Inverclyde Single Outcome Agreement ‘Tackling Poverty ...€¦ · Inverclyde Single Outcome Agreement ‘Tackling Poverty, Sustaining Growth’ 2008 – 2009 SOA-doc-Inverclyde

Inverclyde Single Outcome Agreement

‘Tackling Poverty, Sustaining Growth’

2008 – 2009

SOA-doc-Inverclyde FINAL SOA-v1-070708.doc 1

Contents

1. Foreword...................................................................................................................3 2. Purpose of a Single Outcome Agreement.................................................................5 3. Scope of the Single Outcome Agreement .................................................................9 4. The development of our Single Outcome Agreement. ............................................13 5. Introducing Inverclyde .............................................................................................15 6. Outcomes and Commitments..................................................................................29 7. Freedoms and Flexibilities ......................................................................................95 8. Governance Arrangements .....................................................................................96 9. Performance Management......................................................................................98 10. Risk Management .................................................................................................100 11. Public Performance Reporting ..............................................................................101 12. Action Plan to Support the Delivery of the Single Outcome Agreement................101 13. Contact Details......................................................................................................101 14. Appendix One .......................................................................................................102 15. Appendix Two .......................................................................................................125


1. Foreword Councillor Stephen McCabe, Leader of Inverclyde Council and Chair of Inverclyde Alliance: As Leader of Inverclyde Council and the Chair of Inverclyde Alliance, our local Community Planning Partnership, I am delighted to be given the opportunity to introduce Inverclyde’s Single Outcome Agreement (SOA), ‘Tackling Poverty, Sustaining Growth’. Inverclyde Council and the Alliance, working together, are a committed partnership with a clear strategic vision which is both shared and strong in its nature. As Chair, I want to help channel the energy and determination of the partnership into delivering the Single Outcome Agreement. The Alliance is starting to mature as a partnership. This will enable organisations operating within Inverclyde to combine actions and resources. This new phase is not just about setting the direction of the area through the Community Plan, but taking real ownership of the strategic outcomes contained within the SOA and ensuring they are delivered. A Single Outcome Agreement is an opportunity to provide local people with what matters most to them – good quality services delivered by local agencies working together. We welcome the opportunity to engage with the Scottish Government on challenges facing Inverclyde and our planned responses. This engagement needs to centre around the alignment of local needs and priorities, targeting resources more flexibly and effectively. This is consistent with our commitment to accelerate the delivery of tangible strategic outcomes for the people of Inverclyde. Our aim is to narrow the gap of inequality and poverty that exists within parts of Inverclyde and between Inverclyde and other parts of Scotland. Narrowing the gap of inequality and poverty is a principle which underpins everything that we will do in delivering this SOA. Our ambition will inspire us and equip us to realise our vision which is: ‘Working together in partnership we will help to develop a confident, inclusive Inverclyde, with safe, sustainable, healthy, caring communities and a thriving prosperous economy, where everyone is encouraged to achieve their potential and can make a positive contribution to the area.’ Put simply, the purpose of the Single Outcome Agreement is to improve the prospects of Inverclyde as a place and to secure a better future for Inverclyde’s people. The SOA has been designed to deliver and achieve particular results, removing barriers and accelerating progress in narrowing the opportunity gap and building a stronger Inverclyde by achieving a number of strategic outcomes. Our focus is on addressing the major challenges facing the area:

• Depopulation • Coping with de-industrialisation • Poverty, Deprivation and Area Renewal • Employment • Health • The Natural, Built and Physical Environment

The specific strategic outcomes contained here reflect both the area’s Community Plan which has also recently been redesigned by Inverclyde Alliance, together with the Council’s Corporate Plan “An Ambitious, Confident Council” 2007 - 2011. Importantly, the national outcomes have been tailored to reflect the local circumstances of Inverclyde. There is significant consensus that the specific outcomes we have established are the


right ones for Inverclyde in that they are based on our evidence base, our knowledge and, equally important, local opinion. The outcomes which have been identified for Inverclyde are:

1. Inverclyde’s population is stable with a good balance of socio-economic groups. 2. Communities are stronger, responsible and more able to identify, articulate and take action

on their needs and aspirations to bring about an improvement in the quality of community life.

3. The area’s economic regeneration is secured 4. Economic activity in Inverclyde is higher, and skills development enables both those in work

and those furthest from the labour market to realise their full potential. 5. The health of local people is improved, combating health inequality and promoting healthy

lifestyles. 6. A positive culture change will have taken place in Inverclyde in attitudes to alcohol, resulting

in fewer associated health problems and reduced crime rates. 7. All our young people have the best start in life. 8. Inverclyde is a place where people want to live now whilst at the same time safeguarding

the environment for future generations. The secret of delivering the strategic outcomes will be our approach to collaborative working. We are extremely proud of our achievements to date in Inverclyde, however, we are not complacent. We realise that much still needs to be done in order to deliver and realise our vision for Inverclyde. Councillor Stephen McCabe Chair of Inverclyde Alliance Board Leader of Inverclyde Council


2. Purpose of a Single Outcome Agreement The background to this Single Outcome Agreement (SOA) lies in the concordat agreed between the Scottish Government and COSLA on behalf of local government. The concordat has been designed to establish a new relationship between Scottish Government, Local Government and the respective local Councils. The Council as a partner fully appreciates Scottish Government’s acceptance that local government enjoys a unique position in the governance of Scotland and with its partners has a major contribution to make to the delivery of the Government’s Strategic objectives and realising the 15 national outcomes. The concordat is structured around the principles of Mutual Respect and Partnership. It underpins the funding provided to local government over the period 2008/11. The Single Outcome Agreement represents a three year agreement covering the period 2008/11. The agreement is primarily between the Council, its key partners, including organisations within the public, private and third sectors and equally the Scottish Government. This SOA has been considered by members of Inverclyde Alliance whose current Board membership includes: • Strathclyde Fire and Rescue • Strathclyde Police • Job Centre Plus • Community Councils Forum • Scottish Enterprise • James Watt College • Inverclyde Council • Greenock Chamber of Commerce • Strathclyde Partnership for Transport • The Voluntary Sector

• Inverclyde Community Health Partnership

A number of other organisations are also engaged in the Community Planning Partnership through the Thematic Partnerships including Riverside Inverclyde, River Clyde Homes and a wide number of Voluntary Organisations. Importantly, this SOA represents an agreement with the area and people of Inverclyde as it identifies outcomes for delivery. The strategic outcomes are critical to turning Inverclyde around, in terms of renewing the fortunes of the area not just as a place but also to improve the quality of life for local people. The SOA covers the same timeframe as the Scottish Government’s Spending Review for the period 2008/11. However, there is recognition amongst partners that there are no “quick fixes” in resolving some of the economic, social and physical challenges and issues facing the Inverclyde area, which are highlighted within this SOA. At the heart of our approach is a strategic focus upon those issues and outcomes against which it is most necessary to achieve significant progress. These require to be delivered in the coming years in order to improve the quality of life of the area’s communities. The agreement is also characterised by a concentration of effort upon those priorities for which the SOA provides scope to add value, over and above the existing approaches. This in no way detracts from the commitment to deliver the whole of the Community Planning agenda. The Single Outcome Agreement therefore is not limited to the next three years, it has a longer term perspective. Diagram A sets out the differing levels of outcome that are outlined in the different strategic plans for the Inverclyde area.


Inputs

Processes

Outputs

Corporate

Plan

Single Outcome Agreement/ Community Plan

Diagram A Outcomes Journey Tackling Poverty, Sustaining Growth

Intermediate outcomes 4 years

Long Term High Level

Outcomes – 10-20 years

This SOA has been influenced by:

• Community Plan for 2008/18: This highlights the longer term vision and outcomes of the area. It outlines the most important issues to be addressed as part of the overall renewal of Inverclyde.

• Corporate Plan: The Council’s Corporate Plan “A Confident, Ambitious Council” 2007-

2011 identifies the critical outcomes for the Council to achieve over the period 2007/11. Other Community Planning Partner plans have influenced the development of this SOA, but as this initial agreement is primarily between the Council and Scottish Government, there has been a focus on the Council’s plans and priorities. Over the next year, a full partnership agreement will be developed which will more fully and clearly reflect the plans of all the partners involved in the Inverclyde Alliance. The Planning Structure outlined at Diagram B sets out how the plans and the national outcomes influence each other.


Inverclyde Alliance Community Plan

Inverclyde Council Corporate Plan

Inverclyde Single Outcome

Agreement

Scottish Government National Outcomes

Inverclyde Council Directorate Plans

Diagram B Planning structure Local focus

Local/national focus National focus

Over the next year as the SOA is developed to be a full partnership document, the ‘local focus’ will include all the local business/service plans of all the Community Planning Partners. The SOA is clearly focused on what we need to do to achieve our vision. For each strategic outcome, we give a flavour of the issues and challenges and what we plan to achieve over the next three years. In addition, over time, partners including the Council will set out in their own plans, the areas that will be addressed and progressed to achieve these stated strategic outcomes. There is however, a recognition that this will not happen overnight. It will be a developmental process for partners to structure their delivery programmes around the strategic outcomes detailed within the SOA. The Council welcomes the approach in moving towards a single outcome agreement based on an agreed set of national outcomes supported by national indicators. This is an essential part of the need to rationalise the myriad of systems and reduce the amount of performance reporting. This approach will strengthen partnership working across the area, and the reduction in ring fenced funding should allow for an enhanced local focus and real progress in tackling local issues successfully. The concordat details a range of specific commitments for delivery which can be reviewed using this hyperlink. http://www.scotland.gov.uk/Resource/Doc/923/0054147.pdf The Council and its partners are committed to supporting the Scottish Government in delivering a number of these commitments as it develops them. Attached to this Agreement at Appendix One is a summary of progress in relation to the national outcomes and the specific commitments, as they are currently being delivered through the Corporate and Directorate Plans of Inverclyde Council.


http://www.scotland.gov.uk/Resource/Doc/923/0054147.pdf

The strategic outcomes for Inverclyde align and support particular national outcomes as set out in the concordat agreed between the Scottish Government and COSLA. The Inverclyde Single Outcome Agreement has been informed by the following fifteen national outcomes:-

• We live in a Scotland that is the most attractive place for doing business in Europe. • We realise our full economic potential with more and better employment

opportunities for our people. • We are better educated, more skilled and more successful, renowned for our

research and innovation. • 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 live longer, healthier lives. • We have tackled the significant inequalities in Scottish society. • We have improved the life chances for children, young people and families at risk. • We live our lives safe from crime, disorder and danger. • 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. • We reduce the local and global environmental impact of our consumption and

production. • Our public services are high quality, continually improving, efficient and responsive

to local people’s needs. The national outcomes have been tailored to reflect the local circumstances within Inverclyde in terms of the particular social, economic, physical and demographic conditions facing the area. The Community Plan, and sitting under it, this Single Outcome Agreement also represents a commitment by partners to renew the fortunes of Inverclyde by collectively agreeing to work towards a single set of locally based strategic outcomes. As part of the preparation of this SOA the Council and its partners are addressing and progressing particular programmes and projects that will contribute to the delivery of the strategic outcomes.


3. Scope of the Single Outcome Agreement This SOA covers all of the services delivered by Inverclyde Council, including those delivered on behalf of the Council by other partners and/or agencies. In this first year of the SOA it only fully applies to the Council, but it covers many areas and issues which can only be delivered through a partnership based approach with our Community Planning partners. Over the next year we will develop this SOA to fully include the whole Community Planning Partnership. Partners have been consulted with in regard to the Single Outcome agreement and have endorsed the draft at this first stage. They have made a commitment to work together to deliver the local outcomes and national outcomes set out in this SOA and to develop the full partnership SOA. The SOA commits the Council and its partners to delivering the Local Government in Scotland Act 2003, particularly the shared duties under Community Planning, Best Value, Equalities and Sustainable Development. The Community Plan sets out these commitments in more detail, but they are summarised here: 3.1 Community Planning The SOA has been informed by the Community Plan which has been developed by partners from the Inverclyde Alliance, the local Community Planning Partnership. The SOA is in essence the operational delivery plan for the Community Plan, setting out the intermediate outcomes which will contribute to the delivery of the high level long term outcomes set out in the Community Plan. 3.2 Best Value Everything to be delivered in the Community Plan and the SOA is subject to consideration of Best Value principles, particularly in maintaining a balance between the quality of the service delivered and the cost of delivery. Partners will strive to achieve continuous improvement in the performance of all their functions. We will ensure that there is improvement in the actual outcomes as well as improvement in the process of delivering services, applying the 4 ‘Es’: efficiency, effectiveness, economy and equal opportunities. This is underpinned by aiming to achieve sustainable development and to promote an integrated approach to improving the social, economic and environmental wellbeing of Inverclyde’s communities. 3.3 Equalities An equal society seeks equality in the freedoms that people have to lead a fulfilling life. The Inverclyde Alliance has adopted the Equalities Review definition of an equal society:

‘An equal society protects and promotes equal, real freedom and substantive opportunity to live in the ways people value and would choose, so that everyone can flourish. An equal society recognises people’s different needs, situations and goals and removes the barriers that limit what people can do and can be.’

There is a role for the partners involved in the Inverclyde Alliance to enable residents of Inverclyde to overcome prejudice and systemic bias. If the Alliance gets it right it can create the conditions to liberate the aspirations of those trapped by persistent disadvantage. Underpinning our vision for Inverclyde is equality in everything we do. It is important to develop active measures to implement the legislation and opportunities the equality agenda brings.


This SOA is informed by the UK Equality Review and the ten dimensions outlined within it to help tackle persistent inequality and discrimination and to create the conditions to tackle the most entrenched inequalities. Over the course of the next year partners will work to develop joint performance measures which will assist the Alliance to identify how it is meeting it’s equality obligations, but more to ensure that the needs of customers are being met. Monitoring of service users will be key to this, particularly to ensure that we meet the needs of and do not discriminate against younger people, older people, people with disabilities, minority ethnic people, lesbian, gay and bisexual people, people with different religions or beliefs, and men, women and transgender people. Partners will work on a joint process to research and identify equality target groups and implement impact assessment in developing this single outcome agreement and actions and proposed developments. We will impact assess the delivery of the SOA to ensure services are fair and can be accessed by those who need to use them and that they won’t discriminate against anyone. This is especially true of people who are socially and economically disadvantaged. In developing services we will engage with equality groups and try to get as representative a sample of views and opinions as we can. We will use the equality legislation as a guide to the delivery of the SOA to achieve freedom from poverty, discrimination and disadvantage, but also freedom to be able to achieve things that, individually, matter most to us. 3.4 Sustainable Development The UK shared framework for sustainable development sets out a common goal for sustainable development across the UK: “to enable all people throughout the world to satisfy their basic needs and enjoy a better quality of life without compromising the quality of life of future generations” Developing sustainability means ensuring that our actions today do not limit our quality of life in the future. This means ensuring that we don’t damage our environment for future generations, but also includes consideration of social inclusion and economic development. We will be mindful of all the elements of sustainable development in the delivery of this SOA, for example we will ensure that developments do not have a negative impact on the environment, that where possible they will reduce carbon emissions, they will work towards reducing consumption and waste, promote the use of public transport over individual car journeys and manage property better to ensure less of use of energy.


3.5 Community Engagement Community Engagement is a fundamental principle of Community Planning in order to improve the planning and delivery of services, making them more responsive to the needs and aspirations of communities. The best way to ascertain those needs is through clear, well developed processes which follow the National Standards for Community Engagement: 1. Involvement: we will identify and involve the people and organisations who have an interest in the focus of the engagement 2. Support: we will identify and overcome any barriers to involvement 3. Planning: we will gather evidence of the needs and available resources and use this evidence to agree the purpose, scope and timescale of the engagement and the actions to be taken 4. Methods: we will agree and use methods of engagement that are fit for purpose 5. Working Together: We will agree and use clear procedures that enable the participants to work with one another effectively and efficiently 6. Sharing Information: we will ensure that necessary information is communicated between the participants 7. Working With Others: we will work effectively with others with an interest in the engagement 8. Improvement: we will develop actively the skills, knowledge and confidence of all the participants 9. Feedback: we will feed back the results of the engagement to the wider community and agencies affected 10. Monitoring And Evaluation: we will monitor and evaluate whether the engagement achieves its purposes and meets the national standards for community engagement This SOA has been informed by community engagement which has taken place across Inverclyde. It strikes a balance between what communities have identified as priorities and what partners have evidenced as priorities using service user and wider statistical information. Partners have set out their priorities in their key operational, business and service plans, and these have been reflected in the development and agreement of the local outcomes detailed in this agreement.

3.6 Taking forward the Government’s Economic Strategy, ‘Tackling Poverty,

Inequality and Deprivation in Scotland’. The Inverclyde SOA has been informed by the Scottish Government discussion paper ‘Taking forward the Government’s Economic Strategy’. Given the challenging socio-economic conditions and circumstances facing Inverclyde, the SOA focuses it attention and efforts on tackling poverty, inequality and deprivation. 3.7 Fairer Scotland Fund This SOA incorporates funding made available through Fairer Scotland Funding, although this will not be the only source of funding which will be utilised to deliver the outcomes set out here. The key principles of the Fairer Scotland Fund are:


• Tackling the root causes of concentrated and persistent poverty, not its symptoms • Making early interventions for and with vulnerable individuals, families and disadvantaged

communities • Promoting and improving joint working between local partners • Focussing action on improving employability as a key means of tackling poverty • Empowering communities and individuals to influence and inform the decisions made by

CPPs. The fund will be deployed in relation to outcomes set out in this agreement through a new methodology, which will centre on formally procuring and commissioning service providers. The approach is designed to secure improved outcomes by an effective procurement process.


4. The development of our Single Outcome Agreement. In developing the Single Outcome Agreement there has been a mix of activity which has provided for an inclusive process. This has maintained its dynamism against demanding and challenging timescales:

• Established a Project Group under the direction and leadership of a Corporate Director. • Engaged extensively with the Council’s Senior Management Team. • Engaged with the Scottish Local Government Improvement Service in an intensive 3 day

learning event over January/February 2008 which enabled the Outcome Agreement to be designed. On the last day of the event representatives from the Scottish Government attended.

• Held follow up meetings with the Scottish Local Government Improvement Service in February and March 2008. The event in March 2008 was attended by Elected Members.

• Discussed and developed the Single Outcome Agreement with strategic partners at two facilitated workshops in March 2008.

• Drew together all the recent research and community engagement and consultation reports to set out clearly what the priorities for the communities of Inverclyde are, distilling these to a list of priorities for the area.

• Organised a community engagement event on working together for the future for Inverclyde at which the local priority areas were considered and tested and used to develop the local strategic outcomes. Approximately 100 local residents attended the event.

• Considered the guidance received from the Scottish Government (COSLA, SOLACE, Audit Scotland and the Scottish Local Government Improvement Service)

• Engaged with all Elected Members of the Council in formulating the local strategic outcomes.

• Engaged with all Heads of Service in discussion of the outcomes set out in the SOA. 4.1 Designing the SOA The SOA is strategic in its focus, concentrating upon those issues and outcomes which it is most necessary to achieve significant progress against in the coming years. This focus will facilitate improvement in the quality of life of the area’s residents. Effort is concentrated upon those outcomes for which the SOA provides scope to add value over and above existing approaches to the service provision and delivery currently in place. The agreement is built upon both spatial and demographic components targeting some activities at neighbourhoods and social groups with the greatest levels of need. This is in order to achieve a reduction in the gaps in levels of exclusion and deprivation, and to promote area renewal. 4.2 Ongoing Development There is a recognition that this SOA will evolve and be subject to review, following meaningful dialogue with the Scottish Government, local strategic partners and the communities of Inverclyde. This version of the agreement is interim in nature. Negotiation with the Scottish Government will inform the final version of this first version of the SOA, but we will continue to work with all Community Planning partners to develop the 2009 – 11 version. The work that has recently taken place to refresh the Community Plan which has involved all partners has informed the development of this SOA and we will continue in this vein to ensure that all partners are fully engaged in the next phase of the development of this agreement.


Throughout this process we will continue to engage with the communities of Inverclyde, particularly through the Community Councils, who play a key role in representing their communities across the area. In order to fully progress our approach and move forward, with the delivery of the Single Outcome Agreement we will progress a number of work streams and these include:

• Programme/Project Management Arrangements - to aid the effective delivery of the Single Outcome Agreement, formalised programme/project management arrangements need to be established and be delivered by a programme board.

• Governance Arrangements - to establish clear governance arrangements for the delivery of the Single Outcome Agreements, the Inverclyde Alliance will need to consider how its current arrangements can accommodate the move towards the partnership Single Outcome Agreement. There may be a need to establish a formal programme board.

• Performance Management – the shift to an outcome based approach implies that the Council and the Alliance will need to renew its focus in terms of performance management, with arrangements, including:

• Lead Officer responsibility for the delivery of the Single Outcome Agreement.

Particular Lead Officer responsibilities will need to be given to employees drawn from the Council/Alliance for the effective management and delivery of particular strategic outcomes.

• Redesign the business/service planning arrangements to ensure they reflect the strategic outcomes contained in the Single Outcome Agreement.

• Invest in processes, systems and supporting software to effectively manage the performance of the Single Outcome Agreement.

• Devise appropriate monitoring and reporting arrangements in terms of accounting

for the performance of the SOA.

• Establish arrangements to impact assess the SOA.

• Training and Development.

• Develop training programmes to support lead officers and employees with the necessary skills to function and work in an outcome environment, how to manage for improved outcomes and to effectively measure progress.

• Technical Support

• To support the delivery of the SOA there will be a need to establish technical capacity to manage the information associated with the SOA.

• Service Redesign/Reconfiguration Throughout the programme of delivery for this SOA the Council recognises that it may be appropriate to redesign or reconfigure its services, in order to make the biggest impact or to streamline delivery.

In order to manage the development of the Single Outcome Agreement these work streams will have to be reflected in an action plan.


