Agenda reports pack
Argyll and Bute Council · 7 December 2022
Back to Argyll and Bute Community Planning Partnership - Management Committee — 7 December 2022 and its agenda
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30 November 2022 NOTICE OF MEETING A meeting of the ARGYLL AND BUTE COMMUNITY PLANNING PARTNERSHIP - MANAGEMENT COMMITTEE will be held ONLINE VIA MS TEAMS on WEDNESDAY, 7 DECEMBER 2022 at 10:00 AM, which you are requested to attend. BUSINESS 1. WELCOME AND APOLOGIES (CHAIR) 2. APPROVAL OF LAST MINUTES AND REVIEW OF ACTIONS (RONA GOLD) (Pages 3 - 20) 3. CROSS CUTTING THEMES (a) Climate Change (Stan Phillips) (Pages 21 - 24) (b) Child Poverty and Financial Inclusion (Fergus Walker and Fiona Davies) (c) Community Wealth Building (Takki Sulaiman and Fergus Murray) (d) Building Back Better (Kirsty Moyes) (e) Digital Communities (Iain MacInnes) 4. SOCIAL TARIFFS AND GENERAL AFFORDABILITY OF DIGITAL SERVICES (JONATHON RUFF, OFCOM) 5. MATTERS ARISING FROM AREA COMMUNITY PLANNING GROUPS (STUART MCLEAN) (Pages 25 - 32) 6. COMMUNITY JUSTICE PARTNERSHIP ANNUAL REPORT (MARY HOLT) (Pages 33 - 64) 7. REVIEW OF ABOIP (INCLUDING RESULTS OF CONSULTATION BY MSYPS) (RONA GOLD) 8. AOCB (CHAIR) 9. DATE OF NEXT MEETING AND CLOSE (CHAIR) Public Document Pack
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Minutes of the Argyll and Bute Community Planning Partnership Management Committee held via MS Teams on Thursday 6th October 2022 at 1000 Present: Joe McKay, Scottish Fire and Rescue Service (Chair) Rona Gold, Argyll and Bute Council Cllr Robin Currie, Argyll and Bute Council Fergus Walker (FW), Argyll and Bute Council Alison McGrory, Public Health, NHS Highland Martin Jones, University of Highlands and Islands Morag Goodfellow, Highland and Island Enterprise Lorna Gibson, Police Scotland Rachel McGruer, Scottish Government Mark Lines, HSCP Nicola Hackett, Live Argyll Fergus Murray (FM), Argyll and Bute Council Iain MacInnes, Argyll & Bute Council Graham Bell, NHS Highland Board Shona Barton, Argyll and Bute Council Janice Kennedy, Scottish Enterprise Mandy Sheridan, HSCP Ian Brodie, Mid Argyll and the Isles Area Community Planning Group Kevin Champion, Oban Lorn and Isles Area Community Planning Group Takki Sulaiman, Argyll and Bute TSI Sarah Griffin, NHS Scotland Stan Philips, NatureScot Alex Wilde, Improvement Service Ann Kennovin, LiveArgyll Kevin Allibone, DWP John McLuckie, Argyll & Bute Council David Welsh, Main Street Lucy Dunbar, Argyll & Bute Council Andrew Galloway, Member of Public/ Press (observing) Shirley Johnstone, Argyll and Bute Council Nicola Reaney, Argyll and Bute Council (Secretary) Meghan McEwen, Orkney CPP (observing) Apologies Pippa Milne, Argyll and Bute Council David Gibson, HSCP Fiona Davies, HSPC Derek McCrindle, Scottish Enterprise Lynn Ratcliff, Police Scotland Patricia Renfrew, NHS Scotland Laura Evans, Police Scotland Kirsty Flanagan, Argyll and Bute Council Sam Glasgow Police, Scotland Anthony Standing, SDS Murray McEwan, Scottish Ambulance Service Ryan MacIntyre, Member of the Scottish Youth Parliament David Moore, Helensburgh Area Community Planning Group Stuart Mearns, Loch Lomond and the Trossachs National Park Patricia Dowd, DWP 1. Welcome and apologies Joe McKay welcomed everyone attending and apologies were noted. New members were welcomed - Rachael McGruer - Deputy Director for Social Care and National Care Service Development, Scottish Government who is the Community Planning Partnership’s new Place Director and Graham Bell, NHS Highland Board. Meghan Page 3 Agenda Item 2
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McEwen, observing the meeting from Orkney Community Planning Partnership, was also welcomed. 2. Approval of last minutes and review of actions The June minutes were approved as a true and accurate recording of the last meeting. Rona Gold gave an update on the following outstanding actions within the action log as follows: - Partners can contact Alex Wilde at alex.wilde@improvementservice.org.uk if they would like to benefit from what the Shaping Places project can offer regarding project support. Action complete. - Laura Evans from Police Scotland has joined the Shaping Places Project Steering Group and other Partners were reminded that they can contact Rona if they are also interested in joining this group. - Climate Change Working Group, Steering Group membership. Stan advised this action is ongoing. - Partners are welcome to provide feedback regarding improvements or suggestions to the CPP Bulletin. Action complete. - Money Worries PDF has been circulated to Community Councils. Action complete. - Digital Skills Working Group Terms of Reference were circulated to Partners with the agenda pack. Action complete. - Findings from Hall Aitken commissioned work to be presented at this meeting. Action complete. - Ongoing reminder for CPP MC members to notify Rona Gold of community engagement activities to facilitate collaboration where possible. Action complete. 3. Matters arising from Area Community Planning Groups Shona Barton provided an update and highlights from the August area meetings. These included the excellent partnership work in Helensburgh on youth antisocial behaviour and the mental health and wellbeing website from Males Tales / Females Tales; the cross-community work on the Inveraray Community Action Plan; work integrating new Scots to the area; the Shaping Places for Wellbeing work in Dunoon; and the work on Carer Support Plans with partners across the Oban area. There was also news that the Island Living Well Network had sourced funding for the 8 Living Well Networks across Argyll and Bute. Shona noted that all Chair and Vice-Chair positions have now been filled except OLI. In Helensburgh, Sephton MacQuire stepped down as Vice Chair and was replaced by Sarah Davis. In MAKI, Cllr John Armour has stepped in to fill the long vacant Vice Chair role, with the hope that there will be more interest after the Community Council elections. Shona thanked them all for their support in the roles. In OLI, MSYP Ryan Page 4
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MacIntyre expressed interest in the Vice Chair role, and that will be taken forward at the next group meeting. Shona is looking to set up inaugural meetings with Community Councils within 21 days of the elections and is being supported in this from Governance and other Council services. The intention is to use those meetings to highlight the work of Area Community Planning Groups (ACPGs) and to encourage Community Councils to use the ACPGs as good networks. Joe thanked Shona for her update and noted the wide range of partners and community groups that have been discussing important topics at these meeting including: electric charging points, community plans and funding improvements for travelling communities. Joe commented that he has downloaded the ‘Discover Helensburgh’ app which was highlighted and recommended to those attending. Joe also thanked those that have come forward to fill Chair and Vice Chair roles. 4. Cross Cutting Themes a) Climate Change Joe thanked Stan Phillips for his excellent leadership in chairing this group and the amount of work by community groups and partners on projects to tackle climate change across Argyll and Bute. Stan advised that the Action Plan project is ready to go as they have a good description of what the group wants to do and governance procedures are in place - but there is a funding shortfall of £50k from the £120k target budget to start work on this. Stan thanked the NHS and Argyll and Bute Council as they have contributed, £20k and £50k respectively. The shortfall has resulted in the focus of the Climate Change Working Group (CCWG) being on securing the additional needed funding. Stan understands the financial climate makes it difficult for partners to make contributions at this time and they are now looking at external funding sources, but there is not many opportunities and where there are, the eligibility criteria are not aligned with work of group. Stan queried whether private sector funding could be an option. ACTION - Partners to contact Stan with any advice on any end of year funds available, ideas on how to secure external funding and how to approach looking for private funding. Rona advised that she would seek an understanding from procurement on parameters for private sector funding, for example it may be a condition that the private sector funder does not profit from the outcome of what they are funding. ACTION - Rona to seek advice from Council Procurement and Finance Officer on how Council could be involved in securing private finance. Janice Kennedy advised there may be a pocket of funding available from Scottish Enterprise but it would not be possible to use that to fund an external post. However, once the project identifies what it will take forward and if those outcomes align with Page 5
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the Scottish Enterprise action plan, it may be possible to secure some funding (but it would need to be used in the Helensburgh area). Rona asked if there was potential to have a post for a year and utilise the £70k that has already been secured. Stan advised the project budget of 120k over 2 years was required to employ a candidate of suitable calibre as Project Manager to write the action plan (as packages of work over a shorter period would be less attractive, and not as effective for the project). Stan clarified that the outcome of the £120k is not a Project Manager, but a completed action plan - the CCWG does not have the resources to do that internally - and that a timescale to achieve that in less than 2 years was unrealistic. The Project Manager also needs to work collaboratively and build familiarity and strong working relationships to achieve a quality outcome. Alison thanked Stan for the CCWG’s hard work and energy on this. Takki Sulaiman advised that there are a number of resources from the Council and TSI for funding bids and although some of the CCWG activity will be statutory, any applications will need to be framed in terms of community benefit. ACTION - Takki to contact Stan regarding advice on funding bids. Cllr Robin Currie queried why, as this is a climate change action plan for the CPP, all partners were not contributing. Stan agreed the work of the group affected all partners, but he recognised the pressures on partners with the current financial situation. ACTION - Meetings to be set up with Joe, Rona and Stan with statutory partners to discuss funding opportunities for Climate Change Group. b) Child Poverty Mandy Sheridan provided an update on the previous report to the Committee including: - A multi-agency group has been working to ensure Children’s Rights Reports (which need reviewed in 2023) are embedded in the United Nations Convention on the Rights of the Child (UNCRC). They are also progressing accreditations for rights respecting schools and an online group has been set up to enable engagement with young carers. - An audit tool is being used to identify how ready organisations are to embed the UNCRC, and advice is being given on what this involves. It is hoped the audit tool can be used by the Council and other partners. - There is focus to produce a child friendly complaints procedure and the Scottish Public Services Ombudsman is supporting this at a national level. A draft procedure is expected to be available in April 2023. - The Child Poverty Action Plan 2021-22 has been completed and was approved at IJB. They are on track to publish this by end October 2022. Argyll and Bute are currently on track to meet the Scottish Government Child Poverty target of “less than 18% of children living in relative poverty” however winter and the cost of living crisis may affect that. There is work to produce a Page 6
