Local Outcome Improvement Plan (LOIP) 6 Month Progress Report April- Sept 2022
North Lanarkshire Council · 6 February 2023
Back to Communities Committee — 6 February 2023 and its agenda
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SP/LP Date 06/02/23 LOIP 6 month progress report April- Sept 2022 From Stephen Penman, Chief Officer – Strategic Communication and Engagement E-mail Penmanste@northlan.gov.uk Telephone 07947997750 1. Background 1.1 The Local Outcome Improvement Plan (LOIP) Management and Monitoring Framework was approved by the NLP Strategic Leadership Board in April 2022 as a significant tool in ensuring effective management, oversight, and reporting of progress on LOIP priorities by officers through the Local Partnership Teams. Progress with the implementation of the framework and creation of the Partnership Teams was reported to this committee in October 2022 1.2 Following a launch session in June 2022 aimed at senior local officers from key agencies, Local Partnership Teams were established to drive and embed delivery of the LOIPs Executive Summary Following the creation of the Local Outcome Improvement Plans (LOIP’s)across the 9 Community Board areas, a Management and Monitoring Framework and Local Partnership Teams are now in place to drive local delivery and reporting. This report provides a snapshot of progress linked to key priorities for each of the 9 areas for the period April – September 2022. The report also provides an update with progress with implementation of the Framework and work to develop the role of the Local Partnership Teams. Recommendations It is recommended that the Communities Committee: • Acknowledges progress to date with delivery of key LOIP priorities; • Notes work to develop and implement the supporting partnership delivery approaches; • Endorses future priorities in strengthening and embedding the approach across the partnership and with local communities; The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them
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across the Community Planning Partnership and ensure effective monitoring and management of progress. 1.3 Since then, work has been underway to develop the role of the Local Partnership Teams, ensure use of the Management and Monitoring Framework and refine the approach to reporting on progress to this committee, the NLP Strategic Leadership Board and with local Community Boards. 2. Report LOIP Management and Monitoring Framework 2.1 Having agreed the shared priorities with communities throughout the creation of the 9 LOIPs, the LOIP Management and Monitoring Framework was implemented as a tool for partners to highlight and report where progress is being made with community planning in North Lanarkshire, to evidence how this is making a difference and helping to empower communities to help themselves. The Framework is a tool to assist officers aligned to the Local Partnership Teams in planning and managing their workloads and that of their local teams and reporting on progress and outcomes to a range of audiences including the Community Boards, the NLP Strategic Leadership Board, this Committee and individual agency leadership teams as appropriate. 2.2 The Framework facilitates a structured approach to tracking and reporting progress through the identification of clear milestones and outputs and encourages assessment and prioritisation of work at the outset by gathering as much information as possible about the priority theme and existing levels of partnership activity to address the issues. The Priority Process flowchart used to guide this activity is attached as Appendix 1. 2.3 The LOIP Management and Monitoring Frameworks underpin quarterly reporting to individual Community Boards that is flexible in format and content based on progress for that period, six monthly reporting to this Committee and the NLP Strategic Leadership Board and statutory annual public performance reporting. The LOIP Monitoring and Management Framework should streamline reporting, ensure consistency and allow partners at a local level to focus on working with communities to drive action around local issues or significant developments. Implementation of Management and Monitoring Framework and Local Partnership Teams 2.4 Following the establishment of four Local Partnership Teams to support Community Boards in delivering their individual LOIP priorities, a workshop was held on 10 June 2022 to: • Launch the LOIP Management and Monitoring Framework; • Agree membership, composition and draft Terms of Reference. 2.5 Throughout the creation of the ‘Teams’ it has been emphasised that the success of the Management and Monitoring Framework does not rest with one agency or an individual officer. All Local Partnership Team members share a collective responsibility for ensuring that the Framework is regularly updated and that there is adequate monitoring and scrutiny of progress and performance at each Local Partnership Team meeting. 2.6 Following the launch session the Local Partnership Teams agreed a 6-weekly timetable of meetings with room for additional meetings as required. The focus for Local Partnership Team meetings should be on:
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• Updating the Management and Monitoring Framework and discussing progress relating to LOIP priories and agreeing with local communities any partnership action. • Ensuring delivery responsibility and approaches for local priorities to be collectively agreed between partners and with local community and voluntary organisations (and appropriately, resourced) and fed into the M&M Framework . • Agreeing the content and focus for reporting to the Committee, Strategic Leadership Board and Community Boards. • Collectively agreeing (with communities) the outline agendas and partnership input to Community Board meetings. • Coordinating local engagement activity and partnership response to topical matters (ie cost of living crisis) to make best use of partnership resource. Progress Reporting April – September 2022 2.7 As outlined throughout this report significant work has been ongoing to develop the supporting processes and tools to ensure accountability and reporting of progress across the partnership in relation to LOIP priorities. This includes: • All Local Partnership Teams have held at least 2-3 meetings to agree Terms of Reference, familiarise individuals and Teams with using the Management and Monitoring Framework and to populate with initial information to allow early reports to be produced as examples to test the process build upon. • Creation of an area on MS Teams for each of the Local Partnership Teams which all partners can access to update a live version of the Framework between meetings, share information and use to support collective planning at a local level. • Creation of a reporting template for six monthly updates to this Board and annual reporting to Community Boards and a process for agreeing partner input and updates to Community Boards on a quarterly basis. 2.8 The aim is to provide a detailed and comprehensive 6 monthly report to committee including information for each of the 9 areas with a focused and detailed report to Community Boards for all priorities for each area on an annual basis. Local Partnership Teams will also work with local officers and organisations through for example thematic subgroups to agree the content and format of updates to Community Boards on a quarterly basis. Based on input from partners to date an initial snapshot of progress for the period April – September 2022 has been produced for each area and attached as Appendix 2. The updates provided at this stage are the result of work to test how partnership input to the Management and Monitoring Framework translates into the more detailed reporting template and reflects: • The relative newness and therefore developing maturity of the Local Partnership Teams in shifting to this shared approach to management, monitoring and reporting; • Ongoing activity with communities to prioritise workstreams resulting in progress being at a more advanced stage in some priorities while others have not yet started and are due to be scoped • The need to further refine the detailed action under each priority (transition from early developmental outputs around mapping, engagement and allocation of roles to targeted delivery, improvement, added value and action) as well as delivery mechanisms and needs; • Linked to all the above, improved quality of information that is fed into the system to ensure that this can be translated into useful reports that drive partnership action and accountability; • Increased lead officer involvement aligned to specific priorities and to ensure links to strategic priorities (ie inclusion of the Tackling Poverty Team around local poverty
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related priorities, links to ACT Now for priorities where there is an environmental consideration and further development of the role of the Driving Digital Locally representatives); • Varying levels of community engagement and participation reflecting local dynamics, relationships and approaches. 2.9 Work continues to develop and refine the role of the Local Partnership Teams, the detailed action associated with the LOIP approaches and mechanisms required to ensure that progress can be made and reported, through for example • Ongoing work to ensure clarity over lead officers and defined action • Targeted support in using the Management and Monitoring Framework for officers new to their role with the Local Partnership Teams. • Introduction of evidence to show action and impact including for example case studies, feedback from service users or survey results and metrics or performance data where available. • Ongoing communication and sharing of information through the dedicated MS Teams areas for this purpose and ensuring that appropriate information is shared more widely through social media and local networks. • Support to existing, or creation of thematic sub groups, to drive action regarding individual LOIP priorities where appropriate or ensuring that delivery through existing partnership, service or organisational mechanisms is clear, understood and reported accurately. 2.10 This work can be further strengthened and supported by other key areas of work underway under the auspices of Community Planning in North Lanarkshire including: • The Comm-unity Agreement (Concordat) as a shared and underpinning agreement with communities around collective working; • The outcome and improvement actions arising from the current Partnership Self Assessment (including Community Boards) • Effective use of the Community Board Development Programme/Portal as a tool for partnership development. 3. Measures of success 3.1 Performance Framework in place 3.2 Number of LOIP priorities that can be evidenced as improving 4. Supporting documentation Appendix 1 – Priority Process Action Chart Appendix 2 – LOIP updates for period April – Sept 2022 Stephen Penman Chief Officer - Strategic Communication and Engagement
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☐ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☐ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☐ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact?