5. Introducing Inverclyde

Current Position and Specific Challenges facing the area

5.1 Inverclyde’s Current Position Inverclyde is located in West Central Scotland and is one of the most attractive places in Scotland to live and work, with 61 square miles stretching along the south bank of the River Clyde. The area offers spectacular views and scenery, a wide range of sporting and leisure opportunities, a vibrant housing market and well developed transport links to Glasgow and the rest of Scotland. Inverclyde is one of the smallest local authorities in Scotland with a population of 81,450. The area has experienced a dramatic reduction in its population. In the 1991 census the population of Inverclyde was 90,103. By 2024 it is anticipated that the area’s population could fall to 71,191, a drop of just over 20% from the 1991 levels. Depopulation is a key strategic issue facing the area and it cannot be divorced from the issues and challenges outlined in the Single Outcome Agreement. The main towns of Greenock, Port Glasgow and Gourock sit on the Firth of the Clyde. The towns provide a marked contrast to the small coastal settlement of Inverkip and Wemyss Bay which lie to the South West of the area and the picturesque villages of Kilmacolm and Quarriers Village which are located further inland, and offer a further dimension to the areas diversity, particularly in social, economic and physical terms. A strong sense of community identity exists within Inverclyde and to local neighbourhoods in particular. Local citizens are rightly proud of their area, and its history which is steeped in centuries of maritime and industrial endeavour. If the area is to realise its vision, its ambitions and achieve particular strategic outcomes, it must have a full appreciation and understanding of its current socio/economic position. This is essential before embarking on a programme of strategic change through not only the Community Plan, but also this Single Outcome Agreement.


5.2 Specific Challenges and Issues Facing Inverclyde The specific socio/economic challenges and issues facing the Inverclyde area are detailed below. 5.2.1 De-population Demographic trends suggest that Inverclyde is in a spiral of decline – more people (particularly the young, better qualified and high earners) are leaving the area resulting in the area becoming less attractive to retain or attract people and investment. Inverclyde has one of the fastest declining population bases in Scotland. This is having a direct impact on the ability of the area to regenerate itself despite the best efforts of partners.

Depopulation is a direct consequence of the issues highlighted here and if left unchecked will become a major problem. Inverclyde’s population has been declining for over 20 years. The population fell by 18% between 1981 and 2001. This equates to 18,000 people. Inverclyde is forecast to lose a further 14% of its population by 2024, a greater share of its population than any other Council in Scotland, due to net migration and a falling birth rate. Accelerated decline in numbers of young people and a working age population will be balanced by a major increase in over 60s and is a critical issue. The current male population is projected to decrease by -12% and female population by -17% by 2024. The proportion of those aged 16 years or younger is projected to decrease by -29% from 5,497 to 3,745 in 2024 whilst the proportion of those 65+ will increase by +27% from 13,995 in 2004 to 17,708 in 2024. In the same period, the number of people of working age (16-64 years) is projected to fall by -24% from 50,788 to 38,733. A definite growing elderly population will impact on the provision of particular public sector services, particularly health and social care as the elderly/frailer population will require more intensive support. A decline in family networks due to depopulation will impact on the number of family members who can play a caring role. The future viability of the area is potentially in jeopardy, with the provision of transport networks and the local hospital becoming unsustainable without the people to use them, and a declining fiscal base making regeneration all the more difficult. Additionally, concentration of multiple deprivation will occur, as the communities who are the worse off are the ones who will not be able to leave the area or improve their circumstances without significant investment. Information sources: http://www.gro-scotland.gov.uk http://www.gro-scotland.gov.uk/statistics/publications-and-data/popproj/projected-population-of-scotland-(2006-based)/index.html http://www.gro-scotland.gov.uk/statistics/publications-and-data/annual-report-publications/rgs-annual-review-2006/index.htmlhttp://www.scrol.gov.uk/scrol/common/home.jsp 5.2.2 Coping with De-industrialisation The area of Inverclyde has been subject to a process of significant de-industrialisation which has shifted economic activity from the traditional industries of shipbuilding and heavy engineering towards the public and service sectors. Employment is more reliant on the manufacturing sector than Scotland as a whole, and many jobs are in low skill areas. However manufacturing employment has decreased by around 40% since 1999. The economic base continues to be narrow and is dependent on the electronics and call centre industries as a source of employment. The area is also highly reliant on large companies


http://www.gro-scotland.gov.uk/

http://www.gro-scotland.gov.uk/statistics/publications-and-data/popproj/projected-population-of-scotland-(2006-based)/index.html

http://www.gro-scotland.gov.uk/statistics/publications-and-data/popproj/projected-population-of-scotland-(2006-based)/index.html

http://www.gro-scotland.gov.uk/statistics/publications-and-data/annual-report-publications/rgs-annual-review-2006/index.html

http://www.gro-scotland.gov.uk/statistics/publications-and-data/annual-report-publications/rgs-annual-review-2006/index.html

http://www.scrol.gov.uk/scrol/common/home.jsp

for employment. Currently 60% of all jobs in the area are located in large sized companies. This results in the local economy being particularly susceptible to downturns.

In addition, Inverclyde has 12% fewer smaller companies than Scotland as a whole, but it has 10% more of larger companies. Current rates of business density are around half the Scottish average. http://www.berr.gov.uk/bbf/enterprise-smes/research-and-statistics/statistics/page38563.htmlhttp://www.scotland.gov.uk/Resource/Doc/982/0054679.pdfhttps://www.nomisweb.co.uk/reports/lmp/la/2038432138/report.aspx 5.2.3 Poverty, Deprivation and Area Renewal These issues continue to dominate the area. Inverclyde has highly deprived areas, 42% of the Inverclyde population live in areas which are defined as the most deprived 20% across Scotland. There are three key clusters of deprivation in the area. South West Greenock, Greenock East/Central and Port Glasgow are among the most deprived 15% of wards in Scotland. In addition, average earnings in Inverclyde are 13% lower than the Scotland average, the fourth lowest in Scotland. Inverclyde has the 7th highest 15% most deprived data zones out of the 32 local authority areas nationally1 and the 2nd highest 15% most deprived data zones locally2. There is a significant gap between our more affluent areas and those which experience high levels of poverty and deprivation. Poverty and deprivation clearly limit opportunities and choice. In Inverclyde one in three residents live in areas considered to be among the most deprived 15% in Scotland. This indicates that there is a great deal of work needed to “narrow the gap” and reduce inequalities that exist between these areas and those which are better off e.g. Kilmacolm, West Greenock. Parts of Inverclyde are witnessing improvements, but not all of the population is enjoying the benefits. Despite thirty years of both national and local government initiatives and investment, the characteristics of our most deprived areas have largely remained almost the same. In our most deprived and disadvantaged areas, people face multiple problems, such as high levels of worklessness, ill health, fear of crime, poor educational achievement, low aspirations, low levels of confidence, low income, poor housing and environment. The resulting poverty and deprivation limits opportunities and choice. This is why we have identified narrowing the opportunity gap as a key principle which will underpin everything that we do through both the Community Plan and this SOA. Information sources: http://www.neighbourhood.statistics.gov.uk/dissemination/LeadAreaSearch.do;jsessionid=ac1f930cce6fd11eabff8b243628220e2322b22bba1.e38Qa3mPbh4Kai0LbxiNbNaQahiLe6fznA5Pp7ftolbGmkTy?a=3&i=1001&m=0&s=1203524669414&enc=1&areaSearchText=PA15+1LY&areaSearchType=13&extendedList=false&searchAreas=Search&bhcp=1http://www.scotland.gov.uk/Topics/Statistics/SIMD/Overviewhttps://www.nomisweb.co.uk/reports/lmp/la/2038432138/report.aspx 5.2.4 Employment Partly as a consequence of a declining population and as a direct result of industrial restructuring and down sizing, Inverclyde has not been good at creating new jobs. Between 1999 and 2002 the area lost around 2% of its employment while Scotland as a whole increased employment levels by nearly 2%.

1 The national share is the no. of data zones in the local authority area in the 5, 10, 15 or 20 % most deprived in Scotland as a proportion of the total no. of data zones in the 15% most deprived in Scotland 2 The local share is the no. of data zones in the local authority area in the 5, 10, 15 or 20 % most deprived in Scotland as a proportion of the total no. of data zones in the local authority area (source: SIMD 2006 General Report, Scottish Executive National Statistics)


http://www.berr.gov.uk/bbf/enterprise-smes/research-and-statistics/statistics/page38563.html


https://www.nomisweb.co.uk/reports/lmp/la/2038432138/report.aspx

http://www.neighbourhood.statistics.gov.uk/dissemination/LeadAreaSearch.do;jsessionid=ac1f930cce6fd11eabff8b243628220e2322b22bba1.e38Qa3mPbh4Kai0LbxiNbNaQahiLe6fznA5Pp7ftolbGmkTy?a=3&i=1001&m=0&s=1203524669414&enc=1&areaSearchText=PA15+1LY&areaSearchType=13&extendedList=false&searchAreas=Search&bhcp=1




http://www.scotland.gov.uk/Topics/Statistics/SIMD/Overview


The area suffers from particularly high levels of unemployment. Unemployment in the area currently stands at 3.8% compared with 2.6% nationally. Local unemployment rates are higher in certain areas of Greenock and Port Glasgow and currently these show signs of increasing, particularly in Greenock. Household incomes are lower than the national average and the area has above the average levels of benefit dependency. A significant number of local people are benefit dependent. The need to create an environment which supports people to move from benefit dependency to employment is critical for the future success of the area.

Many unemployed people live in or come from workless households where generations of the family have been unemployed. This leads to negative perceptions of working and has resulted in adoption of negative role models and detachment from the labour market.

• Unemployment in Inverclyde is 3.8% compared with 2.6% nationally • Over half of the 12240 working age benefit claimants in Inverclyde are claiming Incapacity

Benefit (which matches the percentage for Scotland as a whole) • 19% of working age benefit claimants are claiming Job Seekers allowance. • Approx 15% of the population of Inverclyde are working age benefit claimants • 9532 individuals are deemed to be employment deprived in Inverclyde (Employment

Domain SIMD 2006) • 5 individual data zones are in the worst 5 – 15% for employment deprivation (Employment

Domain SIMD 2006) • 15,847 individuals (adults and children) are deemed to be income deprived, meaning 1 in

5 Inverclyde residents (regardless of age) are Income deprived • Approximately one fifth of working age adults in Inverclyde have no formal qualifications

Information sources: https://www.nomisweb.co.uk/reports/lmp/la/2038432138/report.aspxhttp://www.dwp.gov.uk/asd/statistics_a_to_z.asp 5.2.5 Health Inverclyde has lower life expectancy and higher death rates than the national average, with all cause mortality 16% higher than Scotland as a whole. Problematic drinking and drug misuse are particular problems with far higher than average hospital admissions for alcohol and drug misuse. The area has higher than average drug related deaths. Similar to the national agenda, there is a challenge to tackle the alcohol culture that exists locally. There remain particular local issues which require to be addressed, particularly regarding alcohol related brain damage. Inverclyde demonstrates the highest level of Korsakoff’s psychosis in Europe. This serious form of alcohol related brain damage was previously associated with older chronic drinkers, but it is now identified in younger age groups.

Other national problems which affect Inverclyde are obesity and child health. Improvements in health are linked to access to health care and hospital, but also access to jobs, leisure and education. There is a considerable challenge to improve both physical and mental health of Inverclyde people, recognising the relationship between the two.

• 43 datazones are health deprived (worst 15%), • Inverclyde has the 3rd lowest life expectancy in Scotland for both men and women (although

have increased since 2004 by over one year) • Inverclyde has the 2nd lowest life expectancy at 65 for males in Scotland • Inverclyde is ranked as 30th among the 32 local authorities in Scotland for life expectancy at

birth (moving up one place since 1994-96, with a 3.5% change) • Inverclyde has a rate of more than 10% above the mean for lung cancer in males



http://www.dwp.gov.uk/asd/statistics_a_to_z.asp

• The area has 20% above the average for heart disease in males and is once of the top six authorities with the worst rates of cerebrovascular disease (stroke).

• Birth rate vs. death rate: Births Oct 06 – Sept 07, 854, Deaths Oct 06 – Sept 07, 1000 • 3,500 people in Inverclyde live without Central Heating. 15,393 live in overcrowded

housing. • The rate of admission to hospital due to severe alcohol related mental health conditions is

extremely high in Inverclyde, far exceeding the Scottish average in relation to alcoholic psychosis. This is particularly marked in younger age groups for men and women alike.

• Alcohol is a common factor identified by all Police forces in relation to levels of violence experienced within their area, with a number of forces citing its presence in at least 50% of all violent incidents. (Anti Violence Campaign 2007/08)

Information sources: http://www.gro-scotland.gov.uk/statistics/publications-and-data/life-expectancy/life-expectancy-for-administrative-areas-2004-2006/index.htmlhttp://www.scotland.gov.uk/Topics/Statistics/SIMD/Overviewhttp://www.sns.gov.uk/Reports/Report.aspx?ReportId=2&AreaTypeId=LA&AreaId=280 5.2.6 The Natural and Built Physical Environment and Housing Stock A poor quality built and physical environment underpins many of the constraints which Inverclyde faces. In particular areas Inverclyde suffers from issues such as:

• A riverside cut off from the development constrained by the A8 trunk road. • Poor choice and range for owner occupation. • Poor quality social housing stock. • Old areas in poor repair, coupled with older inappropriate property stock. • Lack of new business location for modern services. • High levels of derelict land and buildings. • Poor urban environment and image.

However, this has to be contrasted with spectacular surrounding countryside and views and some very beautiful historic buildings A considerable programme of investment is planned for the Inverclyde waterfront. However, it is most important that the rest of Inverclyde is not forgotten in the renewal of the area. Protecting Inverclyde’s historic natural and built environment is also a challenge linked with celebrating the area’s past. Significant issues exist in areas south of the waterfront and the town centres of Greenock, Port Glasgow and Gourock. Currently only 5% of the area’s ex-Council housing stock complies with the Scottish Housing Quality Standard. Over the next 10 years the area’s housing stock will be transformed through the work of the area’s housing associations, with large scale housing improvements being undertaken by River Clyde Homes. It is recognised that the natural and built environment has an influence on wellbeing, confidence and civic pride. Information sources: http://www.sns.gov.uk/Reports/Report.aspx?ReportId=2&AreaTypeId=LA&AreaId=280 http://www.audit-scotland.gov.uk/performance/council/http://www.sepa.org.uk/pdf/nws/data/quarterly/2007_08/rolling_year_updated_11feb08.pdf 5.2.7 Transport There is a particular problem with bus transport across Inverclyde, particularly after 6pm, which requires to be addressed. The deregulation of bus services means that the Regional Transport Partnership has no powers to compel bus companies to provide particular services, so work is


http://www.gro-scotland.gov.uk/statistics/publications-and-data/life-expectancy/life-expectancy-for-administrative-areas-2004-2006/index.html



http://www.sns.gov.uk/Reports/Report.aspx?ReportId=2&AreaTypeId=LA&AreaId=280


http://www.audit-scotland.gov.uk/performance/council/

http://www.sepa.org.uk/pdf/nws/data/quarterly/2007_08/rolling_year_updated_11feb08.pdf

required to identify how to find a balance between service delivery and cost effectiveness to the benefit of communities. Gourock Railway Station currently does not provide a modern standard of passenger facilities, requires upgrading and was cut back a number of years ago owing to pier erosion. An easier interchange for passengers transferring to and from connecting ferry services is necessary. Therefore Inverclyde Council in conjunction with key stakeholders including Transport Scotland, SPT, Caledonian MacBrayne and Network Rail are promoting a new and modern station/interchange on a site more convenient for ferry interchange. Around 30% of households in the wider Inverclyde, Renfrewshire and East Renfrewshire area have no access to a car (Scottish Household Survey 2005) and there is relatively low car ownership in Inverclyde. There are around 381 cars registered for every 1000 people living in Inverclyde, the second lowest figure for all Council areas in the SPT area and in contrast to the overall Scottish figure of 425 cars for every 1000 people. (Scottish Household Survey 2005) This means that people are more reliant on public transport for work and leisure trips.


5.3 How we are already tackling some of the challenges Despite of all the challenges that Inverclyde faces, there are a number of areas where the Council and its partners have risen to meet the challenges, and really make a difference. There are a number of first rate and award winning initiatives in the area which provide an excellent base to build on. Employability 5.3.1 Inverclyde NEET (not in education, employment or training) Project

Inverclyde was identified by the then Scottish Executive as having amongst the highest concentration of young people who are NEET in the country.

The Inverclyde NEET Local Partnership, comprising of various public / voluntary sector organisations, was subsequently formed to tackle this problem. Through an innovative approach, the Partnership aims to achieve a reduction in the non engagement of: • 16-19 year olds at risk or already NEET • 12-15 year olds who are at risk of becoming NEET • Young people leaving care Highly successful results have been achieved in just 2 years.

• Inverclyde is no longer in the top 7 hotspots for NEET young people • Inverclyde has improved its position in terms of NEET young people from 31/32

local authorities in 2004 to 23/32 in 2006.

5.3.2 The Recruit

A personal development programme for senior school pupils based on the hit TV show The Apprentice. Following the recruitment campaign, 36 young people secured places on the programme then proceeded to embark on business challenge events, outward bound challenges, corporate courses, report writing, presentation delivery and entrepreneurial activities.

In total, each Recruit committed over 400 hours of extra curricular work to the programme mainly evenings, weekends and school holidays.

The main aim of the programme was to “develop the business leaders of tomorrow” and secure an £18,000 job for one of the participants. Such was the interest in the programme that seven young people secured £18,000 jobs. The programme engaged partners from Private, Public, Voluntary and Charity sectors as well as attracting local and national media attention including TV. There has been no negative feedback at all on the programme to date and over £9000 was raised for charity.

Health 5.3.3 Special Needs in Pregnancy Service

Inverclyde’s Special Needs in Pregnancy Service (SNIPS) is an integrated Social Work and Health Service for pregnant women living in Inverclyde with special social or psychological


needs. The aim of the service is to identify potentially vulnerable babies as early as possible in pregnancy and to provide focused intervention. The service is targeted at pregnant women who:

Are dependant on drugs/ alcohol or are on methadone Have a history of psychiatric disorder Are experiencing emotional difficulties Have a learning or physical disability Have a history of self abuse, abusing other children or where there are children who are

looked after and accommodated Are very young, vulnerable or socially isolated Are experiencing domestic violence

By intervening at the earliest possible stage to provide family support and child protection measures when required, we are able to achieve the best possible outcomes for mother and baby.

5.3.4 Alcohol Related Brain Damage (ARBD) Initiative

Inverclyde’s Alcohol Related Brain Damage initiative is a new and imaginative project that enables individuals with Korsakoff Psychosis to live in the community. We developed 11 tenancies within a complex at 58 Regent Street, Greenock for 11 individuals with ARBD. The complex was specifically designed to meet the needs of people with Korsakoff Psychosis.

The overall aim of the service is to afford those with Korsakoff Psychosis to have as normal and secure a lifestyle as possible within their own tenancies. Individuals are empowered to live in the community and are provided with the support necessary to make this happen through the 21 housing support tasks. Individual care plans are developed for each tenant using a person centred process. The service is very much client centred, needs led and provides flexible care packages and appropriate support based on abstinence.

5.3.5 Home Detoxification Project

To help tackle alcohol related problems in Inverclyde, we established our Home Detoxification project in May 2003. The Project provides an opportunity to individuals who are reluctant to use mainstream services and those requiring a holistic response to their complex needs and multiple disadvantages. The project was set up to provide an intensive detoxification service and community based rehabilitation programme based on the assessed needs of the individual. The project relies on partnership working between the NHS, Social Work Services and the voluntary sector in providing an all encompassing service that draws upon the expertise of all the sectors.

The approach that we use moves away from traditional methods of working with people with alcohol problems. Our approach is not just about detoxification but it is about enabling the person to address the other issues in their life, which are contributing to their alcohol problems. For example, family relationships, other health related issues, loneliness or debt. By taking this approach we are helping people to remain well and reduce the chances of them returning to chronic drinking levels.

5.3.6 ‘Your Voice’, Inverclyde Community Care Forum

Through effective community engagement and a partnership approach, ‘Your Voice’, Inverclyde Community Care Forum (ICCF) has delivered an efficient, credible and trusted Network, evidenced through positive outcomes for service users and carers.


This voluntary/public sector partnership is between Inverclyde Council, Your Voice and associated Stakeholder Advisory Network. The partnership supports Inverclyde Council’s objective of having an inclusive approach to meeting the care needs of its community and to provide quality user led services.

‘Your Voice’ has made a difference in Inverclyde by ensuring decision makers take into account the needs of local people who use services, their carers and the wider community. In addition the partnership has worked to strengthen the capacity of the community to effectively engage in these processes.

The partnership has employed an inclusive approach to involving the community with a focus on ensuring hard to reach groups are supported and facilitated to actively participate in consultation.

Environment 5.3.7 Materials Recycling Facility

In 2005 Inverclyde Council transformed an empty shed into a building which is now one of the most advanced recycling centres in Scotland containing £½ million pounds of state-of-the-art equipment to sort recycling materials which arrive on site. This initiative has not only had a significant environmental impact enabling us to increase the amount of waste that we recycle but it has also enabled us to create 25 full time permanent posts in an area that suffers from particularly high rates of unemployment.

Our Materials Recycling Facility provides us with facilities in Inverclyde to sort the dry recyclates that we collect from our kerbside recycling schemes and our neighbourhood recycling points. The project has resulted in both environmental and economic benefits. We have reduced the amount of waste sent to landfill, reduced the Council’s carbon footprint and created employment and training opportunities for local people.

5.3.8 Cleaner, Greener Inverclyde Having a clean environment is a real priority for people living and working in the area. The

Council is committed to creating a high quality environment that is safe and attractive. The cleanliness of streets, the removal of fly-tipping and the disposal of waste all have a significant impact on people's quality of life.

The Council’s Cleaner, Greener, Safer and Stronger Campaign began in 2005 and works with individuals, groups and organisations to persuade them of the benefits of recycling and preserving our environment. The Initiative comprises a number of services aimed at tackling anti-social behaviour in its broadest sense including graffiti and chewing-gum removal, the provision of a clean-up service to remove fly-tipping and a Schools Anti-Litter Campaign.

Education ‘Firm Friends’ 5.3.9 ‘Firm Friends’ is the name given to a joint anti-sectarianism venture involving Earnhill

Primary School and Sacred Heart Primary School in Greenock, Inverclyde.

Earnhill is a non-denominational school and Sacred Heart a Roman Catholic school. Pupils at both schools aim to raise awareness of sectarian problems and show the rest of Scotland that children can be ‘firm friends’ no matter what religion they are.


Unlike other anti-sectarianism projects, ‘Firm Friends’ does not focus on educating children about different cultures and religion but instead seeks to highlight the right of every child to practice their own religion.

The project has been so successful that it is now being rolled out across all schools in Inverclyde and has also been awarded the prestigious One Scotland - Anti-Sectarianism award at the Scottish Education Awards earlier this year.

5.3.10 Education

National school leaver destinations figures for 2007 were published showing that Inverclyde has the 3rd highest positive destinations statistics in Scotland.

