significant changes to the lives of many of our residents and the ripple effect it has created affects communities of both place and interest across Garioch. We must seek to mitigate this impact together with that following the introduction of welfare reforms which has had and will continue to have significant financial and social implications for those on lower incomes, their families and their communities.

Inverurie has a strong, robust and fairly independent town centre and its socioeconomic status is higher than in other similar towns but we cannot afford to become complacent and must work together to ensure that it remains vibrant and successful. Inverurie Business Association have determined a Business Improvement District (BID) project the primary aim of which is to give the business community greater influence in Inverurie, and by working with the local community, will determine projects that they consider will improve their trading environment and which they will ultimately manage and deliver through the formation of a BID Company. BID projects seek to improve footfall, investment and help improve the economic, environmental and social vibrancy of an area.

What do we hope to achieve in the next three years?

o Our Communities are empowered to do things for themselves and have their voices heard o Our Communities are resilient o The impacts of the downturn in the Oil and Gas industry and welfare reforms upon individuals and communities within Garioch are mitigated against o Inverurie becomes a successful Business Improvement District

Some of the things that are already happening

 The Garioch Partnership and Aberdeenshire Voluntary Action are keeping apace with the introduction of the Community Empowerment Act and its Guidance to inform, enable and support the communities of Garioch to be in the strongest position possible to realise the full potential of the Act. Aberdeenshire Council has set up a Community Empowerment Steering Group which will determine how the Council will respond to the implementation of the Act. 10 Item: 7 Page: 101

 Community Forums and Health and Social Care Integration Community Engagement events are held to gather views of local communities and their needs and aspirations are captured through Community Action Planning. The communities of Kingseat, Insch, Kintore, Port Elphinstone, Kemnay and Blackburn have all recently produced or are working towards producing their Community Action Plans  Garioch Flood Recovery Group set up to coordinate the local community and agency response in the aftermath of the flooding affecting Garioch in January 2016. The communities of Kintore and Kemnay have begun to look at producing Resilience Plans for their communities.  The Garioch and Formartine Welfare Reform Group is linking with the Aberdeenshire Financial Inclusion Group, Health Improvement Groups and Aberdeenshire Mental Health Voluntary Sector Forum regarding shared concerns around the mental and social wellbeing of those affected adversely by economic changes and mental health awareness raising sessions are being delivered to front-line staff in support agencies  Aberdeenshire Foodbank North operates out of Inverurie providing immediate assistance to those in crisis.  Inverurie Business Association has appointed a Project Co-ordinator to take Inverurie through the development phase of the BID project.  Westhill & District Community Sports & Leisure Hub has been established promoting and supporting the sustainability of local sports clubs and providing sport & physical activity opportunities to the local community  Residents of housing developments within Garioch are coming together to look at future ways of delivering grounds and buildings maintenance where they live

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Priority Outcome 3 – Safe Communities The people of Garioch live their lives free from crime, disorder and danger

Why is this a Priority for Garioch

Garioch is a relatively safe area in the context of Scotland and recorded crime levels in 2014/15 were amongst the lowest in Aberdeenshire and are at their lowest for a least a decade. We need to ensure that this continues and we do not become complacent. We remain committed to ensuring that the number of road casualties reduces and that pedestrians feel safe when using our roads.

Given that people are living for longer in their own homes we need to ensure that they can continue to do so in a safe environment and will work together to minimise the risks they face as they become older.

Alcohol consumption within the home is increasing and we need to encourage people to have an improved understanding of their habits and be sufficiently informed and motivated to make appropriate life-style choices. Garioch compares well nationally for the number of alcohol related hospital admissions with the exception of Inverurie South which is above the national average.

What do we hope to achieve in the next three years?

o Vehicle users and pedestrians are free from danger on Garioch roads o The risk of harm to residents is reduced

Some of the things that are already happening

 In 2015 the Garioch Community Planning Group purchased Speed Monitoring Equipment for use by the Police  Transport Police and Network Rail have held community engagements in Insch to highlight the dangers of level crossings  Dog Fouling Schemes have been set up in Insch and Westhill  Crash Live events have been held throughout Garioch demonstrating the emergency response to a serious road traffic collision  Safe Drive Stay Alive event held each year  Road safety measures being carried out on A947  Central ADP Community Forum raising awareness of alcohol misuse

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Contact Us:

Garioch Community Planning Officer Aberdeenshire Council Gordon House Blackhall Road Inverurie Aberdeenshire AB51 3WA Tel 01467 628338 E-mail: [email protected]

Useful Websites: www.ouraberdeenshire.org.uk www.aberdeenshire.gov.uk www.scotland.police.uk www.firescotland.gov.uk www.nhsgrampian.org www.gariochpartnership.org.uk www.avashire.org.uk www.aberdeenshirecommunitysafety.org.uk

If you need a copy of this document in an alternative language or in large print or in Braille please telephone 01224 664658. Polish Jeśli chcesz otrzymać kopię tego dokumentu w innym języku, napisanego dużą czcionką lub w języku Braille'a, proszę zadzwonić pod numer 01224 664658. Latvian Ja Jums ir nepieciešama šī dokumenta kopija citā valodā, lielformāta drukā vai braila rakstā, lūdzu, zvaniet pa tālruni: 01224 664658. Russian Если Вы нуждаетесь в копии этого документа на другом языке, укрупненным шрифтом или шрифтом Брайля, просим Вас позвонить по телефону 01224 664658. Lithuanian Prašau skambinkite tel. 01224 664658, jei jums reikalinga į jūsų kalbą išversto dokumento kopija ar pageidaujate didelėmis raidėmis ar Brailiu.

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______Priority 1 Social Inclusion

Outcome: The residents of Garioch feel valued and equal members of society and the communities of Garioch can take pride in an inclusive identity

Sub-Outcome 1.1

Older People are supported to stay active and Partners: Communities and businesses of Garioch, engaged in their communities and to live Inverurie Health Improvement Group, Westhill independently, at home, for longer and Carers feel Wellbeing Forum, AVA, NHS Grampian, Social Work, able to carry on in a caring role VSA, Signposting Project, RVS, Alzheimer Scotland, Grampian Opportunities, Friends of Insch Hospital Sub-Outcome 1.2 and Community, Being Involved Group, Garioch Those with learning disabilities feel valued Community Kitchen Management Committee members of the community and are supported to fulfil their potential by offering the opportunities Some of What Has Happened Since: they need to allow them to lead independent lives  Westhill Men’s Shed won Gold at the 2014 COSLA Excellence Awards in the Achieving Sub-Outcome 1.3 Better Outcomes category. Inverurie Men’s Inverurie is recognised as “the first socially Shed opened its workshop in February 2016. inclusive town in Britain”  Handyperson Scheme (to include domestic tasks) mapping exercise of demand and need What We Said We Would Do: took place in 2014/15 in preparation for a  Support the development of Men’s Sheds, proposed Shire-wide Scheme Handyperson Schemes and Help at Home  Inverurie chosen to become a Dementia services across Garioch Friendly Community in Aberdeenshire with  Identify the needs of carers through workers raising awareness of dementia and engagement, raise awareness in the community Inclusive Inverurie’s work around learning and set up appropriate activities for those living disabilities and the Safe Place Scheme. Art with dementia and their carers workshops for those living with dementia and  Identify gaps in service provision and work their carers held at Bennachie with on-line together to develop opportunities and support resources and materials put on Alzheimers for vulnerable members of the community Scotland website and a Community Growing  Promote health and wellbeing of older people in Space developed at Harlaw. Insch through a Community Link Worker  Through the Link Worker, 29 older people, Set up the Inverurie IDEA Locality Development mostly men, regularly attended a lunch club Group to take forward community based service and took part in a wider activities group. What provision for those with learning disabilities Works Scotland evaluating the role of the Link  Progress OpeningUp Phase 2 – Inclusive Worker due to the success of the pilot. Inverurie - by working with local shops, services  Syrian New Scots families welcomed into and facilities Inverurie and Westhill  Ensure the sustainability of Garioch Community  Aberdeenshire SALUTES project set up to Kitchen identify numbers and locations of ex services personnel

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______Priority 2 Welfare Reforms  Garioch Welfare Reform Group held a Sort-it- Saturday offering advice on making the most of Outcome: your money The impact of the benefit changes and welfare  Inverurie Foodbank which opened in 2013/14 reforms upon individuals and communities continues to develop and has taken premises in within Garioch is mitigated Inverurie Town Centre. Set up by Aberdeenshire Foodbank North (under the What We Said We Would Do: Trussell Trust), it takes referrals from advice  Set up a Welfare Reform Sub-Group (of the and support agencies, health professionals and Garioch Community Planning Group) to Aberdeenshire Council. In 2015 it supplied develop and deliver a rolling local action plan to 1,716 three-day emergency food supplies to meet the challenges arising from the reforms people in crisis. During the aftermath of Storm  Investigate opportunities for community Frank in Garioch in early 2016, the volunteers involvement and support in prevention of from the Foodbank led and continue to lead homelessness initiatives arising from the community support to help the victims of Aberdeenshire Council’s Homelessness the flooding. Conference being held May 2013

Partners: South Aberdeenshire CAB, Turriff CAB, Gordon Rural Action, Garioch Partnership, CVSA, Aberdeenshire Council, NHS Grampian, Volunteer Centre, NESCU,

Aberdeenshire Signposting Project, Grampian Women’s Aid, local Churches, Aberdeenshire  Housing Options and Homelessness Event held Foodbanks North and South, Trussell Trust looking at Allocations, Prevention, Housing Some of What Has Happened Since: Support and Temporary Accommodation.   Garioch Welfare Reform Group set up and a Garioch Community Kitchen provided sessions rolling action plan developed. Members for those affected through homelessness and include statutory agencies, voluntary sector changes to the welfare system. The Kitchen organisations and community representatives. secured £6,000 from the Food Standards The Group identified priorities of access to IT Agency to offer a food skills course followed by and services, access to transport, childcare, Food Hygiene accredited training (a 4 week literacy and numeracy issues and training of course was piloted earlier this year with staff and merged with Formartine Welfare Aberdeenshire Alcohol and Drugs Partnership Reform Group in 2014/15. and found it to be very successful) to help people back into employability and which is  An Oil Club has been set up in Insch providing now ready to be rolled out. economies of scale to the community and

providing financial assistance to those who need it  Aberdeenshire Council linking with Magpie to reuse items no longer required following the reorganisation of residential care

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______Partners: Priority 3 Communities Communities of Kingseat, Insch, Port Elphinstone, Kintore and Westhill, Garioch Partnership, AVA, Grampian Housing Association, Aberdeenshire Outcome: Housing Partnership, Police Scotland, The communities of Garioch are cohesive and Aberdeenshire Council successful with the confidence, capability and capacity to tackle the things that matter to Some of What Has Happened Since: them  We worked with and supported the Kingseat community to identify issues residents were What We Said We Would Do: facing around lack of community facilities and  Work with the community of Kingseat for the with the local development generally. As a benefit of residents, fostering community spirit result, a newly-formed Kingseat Community and encouraging civic pride Association produced a Community Action plan  Work with the communities of Insch, Port  During 2013/4, the Insch community responded Elphinstone and Kintore to identify the needs very positively and proactively to a Planning for and aspirations of the community through Real® exercise with some 550 people giving their community-wide engagements and exercises views on making Insch an even better place to  Support the further development of a leisure live and work resulting in the Insch Community facilities management committee in Westhill Action Plan. bringing together the committees of leisure  The community of Port Elphinstone produced facilities to work in partnership on issues of an Action Plan in 2015 highlighting how safe mutual interest they felt and the pleasant environment but  Develop a toolkit for voluntary groups detailing raising issues around road safety and transport the support available to them in the Garioch  The Kintore Community Action Plan of 2015 area identified four main areas for action – more  Take forward the creative place-making local facilities (shops and social); transport project “Be Part of the Picture”, supporting links; schools, leisure and community facilities community vibrancy, stimulating economic and walks and paths growth and delivering physical and  The Leisure Chairs in Westhill developed joint environmental improvements, through the working and funding opportunities and created Ward Forums Westhill & District Sports and Leisure Hub.  Identify suitable sites for and develop  “Be Part of the Picture” projects took place community allotments through community-led across Garioch in March 2015. Management Committees  A Guide as to the support available locally in Garioch for voluntary and community groups was produced.  Sites for allotments identified in Inverurie and negotiations with landowners taking place.  Garioch Flood Relief Group set up in January 2016.  During 2015/16 began to work with residents of housing developments to look at their grounds and building maintenance factoring arrangements

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______Priority 4 Community Safety Partners: Police Scotland, Scottish Fire and Rescue Service, Outcome: Garioch and North Marr Community Safety Group, Aberdeenshire Council, NHS Grampian, The people of Garioch live their lives free from Aberdeenshire Alcohol and Drug Partnership, crime, disorder and danger Some of What Has Happened Since: Sub Outcome 4.1  We purchased speed monitoring equipment Individuals, families and communities are to be used by Police Scotland to monitor protected from harm due to alcohol traffic behaviour within Garioch and Operation Collinsville, an initiative using Sub Outcome 4.2 specially designed road safety signs launched Vehicle users and pedestrians are free from initially in the Westhill area and rolled out danger on Garioch roads across Garioch.  G&NMCSG worked with driving instructors What We Said We Would Do: and young drivers to promote Pass Plus and  Work collaboratively to reduce incidences of Skill for Life courses antisocial behaviour and disorder  SFRS worked with GP Practices to promote  Build on existing arrangements to ensure home fire safety at flu clinics generating 25 vulnerable members of the community are home visits in Inverurie, 24 in Insch and 19 in referred and offered support from partners Kintore. including Home Fire Safety Visit Referrals  In response to increased numbers of call-outs  Challenge alcohol consumption Safety and Awareness Presentations were  Encourage services for older people to raise given to local groups including Sheltered awareness of alcohol misuse in older age Housing by SFRS groups and contribute to information provision  An analytical problem profile relevant to the and signposting to help identified increase in wilful fireraising in  Change the culture around parental drinking Garioch was commissioned with a view to through a major alcohol and parenting identifying hot spots, trends and investigative campaign opportunities  Work collaboratively to monitor and enforce  A partnership initiative was developed speed restrictions, detect roads policing between Garioch Community Policing Team, offences, curb antisocial driving and address Drugs Action and SACRO to highlight the issues road safety issues associated with alcohol dependency and maximise Police referrals for partner support.  Drop a Glass Size launched in 2013 including phone app which shows user effect of regularly drinking too much and “Meet the Hendersons” initiative launched around parental drinking  An Alcohol and Older People leaflet was produced and distributed widely around community outlets and pharmacists advising of the risks of consuming alcohol whilst taking medication.