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one page visual document for the Child Poverty Review Action Plan with QR codes to scan to be directed to help available. - The Child Poverty Action Group are developing an engagement and communication sub-group to map communication pathways for key messages and create an annual calendar for communications, i.e. promote school uniform support in spring. They are looking at different ways to promote Scottish Child Payments to those who should claim it and promote provision of free school meals. - Audit Scotland concluded longer joint planning is needed for Child Poverty in Scotland with more focus on tackling impacts rather than prevention. There is also a national effort to provide better data for remote and rural places to identify the different challenges those areas face. Alison McGrory noted this is an important issue for all as it is whole families that are affected by poverty, although the statutory duty is to address Child Poverty. She added that Impact Assessments are really important tools, not just box ticking exercises. She was hopeful that some hurdles are overcome quickly and they will have a quality impact assessment tool to use. Joe agreed and thanked Mandy for her update, noting it has been a challenging 6-12 months for all families. c) Financial Inclusion / Cost of Living Fergus Walker (FW) advised the Financial Inclusion and Advice Group, and a splinter group looking at energy advice, are very busy looking at how to mitigate issues and impacts on citizens in Argyll and Bute. The cost of living report covers work being done by the Council and he hoped to report that wider soon. Some research has shown that inflation has increased the cost of food, travel and clothes by more than 13% (higher in Argyll and Bute than elsewhere), and that 70% of properties in Argyll and Bute would require an income of over £82k to mitigate this, yet the average income in the area is £30k per annum. The Energy Price Cap is welcome, however the average cost of energy to homes in our area is double the price cap and many properties are off gas grid and rely on oil and electricity. Support for Argyll and Bute is being lobbied at senior levels in Government and there is work with multiple agencies to negotiate with energy companies and provide links to emergency support. School uniform projects are progressing slower than hoped though FW noted schools in many places have their own schemes in place, so there is coverage available in most areas. The Flexible Food Fund is ongoing and will administer the roll out of “Loves Local” gift cards to those who are eligible. The cards will have £120 loaded to spend at over 140 local businesses. The total card value is approx. £800k. Once the contract for this has been finalised it is hoped more businesses will join the scheme. The Food Fund has helped 1,350 households with an overall gain to them (customer gain) of £1.8m since January 2021. The poverty training by Poverty Alliance will be delivered to Elected Members in November. Joe asked if a link to the online poverty training is Page 7
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available for partners. FW advised it will be, he is working on access detail as the training requires access to YouTube and creating an account to access. ACTION - Fergus Walker to provide link to Poverty Training for use by partners. Crisis Grant applications have increased this year and the team are assessing this alongside the Flexible Food Fund to ensure clients get access to all eligible grants. COVID Self Isolation grants will end in October. Robin said he attended the inaugural Island Forum in Orkney last week. OFGEM were represented at the meeting and they were engaged and listened to what was being said. He noted the historical higher distribution costs for power in North Scotland and that need to be addressed. Rona added the Council are providing resources and information, and partners are encouraged to get this information out to those in need. Lorna Gibson asked if there were any plans to provide Community Shops, selling reduced price goods in Argyll and Bute. FW advised that all the area food banks are Community foodbanks, he will ask the Community Food Forum if that initiative is happening. Robin felt this would be a great idea and should be followed up. Ann Kennovin noted there is an app available to sign up to purchase cut price food from businesses as part of a zero waste drive. Meghan advised there are Community Fridges operating in Orkney run by community groups. ACTION - Fergus Walker to advise if there are any Community Shops operating in the area. d) Community Wealth Building (CWB) Takki felt this was a timely update after hearing about financial inclusion, energy and child poverty as the CWB approach to local economies is about trying as much as possible to use levers to keep wealth generated in local areas to remain in that local economy. The group looking at this are keeping a close eye at what is happening within the 5 funded CWB areas. In June there was a successful meeting with the Social Enterprise Network attended by Tom Arthur, Minister for Public Finance, Planning and Community Wealth in the Scottish Government. He was interested to hear what Argyll and Bute wanted from CWB legislation (which is still in the pipeline). Takki advised that as a social enterprise network in this area, CWB needs to address the different pressures across our local economy and the required support needs. Takki’s report seeks to move the CWB group work from a watching brief. A baseline assessment is needed of where we are at and what good practice, opportunities, strategies and action plans are already in Argyll and Bute that would support or complement CWB, so we can be ready when legislation is introduced. At the June meeting the Clyde Fisherman’s Trust discussed getting access to partners’ supply opportunities – e.g. there are lots of small food providers in the area, and a social enterprise could be set up to host a virtual food market and engage with local producers and large anchor partners to provide a regular supply. The area is a net Page 8
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exporter of energy and there are good examples of local energy schemes in Argyll and Bute generating income for local communities. Can we support other local areas to do this? The group asks that CWB be included and referenced in all new forthcoming strategies. It was noted that part of the Rural Growth Deal case studies being prepared now include references of benefits from CWB within the business case. Takki stated that TSI will look to fund the work of a baseline assessment (with partner contributions) and coordinate the commissioning of a CWB baseline report so we are ready to progress when legislation comes. Rona noted that this is becoming a legislative requirement without funding to support it at a time when funding is restricted and asked if Rachael, CPP representative of the Scottish Government, could take a message back to Government asking that when legislation comes out with no associated funding, it is recognised as an ask for more from existing resources. Discussions with Community Planning Partnerships to discuss what extra funding would look like to support emerging legislation would be helpful. Rachael agreed to feed that back. ACTION - Rachel to feedback to Scottish Government the need for funding to accompany roll out of legislation. Alison suggested the opportunity for CWB to focus on taking advantage of our renewable energy resources. Ian Brodie advised any agreed action for windfarms to provide funding to communities needs to be clarified to ensure that funding use is within legislation and the criteria of what they are able to fund (as laid down by Scottish Government). Fergus Murray (FM) stated that we are not coming from a standing start on renewable energy and wind farms in Argyll and Bute are a private sector enterprise and community benefit it is not a condition of granting licenses. Some communities have negotiated benefits directly with windfarms. However, there are much better benefits when a community owns the windfarm, there are great examples in Gigha and Loch Fyne, and the community have full control of the monies and how they are used. The Scottish Government have encouraged communities to buy in to windfarms, but that is difficult to do so how can we make that easier? e) Digital Inclusion Iain MacInnes gave a presentation on social tariffs for phone and broadband. Iain suggested that OFCOM be invited to join the December meeting to talk more on this. OFCOM also has valuable information on reducing the cost of phone, broadband and TV packages for those meetings certain criteria. ACTION - OFCOM to be invited to talk to December CPP MC Page 9
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He advised that the R100 program to install broadband has a budget £30m earmarked to the North region that includes Argyll and Bute. To give an idea of the cost of this program in rural areas, Iain advised that the £30m will connect approximately 1500 premises. The R100 program has installed 63 premises on Mull and 98 in Tiree. Nicola Hackett reported on the recent engagement with Hall Aitken. Digital Skills are a critical part of the CLD Partnership plan and to ensure the delivery of core digital skills in Argyll and Bute we need to understand where the gaps are, what our existing assets are and how to take this forward in partnership. Extensive scoping was completed to look at how we can best use our resources. A survey was conducted, however there were not as many responses to that as hoped. Nicola Hackett said the methodology and approach from Hall Aitken was good and they gave clear recommendations on how to work together across partners and the CLD partnership to ensure our work contributes to digital skills. Nicola Hackett asked the CPP if the report was as anticipated and, similar to other pieces of work, the CLD do not have the resources to co-ordinate this work. Nicola Hackett asked the partners to contribute to, or help to apply for, funding for a dedicated officer to take forward the recommendations. ACTION - Partners to contact Nicola Hackett with any offers of funding support for Digital Inclusion (nicola.hackett@liveargyll.com). Rona thanked Nicola for her paper and was keen to understand the detail of the financial ask, and advised letters of support for funding support can be provided, once the details are known. Rona noted that digital skills is a lifeline and we need to reduce digital inequality. The work needs a pace as to how it is to be delivered, Rona asked for the CLD Partnership to advise on potential risks to the pace of delivery and how partners can support that. ACTION - Nicola Hackett to repost back to CPP MC on any risks identified to the pace of digital roll out. f) Building Back Better This item was not discussed at the meeting. The following update note was provided post meeting: The Building Back Better Officer resigned due to personal matters. The dedicated work, to engage and support community organisations following impacts of Covid-19, are now within a funded post of ‘Community Development Team Lead’, within the council. Kirsty Moyes starts in this role on 7 November and will fulfil the building back better remit over 12 months. 5. Priorities from engaging with young people through Member of the Scottish Youth Parliament (MSYP) roadshows Page 10