The Scottish Survey of Achievement stated “In the three authorities with the highest levels of deprivation, Inverclyde clearly stands out for its generally positive picture of attainment.” (SSA 2006)

National examination results for 2007 showed that our 4th year pupils are continuing to perform above the Scottish average as well as outperforming our group of comparator authorities (authorities with a range of similar socio-economic characteristics to Inverclyde).

Attendance figures in both primary and secondary schools are showing an improving trend. Representatives from Education Services have presented at national conferences and in doing so have shared Inverclyde’s good practice in working with those young people Not in Education, Employment or Training (NEET). Inverclyde schools continue to achieve a range of both local and national awards in key areas of the curriculum such as citizenship, eco-schools, enterprise and health promotion. The Arts Education Team within Inverclyde has made an excellent contribution to the development of young people’s confidence, self-esteem and creativity. A number of initiatives have greatly enhanced pupils’ learning experiences. Inverclyde Schools’ Concert Band received a Gold Award at the Scottish Heat of the National Concert Band Festival (NCBF) qualifying them for the National NCBF finals in April 2008. Inverclyde Schools’ Brass achieved a Bronze Award in the Intermediate Section of the Scottish Youth Band Championships, and Inverclyde’s Training Choir has been put through to the next round of BBC’s Radio 3’s Choir of the Year 2008 competition. The Recruit’ programme and Rainbow Centre’s healthy eating partnership with parents initiative “Eat, Skip and Smile” have both achieved a Bronze COSLA award. The Rainbow Nursery was commended by the MJ Local Government Achievement Awards 2008.

Community Safety 5.3.11 Integrating Community Safety and Anti Social Behaviour Services

The new Safer Communities Service formed in December 2006, which combined existing antisocial behaviour and community safety services and brought them together with complementary core council services such as environmental health, trading standards, and road safety has received national recognition and is now cited as an example of good practice in Scottish Government Guidance.


In addition to the benefits to joint working brought about by co-location, the service provides a one stop shop approach to the public partners and councillors in Inverclyde. It has already demonstrated advantages in facilitating partnership working and a smarter approach to using all available resources in tackling antisocial behaviour without sidelining important areas of community safety, such as accident and harm reduction. The service also supports and coordinates youth diversion and support activities throughout Inverclyde and has pioneered the local use of an intelligence led approach to detecting problems and assembling and deploying a range of services to tackle them.


5.4 Future Outlook Inverclyde is going through a period of considerable change with improvements taking place on a number of fronts. The planned improvements will be significant and will impact on the areas overall renewal. The development of Inverclyde’s Single Outcome Agreement is taking place at a time of opportunity in terms of the potential for economic growth and broader regeneration developments including significant investments for the waterfront from Port Glasgow to Greenock. This area will be boosted when the ambitious plans of River Clyde Homes and Riverside Inverclyde are fully realised. Some of the outputs they have identified are outlined below. Riverside Inverclyde Riverside Inverclyde is a £400million public/private sector initiative that will ultimately regenerate over four miles of waterfront in Inverclyde from Greenock to Port Glasgow. Examples of the impact that it will have on the area include: • new, modern business spaces will be provided that will support and accommodate new

business activity, • a range of housing, from affordable to luxury, will be created along the waterfront to

accommodate a range of different needs and opportunities, • improved leisure and tourism opportunities through the provision of new marinas, water and

sport activities. Over the next ten years it is expected that Riverside Inverclyde will create around 2,600 full time jobs and will effectively create a better living and working environment for the residents of Inverclyde. The work undertaken as part of the Riverside Inverclyde initiative will help to alter perceptions of the area, which is vital to ensure the sustainability of the area. It is thought that the project will bring over 4,500 new residents to the area, which will help to stem the population decline that Inverclyde has experienced over the past 20 years

It is estimated that the Annual Gross Value Added will be £90 Million. River Clyde Homes The transfer of Council Housing stock to River Clyde Homes will directly lead to: • The construction of 850 new homes for rent, • The construction of 150 new homes in partnership with local Housing Associations, • The construction of 200 ‘Homestake’ properties. This will help people on low incomes who

wish to own their home but who cannot afford to pay the full price for a house by allowing them to purchase on a shared equity basis.

• The renovation of approximately 5,000 houses to ensure Inverclyde’s housing stock meets the requirements of the Scottish Housing Quality Standard by 2015.

All of the above will greatly contribute towards the physical regeneration of the area. Along the waterfront old industrial sites are being cleared, new residential developments are being built with further leisure and retail facilities and opportunities being created. There are a number of private housing developments in Port Glasgow and Inverkip helping to change how the area looks.


Elsewhere, new housing, new and refurbished schools and areas for development are being established that will help further renew and regenerate Inverclyde and more importantly its communities. Since 2004, the Council has closed six Primary Schools and one secondary school, significantly reducing surplus capacity, refurbished six schools and partially refurbished or made improvements to a further six. Additionally two new nurseries have been provided. The Prudential schools project provides a new secondary, Inverclyde Academy, and a new primary school, Newark Primary School. This project will replace 2 secondary schools with one new school and three primary schools with one new school.

• Newark Primary School, capacity 595, completion May 2008 • Inverclyde Academy, capacity1100, completion October 2008

The public / private partnership project (PPP) will provide two new secondary schools and a further two primary schools. This will replace three existing secondary schools with two new schools and four existing primary schools with two new schools. This SOA reflects the commitments contained within the Community Plan which aims to ensure the area benefits from a further round of regeneration that will create much needed housing, employment and training opportunities. These regeneration and renewal efforts are designed to enable Inverclyde to fulfil its undoubted potential. Our vision for Inverclyde is ‘to create a confident, inclusive Inverclyde with safe, sustainable, healthy and caring communities, and a thriving, prosperous economy, where everyone is encouraged to achieve their potential and can make a positive contribution to the area.’ (Source: Inverclyde Corporate Plan 2007 – 2011, “An Ambitious, Confident Council”) Looking to the future we need to create an Inverclyde as a place which is characterised by:

• A prosperous economy, with access to jobs and everyone who is able to work in work, reducing levels of poverty and giving people improved opportunity and chances.

• A sustainable, stable, diverse population supporting the development of the area. • Sustainable, stronger and responsible communities, narrowing inequalities with better

opportunities for disadvantaged groups • A vibrant housing market that meets the needs of all residents with a mix of socially and

privately rented and owned housing. • A healthy population, with health inequalities between people who are better off and those

living in poverty reduced. We want people to live longer, healthier lives and take a more active role in keeping themselves healthy.

• A safe environment, where the levels of actual crime are reduced and people feel safe in their homes and out in the street.

• A green and attractive environment which people enjoy using, taking care of and respecting, with increased recycling and a reduction in waste production.

• A reduced carbon footprint, looking to use alternative technologies for producing energy in order to protect the environment, and create a sustainable future.

These local aspirations have been built into this SOA and they are very much consistent with the national outcomes highlighted by the Scottish Government. 5.4.1 Inverclyde’s SOA in the Context of the Greater Glasgow Metropolitan Area The SOA offers a real opportunity to work in both a collaborative strategic and focussed way with partners and the Government to address the particular challenges facing the Glasgow Metropolitan Area, of which Inverclyde is a part.


The Glasgow Metropolitan Area has particular characteristics that offer fertile ground for this SOA, particularly from a macro, strategic planning perspective. The area has the most challenging socio-economic climates, not just in Scotland but within the UK and Europe, in relation to issues such as employment levels, benefit dependencies, education, lifelong learning and health. Through organisations such as the Clyde Valley Community Planning Forum and its supporting framework, opportunities exist to address the area’s social and economic challenges and deliver real and lasting change. Along with other partners, Councils and the Scottish Government, we are committed to working collaboratively over the coming years to strengthen gap analysis supported by information which can be used to demonstrate that distinctive local and metropolitan challenges exist, particularly around employment, training, education/learning and health. Through this SOA there is a need to share best practice that addresses the area’s challenges and confirm which flexibilities and freedoms are required, particularly from the Scottish Government, in order to strengthen our approach.


6. Outcomes and Commitments

6.1 Inverclyde’s Local Strategic Outcomes for 2008/11 The overall purpose of this agreement is to narrow the opportunity gap that exists within parts of Inverclyde and between Inverclyde and the rest of Scotland. The specific aims of the SOA are to:

• Tackle poverty and deprivation • Achieve Social Justice • Promote Fairness and Equality • Improve the area’s Economic Performance • Develop Socially Inclusive Communities

To develop the SOA the Council looked first at what were the priority issues for Inverclyde, identified the key local priorities for delivery, and then looked at how these would contribute to the delivery of the national outcomes. The context set out in Chapter Five has informed the development of these local outcomes, which also flow from the work that has been completed in the development of the new Community Plan for Inverclyde. Community Engagement has underpinned the whole process. The eight local outcomes identified contribute to the majority of the fifteen national outcomes, with no direct correlation to two of the outcomes, as explained at the end of the tables which follow. Delivered as a whole, this SOA will contribute to all the national outcomes and purpose targets, as identified by the Scottish Government. This SOA sets out, at a strategic level, what has been identified as the key priorities for Inverclyde, in line with the national outcomes. The detail of how these will be delivered sits within a variety of plans across all the bodies delivering services in Inverclyde. Based on a range of factors including local evidence, knowledge of the area, partner experience and the priorities and aspirations of the local community the following local strategic outcomes have been established:

1. Inverclyde’s population is stable with a good balance of socio-economic groups. 2. Communities are stronger, responsible and more able to identify, articulate and take

action on their needs and aspirations to bring about an improvement in the quality of community life.

3. The area’s economic regeneration is secured. 4. Economic activity in Inverclyde is higher, and skills development enables both those in

work and those furthest from the labour market to realise their full potential. 5. The health of local people is improved, combating health inequality and promoting

healthy lifestyles. 6. A positive culture change will have taken place in Inverclyde in attitudes to alcohol,

resulting in fewer associated health problems and reduced crime rates. 7. All our young people have the best start in life. 8. Inverclyde is a place where people want to live now whilst at the same time

safeguarding the environment for future generations.


National Outcomes Local Outcomes

2. We realise our full economic potential with more and better employment opportunities for our people.

3. The area’s economic regeneration is secured.

4. Our young people are successful learners, confident individuals, effective contributors and responsible citizens.

7. All our young people have the best start in life.

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


1. We live in a Scotland that is the most attractive place for doing business in Europe.

4. Economic activity in Inverclyde is higher, and skills development enables both those in work and those furthest from the labour market to realise their full potential.

3. We are better educated, more skilled and more successful, renowned for our research and innovation.


3. The area’s economic regeneration is secured.


6. We live longer, healthier lives. 5. The health of local people

is improved, combating health inequality and promoting healthy lifestyles.

6. A positive culture change will have taken place in Inverclyde in attitudes to alcohol, resulting in fewer associated health problems and reduced crime rates.

7. We have tackled the significant inequalities in Scottish society.

2. Communities are stronger, responsible and more able to identify, articulate and take action on their needs and aspirations to bring about an improvement in the quality of community life.

8. We have improved the life chances for children, young people and families at risk.

5. The health of local people is improved, combating health inequality and promoting healthy lifestyles.




9. We live our lives safe from crime, disorder and danger.




1. Inverclyde’s population is stable with a good balance of socio-economic groups.

10. We live in well-designed, sustainable places where we are able to access the amenities and services we need.



11. We have strong, resilient and supportive communities where people take responsibility for their own actions and how they affect others.


8. Inverclyde is a place where people want to live now whilst at the same time safeguarding the environment for future generations.

12. We value and enjoy our built and natural environment and protect it and enhance it for future generations.


14. We reduce the local and global environmental impact of our consumption and production.

All Local Outcomes 15. Our public services are high quality, continually improving, efficient and responsive to local people’s needs


c-Inverclyde FINAL SOA-v1-070708.doc 33

6.2 Linkages Between Local and National Outcomes There is a close synchronisation between our local outcomes and particular national outcomes. Considerable effort has been make to ensure the outcomes determined are rooted in and reflect Inverclyde’s local context. National Outcome Local SOA Outcome Community Plan link/

Corporate Plan Link 1 We live in a Scotland that

is the most attractive place for doing business in Europe.

3

The area’s economic regeneration is secured.

Community Plan Inverclyde has a thriving business community, with better support, and a good small to medium enterprise start up and sustainability rate. Corporate Plan A Thriving, Diverse, Local Economy.

2 We realise our full economic potential with more and better employment opportunities for our local people.

3 4

The area’s economic regeneration is secured. Economic activity in Inverclyde is higher, and skills development enables both those in work and those furthest from the labour market to realise their full potential.

Community Plan Inverclyde has a thriving business community, with better support, and a good small to medium enterprise start up and sustainability rate. Everyone who is able to work can access job opportunities, developing skills to progress while in work, and support is available for those furthest from the labour market. Corporate Plan Educated, Informed, Responsible Citizens. A Thriving, Diverse, Local Economy.

3 We are better educated, more skilled and more successful, renowned for our research and innovation

4 Economic activity in Inverclyde is higher, and skills development enables both those in work and those furthest from the labour market to realise their full potential.

Community Plan Everyone who is able to work can access job opportunities, developing skills to progress while in work, and support is available for those furthest from the labour market. Corporate Plan Educated, Informed, Responsible Citizens. A Thriving, Diverse, Local Economy.

SOA-do

SOA-do

National Outcome


Local SOA Outcome Community Plan link/ Corporate Plan Link

4 Our young people are successful learners, confident individuals, effective contributors and responsible citizens.

7 All our young people have the best possible start in life

Community Plan All outcomes Corporate Plan Educated, Informed, Responsible Citizens.

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

7 All our young people have the best possible start in life

Community Plan All outcomes Corporate Plan Educated, Informed, Responsible Citizens.

6 We live longer, healthier lives

5 6

The health of local people is improved, combating health inequality and promoting healthy lifestyles. A positive culture change will have taken place in Inverclyde in attitudes to alcohol, resulting in fewer associated health problems and reduced crime rates.

Community Plan The health, including mental health and wellbeing, of people in Inverclyde is improved, combating health inequality and promoting healthy lifestyles. A positive culture change will have taken place in Inverclyde in attitudes to alcohol, resulting in fewer associated health problems and reduced crime rates. Corporate Plan Healthy, Caring Communities. Safe, Sustainable Communities

7 We have tackled the significant inequalities in Scottish society.

2

Communities are stronger, responsible and more able to identify, articulate and take action on their needs and aspirations to bring about an improvement in the quality of community life

Community Plan Communities are more able to identify, articulate and take action on their needs and aspirations, but are also able to take responsibility for their communities and accessing the opportunities available to them, bringing about an improvement in the quality of community life in Inverclyde. Corporate Plan Educated, Informed, Responsible Citizens.

SOA-do

National Outcome



8 We have improved life chances, for children, young people and families.

5 6 7

The health of local people is improved, combating health inequality and promoting healthy lifestyles. A positive culture change will have taken place in Inverclyde in attitudes to alcohol, resulting in fewer associated health problems and reduced crime rates. All our young people have the best possible start in life

Community Plan The health, including mental health and wellbeing, of people in Inverclyde is improved, combating health inequality and promoting healthy lifestyles. A positive culture change will have taken place in Inverclyde in attitudes to alcohol, resulting in fewer associated health problems and reduced crime rates. Corporate Plan Healthy, Caring Communities. Safe, Sustainable Communities Educated, Informed, Responsible Citizens.

9 We live our lives safe from crime, disorder and danger.

6 A positive culture change will have taken place in Inverclyde in attitudes to alcohol, resulting in fewer associated health problems and reduced crime rates.

Community Plan A positive culture change will have taken place in Inverclyde in attitudes to alcohol, resulting in fewer associated health problems and reduced crime rates. Corporate Plan Healthy, Caring Communities. Safe, Sustainable Communities

10 We live in well designed sustainable places, where we are able to access the amenities and services we need.

1 Inverclyde’s population is stabilised with a good balance of socio-economic groups.

Corporate Plan Safe, Sustainable Communities. A Thriving, Diverse, Local Economy. Community Plan Communities are more able to identify, articulate and take action on their needs and aspirations, but are also able to take responsibility for their communities and accessing the opportunities available to them, bringing about an improvement in the quality of community life in Inverclyde.

11 We have strong, resilient and supportive communities where people take responsibility for their

1

Inverclyde’s population is stabilised with a good balance of socio-economic groups. Communities are stronger, responsible and more able to identify, articulate and

Corporate Plan Safe, Sustainable Communities. A Thriving, Diverse, Local Economy. Community Plan

SOA-do

National Outcome



own actions and how they affect others.

2 take action on their needs and aspirations to bring about an improvement in the quality of community life

Communities are more able to identify, articulate and take action on their needs and aspirations, but are also able to take responsibility for their communities and accessing the opportunities available to them, bringing about an improvement in the quality of community life in Inverclyde. Corporate Plan Educated, Informed, Responsible Citizens.

12 We value and enjoy our built and natural environment and protect it and enhance it for future generations.

1 8

Inverclyde’s population is stabilised with a good balance of socio-economic groups. Inverclyde is a place where people want to live now whilst at the same time safeguarding the environment for future generations.

Community Plan Inverclyde’s environment is protected and enhanced for future generations, with one of the lowest carbon footprints per capita of any local authority area in Scotland. Corporate Plan Safe, Sustainable Communities. A Thriving, Diverse, Local Economy.

13 We take pride in a strong, fair and inclusive national identity.

Given the issues which are prevalent in the area it was agreed that the Inverclyde SOA would not directly address this particular national outcome. The successful delivery of all the local outcomes set out in this SOA will contribute to the delivery of this national outcome. (See comment below).

14 We reduce the local and global environmental impact of our consumption and production.

8 Inverclyde is a place where people want to live now whilst at the same time safeguarding the environment for future generations.

Community Plan Inverclyde’s environment is protected and enhanced for future generations, with one of the lowest carbon footprints per capita of any local authority area in Scotland. Corporate Plan Safe, Sustainable Communities.

15 Our public services are high quality, continually improving, efficient and responsive to local people’s needs.

This outcome underpins everything that will be delivered in this SOA, and is not specifically mentioned as through the delivery of all the other outcomes all our services will develop in quality and efficiency. Reference is made in Appendix One as to how the Council is

Corporate Plan A Modern, Innovative Organisation



working to deliver this outcome, and it is a core outcome in the Corporate Plan. Our efficiency statements set out how we will make efficiencies, our community engagement processes set out how we will involve communities in the development of services to make them more responsive, and our Organisational Development Plan sets out how we will continually improve the delivery of services.

SOA-do

National Outcome

National Outcome 13 13. We take pride in a strong, fair and inclusive national identify Given the issues regarding poverty and deprivation in the Inverclyde area the SOA development group felt that it would rather focus on the local outcomes which will make the biggest difference to improving the quality of life for local communities. Our ongoing work regarding Art and Culture will support the delivery of this outcome, but it was not felt necessary to reflect it in this higher level, strategic document. Inverclyde Council are not ignoring the delivery of the outcome and this is reflected in Appendix One, and in the Council’s Corporate and Directorate Plans. Additionally the Council felt that it would be difficult to measure this outcome without significant investment in consultation and engagement with the communities of Inverclyde, which it cannot make at this time, which we do not feel it is appropriate to prioritise at this time. The Council feel that the activities identified in relation to outcomes 4, 7 and 11 which specifically contribute to community cohesion, and can be better measured, will contribute to the delivery of this outcome. Cross Cutting Nature of Outcomes Each of the national and local outcomes are cross cutting in nature, with particularly health, alcohol, employability and social regeneration/area renewal featuring as an aspect of all outcomes. In order to keep the following templates as concise as possible we have not included these local outcomes and their associated indicators in every template, but understand that each outcome cannot be delivered without consideration of many others.


1. We live in a Scotland that is the most attractive place for doing business in Europe.

3. The area’s economic regeneration is secured

National Outcome 1


National Outcome 1 We live in a Scotland that is the most attractive place for doing business in Europe. Local Context The area of Inverclyde has been subject to a process of significant de-industrialisation which has shifted economic activity from the traditional industries of shipbuilding and heavy engineering towards the public and service sectors. Employment is more reliant on the manufacturing sector than Scotland as a whole, and many jobs are in low skill areas. However manufacturing employment has decreased by around 40% since 1999. The economic base continues to be narrow and dependent on the electronics and call centre industries as a source of employment. The area is also highly reliant on large companies for employment. Currently 60% of all jobs in the area are located in large sized companies. This results in the local economy being particularly susceptible to downturns. In addition, Inverclyde has 12% fewer smaller companies than Scotland as a whole, but it has 10% more of larger companies. Current rates of business density are around half the Scottish average. Local Outcome

3. The area’s economic regeneration is secured Relevant Indicators Frequency / Type / Source Baseline

(2006/07) Local Targets & Timescales

% of population living in poverty (Indicator 10: Decrease the proportion of individuals living in poverty)

Bi-annual /objective / SIMD 35% 32% by 2010

National Indicator 2: Increase the business start-up rate

http://www.berr.gov.uk/bbf/enterprise-smes/research-and-statistics/statistics/page38563.htmlhttp://www.scotland.gov.uk/Resource/Doc/982/0054679.pdf SLIMS

145 VAT registrations in 2006 Company Birth Rates 2006, 2.14 per 1000 of adult population No of businesses per head per 1000 population = 18.6

Achieve West of Scotland average by 2011

Levels of Business density SLIMS http://www.slims.org.uk/LocalProfiles.asp?area=Inverclyde

23 per 1000 population Increase in levels of business density

Indicator 13: Increase the social economy turnover

Social Economy Skills Strategy, Renfrewshire, Inverclyde and East Renfrewshire Local Social Economy Partnership.

Approx 77 social economy orgs based in Inverclyde, approx 5% of the workforce

Increase in the social economy turnover

Employment rates in key employment sectors


Soc 2000 major group 1-3 = 13500 Soc 2000 major group 4-5 = 7800

Increase in employment rates in key employment sectors

SOA-do








SOA-do

Relev


ant Indicators Frequency / Type / Source Baseline (2006/07)

Local Targets & Timescales

Soc 2000 major group 6-7 = 7100 Soc 2000 major group 8-9 = 7600 (click weblink for explanations)

Employees in employment SLIMS, annual 30307 people 2006 Increase in employees in employment Resident Employment SLIMS, annual 35200 people 2007 Increase in residents in employment Sectoral composition of employers in the area

https://www.nomisweb.co.uk/reports/lmp/la/2038432138/report.aspx#tabempocc

Manufacturing = 2200 Construction = 700 Distribution, hotels and restaurants = 6000 Transport and Communications = 1900 Finance, IT, other business activities = 5900 Public admin, education and health = 12200 Other services = 1400

Wider variety of sectoral composition of employers in the area

Job Density https://www.nomisweb.co.uk/reports/lmp/la/2038432138/report.aspx#tabempocc

0.70 (2005) Increase in levels of job density towards Scottish density of 0.84

Community Benefits in procurement

Local data TBA Penetration as per SDP

Levels of employer engagement Local data TBA 40% active engagement in all categories Business satisfaction with local area Local surveys TBA Increase in business satisfaction with local

area No of suitable accommodation/ premises for businesses

Local data 2 10

Required Actions/commitment by local partners for these outcomes

• Develop a diversification strategy with emphasis on attracting or developing business with high growth potential to strengthen the economic base.