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Priority 5 Children and Young People Some of What Has Happened Since: The Garioch GIRFEC group has been Intended Outcome: established and is developing its role and

remit. The children and young people of Garioch have  A Social Health Education Drop-in was set the best start in life up by NHS Grampian, Community Learning & Development, Education and the Inverurie Actions: Youth Forum, to give young people free  To be responsive to recommendations advice, support and information on health regarding the future of Getting it Right for issues, including sexual health. Every Child (GIRFEC) and Children’s Services The Grow Well choices were delivered for Networks (CSN) and in setting up and Inverurie network and 6 monthly follow ups developing a local GIRFEC group to fulfil the with the schools carried out vision of “Every child will be valued and helped to realise their potential”  In October 2013, the Bothie in Kintore, an  Support young people through a Social Health innovative straw bale building opened its Education Drop-In (SHeD) at Garioch doors providing young people in the area Community Centre offering advice to increase with a safe and welcoming facility. Health & Wellbeing of young people including  Action Kintore secured funding and those presenting as homeless appointed an experienced artist to design and create a permanent art work to become  Deliver Grow Well programme to all primary schools in Inverurie Children’s Services a landmark feature complementing The Network (CSN), to support children and their Bothie. families to grow well, make healthy choices  Facilities for young people have been and tackle the inequalities in health that affect included within the proposals for the new healthy weight Inverurie Academy campus.  To develop new and extend existing youth  Kemnay Youth Café, based within Kemnay cafes Police Station, now on an annual lease  To provide a safe place for young people to pending a decision on the future of the Station by Police Scotland meet through the provision of a Youth Shelter in Blackburn  Funding sourced from within the Council, Garioch Community Planning Group and Partners: Kinellar Youth Forum to allow the Aberdeenshire Council, NHS Grampian, Police development of a Youth Shelter at Scotland, Action Kintore, Kintore Youth Forum, Blackburn.

Inverurie Youth Forum, Inverurie Community Development Group, Westhill Youth Forum, Westhill Community Development Group, Kemnay Youth Forum, Kinellar Youth Forum

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Kincardine & Mearns

Community Plan 2016 – 2019

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FOREWORD, by Chair of Local Community Planning Group 3

BACKGROUND 4

WHAT ENGAGEMENT & HORIZON SCANNING TOLD US 7

NATIONAL OUTCOMES 8 - 9

K & M PRIORITIES 2016 - 2019

Priority Area 1 - Strong Communities 10 -12

Priority Area 2 - Wellbeing 12 - 14

Priority Area 3 - Connecting People 14 - 16

Contact Us 17

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FOREWORD by Chair of Local Community Planning Group

Welcome to the Kincardine & Mearns Community Plan 2016-2019. This plan sets out 3 priority areas and associated actions identified through strategic assessment and engagement activities over an eighteen month period, which you can read about on the Ouraberdeenshire website. The Community Planning group, made up of service providing agencies and community representatives, will continue to evaluate and develop these actions over the course of this period, making this very much a live document. Community Planning is about working together individuals, communities and organisations to achieve the best quality of life for everyone in the area. This plan is focused specifically to improve equal opportunities for all to be involved in community and decision making and to complement existing activity.

William Munro

Chair Kincardine & Mearns Community Planning Group Kincardine & Mearns Area Manager, Aberdeenshire Council

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EXECUTIVE SUMMARY

The Kincardine & Mearns Community Plan 2016 - 2019 brings together input and action from Community Planning Partners, Elected Councillors and local communities. It is a plan for the area jointly developed and owned by all. Through engagement with these groups, 3 priority areas have been identified for the Plan. These priority areas are:

 Strong Communities

 Connecting People

 Wellbeing

This document describes the way in which partners came together to develop the priority areas and the actions within them. It also sets the local priorities against the Scottish National Outcomes.

Combining all contextual information enabled the Community Planning Group (CPG) to make an informed decision in setting the priority areas for the Plan that reflect the needs of communities in Kincardine & Mearns.

Having identified the 3 priorities, each one was assigned a set of outcomes to achieve within the life if this Community Plan. Each priority area is set out to give an overview of the evidence of need used to identify the priority and guide the actions that were developed to achieve the outcomes. It also sets the actions developed for this Plan aiming to avoid unnecessary duplication of activity. Further actions may be added to the priorities as the plan develops, and outcomes are developed.

By bringing all these priorities together in one place, it starts to become clearer where the links between aims and activities are found and as we work to progress and monitor actions, the links can be strengthened and preventative actions included where relevant.

Progress on actions will be updated at each CPG meeting. The Plan will be monitored fully on a 6 monthly basis and an annual report will be produced highlighting achievements. An equalities impact assessment has also been carried out in line with Scottish legislation.

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The Kincardine & Mearns Area

Kincardine & Mearns is the most southern of six administrative areas within Aberdeenshire, as recognised by the local authority, Police Scotland and NHS Grampian. The area is 756 sq. km (293 sq. miles), representing 12% of the whole Aberdeenshire area and is defined by 59 km of coastline to the east and the foothills of the Grampian Mountains to the west. With an estimated population of 41,922 people, the residents of Kincardine & Mearns make up 17.1% of Aberdeenshire’s total estimated population (247,600). Kincardine & Mearns’ population continues to increase and has risen gradually over the past decade.

The demographics of the population have shifted over the past decade:

• The total working age population has increased year on year since 2002

• The number of children (15 and under) is 2.1% lower than in 2002 but is currently rising

• The number of pensionable age individuals is 47.7% higher than in 2002 (an increase of approximately 2,241 individuals) and continues to increase

This rapidly changing demographic provides unique challenges in delivering services and additional housing and meeting demands on community facilities.

Kincardine & Mearns (K&M) has one of the lowest proportions of benefit claimants across Aberdeenshire. These totals have been historically reducing and were at a 10 year low in 2014, although current economic trends have seen these totals starting to rise. Claims of Job Seekers Allowance (JSA) had risen as a result of the 2008 recession but fell to pre-recession levels in 2014. The Aberdeenshire unemployment rate has been increasing since 2014 and was at 2.7% at the end of September 2015, and the average salary of workers in this area is typically higher than the Scottish and British averages. Average weekly pay has increased by approx. 40% between 2004 and 2014. Discrepancies in pay remain across the area with women paid, on average, c. £150 less per week than men.

National data suggests that children become less active as they get older. This is most evident in girls with less than 40% of girls meeting recommended activity levels at ages 13-15 when school activity is excluded (51% when included), compared to boys of the same age (68% meet targets including school, 54% excluding school) in Aberdeenshire. Obesity can increase disease prevalence and negatively affect health later in life. From a national perspective, the Scottish Health Survey indicates that the proportion of adults who are considered obese/morbidly obese (with a BMI of >30) has increased for both genders in almost all age groups between 1995 and 2013 in Aberdeenshire.

Access to transport keeps people connected to their communities and enables them to access healthcare and social activities. Considering the travel implications of community projects will be essential to enable older and vulnerable people, and those without their own transport, to participate. Additionally, enabling communities to pursue active travel as an alternative helps to address inactivity amongst all age groups, essentially, we want to encourage a shift from the car, particularly for short journeys, across communities. Not only will this reduce congestion and improve health by reducing harmful emissions and improving air quality, it will enable people in Scotland to live longer and healthier lives by making it easier to incorporate physical activity into daily routines.

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What Our Engagement and Horizon Scanning Told Us

A series of Horizon Scanning exercises were carried out to determine what was important to local communities and identify current and potential pressures and opportunities for the area over coming years. These exercises were undertaken by a range of local partners and elected councillors who shared perspectives and knowledge with each other as to how existing and new phenomena might influence the future for Kincardine and Mearns communities.

The main issues and opportunities identified at this event are outlined below.

Political

 Ongoing changes in political environment, national and local  Health & Social Care Integration Environmental  Increasing volumes of traffic, Aberdeen Western Peripheral Route  Pressure on existing landfill sites; need to reduce waste and recycle  Limited provision of active travel routes  Tourism opportunities Social  Social isolation has increased and impacts as much on wellbeing as does any other factor  Danger of furthering inequalities in the area where there is insufficient broadband/3G accessibility and in people who do not have digital skills– creating technological isolation.  Greater levels of help needed to support those affected by the welfare changes  Rise in the number of commuting communities. This creates potential barriers for developing social links and a sense of clear community identity amongst residents. Technological  Poor mobile phone and broad band connectivity  Ongoing development of renewable technology  Fibre optic connectivity Economic  Economic uncertainty with downturn in oil industry  The Community Empowerment Act was highlighted as a potential threat if communities are not equipped with the appropriate organisational and financial skills to take on the running of properties/projects attained through Community Asset Transfers.  Need for improved infrastructure and transport links to ensure Kincardine & Mearns maximises economic opportunities Legal  Community Empowerment Act  Health & Social Care Integration  Further devolution of power to Scottish Government Organisational  Changes in structure and management of public organisations e.g. Chief executive Aberdeenshire Council, integration of health & social care, formation of national police and fire services  Greater involvement of third sector organisations in the delivery of services highlighted as a currently missed opportunity

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Following the Horizon Scanning work, community asset mapping was undertaken to engage with communities.

Working in Partnership with Alliance Scotland, four “Come Awa In” conversation cafes were held in Kincardine & Mearns in April/May/June 2015. We explored the strengths, resources and anything valued within communities, with a focus on what keeps people well, connected and safe. By focusing on strengths and positives within our communities we were able to identify simple solutions focused on people, rather than thinking as organisations and focusing on complicated problems.

A further event “Ahead Together” then brought together the main regional and local partnerships in Aberdeenshire, and Kincardine and Mearns to look at who is doing what, where the common ground is and how actions in the Local Community Plan can complement and influence existing activity.

The outcomes generated by this event were added to the Strategic Assessment, Horizon Scanning and “Come Awa In” exercises to provide the LCPG with a wide, relevant and engaged evidence base from which to determine priorities and actions for the 2016 – 2019 LCP.

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The following table shows the relationship between our priorities and the Scottish Government National Outcomes.

PRIORITY Kincardine & Mearns Outcomes National Outcomes

 Strong  Communities are empowered  We have strong, resilient and Communities and achieve better outcomes. supportive communities where  Local communities and partners people take responsibility for have greater awareness of the their own actions and how they practises and principles of affect others  community empowerment, and We live in a Scotland that is the most attractive place for doing have greater awareness of the business in Europe implications of the community  We realise our full economic empowerment legislation. potential with more and better  Local communities and partners employment opportunities for have opportunity to feed into the our people Community Empowerment Act  We have tackled the significant legislation accompanying inequalities in Scottish society guidelines.  We have improved the life  Local communities and partners chances of children, young feel supported and informed people and families at risk enabling them to engage with and influence local democratic structures.

Wellbeing  Focus on inclusive community  We live longer, healthier lives. spaces and opportunities.  Our people are able to maintain  Reduce inequalities in health their independence as they get outcomes between communities older and are able to access and across Kincardine & Mearns. appropriate support when they  Ensure community spaces are need it  We have tackled the significant affordable, accessible, available inequalities in Scottish society and fit for purpose.  We take pride in a strong, fair  Community spaces provide safe and inclusive national identity places for people to come  We are better educated, more together to meet and interact skilled and more successful, informally, and provide an renowned for our research and environment that helps to innovation increase community confidence.  Our young people are successful learners, confident individuals, effective contributors and responsible citizens.  Our children have the best start in life and are ready to succeed.  We have improved the life chances of children, young people and families at risk.

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Connecting People  Focus on active travel routes  Schemes for an enhanced ensuring cycle and footpaths in active travel network between Kincardine & Mearns are and within our key communities developed and improved. have been consulted on.  Increase the proportion of journeys to work made by public or active transport.

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KINCARDINE & MEARNS PRIORITIES 2016 – 2019

Agreement by the Local Community Planning Group to focus on a limited number of priorities, selected in light of a number of criteria:

 The evidence base showing where action was most needed and communities could be empowered to achieve those actions

 Issues which needed joint action and/or resourcing

 The need for preventative action to limit future demand on services and limit duplication

 Shared mission to tackle inequalities, so everyone has full access to services required

Priorities arose where there was opportunity to build capacity and empower communities, and where outcomes were significant and sustainable.