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Joe said at the last meeting that MSYP Ryan MacIntyre was talking about going out across Argyll and Bute to ask young people what was important to them. Ann Kennovin gave an update on this advising that the MSYPs had taken a stall at Oban Highland Games where over 100 people stopped to engage with the MSYPs, who explained what the Youth Parliament is about, their roles and the length of their appointment term. About 65% of those who engaged were young people. The MSYPs also created a QR code linking to a survey on issues for young people across Argyll and Bute. This survey is still live, however emerging issues are around transportation and the problems with applying for a free bus pass, access to play areas (that are not part of paid clubs) and the quality of school buildings. The survey will close at the end of October. There was also presentation at Campbeltown Grammar and there will be follow up with Mid Argyll and island schools (these may be pre-recorded video presentations) and work is ongoing to stay in contact with pupil councils to trickle down information from MSYPs. The theme of the next MSYP session is “Fast Fashion” and its impact on climate change. Ann was keen to discuss how that could link in with the work of the Climate Change Working Group. Joe noted he was keen for the MSYPs to go in to any fire station for an engagement session as he thought it would be great to have them on board. When the survey on youth issues closes, Rona asked for the results to be sent to her so they can be considered with other area-wide issues as part of the engagement being done to consult on priorities for the next 10 year Outcomes Improvement Plan. Ann advised the survey results should be ready in November. ACTION Ann to share data from the Argyll and Bute youth issues survey to Rona. 6. Corporate Parenting Board Chair (CPB) Mark Lines presented a paper to confirm Takki as Chair of the Corporate Parenting Board. The post is currently vacant, and the decision to appoint Takki to the Chair’s role was unanimous due to his skills, experience and interest in the area. He is not part of a statutory agency and can strengthen links between the CPB and the IJB. Joe supported the appointment of Takki as Chair to this board. 7. Place Based Partnership Working projects Rona introduced three place based projects that are currently ongoing. These are being brought to the CPP as they are pilot projects on approaches to partnership working to tackle challenging issues. Rona said if any partners see something relevant to their own organisations in any of the presentations, then they can get in touch with the relevant Project Lead to get involved. Page 11
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a) Shaping Places for Wellbeing update – Place and Wellbeing Outcomes Tool Alex Wilde is the project lead for the Shaping Places for Wellbeing project in Dunoon. Alex gave a presentation on the project which aims to improve wellbeing by reducing inequalities. The project looked at data around inequality in Dunoon and identified areas where input can be given to support plans, policies and decisions impacting Dunoon and to promote the work already being done on the wellbeing outcomes. Alex introduced the place and wellbeing assessment tool which can be used by partners to review their decision making processes and plans. The project can support partners on Place and Wellbeing assessments by facilitating sessions, writing up reports on the discussions and providing recommendations. This support has been well received in other areas. Fergus Murray noted the Hub North work in Dunoon should be run through the lens of the wellbeing project. Action: Any partners interested in a place and wellbeing assessment on their plans and strategies can contact Alex: alex.wilde@improvementservice.org.uk b. Coll Engagement Sarah Griffin introduced the work of the Coll Collaborative Working Group which aims to ensure person centred, sustainable, affordable and integrated access to care on Coll. It was recognised that a needs assessment was required for the island population to inform work going forward. The survey was undertaken in July 2022. The needs assessment was an approach which included consideration of a wide range of determinants of health and wellbeing and socioeconomic factors. There are 180 people registered at the Coll GP and 88 survey responses were received. The findings reported the main issues as being Situation and Transport (no public transport), Demographics, cost of living (high food and fuel costs), Housing (second home ownership, no supply), Health and Wellbeing (unpaid carers, good GP access but need to go off island for treatments) and Community (strong community and lifestyle on the island is important to residents). The results of the survey will be made public. Sarah welcomed suggestions from partners on what can be done in partnership to support the community. The HSCP are also looking at what they can do. Iain MacInnes advised Sarah that he obtained funds from the Scottish Government Fund for Islands to install digital hubs on Islay, Iona, Tiree and Coll. Iain was keen to tie in with Sarah’s work and will be on Coll on 26 October for a community drop in session with representatives from Telecare and Near Me clinics. ACTION - Iain and Sarah to discuss further how they can tie up with work on island communities. Page 12
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c. Place Based Review Lochgilphead Shirley Johnstone advised that as part of the Modern Workspace project to rationalise council assets, it was realised there was a wider scope of work needed for Lochgilphead and Hub North were engaged to interview stakeholders to identify what was needed. David Welsh gave a presentation on the action that has been taken so far and next steps. He explained that a place-based review works in a joined up way to look at how people work and live in a place and understand their priorities. The project team spoke to stakeholders in June 2022 (50+ colleague cross partner organisations) and reviewed plans and ran workshops with local people in Mid Argyll. A place narrative was then developed to identify a shared story for change; explaining the context and setting out what makes a place distinct. Lochgilphead is a good place to live, and there has been visible investment to the area in the last year, however there is also a fragility to the area and this needs attention as to how demographic and economic changes can affect it. Work needs to be done to attract visitors to the town, rather than driving through it on the way to somewhere else. There is also a need for housing stock, extension of childcare and nursery provision, youth activities and social activities - this links to other Argyll and Bute wide themes around digital, transport and wellbeing. DW suggested the initial framework for this should be based around principles of improving the attractiveness of the area, positive impacts for the community in the short - medium term, making the area more accessible and making best use of shared resources. These principles should also be used for any future measures and a sense check for any further works. In terms of next steps, work is continuing on Phase 1 (ends November 2022) and this includes a Place Brief, Place Program, Developing Funding, Determining Governance and Assurance and planning detailed additional engagement (also looking at how this place solution impacts other communities in Argyll and Bute). DW was keen to return to update the CPP on future developments. Alison asked how the work is joined up nationally with Shaping Places. David advised much of the links come via Hub North to colleagues within Public Health and NHS Scotland and wellbeing is an indicator for this work. Shirley added that before “Our Modern Workplace” started, Hub North did similar place-based reviews in Rothesay and Dunoon so she reengaged with David’s work on this in Lochgilphead. Alison felt a discussion was needed to ensure a high level of oversight, scrutiny and openness to ensure joined up work in addressing this. Morag Goodfellow felt the place based review coming at this time was important. The impacts of the pandemic on this area are unclear at present, and the direction of travel is that a number of public sector jobs in the area will be reduced. She welcomes the continuing partnership approach as this particular area in Argyll and Bute may be one of most impacted areas with the unintended consequences from changing how we are working. Page 13
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8. Annual Report - draft for comment pre-publication Joe drew attention to the draft annual report covering the work of the CPP in 2021/22. He felt it illustrates the achievements and work of the partners well, noting that March 2021 was a pressured time (in the middle of the vaccination roll out and the emergence of the new omicron variant) and it can be easy to forget just how pressured that time was. He said the fact that partners were still able to do such great work is highlighted in the report. ACTION - Comments on the draft Annual Report can be forwarded to cppadmin@argyll-bute.gov.uk by 15th October so it can be published online beside other annual reports. 9. Review of Argyll and Bute Outcomes Improvement Plan Rona gave a presentation which detailed how Outcomes Improvement Plans are a requirement of the Community Empowerment (Scotland) Act 2015. The previous 10 year plan ends in 2023 and work needs to progress on forming the plan for the next 10 years. In July - September 2022 the CPP team met with multiple partners and other Community Planning Partnerships and reviewed all engagement in with communities in Argyll and Bute over the last 2 years. There are 9 needs that have emerged from that: Housing, Transport Infrastructure, Digital Inclusion, Climate Change, Financial Inclusion, Skills and Workforce, Diverse Economy, Community Wellbeing and Other (Community Voice, Volunteering). Consultation will take place to identify the top 3 priorities - this will be in the form of a survey across the population and CPP Partners. The CPP will also be surveyed regarding the existing level of partnership working on those themes. A survey has been chosen as due to feedback from young people which advised that a quick poll increases engagement and also due to people feeling over engaged. ACTION - Partners are asked to widely promote the Outcomes Improvement Plan survey when it is live. The interim findings of the survey will be presented to the December CPP MC and focus groups will be set up in the New Year to consider more fully the priorities resulting from the consultation. From March 2023 the CPP will be asked consider and agree actions and governance to deliver the priority themes. ACTION - Comments on the approach to the new ABOIP or ideas for other themes should be with Rona by 13 October. Joe noted what has been achieved by the partnership since that current plan was produced nearly 10 years ago and he looked forward to the survey coming out to ask people what their top priorities are, and how all the CPP have a role to promote that. 10. AOCB Page 14
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No items were raised. 11. DONM and Close Joe thanked partners for attending and providing papers covering progress across the area. The next meeting will be on 7 December 2022 at 1000. Page 15