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Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services.
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Appendix 1 LOIP Priority Process This process flowchart is designed to help Local Partnership Teams to confirm their priority workstreams and plan potential interventions or joint work. In the first instance Teams should identify the priority issue and obtain as much information as possible to confirm the extent of the problem, whether work is already underway to address the issue and where an existing partnership working arrangement is already in place to tackle the issue. This avoids duplication and ensures that LOIP and Community Board activity is fully integrated within wider community planning initiatives, established partnership working arrangements and ‘The Plan for North Lanarkshire.’
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Appendix 2 Updates for period April – September 2022 AIRDRIE LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 01/04/2022-30/09/2022 LOIP PRIORITIES • Poverty • Covid 19 Recovery • Mental Health and Emotional Wellbeing PROGRESS AND HIGHLIGHTS: • Event funding of £3,000 received through Health and Social Care consortium with Airdrie CAB acting as lead partner. Funding to provide local events relating to poverty and mental health to inform local action with communities around these key priorities. • Poverty and Mental Health Information event held in @home centre to promote local services to community and enhance partner network development. Information from events will be considered by Local Partnership Team and used to inform local action including partnership work to deliver community breakfasts. • Statistical work by Police Scotland to look at local impacts of poverty on crime. Explored the impact of cost-of-living crisis on shoplifting thefts locally between 1st April – 30th Sept ’22 compared with the same period last year. Coatbridge shows an increase of 5.7% in reported crimes. Whilst there will be other contributory factors there is recognition that poverty/cost of living may be a factor. Partnership discussion underway led by Police Scotland to identify local action required Identified Improvement for NLP SLB consideration COVID 19 RECOVERY • Note limited of reporting on this priority. A plan is in place to work through the detail of this priority to clarify approaches and action as well as lead responsibility for reporting. The priority will be fully reported on for the next cycle. Consideration is required around the title of this priority to ensure it is relevant and fit for purpose beyond Covid Recovery. PLANNED ACTIONS/DEVELOPMENTS FOR 01/10/22-31/03-2023: POVERTY • Series of community breakfasts arranged across Airdrie Villages. Events to proceed from January. Partner agencies will attend to provide advice and support whilst attendees receive breakfast. Information leaflet focussing on local support services will be launched at these sessions. This work is complimentary to and wider than the interventions in place around ‘cost of living crisis’ COVID 19 RECOVERY • Reassess priority action plan and determine if title needs to be amended. Define new and more targeted actions for priority to focus on community. MENTAL HEALTH AND EMOTIONAL WELLBEING • Development of plans for Intergenerational events in Airdrie to tie in with Mental Health Week 2023.