• Develop series of employer ‘buddies’ for large employers in the area to help meet and develop their business needs and make links into communities.

Scottish Government required action/commitment to support delivery of local outcome

• Flexibility within planning to enable faster turnaround regarding reuse and development of brownfield sites

Plans/Strategies which support this outcome:

• Business Gateway • Local Social Economy Partnership • River Clyde Homes Business Plan • Riverside Inverclyde Business Plan • Local Economic Regeneration Strategy







3. The area’s economic regeneration is secured


National Outcome 2


National Outcome 2 We realise our full economic potential with more and better employment opportunities for our local people. Local Context The area of Inverclyde has been subject to a process of significant de-industrialisation which has shifted economic activity from the traditional industries of shipbuilding and heavy engineering towards the public and service sectors. Employment is more reliant on the manufacturing sector than Scotland as a whole, and many jobs are in low skill areas. However manufacturing employment has decreased by around 40% since 1999. The economic base continues to be narrow and dependent on the electronics and call centre industries as a source of employment. The area is also highly reliant on large companies for employment. Currently 60% of all jobs in the area are located in large sized companies. This results in the local economy being particularly susceptible to downturns. In addition, Inverclyde has 12% fewer smaller companies than Scotland as a whole, but it has 10% more of larger companies. Current rates of business density are around half the Scottish average. Partly as a consequence of a declining population and as a direct result of industrial restructuring, Inverclyde has not been good at creating new jobs. Between 1999 and 2002 the area lost around 2% of its employment while Scotland as a whole increased employment levels by nearly 2%. The area suffers from particularly high levels of unemployment. Unemployment in the area currently stands at 3.8% compared with 2.6% nationally. Local unemployment rates are higher in certain areas of Greenock and Port Glasgow and currently these show signs of increasing, particularly in Greenock. Household incomes are lower than the national average and the area has above the average levels of benefit dependency. A significant number of local people are benefit dependent. The need to create an environment which supports people to move from benefit dependency to employment is critical for the future success of the area. Many unemployed people live in or come from workless households where generations of the family have been unemployed. This leads to negative perceptions of working and has resulted in adoption of negative role models and detachment from the labour market. Local Outcome 3. The area’s economic regeneration is secured 4. Economic activity in Inverclyde is higher, and skills development enables both those in work and those furthest from the labour market to realise their full potential. Relevant Indicators Frequency / Type / Source Baseline


% of population living in poverty (Indicator 10: Decrease the proportion of individuals living in poverty)

Bi-annual /objective / SIMD 35% 32% 2010

National Indicator 2: Increase the business start-up rate

http://www.berr.gov.uk/bbf/enterprise-smes/research-and-statistics/statistics/page38563.htmlhttp://www.scotland.gov.uk/Resource/Doc/982/0054679.pdf SLIMS

145 VAT registrations in 2006 Company Birth Rates 2006, 2.14 per 1000 of adult population No of businesses per head per 1000

Achieve West of Scotland average by 2011

SOA-do







Relevant Indicators Frequency / Type / Source Baseline (2006/07)


population = 18.6 Levels of Business density http://www.slims.org.uk/LocalProfiles.asp?area

=Inverclyde 23 per 1000 population Increase in levels of business density

Employees in employment SLIMS, annual 30307 people 2006 Increase in employees in employment Resident Employment SLIMS, annual 35200 people 2007 Increase in residents in employment Indicator 13: Increase the social economy turnover

Social Economy Skills Strategy, Renfrewshire, Inverclyde and East Renfrewshire Local Social Economy Partnership.

Approx 77 social economy orgs based in Inverclyde, approx 5% of the workforce

Increase in the social economy turnover

Employment rates in key employment sectors


Soc 2000 major group 1-3 = 13500 Soc 2000 major group 4-5 = 7800 Soc 2000 major group 6-7 = 7100 Soc 2000 major group 8-9 = 7600 (click weblink for explanations)

Increase in employment rates in key employment sectors.

Sectoral composition of employers in the area


Manufacturing = 2200 Construction = 700 Distribution, hotels and restaurants = 6000 Transport and Communications = 1900 Finance, IT, other business activities = 5900 Public admin, education and health = 12200 Other services = 1400

Wider variety of sectoral composition of employers in the area

Job Density https://www.nomisweb.co.uk/reports/lmp/la/2038432138/report.aspx#tabempocc

0.70 (2005) Increase in levels of job density towards Scottish density of 0.84

Community Benefits in procurement

Local data TBC Penetration as per SDP

Levels of employer engagement Local data TBC 40% active engagement in all categories Business satisfaction with local area Local surveys TBC Increase in business satisfaction with local

area No of suitable accommodation/ premises for businesses

Local data 2 10

Reduction in Incapacity, JSA and LP Benefit rates

http://www.scotland.gov.uk/Resource/Doc/933/0056425.xls

11200 claimants 9200 claimants by 2011

No of unfilled vacancies

Job Centre Plus ONS Crown Copyright Reserved [from Nomis on 16 June 2008] Monthly

638 (May 2008) Reduced no of unfilled vacancies, particularly those unfilled for longer than 13 weeks.

Locally Relevant Indicator 4: Median earnings in £s for residents living in the local authority area who are employed


£381.7 weekly pay West of Scotland average by 2011

No of people accessing formal/ national training places

Scottish Enterprise Renfrewshire James Watt College

Skillseeker places Modern apprenticeship places Get Ready for Work

Increase in No of people accessing formal/ national training places

SOA-do

http://www.slims.org.uk/LocalProfiles.asp?area=Inverclyde

http://www.slims.org.uk/LocalProfiles.asp?area=Inverclyde













Adult Apprenticeships Participant in JWC courses v places available All TBC

No of people involved in Life Long Learning CLD Annual Report Adults 2142 Young People 12803

Increase in No of people involved in Life Long Learning

National Indicator 30: Reduce no of working age people with severe literacy and numeracy problems

CLD Annual Report Adult Literacy participants 514 Reduction in no of working age people with severe literacy and numeracy problems


• Develop a diversification strategy with emphasis on attracting or developing business with high growth potential to strengthen the economic base.

• Develop series of employer ‘buddies’ for large employers in the area to help meet and develop their business needs and make links into communities.

• Develop range and quality of skills in the local workforce • Promote increased sense of self confidence and self worth through education and training opportunities • Increase modern apprenticeships and Skillseekers places across partner organisations • Positive inclusion, - through active labour market measures, - of those individuals and groups who experience barriers to participation

in the workforce, for example;- those with learning disabilities; those who experience mental health problems; those recovering from addiction.

• Target most entrenched inequalities in employment and use public procurement and commissioning positively to increase opportunities for employment and employability, support local organisations to diversify.

• Increased labour market participation by those most marginalised and disadvantaged. • Tackle stigma and discrimination associated with long-term unemployment and increase opportunities for education, training and

employment. • Increase capacity of voluntary and community organisations to develop social enterprises and pre access to employment

opportunities. • Increase initiatives for hard to reach groups. • First steps/confidence building/return to learning programmes for adults • Personal development/confidence building and accredited core skills programmes for adults and young people • Increase support for Adult literacy and numeracy and Youth Literacies • English for Speaker of other languages (ESOL) provision • Develop range and quality of skills in the local workforce


Flexibility within planning to enable faster turnaround regarding reuse and development of brownfield sites


• Business Gateway • Local Social Economy Partnership • River Clyde Homes Business Plan


• Riverside Inverclyde Business Plan • Local Economic Regeneration Strategy

• Inverclyde Community Planning Partnership, Employability Action Plan (NEET), 2006 – 2008 • Workforce Plus: Inverclyde Employability Action Plan, http://www.inverclyde.gov.uk/workforceplus/GeneralR.aspx?id=26&catid=1602 • James Watt College More Choices, More Chances Action Plan • Job Centre Plus • Careers Scotland/Skills Development Scotland Initiatives to support this outcome: • More Choices More Chances Partnership • Workforce Plus Partnership • Community Learning and Development Strategy


http://www.inverclyde.gov.uk/workforceplus/GeneralR.aspx?id=26&catid=1602

National Outcome 3


3. We are better educated, more skilled and more successful, renowned for our research and innovation.


National Outcome 3 We are better educated, more skilled and more successful, renowned for our research and innovation Local Context Partly as a consequence of a declining population and as a direct result of industrial restructuring, Inverclyde has not been good at creating new jobs. Between 1999 and 2002 the area lost around 2% of its employment while Scotland as a whole increased employment levels by nearly 2%. The area suffers from particularly high levels of unemployment. Unemployment in the area currently stands at 3.8% compared with 2.6% nationally. Local unemployment rates are higher in certain areas of Greenock and Port Glasgow and currently these show signs of increasing, particularly in Greenock. Household incomes are lower than the national average and the area has above the average levels of benefit dependency. A significant number of local people are benefit dependent. The need to create an environment which supports people to move from benefit dependency to employment is critical for the future success of the area. Many unemployed people live in or come from workless households where generations of the family have been unemployed. This leads to negative perceptions of working and has resulted in adoption of negative role models and detachment from the labour market. Local Outcome 4. Economic activity in Inverclyde is higher, and skills development enables both those in work and those furthest from the labour market to realise their full potential. Relevant Indicators Frequency / Type / Source Baseline




11200 9200 by 2010

No of unfilled vacancies

Job Centre Plus ONS Crown Copyright Reserved [from Nomis on 16 June 2008] Monthly

638 (May 2008) Reduced no of unfilled vacancies, particularly those unfilled for longer than 13 weeks.

Locally Relevant Indicator 4: Median earnings in £s for residents living in the local authority area who are employed


£381.7 weekly pay West of Scotland average by 2011

No of people accessing formal/ national training places

Scottish Enterprise Renfrewshire James Watt College

Skillseeker places Modern apprenticeship places Get Ready for Work Adult Apprenticeships Participant in JWC courses v places available All TBC

Increase in No of people accessing formal/ national training places

No of people involved in Life Long Learning CLD Annual Report Adults 2142 Young People 12803

Increase in No of people involved in Life Long Learning








Percentage and Number of children attending publicly funded schools and achieving appropriate levels for stages 5-14.3

Attainment data from Education Services, SEEMIS

2007-2008 Maths Primary = 87.3%, 3001 pupils Secondary = 62.7%, 587 pupils Reading Primary = 86.6%, 2975 Secondary = 64.5%, 604 pupils Writing Primary = 78.7%, 2705 pupils Secondary = 52.2%, 489 pupils

To raise achievement and attainment (including the lowest performing 20% of pupils)

Educational tariff scores for each quintile of S4 school pupils

STACs data (national) Fyfe Analysis data (local) http://www.scotland.gov.uk/Topics/Statistics/Browse/School-Education/PubSQAResults

Pre-appeal: Quintile 1 - 15% Quintile 2 - 24% Quintile 3 - 23% Quintile 4 - 21% Quintile 5 - 16%

To raise achievement and attainment (including the lowest performing 20% of pupils) – June 2008

Number of young people participating in youth work programmes

CLD Annual Report

12,803

To increase number of young people participating in youth work programmes by 10% annually to 2011

National Indicator 30: Reduce no of working age people with severe literacy and numeracy problems

CLD Annual Report Adult Literacy participants 514

Reduction in no of working age people with severe literacy and numeracy problems


• Develop range and quality of skills in the local workforce. • Promote increased sense of self confidence and self worth through education and training opportunities. • Increase modern apprenticeships and Skillseekers places across partner organisations. • Positive inclusion, - through active labour market measures, - of those individuals and groups who experience barriers to participation in

the workforce, for example;- those with learning disabilities; those who experience mental health problems; those recovering from addiction.

• Target most entrenched inequalities in employment and use public procurement and commissioning positively to increase opportunities for employment and employability, support local organisations to diversify.

• Increased labour market participation by those most marginalised and disadvantaged.

3 ‘Achieved’ means pupils achieving Level A by P3, Level B by P4, Level C by P6, Level D by P7 and Level E by S2. Total include these figures only.


http://www.scotland.gov.uk/Topics/Statistics/Browse/School-Education/PubSQAResults




• Tackle stigma and discrimination associated with long-term unemployment and increase opportunities for education, training and employment.

• Increase capacity of voluntary and community organisations to develop social enterprises and pre access to employment opportunities. • Increase initiatives for hard to reach groups. • First steps/confidence building/return to learning programmes for adults. • Personal development/confidence building and accredited core skills programmes for adults and young people. • Increase support for Adult literacy and numeracy and Youth Literacies. • English for Speaker of other languages (ESOL) provision. Develop range and quality of skills in the local workforce.


Initiatives to support this outcome: • More Choices More Chances Partnership • Workforce Plus Partnership Plans/Strategies which support this outcome: • Inverclyde Community Planning Partnership, Employability Action Plan (NEET), 2006 – 2008 • Workforce Plus: Inverclyde Employability Action Plan, http://www.inverclyde.gov.uk/workforceplus/GeneralR.aspx?id=26&catid=1602 • James Watt College More Choices, More Chances Action Plan • Job Centre Plus • Careers Scotland/Skills Development Scotland


http://www.inverclyde.gov.uk/workforceplus/GeneralR.aspx?id=26&catid=1602

National Outcome 4

4. Our young people are successful learners, confident

individuals, effective contributors and responsible citizens.



National Outcome 4 Our young people are successful learners, confident individuals, effective contributors and responsible citizens. Local Context Child poverty is still a major issue for Scotland as a whole. Inverclyde, with a large number of SIMD data zones, needs to ensure that children and young people living in poverty are supported, particularly vulnerable young people (including looked after and accommodated children). In Inverclyde there is a range of services and initiatives that aim to tackle poverty, many of which impact on the circumstances of children, young people and families, including financial inclusion, Working for Families, More Choices, More Chances, Homelessness, Children and Young People with Additional Support Needs, Vulnerable children and young people are identified and supported throughout nursery, primary and secondary schooling through a staged intervention process involving key partner agencies where required. The transfer of information between sectors ensures continuity in meeting the needs of children and young people throughout their school career (3-18). Surestart developments aim to support families with very young children to ensure they have the best possible start in life. Services have been developed to meet the diverse needs of children and families across Inverclyde and include nursery provision for children aged 0-3 years, family support workers, daycare provision and additional support needs workers. This session, a pilot ‘Nurture Group’ initiative is underway involving a targeted group of vulnerable young children and their families. A multi-agency approach is focusing on supporting the emotional and social development of these targeted children to help them succeed as learners. Through ‘A Curriculum for Excellence’ children and young people will be given the best possible chance to realise their potential for a successful future. The aspiration is for all children and young people to develop their capacities as successful learners, confident individuals, responsible citizens and effective contributors. The focus on learning environments, experiential learning and opportunities to develop employability and core skills within Inverclyde educational establishments contribute to meeting these aspirations. Local Outcome

7. All our young people have the best possible start in life Relevant Indicators Frequency / Type / Source Baseline


National Indicator 10: Decrease the proportion of individuals living in poverty

Every two years/ SIMD datazones in top 15% most deprived

43 datazones Reduce number of datazones in Inverclyde in top 15%

National Indicator 16: Increase healthy life expectancy at birth in the most deprived areas

Annual/Life expectancy for administrative areas/ GROS website

Inverclyde is ranked as 30th among the 32 local authorities in Scotland for

Increase healthy life expectancy at birth in the most deprived areas





life expectancy at birth

Number of Children (aged 0-15) dependent on a recipient of Income Support and Job Seekers Allowance


15850 (SIMD 2006) Reduction in the no of children dependent on a recipient of IS and JSA.

Proxy measure – no. of people income deprived in Inverclyde Reduction in Incapacity, JSA and LP Benefit rates


10600 (May 2007) 9200 by 2010

Uptake of child trust fund Financial Inclusion Annual Report 66% Increase uptake of child trust fund No of school children receiving financial education in schools

Education Services, Inverclyde Council All Port Glasgow Schools by end June 2007

Expand financial education project to cover all Inverclyde Schools

% of vulnerable school leavers going into employment, education or training (e.g. looked after and accommodated children, children )

School leavers destination statistics 91.4% To increase the % of positive school leaver destinations of vulnerable children






STACs data (national) Fyfe Analysis data (local)

Pre-appeal: Quintile 1 - 15%















Quintile 2 - 24% Quintile 3 - 23% Quintile 4 - 21% Quintile 5 - 16%


CLD Annual Report

12,803


% of primary school children with no sign of dental disease

Children’s Dental Health Survey Will be included at Community Health Partnership level in the new Health Profiles in June 2008

Argyll and Clyde 2004/5, 48.5% 11 yr olds

increase % of primary school children with no sign of dental disease

% of low birth weight babies http://www.sns.gov.uk/Reports/Report.aspx?ReportId=2&AreaTypeId=LA&AreaId=280

28.19 per 1000 live singleton births (2003-2005)

Reduction in % of low birth weight babies

% of breast fed babies at 6 weeks http://www.sns.gov.uk/Reports/Report.aspx?ReportId=2&AreaTypeId=LA&AreaId=280

25% 33.3% newborn children exclusively breast fed at 6 -8 weeks.

No of young people attending sexual health clinics

Inverclyde Community Health Partnership 2361 Increase no of young people attending sexual health clinics

National Indicator 14: Reduce the rate of increase in proportion of children with BMI outwith healthy range by 2018

Child Health Surveillance School programme

9% of 3-4 year olds and 15% of S3 pupils were classed as obese in 2001. 29% of girls and 18% of boys were overweight in 2001. 20% of girls and 5% of boys were classified as obese in 2001.

Reduce the rate of increase in proportion of children with BMI outwith healthy range by 2018

No of teenage pregnancies Community Health and Wellbeing Profile for Inverclyde, Feb 2008, Glasgow Centre for Population Health

235 Reduce by 20% the pregnancy rate (per 1000 population) in under 16 year olds from 8.5 in 1995 to 6.8 in 2010. Reduce the teenage pregnancy rate (per 1,000 population) of under 16 years olds in the most deprived areas by 33.3%, from 10.2 in 2000/2 to 6.8 in 2007/9


See Integrated Children’s Services Plan (currently under renewal for 2008/11)











Continued funding and guidance to support implementation of ‘A Curriculum for Excellence’ and other associated national initiatives.

Initiatives to support this outcome: • Integrated Children’s Services Plan • How Good is Our School? • How Good is our Community Learning and Development? • Curriculum for Excellence • More Choices, More Chances • Looked After and Accommodated Children and Young People • Working for Families • Inverclyde Financial Inclusion Partnership • Child Trust Fund • Money Matters • Workforce Plus • Financial Fitness • Child Protection Procedures Plans/Strategies which support this outcome: • Inverclyde Financial Inclusion Partnership Performance Report 2007 • Child Trust Fund Annual Report for 2007 • Joint Health Improvement Plan • MCMC Action Plan • Workforce Plus Action Plan • Choose Life Strategy • Financial Inclusion Strategy


National Outcome 5




National Outcome 5 Our children have the best start in life and are ready to succeed. Local Context Child poverty is still a major issue for Scotland as a whole. Inverclyde, with a large number of SIMD data zones, needs to ensure that children and young people living in poverty are supported, particularly vulnerable young people (including looked after and accommodated children). In Inverclyde there is a range of services and initiatives that aim to tackle poverty, many of which impact on the circumstances of children, young people and families, including financial inclusion, Working for Families, More Choices, More Chances, Homelessness, Children and Young People with Additional Support Needs, Vulnerable children and young people are identified and supported throughout nursery, primary and secondary schooling through a staged intervention process involving key partner agencies where required. The transfer of information between sectors ensures continuity in meeting the needs of children and young people throughout their school career (3-18). Surestart developments aim to support families with very young children to ensure they have the best possible start in life. Services have been developed to meet the diverse needs of children and families across Inverclyde and include nursery provision for children aged 0-3 years, family support workers, daycare provision and additional support needs workers. This session, a pilot ‘Nurture Group’ initiative is underway involving a targeted group of vulnerable young children and their families. A multi-agency approach is focusing on supporting the emotional and social development of these targeted children to help them succeed as learners. Through ‘A Curriculum for Excellence’ children and young people will be given the best possible chance to realise their potential for a successful future. The aspiration is for all children and young people to develop their capacities as successful learners, confident individuals, responsible citizens and effective contributors. The focus on learning environments, experiential learning and opportunities to develop employability and core skills within Inverclyde educational establishments contribute to meeting these aspirations. Local Outcome 7. All our young people have the best possible start in life Relevant Indicators Frequency / Type / Source Baseline


National Indicator 10: Decrease the proportion of individuals living in poverty


43 Reduce number of datazones in Inverclyde in top 15% of Scottish Index of Multiple Deprivation


Annual/Life expectancy for administrative areas/ GROS website http://www.gro-scotland.gov.uk/statistics/publications-and-

Inverclyde is ranked as 30th among the 32 local authorities in Scotland for life expectancy at birth







data/life-expectancy/life-expectancy-for-administrative-areas-2004-2006/index.html

Number of Children (aged 0-15) dependent on a recipient of Income Support and Job Seekers Allowance Proxy measure – no. of people income deprived in Inverclyde





10600 (May 2007) 9200 by 2010




% of vulnerable school leavers going into employment, education or training (e.g. looked after and accommodated children, children)







STACs data (national) Fyfe Analysis data (local) http://www.scotland.gov.uk/Topics/Statistics/Bro

Pre-appeal: Quintile 1 - 15% Quintile 2 - 24% Quintile 3 - 23%













wse/School-Education/PubSQAResults Quintile 4 - 21% Quintile 5 - 16%


CLD Annual Report

12,803


















235 Reduce by 20% the pregnancy rate (per 1000 population) in under 16 year olds from 8.5 in 1995 to 6.8 in 2010. Reduce the teenage pregnancy rate (per 1,000 population) of under 16 years olds in the most deprived areas by 33.3%, from 10.2 in 2000/2 to 6.8 in 2007/9


See Integrated Children’s Services Plan (currently under renewal for 2008/11)

Scottish Government required Continued funding and guidance to support implementation of ‘A Curriculum for Excellence’ and other associated national









action/commitment to support delivery of local outcome

initiatives.