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CPP MANAGEMENT COMMITTEE MEETING ACTION GRID – from 6th October 2022 Complete In Progress Outstanding Please highlight actions as per traffic light system to show progress Date Set Action Who Required by Date 8/12/21 Shona to begin preparations for a short video with interviews and feedback from current and past Chairs. Shona 28 September 2022 22/6/22 CPP partners to contact Rona Gold if they are interested in joining the Shaping Places Project Steering Group. All 28 September 2022 22/6/22 Ross McLaughlin to ask the Climate Change Working Group to consider Steering Group membership and report back to CPP Management Committee. Ross McLaughlin 28 September 2022 22/6/22 CPP Team to collate information from Fergus Walker on Financial Inclusion and include in an upcoming issue of the CPP bulletin. CPP Team 28 September 2022 6/10/22 Partners to contact Stan with any advice on any end of year funds available, ideas on how to secure external funding and how to approach looking for private funding. All 6/10/22 Rona to seek advice from Council Procurement and Finance Officer on how Council could be involved in securing private finance. Rona 6/10/22 Takki to contact Stan regarding advice on funding bids. Takki 6/10/22 Meetings to be set up with Joe, Rona and Stan with statutory partners to discuss funding opportunities for Climate Change Group. CPP Team 6/10/22 Fergus Walker to provide link to Poverty Training for use by partners. Fergus Walker 6/10/22 Fergus Walker to advise if there are any Community Shops operating in the area. Fergus Walker 6/10/22 Rachel to feedback to Scottish Government the need for funding to accompany roll out of legislation. Rachel 6/10/22 OFCOM to be invited to talk to December CPP MC. CPP Team / Iain 6/10/22 Partners to contact Nicola Hackett with any offers of funding support for Digital Inclusion (nicola.hackett@liveargyll.com). All 6/10/22 Nicola Hackett to repost back to CPP MC on any risks identified to the pace of digital roll out. Nicola H Page 16
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Date Set Action Who Required by Date 6/10/22 Ann to share data from the Argyll and Bute youth issues survey to Rona. Ann 6/10/22 Any partners interested in a place and wellbeing assessment on their plans and strategies can contact Alex: alex.wilde@improvementservice.org.uk All 6/10/22 Iain and Sarah to discuss further how they can tie up with work on island communities. Iain / Sarah 6/10/22 Comments on the draft Annual Report can be forwarded to cppadmin@argyll- bute.gov.uk by 15th October so it can be published online beside other annual reports. All 6/10/22 Partners are asked to widely promote the Outcomes Improvement Plan survey when it is live. All 6/10/22 Comments on the approach to the new ABOIP or ideas for other themes should be with Rona by 13 October. All Page 17
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CPP MANAGEMENT COMMITTEE MEETING ACTION GRID – from 6th October 2022 Complete In Progress Outstanding Please highlight actions as per traffic light system to show progress Date Set Action Who Required by Date 8/12/21 Shona to begin preparations for a short video with interviews and feedback from current and past Chairs. Shona 28 September 2022 22/6/22 CPP partners to contact Rona Gold if they are interested in joining the Shaping Places Project Steering Group. All 28 September 2022 22/6/22 Ross McLaughlin to ask the Climate Change Working Group to consider Steering Group membership and report back to CPP Management Committee. Ross McLaughlin 28 September 2022 22/6/22 CPP Team to collate information from Fergus Walker on Financial Inclusion and include in an upcoming issue of the CPP bulletin. CPP Team 28 September 2022 6/10/22 Partners to contact Stan with any advice on any end of year funds available, ideas on how to secure external funding and how to approach looking for private funding. All 7 December 2022 6/10/22 Rona to seek advice from Council Procurement and Finance Officer on how Council could be involved in securing private finance. Rona 7 December 2022 6/10/22 Takki to contact Stan regarding advice on funding bids. Takki 7 December 2022 6/10/22 Meetings to be set up with Joe, Rona and Stan with statutory partners to discuss funding opportunities for Climate Change Group. CPP Team 7 December 2022 6/10/22 Fergus Walker to advise if there are any Community Shops operating in the area. Fergus Walker 7 December 2022 6/10/22 Rachel to feedback to Scottish Government the need for funding to accompany roll out of legislation. Rachel 7 December 2022 6/10/22 OFCOM to be invited to talk to December CPP MC. CPP Team / Iain 7 December 2022 6/10/22 Partners to contact Nicola Hackett with any offers of funding support for Digital Inclusion (nicola.hackett@liveargyll.com). All 7 December 2022 Page 19
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Date Set Action Who Required by Date 6/10/22 Nicola Hackett to repost back to CPP MC on any risks identified to the pace of digital roll out. Nicola H 7 December 2022 6/10/22 Ann to share data from the Argyll and Bute youth issues survey to Rona. Ann 7 December 2022 6/10/22 Any partners interested in a place and wellbeing assessment on their plans and strategies can contact Alex: alex.wilde@improvementservice.org.uk All 7 December 2022 6/10/22 Iain and Sarah to discuss further how they can tie up with work on island communities. Iain / Sarah 7 December 2022 6/10/22 Partners are asked to widely promote the Outcomes Improvement Plan survey when it is live. All 7 December 2022 Page 20
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Management Committee Date: 7 December 2022 Addressing the Climate Emergency in Argyll and Bute 1.0 Purpose The purpose of this report is to provide the CPP Management Committee with an update of the Climate Change Working Group. 2.0 Recommendations The CPP Management Committee are asked to: Discuss the approach outlined in the report. Consider endorsing the approach contained in the report, or Recommend alternative approaches. 3.0 Background Over the past year, the Climate Change Short Life Working Group has been revived as a CPP sub-group, known as the Climate Change Working Group. It took a fresh look at its remit and potential outputs, which have ultimately centred on producing a Climate Change Action Plan for Argyll and Bute. The Action Plan is proposed to be produced by employing a Climate Change Project Manager to lead on the process. More recently, the Climate Change Working Group has been exploring funding options for such a post. This update sets out our current position. 4.0 Detail 4.1 Funding The cost of a Project Manager post is estimated to be in the region of £120,000 over two years, which would include the salary of an appropriately qualified climate leader, associated employer costs, T&S costs, etc. Page 21 Agenda Item 3a
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Subsequent to previous calls for funding contributions, we now have three firm contributions from partners: £20,000 NHS Highland - Argyll & Bute Health and Social Care Partnership £50,000 Argyll and Bute Council £20,000 NatureScot We are extremely grateful to these partners for their contributions. So, we have reduced our funding shortfall since the last CPP MC meeting, then, to £30,000 towards our target of £120,000. 4.2 Next Steps As things stand, we are still unable to move forward with the project itself until the funding gap has been filled. Myself, Rona Gold and Chair Joe Mckay have an outstanding Action Point from the last CPP MC meeting to meet with statutory partners and discuss support for the project, and that is currently being organised. 5.0 Conclusion 1. We propose producing a strategic Action Plan process as the best, and most thorough, way to address the climate emergency in Argyll and Bute. 2. We are continuing to pursue funding options for the project. 6.0 Implications Strategic Implications Consultations, Previous considerations Resources Prevention Equalities Stan Phillips, Chair, CPP Climate Change Working Group For more information, please contact: Stan Phillips, Operations Manager, NatureScot stan.phillips@nature.scot Nicola Reaney, Administrative Officer, Community Planning Nicola.Reaney@argyll-bute.gov.uk Page 22
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References Appendices Page 23
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Management Committee Date: December 2022 Agenda Item: Area Community Planning Groups – November 2022 Meetings 1. Purpose This paper presents key matters arising during the Area Community Planning Group meetings that were held virtually in November 2022. 2. Recommendations The Management Committee is asked to: a) note the Highlights detailed at section 4 of the report; and b) note that Ryan MacIntyre (Member of the Scottish Youth Parliament) was appointed to the position of Vie-Chair of the Oban, Lorn and the Isles Area Community Planning Group. 3. Background There are four Area Community Planning Groups, one in each of the Council’s administrative areas (Bute and Cowal; Mid Argyll, Kintyre and the Islands; Helensburgh and Lomond; and Oban, Lorn and the Isles). All meetings were held on a virtual basis using Microsoft Teams. Prior to the meetings discussion took place with the Area Chairs and Vice Chairs and a standard agenda template was agreed. There was good attendance at all 4 meetings by a variety of partners. 4. Highlights All groups considered: . Climate Change Working Group Stan Philips, Chair of the Climate Change Working Group, submitted an update report that highlighted the actions being taken forward to address the climate Page 25 Agenda Item 5
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emergency in Argyll and Bute; the development of governance arrangements and structures to support the Climate Change Project Officer post. Time for Change Representatives from Time for Change Argyll and Bute advised that they were a group of residents who are campaigning to raise awareness of climate change. Time for Change advised that they are increasingly aware of the need to build resilience in all areas and are working with civil contingencies within the council and other partners to that effect. CEBR - The Socio-Economic Impact of CalMac Ferries Robert Beauchamp, The Centre for Economics and Business, spoke to The Socio- Economic Impact of CalMac Ferries report. The report was a quantitative analysis of the impacts of CalMac as a company (employment, Gross Value Added, turnover, and employee compensation supported directly and through the supply chain) and of impacts of service levels on island communities (ferry users’ welfare, economic activity, employment, population). Argyll and Bute Health & Social Care Partnership Update The Groups considered a public health from the Argyll and Bute Health and Social Care Partnership. The update highlighted information on the Public Health Team Annual Report for 2021-22 and the Mid Strategy Living Well Report for 2019-21. ALIenergy - Bute and Cowal, Helensburgh and Lomond and Mid Argyll, Kintyre and the Islands A presentation given by Dr Lynda Mitchell of ALIenergy (B&C and MAKI) and Rachel McNicol (H&L) was considered by the afore-mentioned Groups. The update included information on what ALIenergy are working on including Affordable Warmth, Education, and Local Energy Projects. The update It was noted that ALIenergy can access a number of interventions for clients experiencing energy cost crisis such as the Fuel Bank Foundation; Scottish Government Home Heating Support Fund; Glasspool Trust; and Argyll and Bute Flexible Food Fund. Argyll Community Housing Association - Mid Argyll, Kintyre and the Islands and Oban, Lorn and the Isles Both the Mid Argyll, Kintyre and the Islands and Oban, Lorn and the Isles received an update from Michelle Mundie, Chief Executive, Argyll Community Housing Association (ACHA). Ms Mundie highlighted some of the Association’s recent Page 26