PRIORITY – STRONG COMMUNITIES

To build a truly effective community it needs to be stronger, wiser and more resilient, sustainable and engaged. The Community Empowerment Act seeks to enable this to happen in Scotland’s communities. Where communities are empowered we would expect to see a range of benefits: local democratic participation is boosted; increased confidence and skills among local people; increased community capacity; and more satisfaction with quality of life in a local neighbourhood. Better community engagement and participation leads to delivery of better, more responsive services and better outcomes for communities. Further, our communities’ strengths and weaknesses, such as quality of life, amenities, infrastructure, and workforce skills, determine the potential of our local economy to support economic growth, enterprise and opportunities for all.

Key Outcomes: 1) Communities are empowered and achieve better outcomes, sustainability and resilience. 2) Local communities and partners have greater awareness of the practises and principles of community empowerment, and have greater awareness of the implications of the community empowerment legislation. 3) Local communities and partners have opportunity to feed into the Community Empowerment Act legislation accompanying guidelines. 4) Local communities and partners feel supported and informed enabling them to engage with and influence local democratic structures.

What we will do:

1.1 We will organise a Community Empowerment Event to explore the implications of the Act on local communities and partners.

How we will do it? When will we do Who will do it? Outcome it? No. Working in Partnership with June 2016 Community 1), 2), 3) & Aberdeenshire Voluntary Action, Planning 4) we will organise an Empowerment AVA

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Event to inform communities on COSS the implications for them of the Scottish Community Empowerment Act. Government We will focus on aspects of the Act which have been identified by communities as being of most significance to them. We will identify aspects of the June 2016 - Community 1), 2), 3) & Community Empowerment Act to ongoing Planning 4) explore further with communities AVA ADP and host workshop style sessions to meet the identified need. Feedback from the Community June 2016 Community 3) & 4) Empowerment event will be Planning shared with Scottish Government AVA & local partners.

What we will do:

1.2 Participatory budgeting will be researched and trialled in Kincardine & Mearns.

How we will do it? When will we do Who will do it? Outcome it? No. We will host a Participatory June 2016 Community 1), 2), 3) & budgeting workshop, engaging Planning 4) with local groups, to explain and AVA demonstrate how Participatory Budgeting works in practise.

What we will do:

1.3 Communities are supported to develop and deliver Community Action Plans (CAPs); partners are engaged appropriately in their development and delivery and successes are shared across K & M.

How we will do it? When will we do it? Who will do it? Outcome No. Interested community 2-3 CAPs planned Kincardineshire 1) & 4) organisations will be supported for 2016-17 Development through the Community Action Partnership; Planning process in a way that other Partners meets their specific context. This as appropriate includes identifying community aspirations and priorities, engaging partner organisations, formulating, delivery and evaluating actions. Good news and achievements will 2016-19 be celebrated across the K&M

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area through newsletters, social media, websites and events.

What we will do:

1.4 Local partners coordinate how they engage with and communicate with communities.

How will we do it? When we will do Who will do Outcome it? it? No. Shared & coordinated networks to 2016 - ongoing CPO’s, KDP, 1), 2) & 4) reduce duplication AVA Joint engagement & communication 2016 - ongoing CPO’s, KDP, 1), 2) & 4) plans AVA

What we will do:

1.5 Community Development is supported in areas where there is new housing development.

How we will do it? When will we do Who will do it? Outcome it? No.

We will ensure new communities 2016 – ongoing Community 1), 2), & 4) are supported and empowered to Planning develop their own identity and to CLD engage within the local democratic process. We shall ensure they are actively involved in the development of their communities and have access to information and support to do so. We will actively seek out Ongoing Community 1), 2) & 4) opportunities for new Planning communities to engage in the local democratic structure and support them to do so.

What we will do:

1.6 Communities are supported to develop Community Resilience Plans to better prepare themselves for severe weather and other emergencies.

How we will do it? When will we do Who will do it? Outcome it? No.

Local Partners and communities Initial Plans piloted Aberdeenshire 1) will take an agreed approach to 2016-17 Council K&M Area

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developing and testing Learning shared Manager's Team, Community Resilience Plans. 2017-18 Police Scotland’s The benefits and learning of K&M Inspector, Evaluation 2019 these will be shared across the SFRS Station area. Manager & Community Councils / Groups.

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PRIORITY – Connecting People

Twenty-seven percent of children and 61% of adults in Scotland do not meet recommended levels of physical activity. Physical inactivity is known to increase the risk of developing a number of conditions including obesity, diabetes, heart disease and bowel cancer. Obesity levels in Scotland are increasing. In 2012, 27% of adults were obese and 16.8% of children were at risk of obesity (weight at or above 95th percentile). In Aberdeenshire obese/morbidly obese (with a BMI of >30) has increased for both genders in almost all age groups between 1995 and 2013. Walking and cycling for everyday short journeys is the easiest and cheapest way of building more physical activity into busy lives. It helps to protect against physical ill health and helps to maintain good mental health

Evidence from engagement highlighted the importance within Kincardine & Mearns that communities have the possibility to travel actively, with walking or cycling the most popular choice for shorter everyday journeys. This helps people make healthy living choices and assists in delivering places that are happier, more inclusive and equal, and more prosperous. Travelling by foot or cycle, or with a personal mobility aid such as a mobility scooter, is a realistic option for all local journeys as individuals. People are confident to walk and cycle more often and they value and use their local transport networks (streets, roads and path networks), which offer safe, high quality, realistic and predictable journey options for active travel. Achieving this vision will help us to move towards the following objectives: Better health and safer travel for all; environments in which walking and cycling are easy choices will be safer for everyone, promote healthy living choices, treat and prevent disease and reduce health inequalities. Reducing inequalities; access to jobs, services and leisure will be widened for all – including children, older people, and people with disabilities and people on low incomes. Cutting carbon emissions and other pollution; more people choosing to walk and cycle will reduce pollution from motorised travel and so help tackle climate change and improve air quality. Delivering liveable, more pleasant communities; places that are pleasant and practical for walking and cycling, with better pedestrian and cyclist safety will improve people’s lives in many ways, including feeling connected to the community. Communities where people value and use the active travel network, comprising streets, roads and path networks. Supporting delivery of sustainable economic growth; places that are designed for walking and cycling are generally more attractive. K & M’s communities will benefit from this, becoming more desirable places to live and work so helping attract investment and economic activity.

Key Outcomes: 1) Focus on active travel routes ensuring cycle and footpaths in Kincardine & Mearns are developed and improved.

What we will do:

2.1) We will work in partnership to ensure active travel is improved and developed in Kincardine & Mearns.

How we will do it? When will we do Who will do it? Outcome it? No. Working in partnership, we will 2016 – 2019 Community 1) identify communities with desire Planning Officers for improved active travel routes. Nestrans We will support partners and

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communities to identify ways to Community make these routes useable and Development sustainable in the long term. Organisations , Community We will work with partners to Councils 1) ensure that in the planning of Kincardineshire new development, active travel Development routes are identified and Partnership developed at an early stage in the Community Safety planning process. Group We will promote the benefits of 2016 - 2019 Aberdeenshire 1) active travel, and ensure all Council Strategic members of communities can Transport Service have access to active travel routes.

PRIORITY – Wellbeing

Communities, both place-based and people sharing a common identity or affinity, have a vital contribution to make to health and wellbeing. Community life, social connections, supportive relationships and having a voice in local decisions are all factors that underpin good health, however inequalities persist and too many people experience the effects of social exclusion or lack social support. Participatory approaches directly address the marginalisation and powerlessness caused by entrenched health inequalities.

The assets within communities, such as the skills and knowledge, social networks, local groups and community organisations, are building blocks for good health. Many people in Kincardine & Mearns already contribute to community life through volunteering, community leadership and activism. Community empowerment occurs when people work together to shape the decisions that influence their lives and health and begin to create a more equitable society. This is not about a DIY approach to health; there are important roles for NHS, local government and their partners in creating safe and supportive places, fostering resilience and enabling individuals and communities to take more control of their health and lives.

It is a Partnership aim to reduce the inequalities in health outcomes between communities and across Kincardine & Mearns. Encouraging individuals to take responsibility for their own health and wellbeing by making healthy choices and taking preventative action will reduce the demand on reactive services and allow resources to be invested in prevention and early intervention actions.

Engagement highlighted the need for inclusive, accessible community spaces, somewhere people could go to offering safe spaces for interaction between people from different backgrounds and provide information about local services and learning opportunities. Community spaces could be physical or virtual; all-inclusive or serving a particular section of the community.

Community Spaces need to be affordable, accessible and available within the heart of local communities, fit for purpose. Community spaces are used to provide information and signposting, community spaces provide opportunities for people to develop new skills,

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Community spaces provide safe places for people to come together to meet and interact informally and Community spaces provide an environment that helps increase the confidence of community members.

Key Outcomes: 1) Focus on inclusive community spaces and opportunities. 2) Reduce inequalities in all outcomes within and across communities in Kincardine & Mearns. 3) Ensure community spaces are affordable, accessible and fit for purpose. 4) Community spaces provide safe places for people to come together and interact informally, providing an environment that helps to increase individual and community confidence.

What we will do:

3.1) Communities and partners will co-create inclusive places and spaces that reduce inequalities and where people are encouraged and enabled to be active and involved in their communities.

How we will do it? When will we do Who will do it? Outcome it? No.

Following community 2016 Community 1) , 2), 3) engagement on potential uses of Development & 4) the former court building, a Organisations, business plan is being developed Community for a community hub. Planning Officer, Stakeholders and potential Council Area tenants are being engaged and Project Officers & funding applications made. Partner Organisations Interested tenants are engaged in 2016/17 interested in the development and design of being tenants the facility and governance.

The governing body established 2017-19 works with tenants to open and develop the Hub.

Men’s Sheds will be co-created 2016-19 AVA, 1) , 2), 3) by communities and partners to Kincardineshire & 4) provide inclusive places for men Development to come together. Partnership, Council Area Project Officers & community organisations. Opportunities for the 2016-19 All partners 1) , 2), 3) development of further inclusive & 4) spaces within Kincardine &

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Mearns will be explored and supported.

What we will do:

3.2) Communities and partners will co-create inclusive opportunities that reduce inequalities and people are encouraged and enabled to be active and involved in their communities.

How we will do it? When will we do Who will do Outcome it? it? No.

Inclusion & equalities will be 2016-19 Council 2) embedded in all of our actions. Equalities Officer. CLD, Training & resource to support local 2016-19 1), 2), 3) & AVA, CHiP, partners and communities with 4) Alcohol & inclusion and equalities will be Drug sought. Partnership, Good practice for inclusion will be 2016-19 IDEA Project, 1), 2), 3) & celebrated and shared. Community 4) Wellbeing We will encourage local people to 2016-17 Network, 1), 2), 3) & access local services and activities by Welfare 4) improving referrals between local Solutions organisations. Group, Local We will work together to explore 2016-17 1), 2), 3) & Learning and develop our understanding of 4) local involvement and access and Partnerships whether there are unseen barriers preventing people from being more active or involved. We will develop genuinely inclusive 2016-19 2) & 4) opportunities for involvement in democratic decision making.

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CONTACT US

Area Manager’s Office:

Viewmount,

Arduthie Road,

Stonehaven AB39 2DQ

Telephone: 01569 768206

Email: [email protected]

Web: www.ouraberdeenshire.org.uk/your-area/kincardine-and-mearns

Blog: https://kandmcommunities.com/

Facebook: www.facebook.com/kandmcommunities

The K&M Community Planning Officers are:

Emma Kidd [email protected]

Tel: 01569 768327

Mobile: 07979 708132

Lesley Robertson [email protected]

Tel: 01569 768327

Mobile: 07500 124479

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Kincardine & Mearns

Local Community Plan 2013-16 What was achieved Item: 7 Page: 128 What was achieved? Here are some of the achievements from the K&M Local Community Plan 2013-16:

Transport An assessment of existing infrastructure for active and sustainable travel informed a number of public consultation events. This was followed by a four week interactive online consultation exercise which received considerable and genuine interest from the local community. The feedback has informed an Integrated Travel Town Masterplan for Portlethen was in in draft in January 2016 and due to go to Kincardine & Mearns Area Committee for approval. Aberdeenshire Council is currently rolling out the engagement model to all settlements over 3,000 population, including Stonehaven and Laurencekirk. In Portlethen, links are being made with the Explore Kincardine Project and the development of a community sports hub. Housing To help inform Community Councils, who are consulted on local planning applications, about the demands for local and affordable housing, Local Housing Information Sheets were circulated during 2014/15. These easy read documents included a summary of localised information on waiting lists, homelessness and re-let rates for social housing. This information has also been published on the Council’s website for easy access. Town Centres Scottish Government put an emphasis on Town Centres during this period and the Scotland Town Partnership launched six new tools to help community groups improve their town centres. An Aberdeenshire wide Town Centre Conference was held in Peterhead. More locally, the Council worked with local community groups in

www.ouraberdeenshire.org.uk Item: 7 Page: 129 Kincardine and Mearns to assess the appearance of their town centres. This led to businesses being approached to consider improvements to premises and to a programme of hawk visits to alleviate issues caused by gulls in Stonehaven. A leaflet for the general public on dealing with seagulls was also produced. A Stonehaven Town Centre Improvement Group has been set up with representatives from community groups and the council. The Council will continue to be proactive in working with community groups who seek to improve town centres. Laurencekirk Development Trust have developed a vision for Laurencekirk, which includes the former school site. The Trust have been given the opportunity to present a business case for the use of the site and are working to gather funding for a design charrette as part of this process. Health & Welfare K&M Welfare Solutions Group started meeting early in 2013. Various public, voluntary and community partners now participate and share updates on local welfare matters and the national rollout of Welfare Reforms. The priorities set for 2015 included supporting people with financial responsibility; digital inclusion; access to information and partnership working. During 2015, the group developed a signposting leaflet for welfare issues and an audit of publicly accessible computers. They also held a networking event in Stonehaven. Eighteen organisations took part and an illustrated directory of staff was produced to highlight who could do what to help who.