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BELLSHILL LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 01/04/2022 – 30/09/2022 LOIP PRIORITIES • Poverty and Food Insecurity • Covid 19 Impact (Including Digital Inclusion) • Community Safety • Mental Health and Emotional Wellbeing PROGRESS AND HIGHLIGHTS: • Infrastructure (reporting platform, framework, timelines, access) established by CPT to enable LPT partners to capture collaborative actions against agreed LOIP priorities. • Subgroups reviewed and re-established and meeting to progress actions against agreed LOIP priorities. • Tackling Poverty Team have delivered training to Who Cares Scotland to enable staff to further support local people on range of, and access to, benefits available to them. • Mental Health & Wellbeing Network delivered a series of seminars on key topics (Mental Health Recovery, Isolation & Loneliness etc) with attendance of 17 people at each one. • Mental Health & Wellbeing Network, NHSL, VANL and Community Partnership Team(CPT) identified, created, and shared a Mental Health and Emotional Wellbeing services mapping document with NHS Mental Health Teams and Community Groups to raise awareness of support available locally and how to refer people. • Ongoing Community Learning and Development work with partners to support learners to access local support and referrals to appropriate organisations including for Financial Inclusion support with the Tackling Poverty Team • Cyber resilience training delivered to members of Bellshill organisations within the voluntary sector. • Intelligence sharing between PS / SFRS / NLC / Elected Members and their constituents on identified hot-spots communicated through sub-groups, Community Boards and CPT with collaborative localised action agreed and exploration of solutions such as use of Local Development Programme capital resources to deliver local projects (ie play and MUGA facilities, environmental improvements) Identified Improvement for NLP SLB consideration Work underway to refine the detail and approaches to improve quality of information for reporting purposes, ensure action and responsibility is clear PLANNED ACTIONS/DEVELOPMENTS FOR: 01/10/2022 – 31/03/2023 POVERTY AND FOOD INSECURITY • Tackling Poverty Team alongside NHSL Health Improvement Team will continue to support a subgroup to refine planned actions/developments moving forward. • Concentrated effort to widen involvement in the Poverty & Food Insecurity Subgroup with local voluntary and community organisations . • 5 local events planned to provide targeted support to the Bellshill community to mitigate the impacts of the current cost of living crisis over winter period. • Focus on promoting cost of living support and drop in sites across Bellshill Community and identifying opportunities to target local and complementary action
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COVID 19 IMPACT (INCLUDING DIGITAL INCLUSION) • VANL will continue to lead in providing support to a subgroup to refine planned actions/developments moving forward. • Continue to ensure that Bellshill Board is represented and reps regularly attending NL Driving Digital Locally subgroup and that any action from the DDL sub group is considered and implemented and supported by partners locally . COMMUNITY SAFETY • Utilise findings from 'Exploring Lived Experience' consultation to identify key issues in relation to the Bellshill area and identify local action to address concerns raised around BAME racism and violence. • Progress with key community led projects arising from initial LDP capital resource discussions (ie play and MUGA development, environmental improvements, progress with Moto X). More detailed updates available from next reporting cycle MENTAL HEALTH AND EMOTIONAL WELLBEING • NHSL Health Improvement Team to identify further topics for Mental Health & Wellbeing Network seminars – current equalities gap identified with LGBTQ to inform refinement of action and work of sub group.
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COATBRIDGE LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 01/04/2022-30/09/2022 LOIP PRIORITIES • Poverty • Mental Health • Digital Inclusion PROGRESS AND HIGHLIGHTS: • Training on Gambling Harm to NHSL partners, HSCP partners, Education, Police Scotland, Scottish Fire & Rescue services, social work, Voluntary, Third sector and locality partners. 4 training sessions delivered to date and 25 staff trained. 16 staff have been signed up and to be trained in next 2 sessions. Outcomes: To raise awareness of the hidden harms of problem gambling. To provide information, training, and support to address gambling harms across our staff • Mind Your Head Walk & Talk as part of World Mental Health Day. 30 people attended the health walk and enjoyed walking in the nature and chatting to other people whilst getting information on mental health, poverty, and cost of living. Outcomes: to build social connections and tackle social isolation. • Home Energy Scotland Referral Pathway training complete. Poverty subgroup members can provide direct referrals to Home Energy Scotland. This is proving to be of benefit with quicker connected referrals and supports provided and helps prepare for the expected upsurge in referrals over the next few months in response to rising energy costs. • Statistical work by Police Scotland to look at local impacts of poverty on crime. Explored impact of cost-of-living crisis on thefts by shoplifting locally - comparison carried out of thefts by shoplifting between 1st April – 30th Sept ’22 compared with the same period last year. Coatbridge shows an increase of 12.7% in reported crimes. Whilst there will be other contributory factors there is recognition that poverty/cost of living may be a factor. Partnership discussion underway led by Police Scotland to identify local action required • Cyber resilience training was offered to members of organisations within the voluntary sector in North Lanarkshire throughout Q1. • Local representatives participated in the Focus on Digital Connectivity event held on 29th June, which gave details of Commsworld’s agreement with North Lanarkshire Council on the new Digital Connectivity Framework agreement. • Promotion of funding opportunities for digital projects or activities to the community and voluntary sector, such as SCVO’s Digital Device Fund in Q1 Identified Improvement for NLP SLB consideration DIGITAL INCLUSION • Note lack of progress reporting on this priority. This was due to document access issues via MS Teams and is now resolved. The priority will be fully reported on for the next cycle. PLANNED ACTIONS/DEVELOPMENTS FOR 01/10/2022-31/03/2023: POVERTY • Coatbridge Community Solutions Consortium is hosting a ‘Hello World’ event to include and promote Poverty subgroup partners and agencies tackling poverty to become more visible in the community and look at ways of reducing stigma when seeking supports.
