Community Planning Partnership Update
Perth and Kinross Council · 25 January 2023
Back to Housing and Social Wellbeing Committee — 25 January 2023 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
PERTH AND KINROSS COUNCIL Housing And Social Wellbeing Committee 25 January 2023 COMMUNITY PLANNING PARTNERSHIP UPDATE Report by Head of Cultural and Community Services (Report No. 23/8) 1. PURPOSE 1.1 This report provides an update on the work of the Community Planning Partnership (CPP) since the previous report on 2 November 2022. 2. RECOMMENDATION 2.1 It is recommended that Committee homologates the Council’s response to the Scottish Parliament Inquiry into Community Planning (Appendix A) and notes the following CPP activity: • Ongoing support around Cost of Living • Progress through the Local Employability Partnership • Progress on the establishment of a Cash First Partnership for Perth and Kinross • Update on the 2022/23 Community Investment Fund 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: Update from CPP Board • Section 5: Cash First Partnership • Section 6: Conclusion • Appendices 4. UPDATE FROM CPP BOARD 4.1 The CPP Board met on 18 November and focused on four main items of business: i. Cost of Living – updates were provided by Perth and Kinross Council and Social Security Scotland on the actions that were being taken at a local and national level to support households through the Cost of Living crisis. Key points from the Council included the establishment of the Anti-Poverty Taskforce and the £420,000 financial support for
Page 2
warm spaces, emergency food provision and the creation of warm packs for individual households. The Local Outcomes Improvement Plan contains specific commitments around additional anti-poverty actions and this will be the focus of the first CPP Executive Officer Group meeting of 2023. ii. Local Employability Partnership – the LEP has been established through the Community Planning Partnership, with Perth College UHI chairing. The initial focus of the LEP has been to bring together employability support services closer together. As part of this, they have appointed a co-ordinator, reviewed and mapped current service provision and are tendering for external support to develop an overarching Employability Strategy. iii. PKC Corporate Plan – CPP Board members received an update on progress with the PKC Corporate Plan, with a presentation setting out the proposed Council objectives and priorities for the period up to 2027. The priorities closely reflect the strategic objectives of the LOIP. iv. Inquiry into Community Planning – in late 2022, the Scottish Parliament Local Government and Communities Committee put out a call for evidence on current Community Planning policy and legislation, with a deadline of 13 January 2023. Due to this deadline, the Committee Convenor approved a final draft response which was submitted on 13 January. Committee is asked to homologate the report, with any further changes or comments to be submitted to the Parliament as the Council’s formal response. The PKC response is provided as Appendix A to this report. 5. CASH FIRST PARTNERSHIP 5.1 CPP Board has approved a proposal to submit an application to pilot a Cash First Partnership (CFP) in Perth and Kinross. CFPs bring services together in order to move away from a model in which food banks are often the first or sole point of referral, to a model which focuses on income maximisation. Scottish Government have made funding available to support 10 pilot CFPs in Scotland and a bid, led by the CPP, will be submitted once the deadline is confirmed. In preparation for a bid, a CFP Working Group has been established including a number of key partners. This Working Group is initially focussing on three main areas: i. Agreeing a shared platform for all partners to use to provide digital service access. This would allow clients to make appointments online using one system, as opposed to using a combination of different in- person and digital solutions. ii. Producing a map of support, which will be published online, allowing clients to find their most local source of support and advice. iii. Considering options for a shared referral management system, so that all support services use the same process and systems, supporting a more efficient customer journey
Page 3
6. COMMUNITY INVESTMENT FUND 2022/23 6.1 The 2022/23 Community Investment Fund opened for applications w/c 19 September 2022 and closed on Friday 4 November. Ward Panels met in November and December to consider the applications. A total of 111 applications were made, seeking £800,000 of funding, against an available budget of £410,000. A full report will be taken to Finance and Resources Committee on 1 February detailing how funding was awarded. 7. CONCLUSION 7.1 This is an update on Community Planning related activity in Perth and Kinross, since the last update on 2 November, covering Cost of Living, employability, the PKC Corporate Plan, Inquiry into Community Planning, work to establish a Cash First Partnership and a summary of the 2022/23 Community Investment Fund. Author(s) Name Designation Contact Details Lee Haxton Community Planning Team Leader (01738) 475000 ComCommitteeReports@pkc.gov.uk Approved Name Designation Date Barbara Renton Executive Director (Communities) 16 January 2023
Page 4
ANNEX 1. IMPLICATIONS, ASSESSMENTS, CONSULTATION, AND COMMUNICATION Strategic Implications Yes / None Community Plan / Single Outcome Agreement Yes Corporate Plan Yes Resource Implications Financial None Workforce None Asset Management (land, property, IST) None Assessments Equality Impact Assessment None Strategic Environmental Assessment None Sustainability (community, economic, environmental) None Legal and Governance None Risk None Consultation Internal None External None Communication Communications Plan None 1. Strategic Implications Community Plan/Single Outcome Agreement 1.1 The Improvement Actions identified in the report may impact all of the strategic objectives but are likely to be most relevant to: (ii) Developing educated, responsible and informed citizens (iii) Promoting a prosperous, inclusive, and sustainable economy (v) Creating a safe and sustainable place for future generations Corporate Plan 1.2 The Improvement Actions identified in the report may impact all of the strategic objectives but are likely to be most relevant to: (ii) Developing educated, responsible and informed citizens (iii) Promoting a prosperous, inclusive, and sustainable economy (v) Creating a safe and sustainable place for future generations
Page 5
2. Resource Implications Financial 2.1 Not applicable. Workforce 2.2 Not applicable. Asset Management (land, property, IT) 2.3 Not applicable. 3. Assessments Equality Impact Assessment 3.1 Proposals that have been considered under the Corporate Equalities Impact Assessment process (EqIA) are assessed as not relevant for EqIA. Strategic Environmental Assessment 3.2 Proposals have been considered under the Act, and no further action is required as it does not qualify as a PPS as defined by the Act and is therefore exempt. Sustainability 3.3 Not applicable. Legal and Governance 3.4 Not applicable. Risk 3.5 Not applicable. 4. Consultation Internal 4.1 Staff in Communities Service have been consulted during the preparation of this report. External 4.2 Not applicable.
Page 6
5. Communication 5.1 Not applicable. 2. BACKGROUND PAPERS 2.1 No additional documents have been relied on in preparing the report, other than those committee reports already referenced within the main body of the report.