www.ouraberdeenshire.org.uk 3 Item: 7 Page: 130 In 2016, the group are looking into raising the profile of organisations further with staff and residents in the area. A number of the partners expressed a desire for a hub or one-stop-shop for welfare related issues in Stonehaven. This is being explored alongside the work that Stonehaven Town Partnership is undertaking on the former Court building and this is a key action in the new 2016-19 Local Community Plan. Ageing Well In 2013, K&D Befriending worked with NHS and other partners to extend their service to support older patients leaving Kincardineshire Hospital. This offers much needed help to patients to continue living independently after discharge. The Befriending at Hospital project supported 22 patients with a befriender between 2013 and 2016. Timebanking is a means of community members swapping time and skills in a way that recognises the value and contribution of all. A study to pilot a Timebank in Kincardine & Mearns was undertaken and Voluntary Services Aberdeenshire and Aberdeenshire Voluntary Action expressed interest in trialling a scheme, initially in Stonehaven with a community of older people, their relatives and carers. This is now underway. Engaged Communities Additional leaflets for the Kincardine & Mearns Effective Community Group Pack were produced and distributed to community groups. These additions cover campaigning, protection of vulnerable groups, data protection, risk assessment, recruiting new members, fundraising, monitoring, publicity and evaluation Partners of the Local Community Planning

4 www.ouraberdeenshire.org.uk Item: 7 Page: 131 Group are organising a local conference to explore the opportunities and implications of the Scottish Government’s Community Empowerment Act with local staff and communities. The conference will allow local partners to feedback to the Scottish Government on the Act’s strategic guidelines prior to their finalisation and will explore examples of empowerment and what it takes to get there. Key topics will include community requests to participate in service delivery; communities managing public facilities; and participatory budgeting which allows specified funds to be opened up for use in new ways. Kincardineshire Development Partnership (KDP) was established to support local community development. In 2016, the development workers will work with community groups in Gourdon and Drumoak who have made steps towards developing Community Action Plans to help their communities identify and achieve their aspirations. Other communities who are interested in a Community Action Plan will also be supported. If you’d like to discuss this, contact KDP at [email protected]

www.ouraberdeenshire.org.uk 5 Item: 7 Page: 132 These are just a sample of the local achievements and successes during 2013-16. If you would like to read about more and about the 2016-19 Plan, go to www.ouraberdeenshire.org.uk/your-area/kincardine-and-mearns/ or www.kandmcommunities.com How can I get involved?

• Through your local Community Planning Officer • Through your local Community Council • Through your local Councillor • Through your local Rural Partnership • Through a local community organisation (there are lots of these!) • Through Community Forums and other public events held in your area (these are advertised locally and on the websites above)

Useful Contacts: Banff & Buchan

For general enquiries - Buchan [email protected] Formartine For support with your project or Garioch community action plan - officesupport@ kincardineshiredp.org Marr If you would like to promote your project or group or share something Kincardine on www.kandmcommunities.com & Mearns [email protected]

www.ouraberdeenshire.org.uk

Produced by Aberdeenshire Council GDT23935 March2016 Item: 8 Page: 1

ABERDEENSHIRE COMMUNITY PLANNING PARTNERSHIP BOARD 29 JUNE 2016

SOA FOCUS: ALCOHOL AND DRUGS

1 Recommendations:

1.1 Discuss the progress made by the Aberdeenshire Alcohol and Drug Partnership in delivering the outcomes set out in the Single Outcome Agreement.

1.2 Support activity by demonstrating how each partner is contributing towards the “alcohol and drugs” priority.

1.3 Challenge performance as part of the partnership’s governance role to be satisfied that we are collectively doing as much as we can to improve outcomes, plan preventatively and join up resources.

1.4 Consider and advise how Community Planning Partners can support strategic activity which will impact on drug and alcohol activities across the widest communities e.g. effective CPP engagement with Licensing Boards.

2 Background / Discussion

2.1 The template in Appendix 1 has been completed by members of the multiagency Aberdeenshire Alcohol and Drug Partnership and is framed around the themes of prevention, resources, place and performance.

2.2 Board members are asked to show how their organisation is contributing towards the long-term outcome “Reductions in inequalities in health outcomes between communities and across Aberdeenshire” as well as the specific themes highlighted in the template.

2.3 In light of Community Planning Partnerships being held responsible for improving outcomes for each of their priority areas, Board members are encouraged to challenge progress to date.

3 Implications for Local Community Planning Groups and/or Consultation with Local Community Planning Groups

3.1 Local Community Planning Groups now have the opportunity to contribute to the report to inform of any issues under this priority. Input given may be able to be addressed directly between the Aberdeenshire ADP and Local Community Planning Groups.

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4 Equalities, Staffing and Resource Implications

4.1 The agreement on joint resourcing and community planning partnerships published as part of the Scottish budget for 2014/15 places further emphasis on partners demonstrating how they can pool their shared resources – budgets, staff, buildings, information – to deliver improvements for their shared priorities.

4.2 This report does not require an equalities impact assessment because its recommendations do not have a differential impact on people with protected characteristics.

Gillian Robertson, ADP Commissioning and Performance Manager

23 May 2016 APPENDIX 1

SOA Priority Reporting for 29th June 2016 Community Planning Board

Local Outcome (Long-term) – Reductions in inequalities in health outcomes between communities and across Aberdeenshire

SOA PRIORITY

 Reductions in inequalities in health outcomes between communities and across Aberdeenshire  Aberdeenshire is the safest place in Scotland  Successful, inclusive, resilient communities with the confidence, capability and capacity to tackle the things that matter to them

LEAD PARTNERSHIP

Aberdeenshire Alcohol and Drug Partnership (ADP) is a collection of public bodies, voluntary organisations and citizen activists seeking to draw interested parties together to collectively tackle the issues associated with problematic alcohol and drug use and to support recovery from addiction.

The ADP are working to a delivery plan titled “Life Matters” with the overarching aim -

People live rich, meaningful and autonomous lives free from harm due to alcohol or other drugs

The plan guides local delivery of the Scottish Government’s policies, “The Alcohol Framework: Changing Scotland’s Relationship with Alcohol” and “The Road to Recovery”, various ministerial priorities and local priorities. A copy is attached in Annex A. To make sense of the various expectations, we have organised our work across four themes: Prevention & early intervention Protection and harm reduction Page: 3 Treatment and recovery Item: 8

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Inclusion and community engagement For each theme, we have identified the overarching national and intermediate local outcomes we seek to achieve, the indicators we intend to use to monitor our progress and the high level strategic actions we plan to take to achieve these outcomes. This plan forms the basis of ADP Committee agendas, how ADP resources are deployed, how we self-assess our performance and how we account for our performance to the Community and our Community Planning Partnership (CPP) The Aberdeenshire Single Outcome Agreement (SOA) details the priorities community planning partners have agreed to work towards over the coming 10 years. It sets out what we will do together to make Aberdeenshire a better place. Likewise, the Health and Social Care Partnership (HSCP) aims to have a strategic plan to support modernisation and integration of local health and social care. This delivery plan informs the alcohol and drug outcomes for both the SOA (and future LOIP) and HSCP. The delivery plan has been developed with the delegated authority of the CPP. Its contents have been formed by the views and aspirations of our communities and service users as well as the views of our partners and the chairs of ADP sub-committees and Forums in accordance with the ADP Partnership Agreement. Scottish Government considered our delivery plan excellent, provided complimentary feedback and circulated it to other ADPs as an example of best practice: “Thank you very much for all your work on the Aberdeenshire ADP Delivery Plan. It is an excellent document which has clearly had a great deal of thought and collaboration put in to prepare it. As such we would like to ask your permission to use your Plan as an example of good practice for other ADPs”. There are 5 sub groups of the ADP with representation from a wide range of partners leading delivery of relevant sections of the plan: Commissioning Performance and Finance Service Delivery Early Intervention and Prevention Families, Children and Young people

Justice, Enforcement, Licensing and Community Safety. Page: 4 Item: 8 In addition to these groups there are three very active Community Forums serving North, South and Central Aberdeenshire.

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All of these groups have accepted responsibility for specific actions within the delivery plan.

PREVENTION – How is the partnership shifting towards preventive planning? Are resources being shifted?

There has been a shift in allocation of money towards prevention in 2015/16, with 8.9% of the total ADP spend in 14/15 rising to 10.5% in 15/16. This includes increased activities in both the Early Intervention and Prevention Group as well as the Community Forums. There have been three part time staff members supporting these groups for all of 15/16 and this has shown a marked increase in the range of activities within the communities. In total there has been an increase of 30.7% spend on prevention work in comparison to the previous years spend. This shift has allowed a number of activities to be undertaken, these include:

Rory and O`Lila – Training has been taking place with nursery staff in Fraserburgh and Peterhead to allow them to have access to these resources which helps staff to address Drug and Alcohol attitudes from an early age.

Alcohol Brief Interventions – We have seen an increase in the numbers recorded through wider settings i.e. Prison, Criminal Justice, CLD and the Third Sector. Whilst the ABI target was achieved in Grampian, there is still some work to do to increase activities in NHS and GP settings but this is ongoing and recording issues may play a large part in the lower levels of reporting.

Training on NPS –1,016 people across Aberdeenshire have received training on NPS and other stimulant drugs. The following feedback was received over the year:

 83% of the people trained reported that their knowledge of New Psychoactive Substances had improved as a result of the training they received.  87% of people reported that their level of confidence in working with users of New Psychoactive Substances had increased as a result of the training they received from Incite.  77% of people who attended the training reported that they had fully met their learning objectives.  83% of people found the training interesting/ inspiring.  91% of people found the training good or excellent. Page: 5 Stronger links are being developed to support a range of professional staff particularly in Education and Community Development. Work is Item: 8 also continuing with Mental Health professionals to support staff to better understand the effects of NPS.

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Take Home Naloxone (Heroine Antidote): We have managed to substantial increase the number of kits issued to community members over the last year. We estimate that 27% of people at risk in the community have a kit. A further development in 15/16 was extending the issue of kits within the prison.

Licensing – The ADP continues to support all three licensing forums to progress this action from our delivery plan: “We will encourage Licensing Forums and Boards to improve control of the availability of alcohol to achieve an overall reduction in consumption by adopting policies leading to tighter control of alcohol outlets and opening hours, focusing on the highest density off-sales outlet areas.” Work continues to provide the Licensing Boards with the evidence necessary to support their adoption of appropriate alcohol control policies.

Embedding Prevention in Services We are embedding prevention within a wide range of our services. Whilst our Single points of Access are seen as the gateway into services they are also involved in early intervention and preventative work which provides advice to individuals asking for support as well as family members and friends.

In addition, the three Community Forums have included prevention within their local activities. All have undertaken and funded prevention work. A copy of the North and South Annual Reports are attached in Annex A. Examples include:

South How to Drug Proof Your Kids The course (6 sessions) was run over 8weeks between October and December at Stonehaven Community Centre. 7 participants and their families engaged with the project facilitated by 2 volunteers. They gained knowledge and confidence in dealing with their children and alcohol and drugs: “Helped with discussing things with my child.” “Very useful on all aspects of parenting.” “Enjoyed 'sharing' with other parents.”

North Let’s talk about risk’ Peterhead Parenting Project This project was formed with forum involvement to consult Peterhead parents about support needs and involve them in developing local supports in order to address risk behaviours of their children such as drugs and alcohol, internet safety, knife Page: 6 crime etc. 2 consultation events with parents were held in March and September and all parent councils were consulted. 25 Item: 8 parents subscribed to the project with 3 parents regularly attending the steering group. This project will continue into 2016/17.

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Purchase of forum Resources for Drug and Alcohol information talks A Drug and an Alcohol Awareness Box was purchased as an educational resource to support the facilitation of public awareness sessions in schools and to the wider community. This is available to all forum partners and a guidance and evaluation framework for such talks has been developed to ensure quality standards in the delivery and evaluation of the effectiveness of the talks. This project will continue into 2016/17.

Forum promotion at community events The North Forum raised awareness of Drug and Alcohol issues and supports available at 6 community events, amongst them Fraserburgh Blue Light festival, Banff Coast Festival and Drumming Up Peterhead. Funding was awarded to support these activities by purchasing promotional material, such as textile bags with a forum logo and by financing catering costs for a Christmas stall.

Central Kemnay Graffiti Project This was a joint project supported by the Central Forum and Community Learning & Development. 10 young people participated in the project (majority were boys aged 14/15). The programme comprised alcohol and drug awareness workshops/team building/problem solving/research into graffiti art/ instruction in graffiti art. The boys reported feeling more confident/more knowledgeable about alcohol and drugs/ more aware of their own abilities/ and more aware of the impact their behavior had on others. 8 achieved a Bronze Youth Achievement Award

RESOURCES – to what extent are the partnership and its members jointly resourcing the shared outcomes?

During 15/16 Aberdeenshire ADP contributed to the funding of statutory services such as the NHS Substance misuse service and Aberdeenshire Councils Community Substance Misuse Service. DWP also contributed to the new moving on service which supports people in treatment to move on and out of treatment services and into meaningful activity.