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MENTAL HEALTH • As part of an integrated partnership approach a Party Smart Party Safe Early Intervention is planned to deliver key safety messages on alcohol awareness, suicide prevention, mental health, sexual health and Smoking cessation to local people in Coatbridge and reduce alcohol related disorders, improve mental wellbeing and helping to reduce health inequalities by December 2023 in Coatbridge locality. DIGITAL INCLUSION • The Driving Digital Locally subgroup made up of representation from all 9 Community Boards met on Thursday 27th October to focus on Commsworld’s agreement with North Lanarkshire Council with a discussion on the ongoing developments such as the roll-out of fibre broadband throughout the area and the community benefit options from the agreement. Next steps are to localise some of this discussion to inform localised action.
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CUMBERNAULD LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: April – Sept 2022 LOIP PRIORITIES • Public and Community Transport • Greenspace maintenance and environmental quality • Youth Engagement and Consultation • Digital Inclusion • Targeted action within identified communities across the board area • Food and Financial Insecurity • Communication and Engagement PROGRESS AND HIGHLIGHTS: • Subgroups or mechanisms established to progress actions linked to most LOIP priorities. • Key organisations engaged and audit completed to understand greenspaces and a local definition of greenspaces agreed to assist with agreeing local action. • Initial links established with local youth organisations and initial subgroup meetings have taken place to drive this priority linked to existing NL wide youth participation approaches. • Youth summit consultation event targeting approx. 30 young people from 3 secondary schools took place in Cumbernauld Town Hall. • Weekly online bulletin circulated to partners and community groups and organisations re local health campaigns/health messages. • Key organisations engaged within the Food and Financial Insecurity Subgroup with Tackling Poverty Team agreed as lead organisation moving forward. Identified Improvement for NLP SLB consideration • Digital Inclusion priority and Communication and engagement priorities agreed to be included as key within all subgroups rather than as a standalone priority. This was reported to Cumbernauld Community Board in August 2022 and future reporting will reflect this PLANNED ACTIONS/DEVELOPMENTS FOR 01/10/2022-31/03/2023: PUBLIC AND COMMUNITY TRANSPORT • VANL will support community organisations as part of the partnership to progress actions to address this priority moving forward. GREENSPACE MAINTENANCE AND ENVIRONMENTAL QUALITY • Identify common areas and agree areas for improvement and possible community led actions where maintenance is an issue. • Carry out audit of available funding and resource to address local matters under this priority. YOUTH ENGAGEMENT AND CONSULTATION • Identify further engagement necessary to identify gaps in information /services in relation to young people. • Community Learning and Development (CL&D) to plan second summit with young people in all Secondary schools in Quarter 3 and 4.
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DIGITAL INCLUSION • Continue to include Digital Inclusion as an agenda item on all LOIP subgroups and ensure any issues are passed to Driving Digital Locally subgroup via Community Board representative on the group. • Continue to ensure representative from the Board attends and is supported to participate in and develop local action around Driving Digital Locally subgroup. • Continue to gather a list of local or thematic social media channels that can be used by the Community Board and its networks to communicate with local people and organisations.