Initiatives to support this outcome: • Integrated Children’s Services Plan • How Good is Our School? • How Good is our Community Learning and Development? • Curriculum for Excellence • More Choices, More Chances • Looked After and Accommodated Children and Young People • Working for Families • Inverclyde Financial Inclusion Partnership • Child Trust Fund • Money Matters • Financial Fitness • Child Protection Procedures Plans/Strategies which support this outcome: • Inverclyde Financial Inclusion Partnership Performance Report 2007 • Child Trust Fund Annual Report for 2007 • MCMC Action Plan • Workforce Plus Action Plan • Choose Life Strategy • Financial Inclusion Strategy


National Outcome 6

6. We live longer, healthier lives.




National Outcome 6 We live longer, healthier lives Local Context Inverclyde has lower life expectancy and higher death rates than the national average, with all cause mortality 16% higher than Scotland as a whole. Other national problems which affect Inverclyde are obesity and child health. In order to close the health inequalities gap we need to take account of the social determents of health linking both access to health care and hospital services and access to jobs, leisure and education, by those individuals and families most disadvantaged and excluded. There is a considerable challenge to improve both physical and mental health of Inverclyde people. Problematic drinking is a particular problem with far higher than average hospital admissions for alcohol misuse in the area. Similar to the national agenda, there is a local challenge to tackle the alcohol culture that exists locally. There remain particular local issues which require to be addressed, particularly regarding alcohol related brain damage. Inverclyde demonstrates the highest level of Korsakoff’s psychosis in Europe. This serious form of alcohol related brain damage was previously associated with older chronic drinkers, but it is now identified in younger age groups Local Outcome 5. The health of local people is improved, combating health inequality and promoting healthy lifestyles. 6. A positive culture change will have taken place in Inverclyde in attitudes to alcohol, resulting in fewer associated health problems and reduced crime rates. Relevant Indicators Frequency / Type / Source Baseline


Annual/Life expectancy for administrative areas/ GROS website http://www.gro-scotland.gov.uk/statistics/publications-and-data/life-expectancy/life-expectancy-for-administrative-areas-2004-2006/index.html



Increase in healthy life expectancy at birth.

National Indicator 17: Reduce the % of the adult population who smoke to 22% by 2010

http://www.scotpho.org.uk/home/Publications/scotphoreports/pub_tobaccoatlas.asp

20731, 22.4% Reduction in the % of the adult population who smoke

Number of households featuring in the worst 15% Scottish Index of Multiple Deprivation (SIMD) Health domain

Every 2 years/Scottish Index of Multiple Deprivation 2006/ Scottish Government http://www.scotland.gov.uk/Topics/Statistics/SIMD/Overview

43 datazones are health deprived (in the worst 15%)

A reduction in the number of households featuring in the worst 15% Scottish Index of Multiple Deprivation (SIMD) Health domain

National Indicator 20: Reduce proportion of people aged 65 and over admitted as emergency inpatients 2 or more times a year.

Work on going within Social Work Services, Inverclyde Council to further develop appropriate baselines for clear measurement.

approx 1200 Reduction in proportion of people aged 65 and over admitted as emergency inpatients 2 or more times a year.












National Indicator 26: Increase the % of people aged 65 and over with high levels of care needs who are cared for at home

Home Care Statistics – Quarterly (Social Work)

2008 335 clients with 10 or more home care hours

8.4% increase (363) by 2010

An increase in the number of people participating in sport and recreation activity

Annual Survey, Citizens’ Panel 53% at least once a week 8% every couple of weeks 34% no, not regularly

Increase in the number of people who participate in sport and recreation activity

Number of incidences of CHD/Stroke/Obesity/ Cancers

http://www.isdscotland.org/isd/782.html http://www.gro-scotland.gov.uk/statistics/publications-and-data/vital-events/vital-events-reference-tables-2006/section-6-deaths-causes.html

Inverclyde has a rate of more than 10% above the mean for lung cancer in males The area has 20% above the average for heart disease in males and is once of the top six authorities with the worst rates of cerebrovascular disease (stroke).

reduction in CHD/Stroke/Obesity/ Cancers

National Indicator 21: Reduce mortality from coronary heart disease among the under 75s in deprived areas

A Community Health and Wellbeing Profile for Inverclyde, Feb 2008, Glasgow Centre for Population Health l

493 Reduction in mortality from coronary heart disease among the under 75s in deprived areas

All cause mortality rates Annual/Life expectancy report/GROS http://www.gro-scotland.gov.uk/statistics/publications-and-data/life-expectancy/index.html http://www.gro-scotland.gov.uk/statistics/publications-and-data/vital-events/vital-events-reference-tables-2006/section-6-deaths-causes.html

Inverclyde has the 3rd lowest life expectancy in Scotland for both men and women and the 2nd lowest life expectancy at 65 for males in Scotland

All cause mortality rates down

% of people who rate their health as good or fairly good

Annual survey, Citizens’ Panel Good 59% Fairly Good 30% Not Good 11%

Increase in the % of people who rate their health as good or fairly good

Number of prescriptions for drugs for anxiety/depression.

A Community Health and Wellbeing Profile for Inverclyde, Feb 2008, Glasgow Centre for Population Health

9449 prescriptions Reduction in the number of prescriptions for drugs for anxiety/depression.

Number of socially rented housing in Inverclyde meeting the Scottish Quality

http://www.communitiesscotland.gov.uk River Clyde Homes, all RSLs

Higher number of socially rented housing in Inverclyde meeting the Scottish Quality


http://www.isdscotland.org/isd/782.html

http://www.gro-scotland.gov.uk/statistics/publications-and-data/vital-events/vital-events-reference-tables-2006/section-6-deaths-causes.html







http://www.gro-scotland.gov.uk/statistics/publications-and-data/life-expectancy/index.html







http://www.communitiesscotland.gov.uk/



Housing Standard Housing Standard National Indicator 18: Reduce alcohol related hospital admissions

http://www.drugmisuse.isdscotland.org/publications/local/localinformation2008.xls http://www.isdscotland.org/isd/5416.html http://www.sns.gov.uk/Reports/Report.aspx?ReportId=2&AreaTypeId=LA&AreaId=280

Approx 1100 admissions annually

Reduction in alcohol related hospital admissions

lower level of alcohol related crime

Work commissioned to investigate this and to establish a baseline

Tbc

Diagnoses of Alcohol Related Brain Damage (ARBD)

GGCNHSB, Medical Records Department, Ravenscraig Hospital Ravenscraig Larkfield Inverclyde Royal Hospital

1999-2006 55 people: 6 Female, 49 male 17 people: 3 Female, 14 male 37 people: 10 female, 27 male

Reduction in diagnoses of Alcohol Related Brain Damage

Alcohol related and attributable hospital patients


1115 (age-sex standardised rate per 1000,000 population)

Reduction in A&E admissions related to alcohol (intentional and unintentional harm)

Number of alcohol related deaths. A Community Health and Wellbeing Profile for Inverclyde, Feb 2008, Glasgow Centre for Population Health

212 over 2002-2007 Reduction in alcohol related deaths.

People feeling safe in their communities Community Safety survey/every two years/Community Safety Partnership

44% worried about at least one incident of crime or disorder in the last year

Increase the percentage of people feeling safe in their communities

*Consumption of alcohol in designated places, byelaws prohibiting

Strathclyde Police 1250 (2007-2008) *Reduction in numbers of arrests for drinking in the street

Driving motor vehicle while unfit through drink or drugs

Strathclyde Police 15 (2007-2008) Decrease in number of people driving motor vehicle while unfit through drink or drugs

Driving motor vehicle with blood alcohol content above prescribed limit

Strathclyde Police 51 (2007-2008) Reduce the number of people driving motor vehicles with blood alcohol content above prescribed limit

Drunk and incapable and habitual drunkenness

Strathclyde Police 149 (2007-2008) Decrease number of people who are drunk and incapable and are habitually drunk

Licensing Offences

Strathclyde Police 22 (2007-2008) Decrease number of licensed premises committing licensing offences

Numbers of people on Incapacity Benefit because of mental ill health. (proxy measure for to mental health problems as a result of alcohol and drug misuse –

Department of Work and Pensions Of the two thirds of IB claims which are due to moderate conditions 35%

Reduction in people on Incapacity Benefit because of problems with alcohol.


http://www.drugmisuse.isdscotland.org/publications/local/localinformation2008.xls







which we only have for anecdotal evidence at present)

are due to mental health issues (stress, depression, anxiety)


• Achieving the 50% target for ASSIST Training (commitment 7). • Developing community capacity for resilience and managed, sustainable change. • Youth diversionary work • increase in education on alcohol related harm • Engagement with young people by detached workers creating access for other agencies to address • risk taking behaviours including alcohol and substance misuse • Programmes for young people and adults which boost confidence and self-esteem • Family learning and adult learning and literacy programmes for people with additional support needs to assist them to access

education, employment and training • Increase the provision of services for people with ARBD, including Korsakoff’s in community settings. • Re-provide alcohol service accommodation and co-locate IC & NHS staff. • Ensure the robust addiction plans are adopted on a partnership basis and targets met. • Greater emphasis on preventing under age purchase of alcohol/people buying for underage people


• Carry out national survey on the stigma associated with mental health on a regular basis, e.g. Choose Life national survey

• Standardisation of all NHS A&E facilities to monitor admissions related to alcohol (their own drunkenness and because of others) • Department of Work and Pensions to record where alcohol is a contributing factor to clients receiving incapacity benefit • Standardisation of Police and Fire and Rescue recording of alcohol as a contributing factor • Scottish Government to fund research to identify issues, and particularly to cross reference when and where incidents are taking

place • Increase the cost of alcohol • Investigation into the development of alcohol free zones • Increased intervention to the license trade via licensing board/forum activities

Initiatives to support this outcome: • Child Protection Procedures • Keep Well • Healthy Working Lives


Plans/Strategies which support this outcome: • Joint Health Improvement Plan • Inverclyde Community Health Partnership Development Plan • Inverclyde Arts Strategy • Choose Life Strategy • Inverclyde CHP Tobacco Action Plan • Inverclyde Joint Alcohol Strategy. *The numbers related to numbers of arrests for drinking in the street are higher at the baseline because of a targeted initiative to combat this issue. It is anticipated that in the first instance numbers will rise, but then drop off as work continues. The Inverclyde Addiction Strategy will be the overarching mechanism through which most of the above will be progressed. Work is ongoing to develop the key objectives, actions, outcome measures and targets required to drive the strategy forward and achieve successful outcomes. It is anticipated that this will be completed by June 2008 Inverclyde Joint Alcohol Strategy. Initiatives to support this outcome: Community Safety Partnership Strategic Assessment on Community Safety and Anti Social Behaviour is being undertaken to target interventions and partner resources. This will assist with the measurement of impact on work around problematic drinking, recognising that alcohol is commonly a factor in the majority of instances. Information is being captured around:

- Violence Reduction and Prevention - Promoting Safety and Preventing Accidents in the Community - Reducing Hate Crime - Reducing Acquisitive Crime - Reducing Anti Social Behaviour.


National Outcome 7




National Outcome 7 We have tackled the significant inequalities in Scottish society. Local Context Effective regeneration in the Inverclyde area is dependant upon communities being involved in the process and being supported to be more independent once initiatives have ended. There are many excellent examples of good practice from previous BNSF and CRF initiatives and these award winning schemes need to be rolled out to other areas. It is important that any regeneration taking place in Inverclyde, and particularly in deprived areas, brings communities along with it, so that they have the capacity to look after their environment and to engage with processes and services to maintain the regeneration of the area. Local Outcome 2. Communities are stronger, responsible and more able to identify, articulate and take action on their needs and aspirations to bring about an improvement in the quality of community life. 5. The health of local people is improved, combating health inequality and promoting healthy lifestyles. Relevant Indicators Frequency / Type / Source Baseline


Number of geographical and interest communities with identified actions based on local needs and aspirations

Community profiling, annual reviews, surveys and local action plans

5 geographical communities out of 27 TBC number of interest communities

19 geographical communities out of 27 by 2011 Increase in number of interest communities

Number of community organisations/communities of interest with access to CD support

Service / agency evaluation – annual CLD Annual Report

19 neighbourhood community action groups & 6 community councils 17 communities of interest groups

Increase in number of community organisations/communities of interest with access to CD support

Number of examples of community perspectives reflected in local plans, priorities and actions

CLD Annual report & Analysis of community issues alongside service provider plans, priorities and actions / Service / agency evaluations

4 Increase in no of community perspectives reflected in local plans, priorities and actions

Number of strategically relevant actions delivered

Analysis of actions of community organisations alongside Strategic priorities / Service / agency evaluations

19 examples of service response to community identified need

Increase in Number of strategically relevant actions delivered

Public perception of Council services

6 monthly, Citizens panel Questionnaire, Inverclyde Council

Very or fairly satisfied = 48% Neither/nor = 35% Fairly or very dissatisfied = 17% (Winter 2007)

Improved public perception of local public services

Number of communities reporting an improvement in the quality of community life

Customer Feedback, stakeholder evaluations 19 groups 57% of adults and 49% of CLD PIP survey

Increase in Number of communities reporting an improvement in the quality of community life




Community Safety surveys Citizens’ Panel

young people said they had good or very good say in services

Number of community organisations/communities of interest defined as sustainable

Assessment based on Community Work self evaluation profile

2 neighbourhood groups & 3 community of interest groups achieving high level of capacity

Increase in Number of community organisations/communities of interest defined as sustainable

Number of active and influencing Community Regeneration Centres

Number of Community Regeneration Centres Number of users of Centres

5 Figures for 2 centres - 3599

Increase in no of active and influencing Community Regeneration Centres Increase in no of users of centres

Number of community organisations/communities of interests with relevant skills

Assessment based on Assessing Community strengths framework (CDF – 2002)

5 communities of geography 16 communities of interest groups

Increase in no of Community orgs with relevant skills

Ensure that communities have access to impartial professional Community Development support (CE national standard 2) All organisations involved in community regeneration to adopt the Community Engagement Standards Required Actions/commitment by local

partners for these outcomes

Establishment of ward based Community Safety Partnerships Support for Area Based Renewal groups (e.g. Woodhall, Clune Park, Slaemuir)


Guidance on community empowerment with local autonomy to reflect local context.

Initiatives to support this outcome:

• Area Renewal Groups • ward based Community Safety Partnerships


• Area Renewal Strategy • Community Engagement Strategy


National Outcome 8






National Outcome 8 We have improved life chances, for children, young people and families. Local Context Child poverty is still a major issue for Scotland as a whole. Inverclyde, with a large number of SIMD data zones, needs to ensure that children and young people living in poverty are supported, particularly vulnerable young people (including looked after and accommodated children). In Inverclyde there is a range of services and initiatives that aim to tackle poverty, many of which impact on the circumstances of children, young people and families, including financial inclusion, Working for Families, More Choices, More Chances, Homelessness, Children and Young People with Additional Support Needs. Vulnerable children and young people are identified and supported throughout nursery, primary and secondary schooling through a staged intervention process involving key partner agencies where required. The transfer of information between sectors ensures continuity in meeting the needs of children and young people throughout their school career (3-18). Surestart developments aim to support families with very young children to ensure they have the best possible start in life. Services have been developed to meet the diverse needs of children and families across Inverclyde and include nursery provision for children aged 0-3 years, family support workers, daycare provision and additional support needs workers. This session, a pilot ‘Nurture Group’ initiative is underway involving a targeted group of vulnerable young children and their families. A multi-agency approach is focusing on supporting the emotional and social development of these targeted children to help them succeed as learners. Through ‘A Curriculum for Excellence’ children and young people will be given the best possible chance to realise their potential for a successful future. The aspiration is for all children and young people to develop their capacities as successful learners, confident individuals, responsible citizens and effective contributors. The focus on learning environments, experiential learning and opportunities to develop employability and core skills within Inverclyde educational establishments contribute to meeting these aspirations. Problematic drinking is a particular problem with far higher than average hospital admissions for alcohol misuse in the area. Similar to the national agenda, there is a local challenge to tackle the alcohol culture that exists locally. There remain particular local issues which require to be addressed, particularly regarding alcohol related brain damage. Inverclyde demonstrates the highest level of Korsakoff’s Psychosis in Europe. This serious form of alcohol related brain damage was previously associated with older chronic drinkers, but it is now identified in younger age groups Local Outcome 5. The health of local people is improved, combating health inequality and promoting healthy lifestyles. 6. A positive culture change will have taken place in Inverclyde in attitudes to alcohol, resulting in fewer associated health problems and reduced crime rates. 7. All our young people have the best possible start in life Relevant Indicators Frequency / Type / Source Baseline


National Indicator 18: http://www.drugmisuse.isdscotland.org/publications/lo Approx 1100 annually Reduction in alcohol related hospital admissions





Reduce alcohol related hospital admissions cal/localinformation2008.xls http://www.isdscotland.org/isd/5416.html http://www.sns.gov.uk/Reports/Report.aspx?ReportId=2&AreaTypeId=LA&AreaId=280

Lower level of alcohol related crime

Work commissioned to investigate this and to establish a baseline for wider ranging information

tbc


GGCNHSB, Medical Records Department, Ravenscraig Hospital Ravenscraig Larkfield



Inverclyde Royal Hospital Alcohol related and attributable hospital patients






Level of people feeling safe in their communities

Community Safety survey/every two years/Community Safety Partnership


Increase the level of people feeling safe in their communities








Strathclyde Police 149 (2007-2008) Decrease number of people who are drunk and incapable and are habitually drunk

Licensing Offences

Strathclyde Police 22 (2007-2008) Decrease number of licensed premises committing licensing offences

Numbers of people on Incapacity Benefit because of mental ill health. (proxy measure for to mental health problems as a result of alcohol and drug misuse – which we only have for anecdotal evidence at present)

Department of Work and Pensions Of the two thirds of IB claims which are due to moderate conditions 35% are due to mental health issues (stress, depression,









anxiety) National Indicator 10: Decrease the proportion of individuals living in poverty


43 datazones Reduce number of datazones in Inverclyde in top 15%



Annual/Life expectancy for administrative areas/ GROS website http://www.gro-scotland.gov.uk/statistics/publications-and-data/life-expectancy/life-expectancy-for-administrative-areas-2004-2006/index.html


Number of Children (aged 0-15) dependent on a recipient of Income Support and Job Seekers Allowance Proxy measure – no. of people income deprived in Inverclyde






% of vulnerable school leavers going into employment, education or training (e.g. looked after and accommodated children, children)




2007-2008 Maths Primary = 87.3%, 3001 pupils Secondary = 62.7%, 587 pupils Reading Primary = 86.6%, 2975 Secondary = 64.5%, 604 pupils Writing Primary = 78.7%, 2705 pupils Secondary = 52.2%, 489












pupils


STACs data (national) Fyfe Analysis data (local) http://www.scotland.gov.uk/Topics/Statistics/Browse/School-Education/PubSQAResults

Pre-appeal: To raise achievement and attainment (including the lowest performing 20% of pupils) – June 2008

Quintile 1 - 15% Quintile 2 - 24% Quintile 3 - 23% Quintile 4 - 21% Quintile 5 - 16%


CLD Annual Report

12,803


















235 Reduce by 20% the pregnancy rate (per 1000 population) in under 16 year olds from 8.5 in 1995 to 6.8 in 2010. Reduce the teenage pregnancy rate (per 1,000 population) of under 16 years olds in the most deprived areas by 33.3%, from










10.2 in 2000/2 to 6.8 in 2007/9 Required Actions/commitment by local partners for these outcomes

• Youth diversionary work • Increase in education on alcohol related harm • Engagement with young people by detached workers creating access for other agencies to address • risk taking behaviours including alcohol and substance misuse • Programmes for young people and adults which boost confidence and self-esteem • Family learning and adult learning and literacy programmes for people with additional support needs to assist them to access

education, employment and training • Increase the provision of services for people with ARBD, including Korsakoff’s in community settings. • Re-provide alcohol service accommodation and co-locate IC & NHS staff. • Ensure the robust addiction plans are adopted on a partnership basis and targets met. • Greater emphasis on preventing under age purchase of alcohol/people buying for underage people • See Integrated Children’s Services Plan (currently under renewal for 2008/11)


• Standardisation of all NHS A&E facilities to monitor admissions related to alcohol (because of their own and other people’s drunkenness)

• Standardisation of Police and Fire and Rescue recording of alcohol as a contributing factor • Scottish Government to fund research to identify issues, and particularly to cross reference when and where incidents are taking

place • Increase the cost of alcohol • Investigation into the development of alcohol free zones • Increased intervention to the license trade via licensing board/forum activities • Continued funding and guidance to support implementation of ‘A Curriculum for Excellence’ and other associated national initiatives.