Most key partners have contributed to efforts to integrate and streamline entry into and progress out of alcohol and drug services in Aberdeenshire and generally improve our overarching ROSC (Recovery Orientated Systems of Care). For example, Single Points of Access (SPOA) have been established in Peterhead, Fraserburgh, Banff, Inverurie, Huntly and Stonehaven with Page: 7 additional interview premises secured in other areas e.g. Portlethen. The SPOA in North Aberdeenshire is now well established Item: 8 and have assessed almost 400 people. Whilst the SPOA are operated by third sector organisations this is seen as very much a

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partnership approach with all organisations within our ROSC involved in the pilot and development of this service. This allows people to be assessed quickly and to be referred on to the most appropriate service which is cutting down waiting times whilst also offering service users a more efficient service. The lack of established premises in South and Central Aberdeenshire has resulted in some delays in providing a fully operational service, however this is now well on its way to being resolved.

A consolidated ‘Moving on Service’ have been established to sustain recovery once the need for acute treatment has been addressed. People work together on building lives in recovery to engage or reengage with families, community, leisure, employment, training and other aspect of life. Improved wider partnership working has resulted in match funding from new sources. For example, DWP now contribute £60k to support Moving On projects.

The Single Point of Access and the Moving on Service are helping statutory services to achieve best value and focus on the section of the recovery journey where they have most effect.

Aberdeenshire recognise the need, especially with limited budgets, to continue to develop wider partnerships allowing joint resourcing of key activities with clear shared outcomes. We are currently working with the Community Safety partnership to enable some of this work to develop further.

All third sector organisations are being encouraged to apply for match funding to support and enhance current services funded through the ADP.

PLACE – To what extent is the partnership focussing on place?

Most observers would agree that we will never treat our way out of community substance misuse problems. Additionally, we must focus on preventing new cases. The ADPs priority has therefore been to strengthen community involvement, empowerment and co-production activities to encourage the development of local solutions to local needs around alcohol, drugs and recovery.

This work has been led by our three Community Forums supported by the ADP Support Team. Their composition and approach truly reflects partnership working, manifest in the increasing numbers of community members with lived experience of alcohol and other drug issues being active contributors to forum meetings and activities. Promoting participatory budgeting opportunities and Page: 8 empowering people to plan, develop, fund and implement local projects continues to be an important factor of community Item: 8 engagement through the forums.

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Extensive involvement of communities and service users in the development of ADP plans and review of service performance is standard practice. There are a variety of Mutual Aid and Peer Support groups across Aberdeenshire. We continue to work with agencies and those with lived experience to develop and grow additional groups to ensure such groups are accessible to all areas of Aberdeenshire.

There have been a number of community events, “Big and Wee Blethers” which focus on some of our larger and smaller communities. Information from these has been used to help shape activities and support to meet demand and address priorities identified at these events.

Transport is an issue which continues to be raised as a barrier for people in recovery. The Community Engagement officers have been developing community profiles in regards to this to help us understand and raise this issue to the most appropriate organisations.

The ADP had made good progress across a number of fronts, especially in the areas of service redesign/ improved waiting times and active community participation and engagement. We will continue to work in these areas and take advantage of the possibilities offered by Health and Social Care integration to ensure the provision of effective and affordable services in the most appropriate places.

PERFORMANCE – How is the partnership performing in delivering the outcomes set out in the Single Outcome Agreement? Page: 9 Item: 8

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Extensive involvement of communities and service users in the development of ADP plans and review of service performance is standard practice. There are a variety of Mutual Aid and Peer Support groups across Aberdeenshire. We continue to work with agencies and those with lived experience to develop and grow additional groups to ensure such groups are accessible to all areas of Aberdeenshire.

There have been a number of community events, “Big and Wee Blethers” which focus on some of our larger and smaller communities. Information from these has been used to help shape activities and support to meet demand and address priorities identified at these events.

Transport is an issue which continues to be raised as a barrier for people in recovery. The Community Engagement officers have been developing community profiles in regards to this to help us understand and raise this issue to the most appropriate organisations.

The ADP had made good progress across a number of fronts, especially in the areas of service redesign/ improved waiting times and active community participation and engagement. We will continue to work in these areas and take advantage of the possibilities offered by Health and Social Care integration to ensure the provision of effective and affordable services in the most appropriate places.

PERFORMANCE – How is the partnership performing in delivering the outcomes set out in the Single Outcome Agreement? Page: 10 Item: 8

7

In 2014/15 Aberdeenshire struggled to meet waiting time targets. However, through a combination of redesign, training and intensive support work we have witnessed significant improvements in performance enabling us to have met government targets for the past 12 months.

During 15/16, 2,258 people accessed services. We have seen a 14% increase in the number of people seeking support for drug misuse and a 3% decrease in people seeking alcohol support. We saw an increase in the numbers of people receiving residential support in 14/15 (131 vs 101).

A full analysis of performance is available within the Delivery Plan in Annex A but the ‘big picture’ outcomes in Aberdeenshire are summarised here:

Alcohol Drugs Current 43% drink above sensible limits; 10,400 dependent ~10,000 use illegal drugs; Heroin use declining but resurgence status drinkers; 14% engaged with specialist services. 27 of cocaine and MDMA a concern; 1,400 are problematic users; alcohol directly-related deaths in 2014. 58.6% engaged with specialist services. 8 drug related deaths in 2014. The provisional 2015 figure is 6. Long- Signs of improvement in school age people over We see a slight increase in the numbers of 13 year olds who term past 3-4 years. Fewer 15 year olds have had a had tried drugs (still lower than national average). proper alcoholic drink but we are still 6% above the Significant inequalities. Underlying social issues such as National average. trauma are evident before addiction becomes an issue. We are seeing an aging profile in clients and drug related deaths. We have invested in continuing to receive area level data from SALSUS which will allow further evaluation of these results, help identify trends and areas where support and activities may be required. We expect these results in September 2016. Medium Rate of those drinking above recommended limits Changes in the pattern of use. Heroin declining but crack term stubbornly staying at 43%. Minimum unit pricing cocaine seizures in Grampian are very high.

and control in the growth of supermarket off-sales Initial increases in new psychoactive substances (NPS/ ‘legal Page: 11

are key. highs’) appear to have stabilised and these have yet to Item: 8 present problems on par with alcohol and other drugs.

8

We have seen an increase in alcohol related deaths since 2010 from 8.11 per 100,000 to 10.3. We are working closely with the new Alcohol Liaison Nurse Specialist (ALNS) to develop effective routes into support for people who start detox in ARI. Short Alcohol related hospital admissions have declined One of the lowest drug related death rates in Scotland, with a term to 306 per 100,000 from their peak of 437 in 07/08. declining trend against a nationally increasing trend (614 in Despite recent increases, the Aberdeenshire 2014, 16% higher than 2013). 2014 Aberdeenshire had 8 alcohol death rate is consistently lower than the deaths, the lowest in 10 years and this looks set to be Scotland average but still historically high repeated in 2015. compared to 20 years ago and European rates.

Alcohol-related admissions

Page: 12 Item: 8

9

Age Standardised Alcohol Related Admission Rates by Intermediate Zone in Aberdeenshire 1200 1st April 2008 ‐ 31st March 2015 1000 Rate

annum 800

per

600 400 Admission

200 population 0 Bay and… and… East

Links West Banff Elrick

South South South North North

Ythsie Alford Turriff

Rothie Huntly

Standardised Findon Fintray Pitsligo Central Cruden ‐ Rattray

Edward

Cornhill

Garioch

Deeside Kemnay

100,000 Mintlaw

Harbour

Macduff Barrahill

Ugieside Torphins of

Benholm

Lochpots

Academy Drumoak

Banchory

Ellon and Potterton Strathbeg

Ythanside Blackburn ‐ Whitehills Mormond and

Smiddyhill of

Portlethen

Ellon

Ythanwells Kildrummy

Newtonhill and and Inverbervie

Cairngorms

Auchnagatt and

and

New King Fyvie

Harbour Age Laurencekirk Monquhitter

and

and

per and

and and

Netherley and and South and Peterhead

Clashindarroch

Howe and and Inverurie Inverurie and

Peterhead Westhill East

North and and

and Central

Chapel Stonehaven Stonehaven ‐ Garlogie and Peterhead

Peterhead South Deer Durris

Fordyce

Devenick Oyne Longside

Crathes

‐ Fraserburgh North Kintore

Fraserburgh Cromar Newmachar Balmedie Durno Fraserburgh Mearns Westhill Fetteresso, Rosehearty Aberchirder Aboyne Insch, Mearns Portsoy, Auchterless Dunecht, Fraserburgh Mearns Gardenstown Banchory Page: 13 Item: 8

10

Alcohol Related Admissions in Aberdeenshire 2008‐15 600

500 population 400 100,000 300 per

200 Admissions

of 100

Number 0 Central North South Central North South Crude Admission Rate Age Standardised Admission Rate 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15

Page: 14

Item: 8

11

Alcohol Related Deaths

Alcohol Related Deaths in Aberdeenshire 12 2008‐15

10

population 8

6 100,000

annum

per 4 per Deaths 2 of

0

Number Central North South Central North South Crude Death Rate per 100,000 population per annum Age Standardised Death Rate per 100,000 population per annum

Note that numbers of deaths by intermediate zone are too small to be listed. Only two Intermediate zones recorded as many as 10 deaths during the 7-year period: Peterhead Harbour (19) and Fraserburgh Harbour and Broadsea (12). A total of 12 intermediate zones recorded no deaths. PERFORMANCE – How is the partnership performing in delivering the action plan set out in the Single Outcome Agreement?

People have easy access to the most appropriate service through the Single Points of Access across Aberdeenshire. Page: 15

Single Points of Access are now established and seeing further development. Waiting times targets now met. See attached Item: 8 leaflet on SPOA.

12

Increased provision of alcohol brief interventions. Delivery of Alcohol brief interventions across Aberdeenshire increased and range of target locations extended. There are now a number of organisations reporting ABI in wider settings. This includes third sector, CLD, Criminal Justice. Work is ongoing to increase activity in NHS settings. GP recorded activity in Aberdeenshire still low, but unsure if this is reflective of what is happening or a recording issue.

We will promote community involvement, support communities and empower people to promote sensible drinking, help citizens make informed choices about their alcohol or other drug use and address other substance misuse issues that affect them. The three Community Forums are well attended and have a broad representation from each of the communities. The forums are holding meetings in new areas to spread the word wider across Aberdeenshire as well as making attending accessible to more people. Volunteers have attended many community events to advise on support available for people wishing recovery and their families etc., as well as providing information on staying safe and alcohol advice.

Information on sensible drinking limits, the risks and consequences of substance use and sources of support will be readily available via approved posters and leaflets, help lines, mainstream services, planned public health campaigns, social media and an Alcohol and Drug Partnership website containing an up-to-date service directory. We are currently reviewing the Aberdeenshire ADP website with a view to totally relaunching to ensure information provided meets the needs of our widest target audience, focus groups are being consulted before any further developments. There is an alcohol leaflet being produced to provide elderly people with advice on alcohol consumption etc.

We will collaborate with the Community Planning Partnership Employability Group to support local employers to address alcohol and other drug issues impacting on their workforce. Aberdeenshire ADP are present at the employability group and are raising awareness, whilst also being available to provide support/ advice for employers regarding drugs and alcohol issues. We are also supporting Healthy Working lives and have identified online training suitable for employers who wish to address alcohol issues at work.

Reduce alcohol or other drug-related offending, anti-social behaviour and violence through improved police visibility, Page: 16

intelligence and enforcement, encouraging more people with substance misuse issues into recovery services. Item: 8

13

The ORCA programme provides an intensive support service to offenders who have substance misuse issues and whose crimes are considered low tariff/high volume and notably acquisitive or antisocial in nature. The service address each individual’s issues by working in partnership with a range of organisations e.g. Housing, Criminal Justice etc. “The work provided by Turning Point Scotland in relation to the ORCA Project provides positive progress and stability for those whose past choices have led them into a chaotic life style and for who without such support would likely continue in this way. This work has proven to reduce recidivism for those willing to engage and provides them with the tools required to enable them to break the cycle.” – Police Scotland ADA are now attending Police Scotland’s Kittybrewster Cells where they are seeing clients and encouraging them into services to get required support.

Reduce number of prisoners released from Peterhead and Grampian Prisons with continuing alcohol and other drug issues. The number of SMS nurses with HMP & YOI Grampian have been increased substantially in 15/16 (95% drug clients) and we are seeing a large increase in numbers recorded through the national database systems. Work is ongoing to ensure there is an effective transition on release by linking with relevant support agencies, housing etc. We have also identified a way to ensure those previously in services are picked up quickly after admission to support continuity and encourage further engagement.

Monitor emergence of new substances Incite is a service we currently fund that works with small numbers of people, mainly affected by legal highs, but are also funded to find out what are the current trends in regards to drug use as well as any new or emerging substance issues in Aberdeenshire. Whilst NPS have had a marginal impact on Aberdeenshire, the re-emergence of MDMA (Ecstasy) and growth in Cocaine use should be noted.

Support those affected by substance misuse to obtain knowledge and skills to minimise harm, prevent suicide and protect children and vulnerable adults at risk Our Children Family and Young People Group have this high on their agenda and support a wide range of activities which include, providing a children’s worker within a residential rehab facility; providing a play worker within HMP Grampian as well as paying for learning events for school based staff e.g. school staff attending a conference on adolescent Substance Misuse.