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KILSYTH LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: April -Sept 2022 LOIP PRIORITIES • Digital Inclusion • Food and Financial Insecurity • Health and Wellbeing • Improving the environment with a focus on Kilsyth town centre • Youth Engagement • Public and Community Transport • Targeted action within identified communities across the board area PROGRESS AND HIGHLIGHTS: • Digital inclusion agreed as set agenda item within each LOIP subgroup and reported to Board in Sept 2022. Two Community Board representatives regularly attending the NL Driving Digital Locally subgroup. • Successful Food and Financial Insecurity Challenge Poverty event took place in Croy Community Hub attended by approx. 30 local people and this helps partners and the community board to identify local issues and agree local action. • Vitamin distribution point established in Croy Community Hub • Youth engagement and consultation carried out with approx. 41 children in Balmalloch and St Patrick’s Primary Schools around local LDP play project. • CCTV cameras successfully deployed in targeted areas across the Board area. Initial meetings and an initial walkabout have also taken place in one specific targeted area in response to local safety concerns . PLANNED ACTIONS/DEVELOPMENTS for next period (October 2022 – March 2023) FOOD AND FINANCIAL INSECURITY • Focused work to widen involvement in the Food and Financial Insecurity Subgroup and ensure delivery of cost of living interventions at a local level within Kilsyth area. HEALTH AND WELLBEING • Support development of weight management group within Croy Community Hub TARGETED ACTION WITHIN IDENTIFIED COMMUNITIES ACROSS THE BOARD AREA • Work with the Community Council to target identified communities across the Board area that require targeted short term input to inform longer term action and solutions. • Continue to develop links with local people/community organisations within identified targeted communities.
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MOTHERWELL LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 01/04/2022 – 30/09/2022 LOIP PRIORITIES • Digital Inclusion • Community Engagement • Community Safety • Mental Health and Wellbeing • Tackling Poverty and Inequalities • Environment • Town and Community hubs and town vision PROGRESS AND HIGHLIGHTS: • Infrastructure (reporting platform, framework, timelines, access) established to enable LPT partners to capture collaborative actions against agreed LOIP priorities. • 3 sub-groups re established and meeting to progress actions against 3 of the agreed LOIP priorities. • £5000 Consortium grant secured for YAMS Mental Health Hub for centre-based activities. Work to support YAMS Mental Health Hub project to co-locate within Newarthill Library as part of joint activity with NLC. • Mental Health & Wellbeing Network, NHSL, VANL and CPT identified, created, and shared a Mental Health and Emotional Wellbeing services mapping document with NHS Mental Health Teams and Community Groups to raise awareness of support available locally and how to refer people to them. • Continued work with CAP (Community Alcohol Partnership) to ascertain key issues regarding alcohol misuse and its sale across Motherwell, with intelligence sharing at sub-group to inform and agree local action. • A series of local litter picks carried out through Motherwell communities through community led action as agreed between key partners at sub-group. Identified Improvement for NLP SLB consideration DIGITAL INCLUSION • Note lack of progress reporting on this priority. This was due to document access issues via MS Teams and is now resolved. The priority will be fully reported on for the next cycle. COMMUNITY ENGAGEMENT/TACKLING POVERTY AND INEQUALITIES • Note lack of reporting on these priorities. A plan is in place to address this, and the priority will be fully reported on for the next cycle. TOWN AND COMMUNITY HUBS AND TOWN VISION • This remains a priority for local people and information shared as appropriate re key pieces of work. However work is underway with key teams to establish the best approach to reporting via the LOIP Framework.