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investments in new housing stock, specifically 10 new units at Inveraray in June 2022, 4 units at Tarbert, 2 new units at Millknowe and the new developments planned at Dalintober and Port Ellen. It was noted that ACHA tenant Cathy Grant of Glendaruel had been elected Chair of the Association and that Lachlan Woods of ACHA had received recognition at the UK National Awards where he received the award Energy Champion of the Year. Bute & Cowal Laura Walker, on behalf of Strachur Joint Efforts, advised that they had received ten thousand pounds from the Big Lottery Fund to create opportunities for young people in the area. Laura highlighted some of the events and activities that have subsequently been created including a pop up café, with different themes for each and opportunities to develop skills such as cooking, customer service and budgeting. Laura added that this project would provide young people with qualifications to add to their CV. The Group gave consideration to an update from Sandy McLeod of Argyll and Bute TSI which included information on the positive feedback received regarding the Community Directory; the conversation café hosted ahead of the launch of the next round of Communities Mental Health & Wellbeing Funding; the Positive Destination Scheme; volunteer events held to encourage new volunteers for organisations and free online training available for volunteers and staff members of organisations. The Department for Work and Pensions (DWP) submitted an update regarding the number of customers claiming universal credit and legacy benefits; job seekers allowance; employment and support allowance; and income support. The report also covered information on recruitment events held by Rothesay and Dunoon Job centres; the new telephone shared line number with New Style Employment & Support Allowance; fuel direct; broadband social tariff; health adjustment passports; managed moves to Universal Credit; the influx of pension credit claims; disability cost of living payment stakeholder toolkit; cost of living payment; Government plans to cut energy bills; the raised Administrative Earnings Threshold; Personal Independence Payment (PIP) claims and Adult Disability Payments (ADP). Reeni Kennedy Boyle of Fyne Futures provided the Group with a verbal update including information on the volunteer programme; ongoing collaboration work with a variety organisations; the employability programme extension; and the environmental work that had been completed. Partners also considered an update from Iona MacPhail, Chief Executive of Fyne Homes. The update included information on the AGM held in October; property lets for 2021/2022; maintenance and Fyne Futures. Iona also highlighted that Fyne Homes is unique due to its 3 Wind Turbines which are situated in Glenbarr and Page 27
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added that profits are distributed between Fyne Homes, Fyne Futures and the Community of Glenbarr. Discussion was had around sustainability and Iona highlighted that new builds are being developed to a high quality and the challenge will be for retrofitting. Helensburgh & Lomond The Group considered a report from Shona Barton, Governance Manager, regarding the results of a future meeting arrangement survey undertaken following the August meeting. Thirty-three responses were received with the majority of respondents confirming they would like the option for either face to face or Hybrid meetings. It was also highlighted that respondents were happy to continue with daytime meetings with the majority in favour of these being held in the morning, with venues across the area being used – but with the option to have Hybrid arrangements in place. Plastic Free Helensburgh, represented by Angela Anderson, thanked Argyll and Bute Council for arranging Climate change training for all Councillors and also thanked Scottish Water for their plans to have a top up tap at the start of the John Muir Way. Angela also provided information on the Cardross Warm Homes Event; the single- use plastic ban; beach clearing and Marine Debris and the Anchor Group. The Group considered an update from Sarah Davies, Helensburgh Community Council. Sarah highlighted that all 20 positons on the Community Council were filled following the recent election. The update also included information on the completion of the new leisure centre; the litter bin survey; the refurbishment and replanting of the Memorial Garden in Hermitage Park; the Helensburgh to Dumbarton cycleway and the positive development of a future role for the town pier. The Community Council reported that they will continue the maintenance of the shrub beds in the square and the monthly beach cleans, in conjunction with Plastic Free Helensburgh. It was also highlighted that the group had collected more than 100kg of rubbish on a recent litter pick and that they had applied for a grant of £250 from the Grab Trust to cover the payment of skip. The Group gave consideration to a presentation from Norman McNally, Helensburgh Community Council on Vision for Helensburgh which was established to gather community and visitor information on how residents and visitors see Helensburgh and how they would like to see it flourish. Norman highlighted that they had received over 2000 comments but that the project was put on hold due to the Pandemic. A re-evaluation workshop was held during the autumn of 2021 in the Victoria Halls, Helensburgh. Following the workshop, four ‘burning’ topics were identified – A total Kidston to Craigendoran Waterfront Strategy; Environment; Amenities for youth, young families and visitors, and Local Connectivity/mobility which will now be taken forward by the Group. Page 28
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Consideration was given to an update from Sarah Davies from Fun First. Sarah highlighted that they continue to run six Funtime and one fitness session weekly for parents and children under five and monthly Fun First Friend Sessions. The update also included information on new committee member volunteers from the community; a Halloween party and the planned Christmas party. Discussion took place in regards to the successful recruitment of volunteers. Destination Helensburgh advised that they had witnessed an increase in visitor numbers to the Information Centre and that their gift shop Highlandman’s Road is proving to be popular. The Group advised that they continue to promote Helensburgh and Lomond through various media channels and that they had launched the “Discover Helensburgh” walking trails app. Gill Simpson on behalf of Helensburgh Community Hub, provided an overview of the Hub’s activities. Gill advised that they are currently promoting reading for pleasure with two major collaborations developed, the Dolly Parton Imagination Library and the spring book event in collaboration with the Hub, Jean’s Bothy and H&L Carers. The update also included information on the ongoing support for volunteers and groups across the area and ways they can welcome people in over the winter months and community engagement. The Community Focus item highlighted the work of the Helensburgh and Lomond Foodbank which is an independent community foodbank operated by unpaid volunteers and all the food is shared with those in need. The update also highlighted the amount of food bags issued and the amount of adults and children supported, between 01/07/21 to 30/09/21 and from 01/07/22 to 30/09/22 there was an increase of 37.3% in food bags issued and an increase of 67.6% in numbers supported. It was added that the increase illustrates the adverse impact that the rise in the cost of living is having on the local community, particularly those with children. It was reported that should demand continue to rise, as is anticipated, there is a concern that this charitable food aid response will become unsustainable. Mid Argyll, Kintyre and the Islands The Group considered a written update from Forestry and Land Scotland which highlighted the land management plans at Carradale, Beinn Ghuilean and South Knapdale. Civil engineer works at Rhonadale Bridge in Carradale and an update on Phytophthora ramorum and the environment. Campbeltown Community Council highlighted that traffic management is still a big issue in the area with work on a Climate Change Resilience Plan and pathway improvements ongoing. Page 29
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Jackie MacPherson, on behalf of University of Highlands and Islands (UHI), advised that they held their first face to face event in 3 years which was the Graduation of Students in the Queens Hall in Dunoon. The new academic year has started with a more flexible approach where students can attend the UHI facility or stay at home. Students have been reminded that the UHI is a warm space and they are supporting students with providing a breakfast/lunch during this cost of living crisis. Kintyre Food Banks, represented by Mary Ann Stewart, highlighted in 2012 they had 4 clients per week attend the food bank compared to 58 adults and 25 children in October 2022. She advised that the Food Bank had received funding to allow them to offer not only food, but meals and basic essentials to people. The foodbank opens 2 mornings a week but volunteers are available to make up emergency parcels when required. The process of making up the Christmas hampers has started with a small gift also included. The Mid Argyll Youth Development Services (MAYDS) delivered the Community Focus item. Fiona Kalache, Operations Manager of MAYDS gave an overview of the work carried out within the Mid Argyll Youth Development Services which includes free swimming lessons, supporting 117 young carers across the MAKI area, access to Counselling, Outreach/drug and alcohol education. Employability Training which has successfully seen some young people enter apprenticeships with local trades. It was also noted that there had been the opportunity for free driving lessons for youths on Islay. MAYDS has more recently purchased adjacent property to the centre where they hope to develop a skate park. They have also been distributing free fuel and food tokens due to the cost of living crisis and have received funding from Scot Spirit which allowed some of the young carers to go away for respite to Park Dean Holiday Parks. Oban, Lorn and the Isles The Group agreed to appoint of Ryan MacIntyre, Member of the Scottish Youth Parliament, (MYSP) to its membership and to the position of Vice-Chair for the Oban, Lorn & The Isles Area Community Planning Group. Aideen Shields gave a presentation on the projects that the Isle of Kerrera Development Trust are involved with, specifically the completion of the north/south road, which enables residents to safely access the lifeline ferry. Aideen advised that a funding package had recently been secured to commence on the final phase of renovation to the Old School, due to open as a community hub in summer 2023. The Development Trust are also aspiring to undertake further projects such as Council adopted road improvements, adopting of the new north/south road and increased ferry capacity. Oban Access Panel representative Jim Tolmie highlighted their campaign to make braille labelling statutorily on foodstuffs. Jim advised that a flyer had been produced Page 30