Page: 17

Item: 8 REPORT AUTHOR Gillian Robertson ROLE Commissioning and Performance Manager 14

ORGANISATION Aberdeenshire ADP

Annex A: Embedded Reports

ADP Delivery Plan – Life Matters

Shire ADP Delivery Plan.docx North Community Forum Annual Report

7a- North Forum Annual Report 2015_

South Community Forum Annual Report

7b- ADP South Forum Annual Report Page: 18 Item: 8

15

ORGANISATION Aberdeenshire ADP

Annex A: Embedded Reports

ADP Delivery Plan – Life Matters

Shire ADP Delivery Plan.docx North Community Forum Annual Report

7a- North Forum Annual Report 2015_

South Community Forum Annual Report

7b- ADP South Forum Annual Report Page: 19 Item: 8

15

Item: 8 Page: 20 Item: 9 Page: 1

ABERDEENSHIRE COMMUNITY PLANNING PARTNERSHIP BOARD 29 JUNE 2016

SOA FOCUS: OLDER PEOPLE and OLDER PEOPLE’S CHARTER MONITORING APPROACH

1 Recommendations

The Board is recommended to:

1.1 Discuss the progress made by the Aberdeenshire Health and Social Care Partnership in delivering the outcomes set out in the Single Outcome Agreement.

1.2 Support activity by demonstrating how each partner is contributing towards the “older people” priority.

1.3 Challenge performance as part of the partnership’s governance role to be satisfied that we are collectively doing as much as we can to improve outcomes, plan preventatively and join up resources.

1.4 Agree to receive a report at the September meeting of the Board on the monitoring of the Aberdeenshire Older Peoples Charter.

2 Background

2.1 The Aberdeenshire Single Outcome Agreement 2013-23 has Outcomes for Older People as one of its strategic priorities. The long-term outcome for this priority is that older people will live independent, healthier lives for longer in a homely environment, in a community which respects and values them, with informal carers who receive support to continue to care. Medium-term and short-term outcomes and actions are detailed within the Aberdeenshire SOA 2013-23.

2.2 With the development of integration of health and social care services for adults, the Aberdeenshire Health and Social Care Partnership (AHSCP) replaces the Aberdeenshire Older Peoples Strategic Outcomes Group as the lead partner to deliver on the actions and outcomes for older people described in the Aberdeenshire SOA 2013-23.

2.3 The Older Peoples Priority Report at Appendix 1 has been completed by officers of the Aberdeenshire Health and Social Care Partnership and is framed around the themes of prevention, resources, place and performance.

2.4 The report notes continued substantial investment in prevention and early intervention by the AHSCP through the Integrated Care Fund; the use of £1.4m of joint resources from the Integrated Care Fund to invest in Item: 9 Page: 2

services for older people; the use of £713k of joint resources from the Delayed Discharge Fund to reduce the numbers of people whose discharge from hospital has been delayed; an increased focus on place through the work of local reference groups in designing locality based integrated health and social care teams; and lists performance in achieving the actions in the Aberdeenshire SOA, evidenced through a suite of performance indicators.

Aberdeenshire Older Peoples Charter

2.5 Monitoring of the Aberdeenshire Older Peoples Charter is led through consultation with the ‘Your Voice’ Older Peoples Forums, and is facilitated by Ed Garrett of Aberdeenshire Voluntary Action. The support for the Forums is now provided by Mearns and Coastal Healthy Living Network for the Forums in Kincardine and Mearns, and by Aberdeenshire Voluntary Action for Forums elsewhere.

2.6 Consultation with the Forums regarding the Charter is carried out from June through to August. Therefore a report on the monitoring of the Charter will be prepared for the Board for the September meeting.

3 Implications for Local Community Planning Groups and Consultation with Local Community Planning Groups

3.1 Local community planning groups have opportunities for consultation in the planning of delivery on the outcomes for older people at a local level, through the work of the local reference groups in planning integrated services for older people, and through the role of the Community Health in Partnership officers who link community assets and the developing integrated health and social care teams.

4 Equalities, Financial and Staffing Implications

4.1 This report does not require an equalities impact assessment because its recommendations do not have a differential impact on people with protected characteristics.

Report Authors: Bill Stokoe, Strategic Development Officer (OP & PD Care Management) Rieta Vilar, NHS Programme Manager

Date: 31 May 2016

APPENDIX 1

SOA Priority Reporting for 29th June 2016 Community Planning Board

Local Outcome (Long-term) – Older people will live independent, healthier lives for longer in a homely environment, in a community which respects and values them, with informal carers who receive support to continue to care

SOA PRIORITY Older People and Community Care

LEAD PARTNERSHIP Aberdeenshire Health and Social Care Partnership

PREVENTION – How is the partnership shifting towards preventive planning? Are resources being shifted? As previously reported, prevention and early intervention to prevent further loss of independence for older people has been a key theme of the Partnership’s Joint Commissioning Strategy. In 2014-15, investment in prevention and early intervention, thanks to the Change Fund, increased to 48.2% as a proportion of the total investment resourced by the Change Fund. The Change Fund ceased at the end of 2014-15. However, to support the development of integrated health and social care services, in 2015-16, the Scottish Government made the Integrated Care Fund available to Health and Social Care Partnerships across Scotland. In Aberdeenshire, a total of £3.78m for 2015-16 was made available to support integration for services for all adults. £900,000 was earmarked for IT and Infrastructure developments, and £600,000 was allocated for use by localities. In 2015-16, out of a total spend on developments supporting older people of £1.65m (excluding spending on projects for adults under 65), a total of £763,825 was invested in projects supporting prevention and early intervention, or 46.3% of the total spend on older people. Under the theme of developing community capacity to strengthen support networks for older people, the following projects were funded:  Community link worker in Insch  2 CLD workers Page: 3  Older peoples forums Item: 9  Community engagement in Inverurie to improve health and wellbeing 1

 Commissioning for a community health champion Under the theme of innovative practice, the following were funded:  Aberdeenshire Signposting Service  Befriending  Link workers to support people in the first year following a diagnosis of dementia  Point of care testing for GPs to enable early diagnosis of certain health conditions  Development of Men’s Sheds  6 Community Health in Partnership posts in the voluntary sector to build links between integrated teams and community supports As part of the Partnership’s future planning in 2015-16, following an evaluation by RGU of three pilots in rehabilitation and enablement, development commenced for a full rehabilitation and enablement service, developing criteria and procedures, and planning training for front-line staff including home carers. The service will be gradually implemented area by area across Aberdeenshire in 2016-17. The use of anticipatory care plans by GPs for their patients to prevent unplanned hospital admission has also continued to increase, while the rate of over 65s with two or more unplanned admissions to hospital has fallen, and the rate of emergency inpatient bed days for over 75s has also fallen.

RESOURCES – to what extent is the partnership and its members jointly resourcing the shared outcomes?

In 2015-16, planning for the integration of NHS and Local Authority budgets, including resources for meeting the outcomes for the older peoples’ priority, commenced. The formal launch of the Aberdeenshire Health and Social Care Partnership in April 2016 would integrate budgets for all adult NHS and Local Authority Services within the Scheme of Integration. Prior to this in 2015 -16, there were two main joint funding streams to resource identified priorities in reshaping care for older people in Aberdeenshire – the Integrated Care Fund, and Delayed Discharge Funding. Both funding streams were resourced from Scottish Government, the one to support the development of integrated health and social care services, the other to achieve reductions to zero in the number of people whose discharge from hospital was delayed. The Integrated Care Fund invested £1.8m in 2015-16 into developing community capacity, improving self care and self management, IT and Infrastructure, innovative practice, and into localities (see place below), of which approx. £1.4m addressed

outcomes for older people. Page: 4 Item: 9

2

The Delayed Discharge Fund spent £713,000 in 2015-16 out of a budget of £1,134,000, investing in additional care home placements, additional care at home, step down care home beds and a step down unit, anticipatory care, and third sector projects, among other initiatives.

PLACE – To what extent is the partnership focussing on place? In 2015-16, the Aberdeenshire Health and Social Care Partnership, in addition to developing its strategic plan, and high level governance and management structures, has focused the development of integrated health and social care teams within localities and the 6 administrative areas of Aberdeenshire. These teams will assess and plan the local delivery of services to older people and other adults. 6 local reference groups, one for each administrative area, have met throughout 2015-16 to design these local integrated teams, to take account of each area’s particular needs. From the Integrated Care Fund, each local reference group was also allocated a small pot of resource to invest in projects to support integration and community based preventive services. Banff and Buchan, and Buchan received some additional resource to use a participatory budgeting model to identify projects and services to improve health and wellbeing in Fraserburgh and in Peterhead. Only people living in the specified areas in Fraserburgh and Peterhead can decide which projects will be funded. The Community Health in Partnership Team in Aberdeenshire Voluntary Action was funded by the Partnership through the Integrated Care Fund to employ an officer for each administrative area. Each CHiP Officer has been engaging in their area with health and social care teams, GPs, voluntary and community groups, building up a map for each area on community assets, statutory service provision, and links between third sector and statutory agencies. The aim is to increase opportunities for people to access local services that impact on health and wellbeing, increase the awareness of health and social care staff of community assets, and increase the awareness of voluntary and community groups of their potential to shape the local delivery of health and social care. The Strategic Plan for the Partnership also has as one of its key priorities the involvement with and engagement with communities. The Plan has identified 4 key action areas for this priority:  Reviewing and strengthening structures in the Partnership to ensure effective public involvement and coproduction of services  Community involvement and participation in locality service improvement and planning  Strengthening community assets to complement and support health and social care services.  Implementation of the Community Empowerment Act by ensuring the Partnership is compliant with the duties in the Act.

Page: 5 Item: 9

3

PERFORMANCE – How is the partnership performing in delivering the outcomes set out in the Single Outcome Agreement? How is the partnership performing in delivering the action plan set out in the Single Outcome Agreement? The performance indicators below assist in providing an indication of how the Partnership is performing in relation to the actions set out in the SOA.  Develop coproduction and promote action to increase older peoples capacity – Investment in CHiP Officers, participative budgeting, and investment in prevention projects (see above)  Support housing to deliver housing priorities for older people – new action plan for particular needs housing to be developed  Influence future policy and investment in housing adaptations – OP23 waiting times reduced, proposals to streamline processes developed  Joint training to improve practice in relation to recovery and rehab – New rehab and enablement service being implemented (see above)  Accelerate development of self management for long term conditions – Self care and self management a key investment theme in Integrated Care Fund  Increase anticipatory care planning – OP11 numbers of ACPs increasing  Make telehealthcare more widely available etc. – OP7 & OP20 provision increasing for over 75s and for people with dementia  Improve choice and control through outcome focused assessment, support planning and individualized budgets – SDS implemented – OP13 significant increases in numbers of over 65s in receipt of SDS  Develop and implement an integrated community support model – Local reference groups designing integrated health and social care teams (see above)  Develop community pathways for people at risk from falls – OP15 rate of over 65s conveyed to A&E following a fall appears to have fallen  Increase support to informal carers – OP17 & OP 19 Provision of short breaks increasing  Sustain and further develop mechanisms for older people and carers to be engaged in and consulted on access and

planning health and social care services – Support for older peoples forums (see above), new provider (Quarriers) for Page: 6 Item: 9 carers support, appointment of Carers Development Officer to support implementation of new legislation

4

 Produce and implement dementia strategy – Dementia Strategy published in 2016; funding for link workers (see above); funding through ICF for GP Scholarship in Dementia and pilot of Dementia Local Enhanced Service  Target resources to identified health inequalities – Investment in prevention through ICF  Increase range of diagnostic and treatment services – Investment in point of care testing in GP practices (see above)  Develop single point of entry to health and social care – Local reference groups designing integrated health and social care teams  Achieve zero hospital discharges delayed by four (and two) weeks – Delayed discharge action plan implemented. OP1 – however increase in bed days lost in 2015-16  Implement Aberdeenshire Accommodation with Care Strategy – New Care Home incorporating care village concept opened in Inverurie; Conversion of sheltered housing complexes to Very Sheltered Housing underway but delayed due to staffing budget constraints  Support, inform and share good practice across independent care sector – Care Home Providers and Care at Home Providers Forums meet regularly, facilitated by Commissioning Team  Improve community nursing service for end of life care at home – OP3 data not available but Aberdeenshire has maintained high performance in percentage of people able to spend last 6 months of life at home.

Indicator Performance Target COMMENTS

2011/12 2012/13 2013/14 2014/15 2015/16

OP1 The increase in days lost is Number of bed days lost to 19,854 15,156 23,602 30,329 33,000 10,000 indicative of the delayed discharge (JCS problems Joint Performance associated with Framework) recruitment and Page: 7 retention of home Item: 9 care staff as well as

5

increase in complexity of social circumstances of patients. A number of care homes have not been allowed to accept new clients due to embargo by Inspectors or the local authority (quality issues). Once embargo has lifted can only accept limited numbers each month resulting in more delays in hospital. Much work is ongoing to reduce the number of delayed discharges and much progress has been made.

OP2 A measure of the balance 65%/35% 63%/37% Not yet available for Page: 8

of care split between spend integrated health Item: 9 on institutional and and social care

6

community based care (SG National Change Fund Outcome Measure) (available for social care only)

OP3 Percentage of time in the Data for 2014-15 last 6 months of life spent not published until 95.9% 94.7% 94.6% Not yet Not yet at home or in a community August 2016. available available setting (SG National Change Fund Outcome Measure It should be noted that Aberdeenshire consistently has achieved the highest % of all Scottish Partnerships.