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PLANNED ACTIONS/DEVELOPMENTS FOR: 01/10/2022 – 31/03/2023 DIGITAL INCLUSION • Work with Driving Digital Locally representative to agree opportunities to develop local solutions where possible to digital inclusion issues linked to wider strategy. COMMUNITY SAFETY • Use the findings of the Local Youth Survey being conducted to understand how safe young people feel across Motherwell to identify hot-spots and appropriate actions. • Work with local residents around use of LDP resources to improve safety and perceptions of safety at Duchess of Hamilton Park MENTAL HEALTH AND WELLBEING • Sub-group to continue work on mapping and identification of local priorities to ensure flexibility in meeting trends in demand for mental health services. TACKLING POVERTY AND INEQUALITIES • Tackling Poverty Team now engaged and playing a lead role in establishing a sub-group to support and agree planned actions/developments moving forward. • Ongoing partnership support to community groups and organisations during the cost-of- living crisis and raise awareness and referral processes for cost of living support. ENVIRONMENT • Re-engage with local businesses around their capacity to support sub-group and localised action linked to environmental concern. • Make best use of Recover NL Environmental Fund to support local action led by local community groups across Motherwell. • Share learning from Climate Action Towns (Holytown) from neighbouring Bellshill locality to support sub-group actions. TOWN AND COMMUNITY HUBS AND TOWN VISION • This remains a priority for local people and information shared as appropriate re key pieces of work. However work is underway with key teams to establish the best approach to reporting via the LOIP framework .
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NORTHERN CORRIDOR LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: April – September 2022 LOIP PRIORITIES • Health inequalities • Children and Young People • Social Integration and inclusion • Community Transport • Moodiesburn West • Building local relationships, trust and communication PROGRESS AND HIGHLIGHTS: • Local Partners (CPT, NHSL, and VANL) agreement to support development of identified subgroups. This was reported to Community Board in August 2022. • Successful engagement and consultation carried out with approx. 35 children in Stepps and St Joseph’s Primary Schools around local LDP play project. • Successful initial consultation carried out at the Pivot Centre on 13th October 2022 with approx. 20 Young people from Northern Corridor to identify needs of young people in relation to the LOIP and agree supporting action to be reported in next cycle. • Glenboig Development Trust agreed as Key organisation leading on development of the Community Transport priority and initial contacts made with key providers including CACE to agree way forward. • Initial discussions have taken place to consider possibility of establishing an anchor organisation in Moodiesburn. • Funding sources circulated to organisations within the Moodiesburn (priority areas) area to raise awareness of potential local investment opportunities. Identified Improvement for NLP SLB consideration • N/A PLANNED ACTIONS/DEVELOPMENTS FOR October 2022 – March 2023 CHILDREN AND YOUNG PEOPLE • Continue to work with NLC Youth Work Team and local voluntary and community led organisations to agree actions for improving access to services and facilities for young people. • Planned role out of Smoke Free Role Model Training sessions to build capacity and expand services for children and young people in partnership with North Consortium. COMMUNITY TRANSPORT • Bring together Community and Public Transport providers to establish baseline and agree local actions and targets. MOODIESBURN WEST • Work in partnership towards establishing an anchor organisation in the Moodiesburn area to play a lead role in local action to improve outcomes for local people. • Progress solutions to already identified Community Safety issues (identified by local people) and agree potential solutions.