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and that they have been working with Disability Quality Scotland and Sight Scotland. While support has been given by Holyrood to this initiative the labelling of foodstuffs must go to the Food Standards Agency for agreement. Argyll and Bute Regional Engagement Co-ordinator for Scottish Communities Climate Action Network advised that the Scottish Communities Climate Action Network (SCANN) is a volunteer-led network with membership open to any community group across Scotland that is taking action on the climate crisis and to any organisation that is involved with or supports such community-led action. Emma Sutcliffe on behalf of Dunollie Museum Castle provided the Community Focus item. Emma highlighted that over 16,000 people had visited since April 2022, following restoration works. Emma highlighted the social impact the museum has had as well as some of the groups on offer, such as the New Routes Health and Wellbeing Group, Threads and Yarns Group and the Gaelic Language sessions which are delivered online and in partnership with the Furan Gaelic Centre. 4.1 Community Council Elections All 39 community council inaugural meetings to formally constitute the community councils who had sufficient membership as at the election on 20 October 2022 took place between 26 October and 29 November. A further by-election was organised for 15 December for those who did not reach the membership threshold. The nomination period for the by-election returned sufficient numbers to allow a community council to be formed in 14 other areas and dates for meetings (following the date of election) are now being progressed. Unfortunately Kilfinan, Lochgilphead and Sandbank could not be formed due to lack of candidates coming forward and as a result have been placed in a dormant state until sufficient interest from within the community is forthcoming that would result in a strong and sustainable community council being formed. There have already been discussions with 2 of the community council areas about candidates who would be willing to put forward a nomination. This is currently being progressed by officers. 4.2 Further Actions It is requested that the Management Committee note the report and the successful meetings held in November 2022. 5.0 Implications Strategic Implications Meetings of the Area Community Planning Group held in April covered various Outcomes. Consultations No prior circulation of this report. Page 31
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Resources No direct resource implications however consideration of the issues raised and following courses of action may have a knock on effect on finance and/or staff resource Prevention Contributes to the prevention agenda Equalities Contributes toward reducing inequalities For More Information: Shona Barton, Governance Manager, shona.barton@argyll-bute.gov.uk Page 32
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Management Committee Date: 07 December 2022 Community Justice Annual Report 2021-2022 1.0 Purpose The purpose of this report is to update the CPP Management Committee on the recently submitted Community Justice Annual Report. 2.0 Recommendations The CPP Management Committee are asked to: Note the submitted Community Justice Annual Report 2021-2022 To note that planning for the development of our next community justice outcome improvement plan is underway, activities are identified within the report To agree to publish this report online (in line with our statutory duty) 3.0 Background 3.1 The Community Justice (Scotland) Act 2016 introduced a range of statutory duties to be implemented at a local level by responsible “named statutory partners”, as indicated in Figure 1, below: Named statutory partners Local Responsible Posts Each Local Authority Local Authority Chief Executive Each Health Board Chief Executive Chief constable of Police Scotland Police Scotland Chief Superintendent Scottish Fire and Rescue Scottish Fire and Rescue Service Area Commander Skills Development Scotland Skills Development Scotland Regional Manager Integration Joint Board HSCP Board and Chief Officer Scottish Courts and Tribunals Service (SCTS) SCTS National Manager Scottish Ministers (represented by Scottish Prison Service and Crown Office & Prosecution Service) Scottish Prison Service Governor, member of WD CJP. COPFS hold a regional forum to meet their CJ statutory duties. Page 33 Agenda Item 6
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3.2 The local model for community justice should deliver an extensive change programme centred on increasing prevention of offending/reoffending through improved leadership and collaboration; evidencing and delivering improved outcomes; learning, development and innovation; and workforce development across multi-agency statutory partners 3.3 Argyll & Bute Community Justice Partnership, chaired by the Chief Executive and attended by almost all of the statutory partners. Non-statutory partners in attendance include Community Justice Scotland and Third Sector Interface, the CJP monitors progress towards improvements and the strategic/operational barriers to delivering the associated outcomes 4.0 Detail 4.1 This annual report mainly presents the ongoing activity and our direction of travel for the next few years 4.2 Local partners have a duty within the Community Justice (Scotland) Act 2016 to publish a front facing annual report 4.3 The new national five year Community Justice Strategy was published at the end of June 2022. The accompanying Outcomes, Performance and Improvement Framework (OPIF) was circulated in draft form by Community Justice Scotland at the end of September 2022. The draft OPIF was submitted to Scottish Government for review and approval, the implementation date is expected to be 1 April 2023. 4.4 The local Community Justice Partnership will now move forward with development of our local Community Justice Outcome Improvement Plan by developing a 1 year delivery plan. The contents of which will be informed by this annual report in relation to ongoing improvement activity. 5.0 Conclusions 5.1 Reflecting on the National Aims and Priority Actions within the new national Community Justice Strategy, Argyll & Bute community justice improvement activity is in line with expectations. 5.2 Community justice strategic planning and delivery is significantly cross-cutting in terms of policy areas, therefore it is imperative that we continue to collaborate with wider partners and stakeholders to ensure effective change and avoid duplication 5.2 As noted in the Chief Social Work Officers annual report 2021-2022, ‘The current national Community Justice Strategy takes a general approach to populations however does not reflect the needs of delivering to remote, rural and island communities. Cognisance should be given to the Islands Act and the requirement for an Island Community Impact Assessment to ensure national policy and initiatives do not inadvertently adversely affect those communities’ Page 34
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6.0 Implications Strategic Implications The diverse and cross-cutting nature of community justice requires significant multi-agency collaboration locally and nationally. Community Justice Scotland provides representation on the CJ Partnership to support the local considerations. Consultations, Previous considerations In producing the annual report, consultation took place with Community Justice Partnership members Resources Argyll & Bute are moving from a part-time Community Justice Coordinator post to full-time during 2022. Prevention Community justice legislation and statutory duties apply to those 16 years plus. Prevention at every point in the justice system and each time people are involved is a key priority. In addition, the CJ Partnership has activity underway to support greater collaboration in our approach to youth justice aligned to community justice Equalities A refreshed Equalities Impact Assessment, including Island Community Impact, will be developed with the refreshed local Community Justice Outcome Plan, to be published on 1 April 2023. For more information, contact: Mary Holt Community Justice Coordinator Mary.Holt@argyll-bute.gov.uk 07733101313 References National Strategy for Community Justice https://www.gov.scot/publications/national-strategy-community-justice-2/pages/2/ Argyll & Bute Chief Social Work Officer Report 2021-2022 https://argyll- bute.gov.uk/moderngov/documents/s190828/FINAL%20CSWO%20ANNUAL%20RE PORT%20ARGYLL%20AND%20BUTE%202021- 2022%20002%2031102022%20SMT%20Pre- Agenda%20Briefing%20of%20the%20.pdf Appendices Argyll & Bute Community Justice Annual Report 2021-2022 Page 35
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Page 1 of 28 April 2022 Community Justice Scotland Ceartas Coimhearsnachd Alba Community Justice Outcome Activity Across Scotland Local Area Annual Return Template Guidance 2021-22 Page 37
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Page 2 of 28 1) Community Justice Partnership / Group Details Name of local authority area/s Argyll & Bute Name and contact detail of the partnership Chair Name: Pippa Milne Email: Pippa.Milne@argyll-bute.gov.uk Telephone: 01546604263 Contact for queries about this report Name: Mary Holt Email: Mary.Holt@argyll-bute.gov.uk Telephone: 07487651793 2) Template Sign-off from Community Justice Partnership / Group Chair Date: 20 October 2022 Name: Pippa Milne, Chief Executive Page 38
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Page 3 of 28 3) Governance Arrangements Describe your current governance structure for community justice arrangements and include links to wider community planning. Argyll & Bute Community Justice Partnership (A&B CJP) carried out a review of governance arrangements during 2021-2022, a decision to establish reporting arrangements via the Public Protection Chief Officers Group was taken. Established relationships During 2022-2023 the A&B CJP will review the required relationships/reporting arrangements with Alcohol and Drugs Partnership Committee, Violence Against Women and Girls Group and the Integrated Joint Board in particular. Members of the A&B CJP will contribute to reviewing their existing reporting arrangements and advise how they will integrate community justice within those. 4) Progress From 2020-21 Recommendations These recommendations were published at the end of the reporting year and concern 3rd sector engagement, futures planning, and compliance with the Community Justice (Scotland) Act 2016. Please detail what work partners have undertaken, or intend to undertake, in response to the following 2020-21 recommendations: Recommendation 1: Partnerships should build on work undertaken within the reporting period relating to third sector identification and engagement, and apply lessons learned to ensure they have established mechanisms to identify and engage with victim organisations as well. a) What local strengths or recent progress relates to recommendation 1? Better outcomes for victims are an important factor in the health of your local community justice ecosystem, so victim organisations can provide an important perspective to community justice. We are also interested in development of work with all third sector partners. You may want to consider, what you have learned from resources provided by CJVSF. What has impeded progress? Page 39