OP4 Percentage of people aged 97.2% 97.2% 96.9% 96.8% 96.9% 98% Slight decline 65+ who live in housing, reflects increasing rather than a care home or demographic and a hospital setting (SG increase in care National Change Fund Outcome home placements. Measure) 1421 people were in residential care at 31/03/2016

OP5 Proportion of home care 20.9% 23.7% 28.5% 29.4% 29.08% 30% Improving picture in Page: 9

clients over 65 receiving 10 spite of challenges Item: 9 hrs+ of home care per

7

week (JCS Joint Performance in availability of care Framework) at home.

OP6 Proportion of home care 58.3% 61.8% 63.9% E/O not Weekends= 65% clients over 65 receiving available 59.82% 79.4% 80.5% 83% Evening data is not evening/overnight/weekend Weekends available due to care (JCS Joint Performance change in recording Framework) 80.3% Overnight = systems. 0.02%

OP7 Number of people aged 125 191 187 233 436 278 This figure 75+ with a telecare represents Telecare package (SG National Change only. Fund Outcome Measure) To include community alarm and telecare the figure would be 2670 and if sheltered housing provision is included the figure would be 4150.

OP8 Number of very sheltered 138 173 173 233 139 Previous figures housing units (JCS Joint reported included an additional 3 sheltered Performance Framework) housing complexes that were planned for conversion. These conversions have not

been implemented due Page: 10

to staffing budget Item: 9 constraints although 2 schemes have had the

8

required building work completed. OP9 Rate of over 65s with two 41.7 39.5 38.1 41.7 41.6 39.5 Over the last 2 or more emergency years the target of admissions to acute 39.5 was achieved. specialities (per 1000 over There has been an 65)) (HEAT target) increase in multiple admissions during

2014/15. This is being carefully monitored.

OP10 Emergency inpatient bed 4834 4853 4500 4536 4316 4628 The trend during days rate for people over 2015/16 shows a 75 (SG National Change Fund reduction again. Outcome Measure) This is being carefully monitored.

It should be acknowledged that there has been a substantial increase in the over 75 population.

OP11 Number of people aged 290 500 1200 2250 2500 1000 This continues to be 75+ living at home with part of the GP

anticipatory care plan contract. shared (SG National Change Fund Outcome Measure) Although the

number of ACPs Page: 11 has increased Item: 9 substantially from

9

the baseline of 155, there are issues about the quality and the level of engagement with patients, families and carers since this was included in the GP contract. This is being pursued.

OP12 Proportion of older people 40% 60% Not Not Not 70% Pilots ceased in Jan discharged from re- available available available 2014. A new ablement service to lower pathway is in level of care (SG National development. change Fund Outcome Measure)

OP13 Number of people 65+ in 45 55 135 169 2353 10% Option 1 = 113 receipt of self-directed yearly Option 2 = 8 support (JCS Joint increase Performance Framework) Option 3 – 2141 Option 4 = 91

OP14 Rate of care home 66.3 65.7 66.3 69.5 69.86 2.5 Increase reflecting

placements per 1000 reduction demographic Page: 12

population 75+ (JCS Joint pressure. People Item: 9 yearly Performance Framework) continue to be

10

placed at the right time, as lengths of stay decrease and average age on admission increases. Total number of people aged 75+ in residential care = 1264

OP15 Rate of 65+ conveyed to 25.0 24.4 24.1 41.1 12.0 20 per The Ambulance Accident & Emergency with 1000 Service has principal diagnosis of a fall changed the way (SG National change Fund falls are recorded Outcome Measure) several times so base line of 19.5 may not be accurate. It has not been possible to ascertain how many patients were admitted to a hospital bed or checked over in A & E and returned home. The early screener posts have Page: 13

stopped as funding Item: 9 from the Change

11

Fund is no longer available.

OP16 Number of over 65’s 65 359 662 675 No longer 30% The number of identified as at risk of falls collected people identified as increase (JCS Joint Performance at risk of falls Framework) continues to increase in spite of the early screener posts having stopped This data is no longer collected.

OP17 Number of short break 781.9 961.84 1000 429.6 503 Can only provide weeks provided for carers figures for SDS weeks- weeks weeks of people 65+ with Option 3 overnight dementia (JCS Joint respite – not Performance Framework) comparable with earlier years

OP18 Number of people 65+ 24 19 8 Not Not 48 using self directed support available available for respite (JCS Joint Performance Framework)

OP19 Respite care (weeks) for 96.8 94.6 101 57.8 74.44 104 Under-reporting due older people per 1000 to changes in Page: 14 Item: 9 population (SG National recording practices following 12

Change Fund Outcome implementation of Measure) SDS

OP20 Number of people with 55 74 71 86 161 118 dementia supported at Telecare only = 161 home with telecare (JCS Joint Performance Framework) Community Alarm and/or Telecare = 311 CAS/Telecare including sheltered housing = 408

OP21 Prevalence rates for 0.74 0.74 0.74 0.72 Not yet 0.75 This is raw diagnosis of dementia available prevalence data per (QOF) 100 patients (all ages) in GP (SG National Change Fund Outcome Measure) practices. The rate for 2015/16 will not be available until end of August 2016.

OP22 Eligible home care and 17.8% 39.4% 77% Not Not 75% Training continues care home staff trained in available available using Stirling dementia care University Best Practice in

Dementia Care packs. Page: 15 Item: 9

13

OP23 Waiting time between Referral to Referral to Referral to 82.83 days Processes for request for a housing assessment assessment assessment (request to Housing adaptation, assessment of delivery adaptations under 37 days 49 days 54 days need and delivery of any waiting time review to streamline required adaptation (SG Assessment Assessment Assessment only) and harmonise National Change Fund Outcome to to to processes Measure) completion completion completion

196 days 192 days 227 days

REPORT AUTHOR ROLE ORGANISATION DATE

Page: 16 Item: 9

14

Item: 10 Page: 1

ABERDEENSHIRE COMMUNITY PLANNING PARTNERSHIP BOARD 29 JUNE 2016

THE DIRECTOR OF PUBLIC HEALTH REPORT 2014/15

1 Recommendations

The Board is recommended to:

1.1 Note the DPH Report 2014/15 and its relevance to the strategic priorities of the Board.

2 Background

2.1 The annual Director of Public Health Report 2014/15 was published in November 2015.1

2.2 The report celebrates continued rising life expectancy in Grampian, while acknowledging continuing inequalities in longevity and in healthy life expectancy by social position.

In Grampian:  one in ten adults have no qualifications  one in thirteen children are living in poverty  one in six people live in some of the most access deprived areas in Scotland  rural areas have some of the highest road traffic accident rates in Scotland . The report confronts the growing challenges for health and social care systems – from an increasingly older population, from significant increases in conditions such as diabetes across the adult population and from ongoing expensive advances in medical technology. It recognises that workforce challenges mean that additional funding would not be a simple solution, even if that were available.

These challenges require healthier ageing. Early years and childhood sets the trajectory of adult health. This is a priority but the payoff will not be seen for decades. Attention is also required for working age adults and older adults, with a growing focus on working with people and communities to help them to help themselves.

2.3 The report:  champions the promise of integration of health and social care  points to potentially transformative future legislation such as the Community Empowerment Act  recommends increased use of evidence and intelligence and structured evaluation to support decision making

1 www.nhsgrampian.org/grampianfoi/files/NHSGrampianDPHAnnualReport2014-15.pdf Item: 10 Page: 2

3 Implications for Local Community Planning Groups and Consultation with Local Community Planning Groups

3.1 The Report is intended as a resource for local groups to use to inform discussion, debate and decision-making.

4 Equalities, Financial and Staffing Implications

4.1 None.

Christopher Littlejohn

Interim Deputy Director of Public Health NHS Grampian

13 June 2016

Item: 10 Page: 3

ABERDEENSHIRE COMMUNITY PLANNINGPARTNERSHIP BOARD 29 JUNE 2016

THE 2015 REVIEW OF PUBLIC HEALTH IN SCOTLAND

1 Recommendations

The Board is recommended to:

1.1 Note the publication of the final report of the national review of public health.

1.2 Note that NHS Scotland’s ‘shared services programme’ is now leading implementation of the review’s recommendations.

1.3 Note the recommendation that all public bodies – including Community Planning Partnership Boards – become public health organisations.

2 Background

2.1 The Scottish Government convened a national review of public health in 2015 amidst ongoing concerns about the population’s health and the organised response to protect and improve this. The Scottish people have high rates of preventable illness, multimorbidity and premature death, all characterised by persistent inequalities by social position. Life expectancy in Scotland is low compared to Europe. The review group’s report was published in February 2016.1

2.2 The report provides recommendations under six themes:

 Organisational coherence Potential to develop a more coherent public health landscape at national, regional and local levels; specific recognition of the potential of Community Planning Partnerships:

CPPs [are] at the centre of the public health endeavour and the main mechanism by which improvements in public health can be achieved at a local level (p.44)

 National strategy A national public health strategy to be developed

 Leadership Consistent strategic and political leadership at all levels across all sectors, informed by a national strategy

 Evidence-based decision making An increased use of research and intelligence to underpin policy and practice, with greater coordination of academic public health to support this

1 www.gov.scot/Publications/2016/02/8475

Item: 10 Page: 4

 Collective responsibility All public bodies – including community planning partnership boards – to become ‘overtly exemplar public health organisations’ supported by greater ‘visibility’ of the core public health workforce

 Workforce Recognition of the core and wider public health workforce with more structured career pathways and progression

2.3 NHS Scotland’s Shared Services Programme has commenced work to “define the strategic direction for public health in Scotland... [and] underpin the development and delivery of ... organisational arrangements”.

3 Implications for Local Community Planning Groups and Consultation with Local Community Planning Groups

3.1 None immediately.

4 Equalities, Financial and Staffing Implications

4.1 Grampian’s Director of Public Health will require to address the recommendation for greater visibility of the core public health workforce in Community Planning Partnerships.

Christopher Littlejohn

Interim Deputy Director of Public Health NHS Grampian

13 June 2016

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ABERDEENSHIRE COMMUNITY PLANNING PARTNERSHIP BOARD 29 JUNE 2016

GRAMPIAN HEALTH & TRANSPORT ACTION PLAN ANNUAL REPORT 2016

1 Recommendations

1.1 The Board is recommended to approve the Grampian Health and Transport Action Plan (HTAP) Annual Report 2016 and note the contents of the report and the progress made by partner organisations.

2 Background

2.1 In 2008, the North East Scotland Joint Public Sector Group approved a Health & Transport Action Plan (HTAP) for the region. The HTAP was developed on behalf of NHS Grampian, Nestrans and their partners, and set out long-term strategic actions to improve integration between transport and health outcomes.

2.2 The HTAP Steering Group now consists of representatives from NHSG, Nestrans, Scottish Ambulance Service, Aberdeen City Council, Aberdeenshire Council and The Moray Council, Third Sector Interface bodies, Integrated Health & Social Care Partnerships and a Patient/Public representative. The document was refreshed in 2014.

2.3 The purpose of the HTAP is:

“To enable providers of transport, health and social care services to work together in a more co-ordinated manner in order to improve outcomes and efficiency of service delivery, both in reducing the adverse impacts of transport choices on public health and in improving access to health and social care.”

2.4 The Annual Report (attached to this report) gives an overview of the key developments in relation to the Health & Transport Action Plan during the period 2015-2016 and demonstrates where partners have sought to work strategically across geographic boundaries and professional sectors towards common aims relating to transport and public health and access to health and social care services.

3 Implications for Local Community Planning Groups and Consultation with Local Community Planning Groups

3.1 There are no direct implications arising from this report. Item: 11 Page: 2

4 Equalities, Financial and Staffing Implications

4.1 Addressing issues of inequality is a fundamental element of the Health and Transport Action Plan both in terms of the public health impacts associated with transport and the issues around unequal access to health and social care services.

4.2 There are no financial implications arising from this report. All future joint funding of projects will either be negotiated or undertaken within existing organisational budgets.