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SHOTTS LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 1st April 2022 – 30th September 2022 LOIP PRIORITIES • Digital Inclusion • Community Engagement • Community Safety • Mental Health and Wellbeing • Tackling Poverty and inequalities • Environment • Transport • Town and Community Hubs and town vision PROGRESS AND HIGHLIGHTS: DIGITAL INCLUSION • During the period there has been increased accessibility of digital learning devices with relevant software. Individuals accessing the devices have reported improved digital skills and capacity. 49 successful learning outcomes have been recorded by the CL&D service. COMMUNITY ENGAGEMENT • A working group was created to deliver a wider community engagement project across Shotts community board area. The project aimed to gather additional information from local residents about needs and aspirations using the Placed Based Standard model. The engagement and consultation work were designed to complement the current LOIP for Shotts. 50 local residents participated in the engagement events and further 64 residents completed an online survey and this will be used to inform next steps and action across all priorities. MENTAL HEALTH AND WELLBEING • Partners including CLD and Getting Better Together have reported an increased participation of residents in various learning and support programmes focussed on mental health and wellbeing provision or including mental health and wellbeing topics. Partners report that participation leads to improved wellbeing for those who take part. Identified Improvement for NLP SLB consideration Partnership changes and a focus on engagement with communities in this area have meant some delay in progress reporting with some priorities reflecting the Amber and White assessments above. It is expected that these workstreams will be taken forward through the planned development session and an improved position reported in June 2023. PLANNED ACTIONS/DEVELOPMENTS FOR Oct 2022- March 2023 Review all priorities with partners through a development session to ensure clarity over • Lead delivery organisation • Detailed actions • How actions will b e progressed and reported
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WISHAW LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 1st April 2022 – 30th September 2022 LOIP PRIORITIES • Digital Inclusion • Community Engagement • Community Safety • Mental Health and Wellbeing • Tackling Poverty and inequalities • Environment PROGRESS AND HIGHLIGHTS: COMMUNITY ENGAGEMENT • A partnership working group has been created to lead on the development and delivery of small participatory budgeting project for the Cleland and Coltness areas. As part of this work, a community engagement plan has been designed to ensure the effective communication and promotions of the initiative with a view to generate wider community participation. • Various engagement activity has been undertaken in relation to new Local Development Programme projects being considered for the area. For example, in Newmains community engagement and consultation has been undertaken in relation to the development of a new play park and in Overtown similar work has been completed for the planned outdoor gym. • Ongoing engagement to progress with delivery of upgraded play provision in Cleland. MENTAL HEALTH AND WELLBEING • Partners including CLD, Newmains Community Trust and Made 4u in ML2 have reported an increased participation of residents in various learning and support programmes focussed on mental health and wellbeing provision or including mental health and wellbeing topics/themes. Partners report that participation leads to improved wellbeing for those who take part. • Also, funding has been secured from the WMF Health and Social Care consortium to provide small seed corn funding for health and wellbeing related projects with Cleland and Coltness as part of a planned participatory budgeting project. Identified Improvement for NLP SLB consideration Partnership changes and a focus on engagement with communities in this area have meant some delay in progress reporting with some priorities. reflecting the Amber and White assessments above. It is expected that these workstreams will be taken forward through the planned development session and an improved position reported in June 2023. PLANNED ACTIONS/DEVELOPMENTS FOR Oct 2022- March 2023: Review all priorities with partners through a development session to ensure clarity over • Lead delivery organisation • Detailed actions • How actions will be progressed and reported COMMUNITY ENGAGEMENT • Progress promotion of the Participatory Budgeting (PB) Project in Coltness and Cleland. • Report on the progress of the successful proposals by organisations for the PB funding. • Progress completion of Consultation exercises within Newmains and Overtown and provide feedback and opportunities to ensure this informs further action.
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• Develop stronger links required to improve engagement and identify gaps in services with younger people. • Develop engagement plan specifically aimed at engagement with seldom heard groups to improve inclusion and equalities. COMMUNITY SAFETY • Ensure a co-ordinated approach to identifying gaps or added value in terms of service provision within community safety priorities. • Support Community Safety projects to improve safety of public areas such as CCTV, improved pathways and improved lighting through our Local Development Programme. MENTAL HEALTH AND WELLBEING • Use data from LOIP research and development to inform the best approach to progress this priority led by NHS Health Improvement Team. • Promote Health & Wellbeing PB project in Coltness & Cleland and support delivery and reporting of successful projects. ENVIRONMENT • Progress consultation work and support LDP proposals with communities linked to improving outdoor spaces/greenspaces such as Overtown Outdoor Gym and Belhaven Dog Walking park. • Continue to support and promote environmental campaigns/funds such as Greenspace PB, Clean up Scotland and RecoverNL.