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Page 4 of 28 4) Progress From 2020-21 Recommendations Victims Argyll & Bute Community Justice Partnership (CJP) recognised the importance of developing strategic planning links to Violence Against Women and Girls (VAWG) in line with their statutory duty to reduce offending/reoffending. The local Equally Safe Plan, to be refreshed during 2022-2023, aligns Priority 4 Men desist from all forms of violence against women and girls, and perpetrators of such violence receive a robust and effective response to both Justice Social Work and Community Justice. Following a successful bid by the A&B VAWG Partnership to the Delivering Equally Safe fund, a roll out of Safe & Together began in 2021-2022 and will continue through to 2024. However, a research project included within the bid was only partly funded, the shortfall of £17k was met by the A&B CJP. The Community Justice Coordinator, on behalf of the A&B CJP, works closely with the VAWG key leads Service Improvement Lead and Senior Justice Manager from the Health & Social Care Partnership to monitor progress. The research aims to: 1. To ensure the experiences of women survivors inform domestic abuse service planning in Argyll and Bute. 2. To identify the particular barriers to service for women living with domestic abuse in the Argyll and Bute area. 3. To explore current policy, interventions and practice responses to known or suspected domestic abuse perpetrators. 4. To make recommendations for the direction of future specialist domestic abuse service development and practice responses in the area. 5. To provide an evidence baseline from which to assess the impact of service developments informed by the research findings. Stage 1 of the research is due to completion in Autumn 2022, which focussed on 1 and 2 above and findings will be considered by the A&B CJP alongside the VAWG Partnership. The A&B CJP will also support and monitor the progress of the roll-out of Safe and Together in Argyll and Bute to ensure that community justice statutory duties and survivors’ voices influence our planning and delivery. Governance reporting and alignment will be through the Public Protection Chief Officers Group for both community justice and violence against women and girls. Justice Social Work continue to contribute to supporting victims indirectly through robust and effective risk management of the people who have committed crimes and received community sentences, other disposals and who are on licence upon release from prison. Specific report writing tools are utilised including Spousal Abuse Risk Assessment (SARA) to assist professional decision making for Court Reports. A number of people became Domestic Abuse, Stalking and ‘honour’-based violence (DASH) trained delivered by Safe Lives, a local training programme is being rolled out during 2022-2023, which includes the Justice Social Work team. Two members Page 40
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Page 5 of 28 4) Progress From 2020-21 Recommendations of staff have completed the certified trainers programme which will ensure that ongoing training can be delivered as required. The A&B CJP will support an application for the Community Justice Scotland Caledonian 1-2-1 programme when this is rolled out by Scottish Government. Delivering group-based interventions is not suitable in relation to the geographic nature of Argyll and Bute, therefore, this element of Caledonian will not be included in our bid. A range of A&B CJP members support our local Multi Agency Risk Assessment Conference (MARAC) process. Our Scottish Fire and Rescue Service highlight they identify a Fire element within any case and arrange to conduct a home visit to offer fire safety advice, ensure that a home has working smoke alarms and provide practical solutions where there is a threat from fire. Examples of this include the provision of mail guards which are fitted to letterboxes and that will contain and extinguish any attempt at wilful fire raising through a letter box, also providing fire retardant mats that can assist in containing and preventing the spread of fire. SFRS community action teams undertake regular training from a variety of sources on subjects such as domestic violence, human trafficking and sexual exploitation. This equips them with the skills to help to identify instances of the aforementioned and knowledge of the referral pathways and key contacts to render assistance. SFRS are in the progress of finalising a referral pathway between SFRS and Victim Support Scotland. This will involve mutual sharing of information where SFRS will notify Victim Support if they think that they may be able to assist a victim of crime and where Victim Support Scotland will refer any fire related concerns to SFRS. This has already presented excellent outcomes before the partnership has been formally launched. After one of our Community Action Team members conducted a home fire safety visit following a MARAC they identified a security concern for the occupant (a female victim of domestic abuse with young children) it was identified that security cameras would be advantageous in preventing or recording any further attempted or actual abuse, however no agencies could provide funding for this. Through SFRS partnership with Victim Support they confirmed that this was something they could assist with. SFRS have also committed and entered into the Parole Board Scotland Partnership. We have identified the Conference Room within in SFRS Clydebank HQ building and offered this location to facilitate access for victims to attend hearings. Our Health and Social Care Partnership have also identified office space to facilitate access in the Dumbarton area. The focus on victims of domestic abuse/violence against women and girls will remain a key priority for 2022-2023, this focus will widen to all victims of crime from 2023. Key third sector partners will include, at minimum, Women’s Aid and Rape Crisis with any activity aligned with our Violence Against Women and Girls Partnership. Page 41
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Page 6 of 28 4) Progress From 2020-21 Recommendations Argyll & Bute CJP recognise the need to strengthen links with Victim Support locally, this will be a key priority during 2022-2023. Third Sector The main focus of our CJP third sector engagement was through our Alcohol and Drugs Partnership structures with local addiction and recovery providers; We Are With You and Lomond and Argyll Advocacy Services (Rights-Based Recovery Advocates). Alignment of the Public health approach to justice outcome within Scottish Government Rights, Recovery and Respect framework to community justice planning and delivery to avoid duplication and increase access to services is underway. We Are With You (WAWY) are the locally commissioned A&B alcohol and drugs third sector support organisation. The organisation reaches into every locality in Argyll and Bute, with some regional differences depending on the geography. During 2021-2022, the organisation began implementing a new management and delivery model, any associated impact on access to services throughout Argyll & Bute is included in the considerations of our CJP during 2022-2023. We are clear that people accessing WAWY services also have current and former experience of the justice system, it’s critical that the A&B CJP review how we can strengthen relationships and our reach to those citizens to ensure their holistic needs are being met. WAWY work closely with our Justice Social Work Service, post April 2022, a community justice agreement was reached for WAWY to deliver awareness and training to assist JSW to improve access to services and person-centred outcomes. WAWY also have active connections to HMP Greenock and are the identified substance use provider of services to people in police custody via a paper referral system, both these custody-based pathways are key considerations for the A&B CJP. Neither elements of this service delivery are funded for WAWY. A desktop review by the Community Justice Coordinator and WAWY Service Manager has identified a range of improvements required in both pathways. These will be key priorities of the A&B CJP and findings will inform our next local community justice plan. The Community Justice Coordinator, in partnership with the organisation and our ADP Coordinator, will ensure alignment to both sets of improvement frameworks for drugs and alcohol and community justice. An ADP Committee representative will be invited to join the A&B CJP. Lomond and Argyll Advocacy Services, in partnership with our ADP, introduced a human rights based approach to recovery support. Training and guidance is provided by REACH Advocacy and the lived experience roles provide holistic support to those in recovery. Anecdotal evidence provided by the rights-based advocates confirm support to those with experience of the justice system (current and former). This rights-based advocacy support is a critical single point of contact and source of support, the approach is one that is favoured by the A&B CJP for all Page 42
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Page 7 of 28 4) Progress From 2020-21 Recommendations within the justice system. These advocate posts are funded via the Corra Foundation, on behalf of Scottish Government alcohol and drugs funding. Consideration was given during 2021-2022 on how we support those coming out of prison who are not allocated to Justice Social Work. This work took place as part of our A&B CJP Custody to Community project, funded by the Corra Foundation, on behalf of Scottish Government. Plans are underway during 2022-2023 to commission a justice advocate post, managed by LAAS, for a 1 year test of change to support people leaving prison and those within the community. This will be funded through a combination of Justice Social Work and Corra resources, alternative funding will be required at the end of year 1. In addition, post April 2022, a cross-authority short-life working group comprising of the Chief Executive Officer from LAAS, Community Justice Coordinator (Argyll & Bute/West Dunbartonshire) and the ADP Strategic Lead for West Dunbartonshire collaborated to submit a funding application to Cashback for Communities. In both local authority areas, police statistics evidence that young people in that age group were committing 24% of all crimes recorded in the first 6 months of 2022-2023. The Scottish Sentencing Council issued guidance on the sentencing and rehabilitation of young people, expected to flow from that guidance is an increase in young people receiving community disposals. LAAS operates across both Argyll & Bute and West Dunbartonshire, on that basis a bid was submitted for 4 full-time posts to support 16- 25 year olds involved within the justice system. A decision is expected early 2023. National Third Sector partnerships identified by the A&B CJP during 2021-2022 as requiring improvement are those with the Wise Group and Sacro Shine, both have national contracts to deliver through-care support from prison. The provision to Argyll & Bute citizens is not clear, anecdotal evidence suggests that people living in remote and island communities may not have equal access. This will be a key area of focus during 2022-2023. Whilst the A&B CJP understand those challenges well, we welcome the opportunity to contribute to the Community Justice Scotland consultation on the future provision of prison through-care and mentoring services, to develop approaches that best respond to the needs of all including our remote and island communities. In 2021-2022, initial contact was made with Criminal Justice Voluntary Sector Forum via the Community Justice Coordinator, an initial plan was developed by the CJVSF lead. However due to capacity issues this was not progressed. A&B CJP will prioritise this during 2022-2023, in partnership with Argyll & Bute Third Sector Interface, and ensure inclusion in our developing Community Justice Outcome Improvement Plan. The Third Sector Interface Chief Executive is a member of the A&B CJP. Page 43