4.3 There are no staffing implications arising from this report.

Andrew Stewart Health & Transport Action Plan Programme Manager (Jointly funded by NHS Grampian & Nestrans)

May 2016

Item: 11 Page: 3

GRAMPIAN

ACTION PLAN

Annual Report 2015-2016

NHS Grampian

1 Item: 11 Page: 4

Foreword “The Health & Transport Action Plan (HTAP) continues to make good steady progress. The vision is persuasive and remains valid, and the case for partnership working is stronger than ever. However, progress has been slower than perhaps expected, partly because building solid foundations through the development of true partnerships takes time. When partners are faced with the context of challenging budgetary pressures, rising demand, conflicting priorities, organisational change, aging population and indeed growing patient expectations, all of this tests partnership capability. All that said, these challenges also underpin the rationale for public bodies working together, so as to create greater efficiency. HTAP partners remain committed to working jointly. The challenge is to build on progress thus far by partners, perhaps by accelerating initiatives, and achieve the full potential embodied within the vision as soon as practicable.” Gerry Donald, Head of Planning, NHSG (Chair of the HTAP Steering Group)

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Introduction • For everyone in the region to live without unacceptable risk to their health caused by the In 2008, the North East Scotland Joint Public transport network or its use.” Sector Group approved a Health & Transport Action Plan (HTAP) for the region. The HTAP was The vision for access to health and social care is: developed on behalf of NHS Grampian, Nestrans • “For everyone in the region to be able to access and their partners and set out long-term strategic the health and social care they need and if actions to improve integration between transport transport is required for this to be appropriate, and health outcomes. convenient and affordable; This annual report presents details of progress • For the environmental impacts of journeys to be made by partners in relation to the aims of the minimised.” Health & Transport Action Plan covering the financial year 2015-2016. The HTAP document was reviewed and refreshed The purpose of the Health & Transport Action Plan in 2014. The refreshed plan was then endorsed by is: the three Community Planning Partnership Boards in Grampian, the NHSG Board and Nestrans Board. “To enable providers of transport, health and In 2015 an Annual Report was submitted to each social care services to work together in a more Community Planning Partnership Board. co-ordinated manner in order to improve outcomes and efficiency of service delivery, both in reducing The purpose of this report is not to duplicate the adverse impacts of transport choices on public reporting of partner organisations delivery in health and in improving access to health and social respect to transport, public health and access. This care.” report provides an overview of the development of a strategic partnership and the activity directly The vision for transport and public health is: associated with it. • “For people in Grampian to choose to travel by active modes such as walking and cycling Governance Structure whenever appropriate and to have the ability to do so conveniently and safely, in order to The current governance structure oversees the improve activity levels and public health; delivery of the HTAP. The Steering Group is chaired by Gerry Donald, Head of Planning, NHS Grampian and vice chaired by Derick Murray, Director of Nestrans. The Steering Group membership is formed from GRAMPIAN senior representatives of NHSG, Nestrans, Scottish ACTION PLAN Ambulance Service, Aberdeen City Council, Aberdeenshire Council, Moray Council and cross boundary representation of the third sector interface bodies provided by the Chief Executive of Aberdeen Council of Voluntary Organisations (ACVO). The Chief Officer of Aberdeenshire Integrated Health & Social Care Partnership sits on the Steering Group on behalf of the three Integrated Health & Social Care Partnerships within the Grampian region. The Steering Group includes a Public

Annual Report 2015-2016 Representative. The Steering Group oversees two themed sub-groups. NHS Grampian The Transport and Public Health Sub-Group is chaired by Caroline Comerford, Health Improvement Co-ordinator, NHSG and vice chaired by Rab Dickson, Transport Strategy Manager,

3 Item: 11 Page: 6

Nestrans. Membership of this group also includes Progress three senior managers from the partner local authorities. Transport & Public Health The Access to Health & Social Care Sub-Group is chaired by Rab Dickson, Transport Strategy While seeking to add value to existing delivery Manager, Nestrans and vice chaired by John plans and partnerships the partners have Gallagher, Planning Manager (Modernisation undertaken a mapping exercise reviewing current Directorate), NHSG. Membership also includes activity related to transport and public health. representatives of Scottish Ambulance Service Due to the demands on local authorities associated (Patient Transport), partner local authorities, the with the Smarter Choices Smarter Places funding Community Transport Association, NHSG Acute from the Scottish Government the mapping Care and the THInC manager. exercise was completed later than expected. Both sub-groups report to the Steering Group Partners have now made an initial review the quarterly providing updates on the work plan each mapping of activity and identified a need for further group produces to deliver the aims of the HTAP. information from some partners. The mapping exercise demonstrates the wide range of good work being delivered currently. However, partners have agreed that while progress has been made around gaining external sources of funding for infrastructure for walking and cycling there are opportunities to improve the delivery of behaviour change initiatives through closer working between transport and public health professionals. The partners recognise the increasingly high prominence given to air quality in the media, legal challenges by lobbyists in the European Court and the hidden nature of the victims of air pollution. Partners have also agreed that an opportunity for developing a specific piece of work around air quality in Aberdeen City and NHSG Public Health should be progressed. Partners have also discussed the issue of road safety. This important area of work has changed since the formation of Police Scotland. New roles are developing. Partners are seeking ways to add value to the evolving road safety landscape, noting that one partner has had funding cuts in road safety Programme Manager budgets. The partners have considered the Review of The post of HTAP Programme Manager continues Travel Planning by Public Bodies in Grampian to be jointly funded by NHSG and Nestrans and report, which was prepared at the request of the hosted by Aberdeenshire Council. The Programme HTAP Chair, looking at the scope and standard Manager is responsible for managing the of current Travel Plans. Partners support the programme, supporting partners, supporting the conclusions of the report and will use it as basis for Public Representative, facilitating the sub-groups the development of Travel Planning across partner and the Steering Group, preparation of work plans, organisations. Within the framework of HTAP there delivery of work plan actions, quarterly reporting to is willingness to share knowledge and develop joint the Nestrans Board, writing the Annual Report and funding bids. providing direct support to project delivery. The Programme Manager also researches best practice Partners have also brought together health and to help inform partners of examples of partnership transport management to form a GetAbout Steering working related to the HTAP aims. Group. GetAbout is the sustainable travel brand within the Nestrans area. This now includes NHSG Public Health demonstrating the joint working approach set out in the HTAP.

4 4 Item: 11 THInC Page: 7 A key focus of this theme has been the ongoing funding by partners (NHSG, Nestrans, Aberdeen City Council, Aberdeenshire Council and the Moray Council) of the THInC (Travel to Health & Social Care Information Centre) project. THInC was launched in January 2013. Initially, providing information to health appointments the project has extended its remit to include social care appointments. The long term vision is to integrate appointments and transport bookings. Currently transport for health and social care is provided by several organisations, is spread across budgets and does not provide equal coverage across Grampian region. It can be confusing and distressing for residents to navigate. In being a regional point of contact for all health and social care service users THInC helps assist people to access services. The following case studies give a flavour of the situations some users of health and social care Further progress has been made through partners services encounter and advice provided by THInC. having developed a joint approach to evaluation 1. A man from the Keith area who was diagnosed of Smarter Choices Smarter Places projects. with cancer and other health issues felt able Such approaches are welcomed by the Scottish to use the rail service from Keith to Aberdeen Government. for his Chemotherapy at ARI but not the return Another good example of new working relationships journey. He was made aware of Keith Cancer has been the partnership working between NHSG Support, Royal Voluntary Service and Clan Elgin Public Health and Aberdeen City Council to carry as sources of assistance. Macmillan Cancer out a Health Inequalities Impact Assessment of Support number also given. the Aberdeen Local Transport Strategy. These 2. A caller receiving Chemotherapy at Aberdeen examples, should in time, become the norm across Royal Infirmary required transport from Ellon. partners. She usually feels ill going on her own and Progress is being made around collating the has been late for her appointments using evidence for increased investment in active Patient Transport. Clan, Macmillan and RVS travel infrastructure and campaigns, cross sector recommended. awareness of activities and ensuring the reach of 3. Lady phoned to find out about transport campaigns is maximised. Partners agreed more options for her dad to travel from Strichen information sharing could improve the quality and to Fraserburgh to visit his wife (of 69 years) the opportunity for lobbying for greater investment now resident in a care home. Recommended in infrastructure that supports the aims of the applying for a TaxiCard, Aberdeenshire A2B dial Transport & Public Health Sub-Group. a bus and Buchan Dial a Community Bus. Also Partners note the overlap between Travel Planning recommended Stagecoach bus from Strichen to and public health and the connections with the Fraserburgh and taxi from the bus station. A list access issues being considered by the Access to of Fraserburgh taxi operators was also supplied. Health & Social Care Sub-Group. 4. Having received short notice that her Scottish Ambulance Service patient transport for the following day had been cancelled the caller, Access to Health & Social Care who travels using a wheelchair, found the only available transport was a taxi. This was not The work plan for the Access to Health & Social affordable so the only option for the caller was Care Sub-Group focuses on improving information to cancel the appointment. on available services, supporting the community transport sector, piloting integrated transport and developing the work of partners to ensure Travel Planning by organisations gives consideration to accessibility.

5 Item: 11 5. A lady from Gardenstown called looking for The pilot, titled THInC: Transport inPage: the City, 8 will end transport information to Banff Hospital as in December 2016 but has demonstrated value in ambulance transport is not provided. There further developing the hub principle established by was no suitable public transport available so the partners through THInC. The transport service is RVS volunteer car scheme was recommended. provided by Buchan Dial a Community Bus, with trip bookings taken, scheduled and dispatched by THInC is managed on behalf of the funding THInC. partners by Aberdeenshire Council. It operates with a very clear Grampian wide remit and Working with Aberdeen University promotes the project regionally. The project has also helped partners understand the capacity of Since the early development of the HTAP partners operators across the region and is assisting with have worked closely with colleagues at Aberdeen the development of an ever growing understanding University. The dot.rural project delivered by across the transport and health/social care sectors the Aberdeen University produced FITS (Fully of access issues and how they relate to social and Integrated Transport Solutions). This software health inequalities. provides a central information resource of available transport options. The informal dialogue was THInC: Transport in the City Pilot developed into a formal Knowledge Exchange between partners and the university. This has been Unmet need for transport to health and social care mutually beneficial to partners and the university, appointments were identified through calls received providing a valuable exchange of knowledge by THInC. HTAP partners approached Aberdeen and ideas between transport practitioners and Council of Voluntary Organisations (ACVO) and academics. Buchan Dial a Community Bus to develop a pilot The dot.rural project has ended, however, with the aim of addressing this need. ACVO’s Aberdeen University continue to be an engaged Social Transport Project funded the provision of a stakeholder. An agreement is in place for partners vehicle and driver with bookings handled by THInC. to utilise the FITS software on the basis that the university retains ownership. Currently partners are discussing the practical issue of hosting the software. Once in place it will be used as the back-up information source by THInC staff. This Need travel advice for attending health and “real world” trial of the software will help inform social care appointments? future development. Talk to THInC Helping you get to health and social care Sharing Best Practice H P To further develop the principles outlined above partners have arranged a presentation event Bus Stop for April 2016 where NHS Lothian and Scottish

Contact us: Ambulance Service will share their experiences in ✆ 01224 665568 developing and delivering the Lothian Hub. This [email protected] project deals mainly with hospital discharge and transfer but illustrates the potential of a hub model. THInC A new accessibleTranspor transport service Partners have also given consideration to the that provides a little bit tmore! in the Ci final report from the Scottish Government funded In support of the Grampianwww.thinc-hub.org Health and Transport Action Plan This door-to-door service has been designed to help you if you strugglety to use conventional public transport to access the services you need. Lochaber Transport Pilot which ended in December 2015. The project helped residents in the Lochaber area attend health appointments by connecting ❱ Need an arm to lean on? ❱ Some help up the steps? individuals with available volunteer driver schemes. ❱ Assistance with your wheelchair? ❱ Help getting to your hospital ward? Supporting Community Transport We pick up in Aberdeen City betweenOur friendly the hours driver of 8.30am will and help. 5pm, Mondays to Fridays and can take you to: üHospital or Health Village Appointments A review of the inaugural Grampian Volunteer üGP Appointments

ü Dentist Appointments Transport Awards & Recruitment Drive held in Call us on or to book your01224 trip. 665568 2014 has resulted in partners agreeing to facilitate Lines are open 9.30am to 3.30pm Monday to Friday. Please note that this service is charged at 45 pence per mile. This pilot transport service is funded by the Reshaping Care for for Older Peoplemore Change information Fund. this project being repeated on a biannual basis. Partners are working towards this being delivered in autumn 2016.

6 6 Item: 11 Public involvement will continue toPage: be an 9important aspect to the work of partners and it is hoped that the new Public Representative will, with the help of the Programme Manager, visit stakeholder groups across the region and help challenge and inform partner organisations.

Conclusion

This report has covered the evolution of the partnership and the activity of the past 12 months. The range of issues where transport and health In support of the HTAP Aberdeenshire Council’s overlap are many and complex. Existing activity by Community Transport Forum invited community partners supports many of the HTAP aims. There transport operators from across Grampian to a joint has been positive progress. training event and assisted with the development of a region wide perspective within the sector. Going forward partners will continue to develop the level and extent of partnership working across Partners hope to further support the development a range of issues drawing together the expertise, of community transport recognising the important resources and delivery in support of our shared role the sector plays in assisting residents to objectives. access health and social care services and, generally, to participate in society. The challenge for all partners will be to bridge the gap between where we are and the aspirations of Aberdeenshire Alcohol & Drug Partnership the visions within the HTAP. Concessionary Travel Pilot Partners considered the findings of the Concessionary Travel Pilot carried out between Aberdeenshire Alcohol & Drug Partnership and Transport Scotland. Partners noted the positive benefit to attendance of recovery services and the associated benefits to individuals and are seeking clarification on why the eligibility criteria change is not being rolled out nationally.

Going Forward

Following consideration of gaps and opportunities identified through the activity mapping exercise completed by partner organisations a detailed work plan will be developed based on the public health issues and inequalities highlighted in the HTAP. The full HTAP document is available on the NHSG This process is anticipated to lead to pieces of and Nestrans websites. work demonstrating the HTAP aims in practice, with health and transport professionals jointly working to For further information please contact Andrew achieve shared outcomes. Stewart, HTAP Programme Manager, 01224 664092 or [email protected] Partners working on the Access to Health & Social Care Sub-Group will be engaged in data sharing, gap analysis and planning workshops to produce a shared development plan for THInC. This will be informed by partners drawing on knowledge gained through links with similar projects around the country.

7 Item: 11 Page: 10

For further information please contact Andrew Stewart, HTAP Programme Manager, 01224 664092 or [email protected]

The full HTAP document is available on the NHSG and Nestrans websites.

Produced by Aberdeenshire Council GDT24076 May 2016

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