*The numbers related to numbers of arrests for drinking in the street are higher at the baseline because of a targeted initiative to combat this issue. It is anticipated that in the first instance numbers will rise, but then drop off as work continues. Initiatives to support this outcome: Community Safety Partnership Strategic Assessment on Community Safety and Anti Social Behaviour is being undertaken to target interventions and partner resources. This will assist with the measurement of impact on work around problematic drinking, recognising that alcohol is commonly a factor in the majority of instances. Information is being captured around:


• Integrated Children’s Services Plan


• How Good is Our School? • How Good is our Community Learning and Development? • Curriculum for Excellence • Financial Inclusion Strategy • More Choices, More Chances • Looked After and Accommodated Children and Young People • Working for Families • Inverclyde Financial Inclusion Partnership • Child Trust Fund • Money Matters • Financial Fitness • Child Protection Procedures Plans/Strategies which support this outcome: The Inverclyde Addiction Strategy will be the overarching mechanism through which most of the above will be progressed. Work is ongoing to develop the key objectives, actions, outcome measures and targets required to drive the strategy forward and achieve successful outcomes. It is anticipated that this will be completed by June 2008 • Inverclyde Joint Alcohol Strategy. • Inverclyde Financial Inclusion Partnership Performance Report 2007 • Child Trust Fund Annual Report for 2007 • Inverclyde CHP Tobacco Action Plan


National Outcome 9

9. We live our lives safe from crime, disorder and danger.



National Outcome 9 We live our lives safe from crime, disorder and danger. Local Context Problematic drinking is a particular problem with far higher than average hospital admissions for alcohol misuse in the area. Similar to the national agenda, there is a local challenge to tackle the alcohol culture that exists locally. There remain particular local issues which require to be addressed, particularly regarding alcohol related brain damage. Inverclyde demonstrates the highest level of Korsakoff’s Psychosis in Europe. This serious form of alcohol related brain damage was previously associated with older chronic drinkers, but it is now identified in younger age groups. Alcohol misuse and problematic drinking has a significant impact on community safety, including crime levels, home fires, road safety and wider anti-social behaviour. Local Outcome 6. A positive culture change will have taken place in Inverclyde in attitudes to alcohol, resulting in fewer associated health problems and reduced crime rates. Relevant Indicators Frequency / Type / Source Baseline


National Indicator 18: Reduce alcohol related hospital admissions

http://www.drugmisuse.isdscotland.org/publications/local/localinformation2008.xls http://www.isdscotland.org/isd/5416.html http://www.sns.gov.uk/Reports/Report.aspx?ReportId=2&AreaTypeId=LA&AreaId=280

Approx 1100 annually Reduction in alcohol related hospital admissions

Lower level of alcohol related crime

Work commissioned to investigate this and to establish a baseline for wider ranging information

tbc


GGCNHSB, Medical Records Department, Ravenscraig Hospital Ravenscraig Larkfield



Inverclyde Royal Hospital Alcohol related and attributable hospital patients






Level of people feeling safe in their communities

Community Safety survey/every two years/Community Safety Partnership


Increase the level of people feeling safe in their communities














Strathclyde Police 149 (2007-2008) Decrease number of people who are drunk and incapable and are habitually drunk Decrease number of licensed premises committing licensing offences

Licensing Offences

Strathclyde Police 22 (2007-2008)

Numbers of people on Incapacity Benefit because of mental ill health. (proxy measure for to mental health problems as a result of alcohol and drug misuse – which we only have for anecdotal evidence at present)

Department of Work and Pensions Of the two thirds of IB claims which are due to moderate conditions 35% are due to mental health issues (stress, depression, anxiety)



• Youth diversionary work • Increase in education on alcohol related harm • Engagement with young people by detached workers creating access for other agencies to address • risk taking behaviours including alcohol and substance misuse • Programmes for young people and adults which boost confidence and self-esteem • Family learning and adult learning and literacy programmes for people with additional support needs to assist them to access

education, employment and training • Increase the provision of services for people with ARBD, including Korsakoff’s in community settings. • Re-provide alcohol service accommodation and co-locate IC & NHS staff. • Ensure the robust addiction plans are adopted on a partnership basis and targets met. • Greater emphasis on preventing under age purchase of alcohol/people buying for underage people


• Standardisation of all NHS A&E facilities to monitor admissions related to alcohol (because of their own and other people’s drunkenness)

• Standardisation of Police and Fire and Rescue recording of alcohol as a contributing factor • Scottish Government to fund research to identify issues, and particularly to cross reference when and where incidents are taking

place • Increase the cost of alcohol • Investigation into the development of alcohol free zones • Increased intervention to the license trade via licensing board/forum activities

*The numbers related to numbers of arrests for drinking in the street are higher at the baseline because of a targeted initiative to combat this issue. It is anticipated that in the first instance numbers will rise, but then drop off as work continues. Initiatives to support this outcome:


Community Safety Partnership Strategic Assessment on Community Safety and Anti Social Behaviour is being undertaken to target interventions and partner resources. This will assist with the measurement of impact on work around problematic drinking, recognising that alcohol is commonly a factor in the majority of instances. Information is being captured around:


Plans/Strategies which support this outcome: The Inverclyde Addiction Strategy will be the overarching mechanism through which most of the above will be progressed. Work is ongoing to develop the key objectives, actions, outcome measures and targets required to drive the strategy forward and achieve successful outcomes. It is anticipated that this will be completed by June 2008 • Inverclyde Joint Alcohol Strategy. • Joint Health Improvement Plan • Community Safety Strategy • NSCJA Area Plan 2008 – 11 (including ‘Areas for improvement Action Plan’) • Strathclyde Police Vandalism Strategy • Strathclyde Fire and Rescue Fire Reach programme. • Joint Intervention Group


National Outcome 10

10. We live in well-designed, sustainable places where we are able to access the amenities and services we need.

1. Inverclyde’s population is stable with a good balance of socio-economic groups


National Outcome 10 We live in well designed sustainable places, where we are able to access the amenities and services we need. Local Context The population fell by 18% between 1981 and 2001. This equates to 18,000 people. Inverclyde is forecast to lose a further 14% of its population by 2024, taking it to 71,191. The result of continued depopulation will be a concentrated elderly and socially and economically deprived, ‘high need’ population, local hospital could become unsustainable, transport links could become unsustainable and a declining fiscal base could impact on delivery and/or sustainability of services. A growing elderly population, with no family network to support them, will also have implications for the care sector. Local Outcome 1. Inverclyde’s population is stable with a good balance of socio-economic groups Relevant Indicators Frequency / Type / Source Baseline


Increased population levels

Annually in July / Scotland’s Population, the Registrar General’s Annual Review of Demographic Trends/GROS http://www.gro-scotland.gov.uk/statistics/index.html http://www.gro-scotland.gov.uk/statistics/publications-and-data/small-area-population-estimates/index.html

81,540 people Stabilise the population by 2015 at 75,500

Better balance of age bands in the population

Mid year population estimates Scotland, Population Estimates by sex, age, and administrative area, first published 26/04/07, revised 27/07/07, GROS website http://www.gro-scotland.gov.uk/statistics/index.html

0-19yrs 19,055 20-64 yrs 48,388 65-90+ yrs 14,097

More balanced age range of population in Inverclyde. Increase in working age population by 2011.

Net civilian in-migration

Annually in July / Scotland’s Population, the Registrar General’s Annual Review of Demographic Trends/GROS http://www.gro-scotland.gov.uk/statistics/index.html

-3.6 1996 – 2006 (per year, per 1000 population at1996)

Increase in net civilian in-migration

Natural change Annually in July/ Scotland’s Population, the Registrar General’s Annual Review of Demographic Trends/GROS http://www.gro-scotland.gov.uk/statistics/index.html

- 2.7 1996 – 2006 (per year, per 1000 population at1996)

Positive natural change


http://www.gro-scotland.gov.uk/statistics/index.html


http://www.gro-scotland.gov.uk/statistics/publications-and-data/small-area-population-estimates/index.html











NI registrations by non UK nationals http://www.dwp.gov.uk/asd/asd1/niall/registration_tables2007.xls

240

Increase in NI registrations by non UK nationals

Social Economic Group of populations SCROL Website Every 10 years, based on census data http://www.scrol.gov.uk/scrol/common/home.jsp

See appendix two Increase in Large employers and higher managerial occupations and Higher professional qualifications in the area

Satisfaction with Inverclyde as a place to live. Annual Survey, Citizens’ Panel 67% very or fairly satisfied Increased satisfaction with Inverclyde as a place to live

Levels of fear of crime Community Safety Survey/every two years/Community Safety Partnership


Reduction in levels of fear of crime


• Commission specific research to plan and identify migration • Encourage new business into the area, support new business start ups • Develop a positive brand image and supporting identity for Inverclyde • Improving the supply of quality, mixed tenure housing


• Funding to support English as a Second Language provision for European economic migrants • Assistance from Scottish Government/Chief Statistician to develop appropriate and achievable targets regarding a

stable population. • Funding to promote integration and cohesion work with new non-UK nationals coming to Inverclyde.


• Local Housing Strategy, 2008 – 2013 • Community Safety • Cleaner, Greener, Safer, Stronger • Communications Strategy • River Clyde Homes Business Plan • Riverside Inverclyde Business Plan


http://www.dwp.gov.uk/asd/asd1/niall/registration_tables2007.xls



National Outcome 11





National Outcome 11 We have strong, resilient and supportive communities where people take responsibility for their own actions and how they affect others. Local Context The population fell by 18% between 1981 and 2001. This equates to 18,000 people. Inverclyde is forecast to lose a further 14% of its population by 2024, taking it to 71,191. The result of continued depopulation will be a concentrated elderly and socially and economically deprived, ‘high need’ population, local hospital could become unsustainable, transport links could become unsustainable and a declining fiscal base could impact on delivery and/or sustainability of services. A growing elderly population, with no family network to support them, will also have implications for the care sector. Effective regeneration in the Inverclyde area is dependant upon communities being involved in the process and being supported to be more independent once initiatives have ended. There are many excellent examples of good practice from previous BNSF and CRF initiatives and these award winning schemes need to be rolled out to other areas. It is important that any regeneration taking place in Inverclyde, and particularly in deprived areas, brings communities along with it, so that they have the capacity to look after their environment and to engage with processes and services to maintain the regeneration of the area. Local Outcome 1. Inverclyde’s population is stable with a good balance of socio-economic groups 2. Communities are stronger, responsible and more able to identify, articulate and take action on their needs and aspirations to bring about an improvement in the quality of community life Relevant Indicators Frequency / Type / Source Baseline


Increased population levels

Annually in July / Scotland’s Population, the Registrar General’s Annual Review of Demographic Trends/GROS http://www.gro-scotland.gov.uk/statistics/index.html http://www.gro-scotland.gov.uk/statistics/publications-and-data/small-area-population-estimates/index.html

81,540 people Stabilise the population by 2015 at 75,500

Better balance of age bands in the population

Mid year population estimates Scotland, Population Estimates by sex, age, and administrative area, first published 26/04/07, revised 27/07/07, GROS website http://www.gro-scotland.gov.uk/statistics/index.html

0-19yrs 19,055 20-64 yrs 48,388 65-90+ yrs 14,097

More balanced age range of population in Inverclyde. Increase in working age population by 2011.











Net civilian in-migration

Annually in July / Scotland’s Population, the Registrar General’s Annual Review of Demographic Trends/GROS http://www.gro-scotland.gov.uk/statistics/index.html

-3.6 1996 – 2006 (per year, per 1000 population at1996)

Increase in net civilian in-migration

Natural change Annually in July/ Scotland’s Population, the Registrar General’s Annual Review of Demographic Trends/GROS http://www.gro-scotland.gov.uk/statistics/index.html

- 2.7 1996 – 2006 (per year, per 1000 population at1996)

Positive natural change

NI registrations by non UK nationals http://www.dwp.gov.uk/asd/asd1/niall/registration_tables2007.xls

240

Increase in NI registrations by non UK nationals

Social Economic Group of populations SCROL Website Every 10 years, based on census data http://www.scrol.gov.uk/scrol/common/home.jsp

See appendix two Increase in Large employers and higher managerial occupations and Higher professional qualifications in the area

Satisfaction with Inverclyde as a place to live. Annual Survey, Citizens’ Panel 67% very or fairly satisfied Increased satisfaction with Inverclyde as a place to live

Levels of fear of crime Community Safety Survey/every two years/Community Safety Partnership


Reduction in levels of fear of crime

Number of geographical and interest communities with identified actions based on local needs and aspirations

Community profiling, annual reviews, surveys and local action plans

5 geographical communities out of 27 TBC number of interest communities

19 / 27 by April 08 Increase in number of interest communities

Number of community organisations/communities of interest with access to CD support

Service / agency evaluation – annual CLD Annual Report

19 neighbourhood community action groups & 6 community councils 17 communities of interest groups

Increase in no. of community organisations/communities of interest with access to CD support

Number of examples of community perspectives reflected in local plans, priorities and actions

CLD Annual report & Analysis of community issues alongside service provider plans, priorities and actions / Service / agency evaluations

4 Increase in no of community perspectives reflected in local plans, priorities and actions

Number of strategically relevant actions delivered

Analysis of actions of community organisations alongside Strategic priorities / Service / agency evaluations

19 examples of service response to community identified need

Increase in Number of strategically relevant actions delivered

Public perception of Council services

6 monthly, Citizens panel Questionnaire, Inverclyde Council

Very or fairly satisfied = 48% Neither/nor = 35% Fairly or very dissatisfied = 17%

Improved public perception of local public services











(Winter 2007) Number of communities reporting an improvement in the quality of community life

Customer Feedback, stakeholder evaluations CLD PIP survey Community Safety surveys Citizens’ Panel

19 groups 57% of adults and 49% of young people said they had good or very good say in services

Increase in Number of communities reporting an improvement in the quality of community life

Number of community organisations/communities of interest defined as sustainable

Assessment based on Community Work self evaluation profile

2 neighbourhood groups & 3 community of interest groups achieving high level of capacity

Increase in Number of community organisations/communities of interest defined as sustainable

Number of active and influencing Community Regeneration Centres

Number of Community Regeneration Centres Number of users of Centres

5 Figures for 2 centres - 3599

Increase in no of active and influencing Community Regeneration Centres Increase in no of users of centres

Number of community organisations/communities of interests with relevant skills

Assessment based on Assessing Community strengths framework (CDF – 2002)

5 communities of geography 16 communities of interest groups

Increase in no of Community orgs with relevant skills


• Ensure that communities have access to impartial professional Community Development support (CE national standard 2) • All organisations involved in community regeneration to adopt the Community Engagement Standards • Establishment of ward based Community Safety Partnerships • Support for Area Based Renewal groups (e.g. Woodhall, Clune Park, Slaemuir) • Commission specific research to plan and identify migration • Encourage new business into the area, support new business start ups • Develop a positive brand image and supporting identity for Inverclyde • Improving the supply of quality, mixed tenure housing


• Guidance on community empowerment with local autonomy to reflect local context. • Funding to support English as a Second Language provision for European economic migrants • Assistance from Scottish Government/Chief Statistician to develop appropriate and achievable targets regarding a

stable population. Plans/Strategies which support this outcome:

• Local Housing Strategy, 2008 – 2013 • Community Safety Strategy • Cleaner, Greener, Safer, Stronger • Communications Strategy • River Clyde Homes Business Plan • Riverside Inverclyde Business Plan • Area Renewal Strategy


• Community Engagement Strategy • Community Learning and Development Strategy

Initiatives to support this outcome: • Area Renewal Groups • ward based Community Safety Partnerships


National Outcome 12

12. We value and enjoy our built and natural environment and protect it and enhance it for future generations.




National Outcome 12 We value and enjoy our built and natural environment and protect it and enhance it for future generations. Local Context Inverclyde is set along the south bank of the firth of the river Clyde one of the most attractive settings in Scotland. However environmental challenges, including climate change, depletion of natural resources and the need to reduce the amount of waste sent to landfill are national challenges that we need to tackle at a local level. Also large parts of our area are affected by environmental crime such as litter, fly tipping, graffiti, vandalism and dog fouling which spoil and detract from the living environment and wellbeing of our citizens. Local Outcome 8. Inverclyde is a sustainable and pleasant place where people want to live now whilst at the same time safeguarding the environment for future generations. Relevant Indicators Frequency / Type / Source Baseline


Reduction in Inverclyde’s carbon footprint Will be developed nationally and in line with Inverclyde’s Carbon Management Plan.

Tbc tbc

Indicator 32: Reduce overall ecological footprint

Will be developed nationally and in line with Inverclyde’s Carbon Management Plan.

Tbc tbc

Number of people who travel to work by bus or train

6 monthly survey, Citizens Panel report, Inverclyde Council

14% Increase number of people who travel to work by bus or train

Number of people who walk to work 6 monthly survey, Citizens Panel report, Inverclyde Council

7% Increase number of people who walk to work

Number of people who travel to work by car 6 monthly survey, Citizens Panel report, Inverclyde Council

71% Reduce number of people who travel to work by car

Percentage of adults reporting that public transport is convenient or fairly convenient

http://www.sns.gov.uk Advanced Reporter, SHS figures

89% (2005-2006) Increase percentage of adults reporting that public transport is convenient or fairly convenient

Percentage of children’s journeys to school by cycling/walking


38.2% (2006 – 2006) Increase levels of children walking or cycling to school7

Total levels of waste arising Annual returns 53,300 tonnes Reduce levels of waste arising in Inverclyde by 1% annually to 51,200 tonnes by 2011

Levels of waste going to landfill Environmental Services, Inverclyde Council Permitted landfill = 19,131 tonnes (2009/10) Projected actual landfill = 26000 tonnes (2009/20) Difference = 6869 tonnes (2009/10)

Work to reduce the 6869 tonnes of additional projected waste going to landfill by 20118

Food waste trial in 5200 properties, estimated diversion over one year 499 tonnes

7 This figure will be affected by the schools estate development as children are decanted from schools and bussed to alternative accommodation where appropriate. 8 These projections will be revised as infrastructure develops (given lack of previous funding for development of infrastructure) and discussed with CoSLA.


http://www.sns.gov.uk/




Increase the percentage of waste being recycled or composted

Annual returns 20.2% Increase levels of recycling to 27.5% by 2011

Decrease the levels of littering, Fly tipping, dog fouling and graffiti

LEAMS survey – Annual Tidy Business Standards

LEAMS index 72 Baseline – Zero. Scheme being introduced in 2008

Increase by 2 points by 2011 150 businesses committed to scheme by 2011

Reductions in vandalism crime Police & Warden Stats Annual 2346 reports (calendar year

2007 ) Reduce by 10 % By 2011

Increased satisfaction with Inverclyde as a place to live.

Annual Survey, Citizens’ Panel 67% very or fairly satisfied 75% by 2011

Increased satisfaction with the quality and provision of recycling facilities.

Annual Survey, Citizens’ Panel 78% very or fairly satisfied TBC

All partners to commit to the principles of the Scottish Climate Change Declaration. Housing Association to advise on improvements to their stock Required Actions/commitment by local

partners for these outcomes Deliver Inverclyde Council’s Climate Change Strategy and Action Plan Scottish Government required action/commitment to support delivery of local outcome

National and local figures on energy consumption. Consideration of tax/rebate or standing charge attached to housing energy costs relative to how energy efficient a home or building is. This would encourage owner/occupiers to make their home more energy efficient (Similar to road tax based on vehicle emissions )

Initiatives to support this outcome: Strategic Environmental Assessment Local Air Quality Management – Review and Assessment Process Cleaner, Greener, Safer, Stronger Greenspace Climate Change Declaration Community Safety Partnership Plans/Strategies which support this outcome: HECA River Clyde Homes Business Plan Draft Carbon Management Plan Climate Change Strategy and Action Plan Access Strategy Community Safety Strategy Waste Strategy Core Paths Plan Green Network/Local Greenspace Partnerships


National Outcome 14

14. We reduce the local and global environmental impact of our consumption and production.



National Outcome 14 We reduce the local and global environmental impact of our consumption and production. Local Context Inverclyde is set along the south bank of the firth of the river Clyde, one of the most attractive settings in Scotland. However environmental challenges, including climate change, depletion of natural resources and the need to reduce the amount of waste sent to landfill are national challenges that we need to tackle at a local level. Also large parts of our area are affected by environmental crime such as litter, fly tipping, graffiti, vandalism and dog fouling which spoil and detract from the living environment and wellbeing of our citizens. Local Outcome 8. Inverclyde is a sustainable and pleasant place where people want to live now whilst at the same time safeguarding the environment for future generations. Relevant Indicators Frequency / Type / Source Baseline


Reduction in Inverclyde’s carbon footprint Will be developed nationally and in line with Inverclyde’s Carbon Management Plan.

tbc tbc


Tbc tbc tbc

Number of people who travel to work by bus or train

6 monthly survey, Citizens Panel report, Inverclyde Council

14% Increase number of people who travel to work by bus or train

Number of people who walk to work 6 monthly survey, Citizens Panel report, Inverclyde Council

7% Increase number of people who walk to work

Number of people who travel to work by car 6 monthly survey, Citizens Panel report, Inverclyde Council

71% Reduce number of people who travel to work by car

Percentage of children’s journeys to school by cycling/walking


38.2% (2005 – 2006) Increase percentage of children walking or cycling to school9

Percentage of adults reporting that public transport is convenient or fairly convenient


89% (2005-2006) Increase percentage of adults reporting that public transport is convenient or fairly convenient

Total levels of waste arising Annual returns 53,300 Reduce levels of waste arising in Inverclyde by 1% annually to 51,200 tonnes by 2011

Levels of waste going to landfill Environmental Services, Inverclyde Council Permitted landfill = 19,131 tonnes (2009/10) Projected actual landfill = 26000 tonnes (2009/20) Difference = 6869 tonnes (2009/10)

Work to reduce the 6869 tonnes of additional projected waste going to landfill by 201110

Food waste trial in 5200 properties, estimated diversion over one year 499 tonnes

9 This figure will be affected by the schools estate development as children are decanted from schools and bussed to alternative accommodation where appropriate. 10 These projections will be revised as infrastructure develops (given lack of previous funding for development of infrastructure) and discussed with CoSLA.






Increase the percentage of waste being recycled or composted

Annual returns 20.2% Increase levels of recycling to 27.5% by 2011

Decrease the levels of littering, Fly tipping, dog fouling and graffiti

LEAMS survey – Annual

LEAMS index 72 Baseline – Zero. Scheme being introduced in 2008

Increase by 2 points by 2011

Tidy Business Standards 150 businesses committed to scheme by 2011

Reductions in vandalism crime Police & Warden Stats Annual 2346 reports (calendar year 2007 )

Reduce by 10 % By 2011

Increased satisfaction with Inverclyde as a place to live.

Annual Survey, Citizens’ Panel 67% very or fairly satisfied 75% by 2011

Increased satisfaction with the quality and provision of recycling facilities.

Annual Survey, Citizens’ Panel 78% very or fairly satisfied TBC

All partners to commit to the principles of the Scottish Climate Change Declaration. Housing Association to advise on improvements to their stock Required Actions/commitment by local

partners for these outcomes Deliver Inverclyde Council’s Climate Change Strategy and Action Plan Scottish Government required action/commitment to support delivery of local outcome

National and local figures on energy consumption. Consideration of tax/rebate or standing charge attached to housing energy costs relative to how energy efficient a home or building is. This would encourage owner/occupiers to make their home more energy efficient (Similar to road tax based on vehicle emissions )

Initiatives to support this outcome: Strategic Environmental Assessment Local Air Quality Management – Review and Assessment Process Cleaner, Greener, Safer, Stronger Greenspace Climate Change Declaration Plans/Strategies which support this outcome: HECA River Clyde Homes Business Plan Draft Carbon Management Plan Climate Change Strategy and Action Plan Access Strategy Waste Strategy Core Paths Plan Green Network/Local Greenspace Partnerships




7. Freedoms and Flexibilities

A central component of delivering on this Single Outcome Agreement is to have constructive dialogue about issues that are constraining delivery of the strategic outcomes.

Highlighted below are particular freedoms and flexibilities which will be discussed with the Scottish Government:

Example:

• Remove, as a matter of priority, the requirement to report on the statutory performance

indicators.

• Implement, in full, the findings of the Crerar review. • Move towards a singular strategic model which regulates the work of local

government/public sector organisations.

• Design the new model on the basis of outcomes/impact assessment.

• Funding made available to support English as a Second Language provision for European economic migrants.

• Standardisation of all NHS A&E facilities to monitor admissions related to alcohol (their

own drunkenness and because of others).

• Standardisation of Police recording of alcohol as a contributing factor. • Scottish Government to fund research to identify issues, and particularly to cross

reference when and where incidents are taking place. • Increase the cost of alcohol.

• Guidance on community empowerment with local autonomy to reflect local context.

• Continued funding and guidance to support implementation of ‘A Curriculum for

Excellence’ and other associated national initiatives.

• National and local figures on energy consumption.


8. Governance Arrangements

The challenges and issues facing Inverclyde are so complex that there is a need for an appropriate organisational structure to aid the delivery of this SOA. The strategic outcomes cannot be addressed, progressed or ultimately resolved by one organisation working alone. The Inverclyde Alliance has reviewed its structures to ensure it is fit for purpose to respond to the changing demands being placed on Community Planning Partnerships.

There is the need for collaborative working to make Inverclyde an extra-ordinary place once again. The Inverclyde Alliance has recently been revitalised to do just this. The Alliance Board is now made up of partner organisations from the public and voluntary sectors all working together to deliver a better future for Inverclyde. The Alliance, through the Community Plan, takes a long term view of needs within Inverclyde and brings together all the different groups that have a role to play. Its role is to develop and achieve a shared vision for the future using the resources at its disposal and concentrating its collective efforts on achieving the things that matter - the outcomes contained within this agreement.

Role of Inverclyde Alliance in Relation to the Single Outcome Agreement

The role of Inverclyde Alliance in relation to the SOA is to contribute to the development and delivery of the strategic outcomes highlighted in the Single Outcome Agreement and to embed these into partner plans.

To aid delivery of the SOA the strategic outcomes will be embedded into the Alliance’s organisational structure which is detailed below:

The Alliance Board will have ultimate responsibility for driving forward the renewal of Inverclyde through this SOA.

Health and Wellbeing Thematic Partnership (Chair Elinor Smith/ David Walker CHP)

Business Support (Strategic Partnership

Manager)

Safe and Sustainable Communities

Thematic Partnership (Chair Cllr McKenzie)

Inverclyde Alliance Board

(Chair Cllr McCabe)

Enterprise and Learning

Thematic Partnership (Chair Alistair Shaw,

James

Supporting Networks Community Engagement

Information Sharing Communication

Watt College)

Regeneration Thematic Partnership

(Chair Cllr Wilson)


Lead Officers and the respective thematic partnerships will be given particular responsibility for delivering the most appropriate strategic outcomes to their particular area of interest. Given the introduction of this SOA the Alliance may need to further review its organisation to ensure that partners and groups continue to work in the most effective way in relation to realising the strategic outcomes contained within the agreement. Whatever the future arrangements may be, the Alliance will endeavour that partners have the opportunity to contribute in full to the vision for Inverclyde. It may be appropriate to establish a Programme/Project Board to oversee the effective planning and delivery of the SOA. Partners will be encouraged to take cognisance of the areas strategic outcomes in their respective business/service planning process. This will enable partners either working together or alone to structure their services and change programmes around a limited number of strategic outcomes.


9. Performance Management How we will Performance Manage this SOA For the Council and the Inverclyde Alliance, performance management needs to sit at the core of the delivery of this Single Outcome Agreement. This means partners through the Alliance via the Community Plan and the SOA need to:

• Set out what they wish to achieve • Plan it • Check progress in delivering it

A key action to support the delivery of the revised Community Plan 2008/18 and the Single Outcome Agreement 2008/11 is to establish a structure, supporting processes and a supporting system which has the ability to track progress in relation to the strategic outcomes and locally associated indicators. This also needs to be appropriately resourced. A reliable and user friendly system of performance management will be fundamental to the success of effective monitoring and reporting on this SOA. The data produced and the analysis delivered must be simple enough to be clearly understood and rest upon a foundation of meticulous quality standards. Data sharing will be key, both in collection, collation and discussion to inform future interventions. This requires an investment in both IT and technical skills which are not currently available to Inverclyde Council/Alliance. Hand in hand with a performance/data management system is the need to ensure governance arrangements will be sufficiently mature to enable indifferent performance to be challenged and remedial action to take place. Where performance drops below expected levels intensified scrutiny will be implemented. A plan of action will be requested from strategic leads responsible for the delivery of the local strategic outcome which, as a minimum, will identify corrective action including plans to get performance back on track. More detailed monitoring will be instigated until the situation is rectified and resolved. Partners need to identify lead officers who will be responsible for the co-ordination and delivery of the strategic outcomes and reporting of the agreed indicators. Indicators and Targets Given the timescales set by the Scottish Government, it has not been possible to refine the indicators and targets chosen for inclusion in the SOA. The indicators and targets are at best interim, they need to be subject to more rigorous examination to ensure they are (SMART), ensure robust collection systems exist, baseline data is available and targets set which, whilst stretching, are deliverable. Data Collection and Analysis The development of this SOA provides an opportunity to create a single common performance management framework for partners and organisations to sign up to, own and deliver interventions against. Through understanding and managing performance within the agreed framework of planned outcomes we will be empowered to roll out best practice and be pragmatic when an approach has not produced the desired strategic outcome.


There is a need to develop and establish such a framework to enable the national outcomes to be delivered in a local way that reflects local priorities identified through this SOA and the area’s Community Plan. Looking to the future, agreement will need to be reached on the establishment of an area web-enabled performance management system which will be fully accessible by partners. This will allow direct input of data from partners, thus maximising data integrity, minimising input error and preventing the need for partners to provide performance information in an ad hoc fashion. Such a system has not been developed by the Council, let alone partners. However, it is a fundamental requirement to ensure accountability for achieving outcomes is clear and that bespoke performance reports can be produced for stakeholders. This will enable performance to be reported to partners in a systematic and regular way. Financial Accountability Inverclyde Council will be the Accountable Body for this SOA. It will maintain separate accounts for particular funding streams, including the Fairer Scotland Fund. The Local Authority has extensive experience of the Accountable Body role through regeneration programmes and other external funding initiatives and has in place relevant reporting mechanisms.

10. Risk Management

Organisation Risk Map Risk Assessors: Date:

Risk No *Description of RISK Concern (x,y,z) IMPACT

Rating (A) L'HOOD Rating

(B) Who is Responsible? (name or title) Additional Controls/Mitigating Actions & Time Frames with End Dates

1 Effective performance management processes are not put in place. Corporate Director, Improvement and Performance

Development of Programme Management Board and Office to ensure effective

performance management.

2 Inverclyde Alliance partners do not fully commit to the delivery of the SOA on a partnership basis.

Partners will be given lead role in developing action plans and delivering outcomes to ensure full engagement. Existing representatives from

across the partner organisations are already engaged in the Alliance structures.

Chair of Inverclyde Alliance Board

A project management team is not put in place to record, performance manage and report on SOA progress.

Corporate Director, Improvement and Performance 3

Development of Programme Management Board and Office to ensure effective

performance management and delivery of the SOA.



11. Public Performance Reporting The Community Plan and the SOA will be subject to an annual performance report being produced for all stakeholders including:-

• The Scottish Government • The Account’s Commission • Alliance Board Members • Community/Voluntary Sector Groups • Citizens

This will be published through the existing Public Performance Report issued annually by the Council.

12. Action Plan to Support the Delivery of the Single Outcome Agreement

To support the effective delivery of the SOA and to aid the movement from the Council to the Inverclyde Alliance an action plan has been developed. The following work streams need to be developed and implemented over the coming months. This will allow the Single Outcome Agreement to move from its current transitional status. The work streams highlighted below are reflected in a more detailed action plan which is attached as Appendix (A).

• Negotiation with Community Planning partners • Engagement with employees • Development of partnership performance management system

13. Contact Details: If you would like any further information about the SOA please contact:- Neil Graham: Corporate Director, Environment and Community Protection. Tel: 01475 712712 Andrew Spowart: Head of Performance Management and Procurement. Tel: 01475 712039 Miriam McKenna: Strategic Partnership Manager. Tel: 01475 712042

14. Appendix One This section sets out how the Directorates of Inverclyde Council are currently contributing to the delivery of the Scottish Government’s National Outcomes. 1. Environment And Community Protection Directorate 1.1 Wealthier and Fairer

National Indicators and Targets National Outcomes Link to Corporate Plan Link to Directorate Plan Priorities 2007/08 Indicator 4: Reduce the proportion of driver journeys delayed due to traffic congestion

1. We live in a Scotland that is

the most attractive place for doing business in Europe.

4.1 Work with partners, the private sector

and local communities to promote Inverclyde nationally and internationally as an attractive location to live, work and visit

4.6 Work with our partners to expand

public transport infrastructure including the development of the Gourock interchange.

• Ensure that our roads are properly

maintained and that investment is secured for the future of the roads network

• Continue to deliver key initiatives through our

Cleaner, Greener, Safer and Stronger policy • Ensure the Council meets the obligations of

the Climate Change Declaration

1.2 Healthier National Indicators and Targets National Outcomes Link to Corporate Plan Link to Directorate Plan Priorities 2007/08

Indicator 15: Increase the average score of adults on the Warwick – Edinburgh Mental Wellbeing by Scale 2011 Indicator 17: Reduce the percentage of the adult population who smoke to 22% of by 2010 Indicator 18: Reduce alcohol related hospital admissions by 2011 Indicator 20: Reduce proportion of people aged 65 and over

6. We live longer, healthier lives

7. We tackle the significant inequalities in Scottish society

2.1 Work with the new Community Health

Partnership and our partners in the Inverclyde Alliance to tackle health inequalities, particularly in those areas where specific social, economic and environmental challenges have caused acute health problems

3.1 Work with partner agencies and local

communities to reduce fear of crime, as well as actual in instances of crime by implementing initiatives to tackle anti-social behaviour

3.2 Keep vulnerable adults and children

• Deliver public reassurance on safe and

sustainable communities

• Improve and conserve the environment and wellbeing of the community

• Reduce the incidences of crime and anti-

social behaviour in targeted communities

• Reduce the “fear of crime” among all our residents, with particular emphasis on the elderly and vulnerable.

• Continue to deliver key initiatives through

our Cleaner, Greener, Safer and Stronger


National Indicators and Targets National Outcomes Link to Corporate Plan Link to Directorate Plan Priorities 2007/08 admitted as emergency inpatients 2 or more times in a single year Indicator 21: Reduce mortality from coronary heart disease among the under 75’s in deprived areas

safe and protected by working with our partners through Inverclyde Alliance

Work with our partners in the Inverclyde Alliance and the Scottish Government to tackle the culture associated with alcohol, reduce the negative impact on community safety and change attitudes towards alcohol

policy

• Contribute to the health of our residents through the work of our Environmental health Services in relation to food safety , pollution control and the monitoring of public health matters

1.3 Safer and Stronger National Indicators and Targets National Outcomes Link to Corporate Plan Link to Directorate Plan Priorities 2007/08

Indicator 23: Reduce overall reconviction rates by 2 percentage points by 2011 Indicator 24: Reduce overall crime victimisation rates by 2 percentage points by 2011 Indicator 27: Increase the rate of new house building Indicator 28: Increase the percentage of adults who rate their neighbourhood as a good place to live Indicator 31: Increase the positive public perception of the general crime rate in local area

8. We have improved the life

chances for children, young people and families at risk

9. We live our lives safe from

crime, disorder and danger

10. We live in well-designed, sustainable places where we are able to access the amenities and services we need


12. We value and enjoy our built

and natural environment and

Work with our partners in the Inverclyde Alliance to develop and implement a new, shared approach to community engagement and empowerment, building community networks that will enable individuals and communities to actively participate in influencing polices and decisions that affect them or the area in which they live

3.1 Work with partner agencies and local

communities to reduce fear of crime, as well as actual in instances of crime by implementing initiatives to tackle anti-social behaviour

3.2 Keep vulnerable adults and children

safe and protected by working with our partners through Inverclyde alliance

3.3 Work with our partners in the Inverclyde


sustainable communities

• Improve and conserve the environment and wellbeing of the community

• Reduce the incidences of crime and anti-

social behaviour in targeted communities

• Reduce the “fear of crime” among all our residents, with particular emphasis on the elderly and vulnerable.

• Continue to deliver key initiatives through

our Cleaner, Greener, Safer and Stronger policy

• Deliver a more cost – effective and

modern Planning Service with particular the introduction of e-planning by April 2008


National Indicators and Targets National Outcomes Link to Corporate Plan Link to Directorate Plan Priorities 2007/08 protect it and enhance if for future generation

13. We take pride in a strong, fair

and inclusive national identity

Alliance and the Scottish Government to tackle the culture associated with alcohol’ reduce the negative impact on community safety and change attitudes towards alcohol

3.5 Lead the development of a new Local

Housing Strategy and, in partnership with other agencies, increase the supply of new, affordable homes and improve the quality of the existing housing stock

4.1 Work with partners, the private sector

and local communities to promote Inverclyde nationally and internationally as an attractive location to live, work and visit

4.5 Develop a distinctive area based

approach to regeneration, in partnership with other public agencies and local communities , which recognises that different area have specific social, economic and environmental challenges that require different solutions, for example, the town centres of Port Glasgow, Greenock and Gourock


1.4 Greener National Indicators and Targets National Outcomes Link to Corporate Plan Link to Service Plan Priorities 2007/08

Indicator 32: Reduce overall ecological footprint Indicator 33: Increase to 95% the proportion of protected nature sites in favourable condition Indicator 34: Improve the state of Scotland’s Historic Buildings, monuments and the environment. Indicator 35:Biodiversity: increase the index of abundance of terrestrial breeding birds Indicator 36: Increase the proportion of journeys to work made by public or active transport Indicator 37: Increase the proportion of adults making one or more visits Indicator 38: Reduce to 1.32 million tonnes waste sent to landfill by 2010

12. We value and enjoy our built and natural environment and protect it and enhance if for future generation

14. We reduce the local and global environment impact of our consumption and production

3.4 Facilitate the development of initiatives

that encourage communities and individuals to reduce waste and increase recycling to promote sustainability

3.6 Protect and care for our the environment

by addressing climate change through reducing the amount of energy used in Council buildings, street lighting and transport and identifying further opportunities for carbon reduction

• Improve and conserve the environment

and wellbeing of the community

• Improve recycling rates and to deliver an effective Waste Strategy

• Ensure the Council meets the

obligations of the Climate Change Declaration

• Promote effective use of resources and

improve the environment by the introduction of “ Streetscene” arrangements by April 2008

• Continue to deliver key initiatives

through our Cleaner, Greener, Safer and Stronger policy

1.5 Overarching

National Indicators and Targets National Outcomes Link to Corporate Plan Link to Directorate Plan Priorities 2007/08 Indicator 42: Improve public sector efficiency through generation of 2% cash releasing efficiency savings per annum Indicator 43: Improve people’s

15. Our public services are high

quality, continually improving, efficient and responsive to local people’s needs.

5.1 Focus on modernising services across the

organisation to improve responsiveness, increase accessibility and provide a high level of customer service.

5.2 Explore opportunities with other local

• Ensure that our roads are properly

maintained and that investment is secured for the future of the roads network

• Continue to deliver key initiatives


National Indicators and Targets National Outcomes Link to Corporate Plan Link to Directorate Plan Priorities 2007/08 perceptions of the quality of public services delivered

authorities and public agencies to work in partnership to improve the services we provide to our customers.

5.3 Support and develop our employees through a

variety of initiatives including training, flexible working, Scotland’s Healthy Working Lives, Investors in People (IIP) to help our employees develop new skills and knowledge that will enable them to provide an improved service to customers.

5.4 Implement a coherent approach to internal and

external communications that will keep communities and our employees informed, strengthen our reputation and increase understanding of the role of the Council.

5.5 Ensure that our services do not directly or indirectly discriminate against people on the basis of race, gender, age, disability, sexual orientation, religion or belief by mainstreaming equality and diversity across all services.

through our Cleaner, Greener, Safer and Stronger policy


sustainable communities • Deliver a more cost – effective and

modern Planning Service with particular the introduction of e-planning by April 2008

• Promote effective use of resources and

improve the environment by the introduction of “ Streetscene” arrangements by April 2008


2. Education and Social Care Directorate 2.1 Education Services Scottish Government Commitment Improving the learning experience for children and young people by improving the fabric of schools and nurseries; developing and delivering A Curriculum for Excellence; and, as quickly as is possible, reducing class sizes in P1 and P3 to a maximum of 18 and improving early years provision with access to a teacher for every pre-school child.

National Indicators and Targets National Outcomes Link to Corporate Plan Link to Service Plan Priorities 2007/08 Indicator 8: Increase the proportion of schools receiving positive inspection reports Indicator 12: Increase the proportion of pre-school centres receiving positive inspection reports Indicator 43: Improve people’s perceptions of the quality of public services delivered

Smarter


6. Our children have the best

start in life and are ready to succeed.

Overarching

15. Our public services are high

quality, continually improving, efficient and responsive to local people’s needs.

1.1 Invest in the renewal of the school

estate to ensure that all children are educated in modern schools fit for the 21st century and that our schools act as hubs for a wide range of community, cultural and leisure activities.

1.2 Improve the educational attainment

of all children, particularly that of our most vulnerable young people, such as looked after and accommodated children.

• Developing a Curriculum for Excellence including

early years’ provision and the quality of learning and teaching

• Implementation of School Estate Strategy • Enhancing the quality of continuing professional

development for all staff • Promoting inclusion and equality

• Tackling the effects of deprivation including the

lowest 20%, NEET, LAAC etc through more effective multi-agency working

• Improving the impact of self-evaluation

Scottish Government Commitment

Expanding pre-school provision and making substantial progress towards a 50% increase in pre-school entitlement for 3 and 4 year olds. National Indicators and Targets National Outcomes Link to Corporate Plan Link to Service Plan Priorities 2007/08

Indicator 12: Increase the proportion of pre-school centres receiving positive inspection

Smarter 5. Our children have the best start

1.2 Improve the educational

attainment of all children, particularly that of our most

• Developing a Curriculum for Excellence

including early years’ provision and the quality of learning and teaching


National Indicators and Targets National Outcomes Link to Corporate Plan Link to Service Plan Priorities 2007/08 reports Indicator 43: Improve people’s perceptions of the quality of public services delivered

in life and are ready to succeed.

Overarching

15. Our public services are high quality, continually improving, efficient and responsive to local people’s needs.

vulnerable young people, such as looked after and accommodated children.

• Enhancing the quality of continuing

professional development for all staff

• Promoting inclusion and equality

• Tackling the effects of deprivation including the lowest 20%, NEET, LAAC etc through more effective multi-agency working


Scottish Government Commitment

Vocational education/skills – working in partnership with colleges, local employers and others as appropriate to give more school pupils opportunities to experience vocational learning. National Indicators and Targets National Outcomes Link to Corporate Plan Link to Service Plan Priorities 2007/08

Indicator 7: Increase the proportion of school leavers (from Scottish publicly funded schools) in positive and sustained destinations (FE, HE, employment or training) Indicator 8: Increase the proportion of schools receiving positive inspection reports Indicator 43: Improve people’s perceptions of the quality of public services delivered

Smarter 3. We are better educated, more

skilled and more successful, renowned for our research and innovation.

4. Our young people are successful

learners, confident individuals, effective contributors and responsible citizens.

Healthier 5. We have improved the life

chances for children, young people and families at risk.

Overarching 15. Our public services are high

1.2 Improve the educational

attainment of all children, particularly that of our most vulnerable young people, such as looked after and accommodated children.

1.4 Identify and address the training

and support needs of young people to provide them with more choices and chances to succeed.

• Developing a Curriculum for Excellence

• Developing vocational education provision for

secondary school pupils • Developing enterprise in education (Determined

to Succeed) • Promoting creativity

• Promoting inclusion and equality

• Tackling the effects of deprivation including the

lowest 20%, NEET, LAAC etc through more effective multi-agency working



National Indicators and Targets National Outcomes Link to Corporate Plan Link to Service Plan Priorities 2007/08 quality, continually improving, efficient and responsive to local people’s needs.

2.2 Social Work Services National Outcomes

National Indicators Link to Corporate Plan Link to Social Work Strategic /Business Plans

Wealthier and Fairer

1. We live in a Scotland that is the most attractive place for doing business in Europe


2. Increase the business start-up rate.

Smarter 3. We are better educated, more skilled and more successful, renowned for our research and innovation.

30. Reduce number of working age people with severe literacy and numeracy problems.


8. Increase the proportion of schools receiving positive inspection reports.

Improve the educational attainment of all children, particularly that of our most vulnerable young people, such as looked after and accommodated children

Work with partners to improve the social, health and educational outcomes of Looked After Children and Young People to offer support in transition to adulthood To work with partners in addressing the NEET agenda


11. 60% of school children in primary 1 will have no signs of dental disease by 2010 12. Increase the proportion of pre-school centres receiving positive inspection report.

Improve the educational attainment of all children, particularly that of our most vulnerable young people, such as looked after and accommodated children

We will work to implement the standards of assessment, planning, and recording being set by the Scottish Executive through the GIRFEC agenda, including having appropriate Children and Young People’s plans as required in guidance by December 2007

Healthier 6. We live longer, healthier lives. 14. Reduce the rate of increase in the proportion

of children with their Body Mass Index outwith a healthy range by 2018. 15. Increase the average score of adults on the

Work with the new Community Health Partnership and our partners in the Inverclyde Alliance to tackle health inequalities, particularly in those areas where

Develop mechanisms to better understand the needs of our community in order to respond and deliver more flexible and varied services which support individuals in their


National Outcomes


Warwick-Edinburgh Mental Well-being Scale. 2011 16. Increase healthy life expectancy at birth in the most deprived areas. 17. Reduce the percentage of the adult population who smoke to 22% of by 2010. 18. Reduce alcohol related hospital admissions by 2001. 20. Reduce proportions of people ages 65 and over admitted as emergency inpatients 2 or more times in a single year. 21. Reduce mortality from coronary heart disease among the under 75s in deprived areas. 29. Decrease the estimated number of problem drug users in Scotland by 2011.

specific social, economic and environmental challenges have caused acute health problems Support the consolidation of Formal and Informal social care networks which meet the needs of the most vulnerable groups Work with partner agencies and the voluntary sector to promote positive mental health and well being, raise awareness of mental health issues and improve the quality of life of people at risk of, or experiencing, mental ill health.

own homes and communities Further develop greater integration of services with our partners We will continue to redesign services with our partners to achieve the delayed discharge targets Assist the development and progression of the Community Planning and Corporate Planning agendas by facilitating Health Improvement and Financial Inclusion services. We will enhance access to community drugs, alcohol and mental health services for homeless clients


10. Decrease the proportion of individuals living in poverty.

Work with our partners in the Inverclyde Alliance, particularly the voluntary sector, to promote the well being and social inclusion of those individuals and groups who, for various reasons, are unable to participate fully in the life of their community

Assist the development and progression of the Community Planning and Corporate Planning agendas by facilitating Health Improvement and Financial Inclusion services. Progress the strategic objectives detailed in the council’s Financial Inclusion Strategy which are:

1. Dealing with Debt. 2. 2. Promoting Access to Basic

Financial Services 3. Asset Development and

Accumulation 4. Financial Education and Financial


National Outcomes


Literacy We will establish employment links for homeless clients to assist in decreasing levels of repeat homelessness Reduce inequalities through implementation and monitoring of the multi-equality scheme Ensure ease of access to services for those who require them


5. Increase the percentage of Scottish domiciled graduates from Scottish Higher Education Institutions in positive destinations. 7. Increase the proportion of school leavers (from Scottish publicly funded schools) in positive and sustained destinations (FE, HE, employment or training)

Work with our partners in the Inverclyde Alliance, particularly the voluntary sector, to promote the well being and social inclusion of those individuals and groups who, for various reasons, are unable to participate fully in the life of their community

Develop mechanisms to better understand the needs of our community in order to respond and deliver more flexible and varied services which support individuals in their own homes and communities We will continue to address the needs of young people leaving local authority care and prevent presentations to homelessness services

Safer and Stronger 9. We live our lives safe form crime, disorder and danger.

9. Increase the overall proportion of area child protection committees receiving positive inspection reports. 23. Reduce overall reconviction rates by 2 percentage points by 2011. 24. Reduce overall crime victimisation rates by 2 percentage points by 2011. 31. Increase positive public perception of the general crime rate in local area.

Work with partners agencies and local communities to reduce fear of crime, as well as actual instances of crime, by implementing initiatives to tackle anti-social behaviour Keep vulnerable adults and children safe and protected by working with our partners through the Inverclyde Alliance

Contribute to the reduction of re-offending within the Community Justice Authority area, thereby safeguarding and maintaining community safety and public protection by: a) Assessing and managing offenders consistently and effectively. b) Providing a range of effective interventions and disposals for offenders. c) Promoting the social inclusion of offenders through rehabilitation and effective integration into the community. Work with partners in the

Inverclyde Alliance and the Scottish Government to tackle the culture associated with alcohol, reduce the negative impact on community safety and change attitudes for the future

Establish clear policies and procedures that enable staff and partner agencies to minimise risk and ensure effective decision making and assessment Develop mechanisms to better understand the needs of our community in order to respond and deliver more flexible and varied services which support individuals in their


National Outcomes

National Indicators Link to Corporate Plan Link to Social Work Strategic /Business Plans own homes and communities

11. We have strong, resilient and supportive communities where people take responsibility for their own actions and how they affect other.

Work with our partners in the Inverclyde Alliance to develop and implement a new, shared approach to community engagement and capacity building, building a civic infrastructure that will enable individuals and communities to actively participate in influencing policies and decisions that affect them or the area in which they live.

Ensure systematic processes and mechanisms in order to listen to our customer and stakeholders. Empower individuals to influence their care and shape services

12. We value and enjoy our built and natural environment and protect it and enhance it for future generation.

13. We take pride in a strong, fair and inclusive national identity.

Greener 14. We reduce the local and global environment impact of our consumption and production.

32. Reduce overall ecological footprint. 36. Increase the proportion of journeys to work made by public or active transport. 39. Reduce to 1.32 million tonnes sent to landfill by 2010.

Overarching 15. Our public services are high quality, continually improving, efficient and responsive to local people’s needs.

22. All unintentionally homeless households will be entitled to settled accommodation by 2012. 25. Increase the percentage of criminal cases dealt with within 26 weeks by 3 percentage points by 2011. 42. Improve people’s sector efficiency through the generation of 2% cash releasing efficiency savings per annum. 43. Improve people’s percentages of the quality of public services delivered.

Focus on modernising services across the organisation to improve responsiveness, increase accessibility and provide a high level of customer service Explore opportunities with other local authorities and public agencies to work in partnership to improve the services we provide to our customers. Support and develop our employees through a variety of initiatives including training,

Develop mechanisms to better understand the needs of our community in order to respond and deliver more flexible and varied services which support individuals in their own homes and communities Develop more flexible and needs led service responses Ensure ease of access to services for those who require them Homelessness Services continue to work to meeting National Policy Objectives by 2012


National Outcomes


flexible working, Scotland’s Healthy Working Lives, Investors in People (IIP) to develop new skills and knowledge that will enable them to provide an improved service to customers. Implement a coherent approach to internal and external communications that will keep communities and our employees informed, strengthen our reputation and increased understanding of the role of the Council. Ensure that our services do not directly or indirectly discriminate against people on the basis of race, gender, age, disability, sexual orientation, religion or belief by mainstreaming equality and diversity across all services.

Ensure our services and those which we commission are delivered to the highest standard Further develop greater integration of services with our partners. Develop our service and joint planning process to enable informed equitable service commissioning Ensure efficient and effective use of our financial resources Target our resources to most effect our capacity to deliver Consolidate our current performance management and reporting framework Provide clear leadership and direction for our staff Ensure skills development that supports staff readiness to deliver Ensure staff have a safe and comfortable working environment Fully implement investors in people Continue to improve our recruitment and retention schemes Further develop our public information Further develop our public performance reporting mechanisms Continue to engage with key stakeholders Develop promotional materials and distribution mechanisms Promote our services through a variety of


National Outcomes

National Indicators Link to Corporate Plan Link to Social Work Strategic /Business Plans media award schemes Reduce inequalities through implementation and monitoring of the multi-equality scheme


3. Regeneration and Resources Directorate 3.1 Wealthier and Fairer

National Outcomes

Link To Corporate Plan Priorities

Link To R & R Directorate Plan Priorities

National Indicators

1. We live in a Scotland that is

the most attractive place for doing business in Europe

• Work with partners, the private sector and local communities to promote Inverclyde nationally and internationally as an attractive location to live, work and visit.

• Ensure that our services work in partnership with

Riverside Inverclyde to realise the potential of Inverclyde’s waterfront to be a driver of economic and social regeneration.

• Work with partner agencies and the voluntary sector to

improve the range and quality of services available to new and developing businesses, promote entrepreneurship and support and develop social enterprise.

• Promote heritage and local history. • Support cultural regeneration through the

Inverclyde Arts Strategy and Action Plan. • Support tourism through the exhibitions and

activities offered by the McLean Museum and Art Gallery.

• Support the aims and objectives of Riverside Inverclyde.

• Reduce unemployment. • Improve existing business locations within

industrial estates. • Develop regeneration programmes which

result in the following outcomes: o Where people feel safe in their

homes and neighbourhood o Where people have a sense of

belonging and trust o Where people want to live o Where people have the opportunity

to learn work and play o Where people can grow up, work,

bring up children and retire • Promote and support a range of community

facilities and resources that provide communities with focal points for their areas.

• Provide support to help community groups to help themselves.

• Bring democracy closer to communities. • Promoting the benefits of working and living

in Inverclyde through advertising and the recruitment website.

Indicator 2: Increase the business start-up rate. Indicator 3: Grow exports at a faster average rate than GDP. Indicator 41: Improve people’s perceptions, attitudes and awareness of Scotland’s reputation

2. We realise our full economic potential with more and better employment opportunities for our people

• Develop, through the Inverclyde Alliance, a coherent approach to employability to improve employment opportunities for people furthest from the labour market.

Indicator 2: Increase the business start-up rate. Indicator 3: Grow exports at a faster average rate than GDP


National Outcomes

Link To Corporate Plan Priorities

Link To R & R Directorate Plan Priorities

National Indicators

3.2 Smarter

National Outcomes Link to Corporate Plan Priorities Link to R & R Directorate Plan Priorities National Indicators

3. We are better educated, more skilled and more successful, renowned for our research and innovation

4. Our young people are

successful learners, confident individuals, effective contributors and responsible citizens.

5. Our children have the best

start in life and are ready to succeed

• Work with partner agencies and local communities to develop and support projects that secure an increase in the level of adult numeracy and literacy.

• Invest in the renewal of the school estate to

ensure that all children are educated in modern schools fit for the 21st Century and that our schools are used for a wide range of community, cultural and leisure activities.

• Improve the educational attainment of all children, particularly that of our most vulnerable young people, such as looked after and accommodated children.

• Identify and address the training and support needs of young to provide them with more choices and chances to succeed

• Provide learning opportunities through classes, workshops and activities held in libraries and the McLean Museum & Art Gallery.

• Develop reading and literacy skills and encourage library membership.

• Encourage participation and an appreciation of culture through a programme of Arts Development events, workshops and exhibitions.

• Synergy of approaches in relation to confidence building / personal development and employment training initiatives.

• Contribute to the planning and implementation of strategies for community learning, and community development.

• Promote and maintain links between learning and business development.

• Build capacity within the community. • Support the active citizen’s information

requirements by making a range of resources available in all libraries and on the library website.

Indicator 1: At least halve the gap in total research and development spending compared with EU average by 2011. Indicator 6: Improve knowledge transfer from research activity in universities Indicator 7: Increase the proportion of school leavers (from Scottish publicly funded schools) in positive and sustained destinations (FE, HE, employment or training) Indicator 30: Reduce number of working age people with severe literacy and numeracy problems Indicator 8: Increase the proportion of schools receiving positive inspection reports Indicator 11: 60% of school children in primary 1 will have no signs of dental disease by 2010 Indicator 12: Increase the proportion of pre-school centres receiving positive inspection reports.


3.3 Healthier

National Outcomes

Link to Corporate Plan Priorities

Link to R & R Directorate Plan Priorities

National Indicators

6. We live longer healthier lives

• Work with partners including the private sector to promote investment in our sport and leisure infrastructure and support initiatives that improve physical health and increase participation for all age groups.

• Work with partner agencies and the voluntary

sector to promote positive mental health and wellbeing, raise awareness of mental health issues and improve the quality of life of people at risk of, or experiencing, mental ill health.

• Provide access to a range of cultural and artistic opportunities for vulnerable groups and individuals.

• Build confidence and improve skills by offering access to a variety of resources and opportunities in a non-threatening environment.

• Co-ordinate involvement internally and externally in the Community Engagement Strategy.

• Develop regeneration programmes which promote well-being through tackling inequalities.

• Provision of quality training opportunities for employees, ensuring that necessary skills are developed within the workforce.

• Allowing access to cost effective training opportunities for voluntary and partnership organisations.

• Occupational Health Provision. • Health and safety advice and guidance. • Sensible risk management. • Healthy working lives.

Indicator 14: Reduce the rate of increase in the proportion of children with their Body Mass Index outwith a healthy range by 2018. Indicator 15: Increase the average score of adults on the Warwick-Edinburgh Mental Well-being Scale by 2011. Indicator 16: Increase healthy life expectancy at birth in the most deprived areas. Indicator 17: Reduce the percentage of the adult population who smoke to 22% of by 2010. Indicator 18: Reduce alcohol related hospital admissions by 2011. Indicator 20: Reduce proportion of people aged 65 and over admitted as emergency inpatients 2 or more times in a single year.

6. We live longer healthier lives 7. We have tackled the

significant inequalities in Scottish society

• Work with the new Community Health

Partnership and our partners in the Inverclyde Alliance to tackle health inequalities, particularly in those areas where specific social, economic and environmental challenges have caused acute health problems.

• Promote the wellbeing and social inclusion of

Indicator 21: Reduce mortality from coronary heart disease among the under 75s in deprived areas Indicator 29: Decrease the estimated number of problem drug users in Scotland by 2011 Indicator 10: Decrease the proportion of individuals living in poverty


National Outcomes



National Indicators

8. We have improved the life

chances for children, young people and families at risk

those individuals and groups who, for various reasons, are unable to participate fully in the life of their community by working in partnership with the Inverclyde Alliance and the voluntary sector.

• Support the consolidation of formal and

informal social care networks that meet the needs of the most vulnerable groups.

Indicator 5: Increase the percentage of Scottish domiciled graduates from Scottish Higher Education Institutions in positive destinations Indicator 7: Increase the proportion of school leavers (from Scottish publicly funded schools) in positive and sustained destinations (FE, HE, employment or training).


3.4 Safer and Stronger

National Outcomes



National Indicators

9. We live our lives safe from

crime, disorder and danger 10. We live in well-designed,

sustainable places where we are able to access the amenities and services we need

• Work with partner agencies and local communities to reduce fear of crime, as well as actual instances of crime, by implementing initiatives to tackle anti-social behaviour.

• Keep vulnerable adults and children safe and protected by working with our partners through the Inverclyde Alliance.

• Work with partners in the Inverclyde Alliance and the Scottish Government to tackle the culture associated with alcohol, reduce the negative impact on community safety and change attitudes towards alcohol.

• Work with our partners to expand public

transport infrastructure including the development of the Gourock interchange.

• Develop a distinctive area based approach to

regeneration, in partnership with other public agencies and local communities, which recognises that different areas have specific social, economic and environmental challenges that require different solutions, for example the town centres of Port Glasgow, Greenock and Gourock.

• Encourage digital and social inclusion by providing free access to resources and PCs in libraries.

• Supporting services throughout the Council by ensuring appropriate physical and human resource assets are made available.

• Provision of quality Health and Safety advice to other Services within the Council.

Indicator 9: Increase the overall proportion of area child protection committees receiving positive inspection reports Indicator 23: Reduce overall reconviction rates by 2 percentage points by 2011 Indicator 24: Reduce overall crime victimisation rates by 2 percentage points by 2011 Indicator 31: Increase positive public perception of the general crime rate in local area Indicator 26: Increase the percentage of people aged 65 and over with high levels of care needs who are cared for at home Indicator 28: Increase the percentage of adults who rate their neighbourhood as a good place to live

11. We have strong, resilient

and supportive communities where people take responsibility for their own actions and

• Lead the development of a new Local Housing Strategy and, in partnership with other agencies, increase the supply of new, affordable homes and improve the quality of existing housing stock.

• Work with our partners in the Inverclyde

Alliance to develop and implement a new, shared approach to community engagement and capacity building, building a civic infrastructure that will enable individuals and communities to actively participate in


National Outcomes



National Indicators

how they affect others

12. We value and enjoy our

built environment and protect it and enhance it for future generations

13. We take pride in a strong,

fair and inclusive national identity

influencing policies and decisions that affect them or the area in which they live.

3.5 Greener

National Outcomes



National Indicators

14. We reduce the local and

global environmental impact of our consumption and production

• Facilitate the development of initiatives that encourage communities and individuals to reduce waste and increase recycling to promote environmental sustainability.


Directorate Plan includes “Greener” under “Safe and Sustainable Environment” ( i.e. listed above under Safer and Stronger )

Indicator 33: Increase to 95% the proportion of protected nature sites in favourable condition Indicator 36: Increase the proportion of journeys to work made by public or active transport Indicator 38: 50% of electricity generated in Scotland to come from renewable sources by 2020 (interim target of 31% by 2011)

• Protect and care for the environment by addressing climate change through reducing the amount of energy used in Council buildings, street lighting and transport and identifying further opportunities for carbon reduction.

Indicator 39: Reduce to 1.32 million tonnes waste sent to landfill by 2010


3.6 Overarching

National Outcomes Link to Corporate Plan Priorities Link to Directorate Plan Priorities National Indicators


• Focus on modernising services across the organisation to improve responsiveness, increase accessibility and provide a high level of customer service.

• Explore opportunities with other local authorities and public agencies to work in partnership to improve the services we provide to our customers.

• Support and develop our employees through a variety of initiatives including training, flexible working, Scotland’s Healthy Working Lives, Investors in People (IIP) to help our employees develop new skills and knowledge that will enable them to provide an improved service to customers.

• Implement a coherent approach to internal and external communications that will keep communities and our employees informed, strengthen our reputation and increase understanding of the role of the Council.

• Ensure that our services do not directly or indirectly discriminate against people on the basis of race, gender, age, disability, sexual orientation, religion or belief by mainstreaming equality and diversity across all services.

• Reconfigure the area’s approach to Community Planning, designing a partnership model that delivers real and added value to the communities and neighbourhoods of Inverclyde.

• Formulate the next Corporate Plan for the new

Council, identifying the key priorities and articulating the key programmes and projects which will assist improve both the organisation and the area of Inverclyde.

• Develop the Council’s Financial Strategy in

consultation with other Services/Partners taking on board the need to identify areas for efficiency savings.

• Review and develop financial skills across the

Council and further develop the Account Management Model within Finance Services.

• Deliver the modernisation and efficiency

programme which highlights the Council’s approach to Efficient Government, Shared Services and the wider business transformation agenda.

• Ensure the Council has a coherent policy and

strategy in the context of further national developments associated with the wider public sector reform agenda.

Indicator 22: All unintentionally homeless households will be entitled to settled accommodation by 2012 Indicator 25: Increase the percentage of criminal cases dealt with within 26 weeks by 3 percentage points by 2011 Indicator 42: Improve public sector efficiency through the generation of 2% cash releasing efficiency savings per annum Indicator 43: Improve people’s perceptions of the quality of public services delivered Indicator 44: Improve the quality of healthcare experience


• Co-ordinate the preparation of the Council’s Efficiency Statement including the co-ordination of the Efficiency Reviews.

• Address and progress the Council’s strategic

approach to procurement. • Implement the Council’s Strategic Planning and

Performance Management Framework, and its various elements.



• Progress the Council’s strategic approach to risk management and business continuity.

• Enhance the Council’s approach to corporate

communications, ensuring the organisation has a consistent and coherent approach whilst at the same time improving and enhancing the Council’s reputation.

• Establish a Citizens’ Panel and use it to regularly

consult Inverclyde residents. • Develop a modern, inclusive and accessible

Council website and intranet site. • Develop a corporate customer complaints strategy

and framework for the Council. Develop the organisation

• Maintain an appropriate staff training programme for all staff and ensure skills are updated

• Provision of quality training opportunities for employees, ensuring that necessary skills are developed within the workforce.

• The provision of a Training & Development programme for all Councillors to ensure that they have the necessary skills to fulfil their roles.

• Develop an asset management strategy and plan to allow for the effective strategic management of our physical and human resources


4. Improvement and Performance Directorate 4.1 Overarching National Outcomes Link to Corporate Plan Priorities Link to Directorate Plan Priorities National Indicators

15. Our public services are

high quality, continually improving, efficient and responsive to local people’s needs.

• Focus on modernising services across the organisation to improve responsiveness, increase accessibility and provide a high level of customer service.

• Explore opportunities with other local authorities and public agencies to work in partnership to improve the services we provide to our customers.

• Support and develop our employees through a variety of initiatives including training, flexible working, Scotland’s Healthy Working Lives, Investors in People (IIP) to help our employees develop new skills and knowledge that will enable them to provide an improved service to customers.

• Implement a coherent approach to internal and external communications that will keep communities and our employees informed, strengthen our reputation and increase understanding of the role of the Council.

• Ensure that our services do not directly or indirectly discriminate against people on the basis of race, gender, age, disability, sexual orientation, religion or belief by mainstreaming equality and diversity across all services.

• Reconfigure the area’s approach to Community Planning, designing a partnership model that delivers real and added value to the communities and neighbourhoods of Inverclyde.

• Formulate the next Corporate Plan for the new

Council, identifying the key priorities and articulating the key programmes and projects which will assist improve both the organisation and the area of Inverclyde.

• Develop the Council’s Financial Strategy in

consultation with other Services/Partners taking on board the need to identify areas for efficiency savings.

• Review and develop financial skills across the

Council and further develop the Account Management Model within Finance Services.

• Deliver the modernisation and efficiency

programme which highlights the Council’s approach to Efficient Government, Shared Services and the wider business transformation agenda.

• Ensure the Council has a coherent policy and

strategy in the context of further national developments associated with the wider public sector reform agenda.

Indicator 22: All unintentionally homeless households will be entitled to settled accommodation by 2012 Indicator 25: Increase the percentage of criminal cases dealt with within 26 weeks by 3 percentage points by 2011 Indicator 42: Improve public sector efficiency through the generation of 2% cash releasing efficiency savings per annum Indicator 43: Improve people’s perceptions of the quality of public services delivered Indicator 44: Improve the quality of healthcare experience


• Co-ordinate the preparation of the Council’s Efficiency Statement including the co-ordination of the Efficiency Reviews.

• Address and progress the Council’s strategic

approach to procurement. • Implement the Council’s Strategic Planning and



Performance Management Framework, and its various elements.

• Progress the Council’s strategic approach to risk

management and business continuity. • Enhance the Council’s approach to corporate

communications, ensuring the organisation has a consistent and coherent approach whilst at the same time improving and enhancing the Council’s reputation.

• Establish a Citizens’ Panel and use it to regularly

consult Inverclyde residents. • Develop a modern, inclusive and accessible

Council website and intranet site. • Develop a corporate customer complaints strategy

and framework for the Council.


15. Appendix Two KS14a National Statistics - Socio-economic Classification

All people aged 16 - 74

Percentage of people aged 16 - 74

Area

All people

aged 16 - 74

Large employers and higher managerial occupations

Higher professional qualifications

Lower managerial

and professional occupations

Intermediate occupations

Small employers and own account workers

Lower supervisory

and technical

occupations

Semi-routine

occupations

Routine occupations

Never worked

Long-term unemployed

1

Full-time

students

2

Not classifiable for other reasons 3

a b

c d e f g h i j k l m n

Scotland 3731079 2.39 4.44 17.35 9.41 5.72 7.39 12.57 10.36 2.89 1.29 7.14 19.04

Inverclyde 61658 2.31 3.10 14.92 9.64 3.42 7.09 14.01 12.72 3.13 1.33 6.28 22.06

Footnotes:

1 For Long-term unemployed year last worked is 1999 or earlier.

2 In the NS-SeC classification, all full-time students are recorded in the "full-time students" category regardless of whether they are economically active or not.

3 "Not classifiable for other reasons" includes people whose occupation has not been coded.



Documents

Inverclyde Single Outcome Agreement ‘Tackling Poverty ...€¦ · Inverclyde Single Outcome Agreement ‘Tackling Poverty, Sustaining Growth’ 2008 – 2009 SOA-doc-Inverclyde