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Page 8 of 28 4) Progress From 2020-21 Recommendations Recommendation 3: Partnerships should undertake (or evidence the work already undertaken) to understand the future need and demand on their services: in particular, but not constrained to, recovery from the pandemic. b) What gaps or emerging changes in need and demand for services have been identified? Your partnership is likely to have important knowledge and references about emerging needs and demands. Outline any anticipated changes that may impact on services. The focus of this work within the A&B CJP has been with Justice Social Work, Children & Families and the Alcohol and Drugs Partnership. The complexities of need that the people involved with Justice Social Work present with are currently under analysis, the issues with LSCMI system has delayed the analysis work. In relation to emerging changes there are several areas to note including the upscaling of unpaid work, increase in diversion referrals and the launch of two new service areas. The high number of people unemployed and minimising barriers to employability and addiction services were key areas of activity. Justice Social Work has focussed on a range of areas, in particular: upscaling unpaid work activity to meet expected increased in community orders; increase in diversion referrals; and, establishing a bail support and structured deferred sentence services. Short-term additional funding and associated recruitment issues have brought, and continue to pose, some challenges. Despite this, our unpaid work squad activity has continued to increase and expand outputs. Our new bail support and structured deferred sentence services have been launched and are available to the courts, whilst demand levels are not evident at this time, the gap in availability has been addressed. The increase in referrals for Diversion and the higher tariff associated crimes has brought with it challenges in capacity and an increased training need for the team and partnership working with other services. This continues to be a challenge that our Justice Social Work service are responding to and expect that overall caseload levels will increase: Noting the high levels of people (around 54%) within Justice Social Work services who are unemployed, strengthening connections with local services that offer employability, skills, learning and money/welfare advice, is a key community justice improvement identified for Justice Social Work Diversion statistics show and increase in the number of young people referred by the Crown Office and Procurator Fiscal Service (COPFS) to Justice Social Work. Justice Social Work are considering their approach to managing the orders of young people during 2022-2023 to contribute towards wider community justice/youth justice planning. Page 44
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Page 9 of 28 4) Progress From 2020-21 Recommendations As the Scottish Courts and Tribunal Service implement solutions to reduce the backlog of cases and improve disposal decisions (virtual courts, electronic monitoring, sentencing of young people etc), we expect community disposals will increase. Monthly statistics from the Scottish Prison Service detailing the types of custodial sentences for people in prison were utilised for analysis. During 2021-2022, Argyll and Bute data was shown as having one of the highest levels of remand in Scotland (as a percentage of the A&B prison population). The issue was raised by A&B Chief Social Work Officer with the Sheriff Principal. The levels of remand for Argyll & Bute has lowered slightly during 2022-2023, we continue to monitor this. Justice Social Work Bail Support Service was launched during 2022-2023, the A&B CJP will provide support to ensure wider service provision contributes to delivering improved community justice outcomes. The A&B CJP must ensure that wider partners are informed and involved in delivering improved outcomes for people subject to Justice Social Work orders, whilst monitoring the Service’s capacity to cope with and deliver on increased demand. The A&B CJP identified a potential work stream for Youth Justice was required. An initial scoping exercise took place with the Community Justice Coordinator alongside Health and Social Care Partnership Children & Families, Justice Social Work and Mental Health representatives. A key action (already underway via PPCOG) was to refresh the multi-agency protocol Getting it right for Children and Young People displaying sexually harmful behaviour that integrates the updated Care and Risk Management approach (CARM) for those up to 17/18, the group agreed to reconvene once this was completed. Some key actions identified for 2022-2023 includes: Development of a youth justice strategic needs and strengths assessment, aligned to the Scottish Youth Justice Improvement Plan and new Community Justice Strategy Alignment to A&B ADP commissioned publication Children and Young People’s Needs Assessment A review of the Early and Effective Intervention (EEI) process This initial group will widen membership during 2022-2023 to include other key partners including Police Scotland, Scottish Children’s Reporter Administration (SCRA), amongst others and become a formal work stream for the A&B CJP. Post April 2022, A&B ADP and Public Health Scotland MAT implementation team began scoping work with the Community Justice Coordinator in relation to achieving the Medically Assisted Treatment Standards across Argyll & Bute within Justice Settings. This joint approach will continue during 2022-2023. Page 45
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Page 10 of 28 4) Progress From 2020-21 Recommendations Post April 2022, the Community Justice Coordinator and Housing Strategic Lead began baselining towards the SHORE Standards, this will be finalised during 2022/2023. Availability of suitable housing across Argyll & Bute varies, with challenges in specific areas including remote and island communities. As a stock transfer local authority, Argyll & Bute does not provide housing (out their statutory obligation for homelessness). A&B CJP will consider findings from this baseline assessment and include any identified improvements within the local improvement plan. Updates provided in previous sections of this report also contribute to the CJP’s work to understand needs and gaps in provision. c) How has this been identified? The information relating to Justice Social Work provided the data and evidence base for related improvements. This included data from CareFirst, Justice Social Work Court Reports and feedback from the wider JSW team. Social Work Scotland and Community Justice Scotland data and information was also considered alongside Scottish Prison Service, Scottish Courts and Tribunal Service and Crown Office and Procurator Fiscal Service sources. The Community Justice Scotland Tableau on Demographics was utilised for employment status information for Justice Social Work 2020-2021 Argyll & Bute CJP recognised an information gap in relation to youth justice, this coupled with a refreshed Scottish Sentencing Guideline for sentencing and rehabilitation of young people (up to age 26), an increase in JSW Diversion referrals and our ADP Needs Analysis, the requirement for a specific work stream was identified. Police Scotland Division level data was also sourced showing 24% of all crimes were committed by 16-25 year olds in the first half of 2022/2023. Argyll & Bute MAT Standards self-assessment was utilised to identify joint improvement work by the Argyll & Bute ADP and CJP. SHORE Standards checklist was utilised to begin the baseline assessment process. d) How will partners respond? The Argyll & Bute CJP will consider the emerging evidence and monitor the impact and progress of the areas outlined above through reporting mechanisms. These will be integrated within the development our new Community Justice Outcome Improvement Plan due for publication in April 2023. Page 46
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Page 11 of 28 4) Progress From 2020-21 Recommendations e) What has restricted progress in this recommendation? Please share anything that has restricted progress. This could include challenges relating to data and information, partner capacity or capabilities in this respect. Some restrictions in progress relate to the nature of the additional funding provided to Justice Social Work being short-term, timescales for spend which brought recruitment challenges. The launch of the bail support and structured deferred sentences experienced delays, which have now been overcome, although the concern around the nature of funding remains. Our Argyll & Bute Strategic Needs & Strengths Assessment is being collated as we develop our evidence base and collective understanding of the data available to the CJP, which in line with community justice, is expansive. The A&B CJP will consider whether funds are available to commission a provider to finalise during 2022-2023. The shared role of Community Justice Coordinator with West Dunbartonshire was reviewed during 2021/2022, a decision was taken to move towards a full-time role for Argyll & Bute. Capacity was identified as an issue, Argyll & Bute recruited full- time Coordinator post April 2022, with transitional arrangements in place until November 2022. Recommendation 4: Partners should note their collective statutory responsibilities under the Act to ensure that: all partners are aware of the statutory obligations, and that clarity and agreement is sought over partner expectations and contribution to ensuring these are met all national partners understand and comply with their individual responsibilities to supporting partnerships achieve their aims (section 35) f) What work has been undertaken or planned to make improvements against recommendation 4? The Argyll and Bute CJP membership changed significantly during 2021-2022, development sessions led by Community Justice Scotland assisted the new membership to collectively understand their statutory obligations. The diverse cross cutting landscape of community justice planning was highlighted and CJP members recognised that they were already contributing to improving community justice outcomes. It was agreed that the preparation for development of the new local community justice outcome improvement plan, expected to begin October 2022, will be a critical time to ensure our collective responsibilities are understood and met. Progress noted in previous sections of this report provide evidence of work undertaken by several members of the A&B CJP. Page 47
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Page 12 of 28 4) Progress From 2020-21 Recommendations g) What did this achieve? An improving understanding for Argyll & Bute CJP on their statutory responsibilities and the complexity in reach of those. Identification of priority areas. h) In what ways did local partnership compliance to the Community Justice (Scotland) Act 2016 change during 2020/21? The main compliance actions are: Partners have published an up to date Community justice outcome improvement plan (CJOIP) or extension statement Argyll & Bute extended their CJOIP awaiting the publication of the new national Community Justice Strategy, an extension statement was not published, this will be rectified and will include an update on the development of our next plan. A participation statement published in or with the last CJOIP Argyll & Bute did publish a participation statement with the last CJOIP. The actions of the CJOIP respond to priorities and gaps informed by a needs assessment. Several actions from the last published CJOIP were in progress. These included reviewing governance arrangements, baselining our prison custody to community pathway, improving access to addictions services and development of Justice Social Work services. A public facing annual report has been published which covers progress toward national and local outcomes. This was published on our website, albeit outwith the month timescale requirement. Duty of cooperation - Such co-operation may include (a)sharing information, (b)providing advice and assistance, (c)co-ordinating activities (and seeking to prevent unnecessary duplication), (d)funding activities together. The ongoing actions/activity from previous governance arrangements (as noted above) integrated the areas above and the main partners were Justice Social Work, Alcohol and Drug Partnership services and Scottish Prison Service. The only exception to this was funding activities together, any additional service provision was either direct from Scottish Government or from external sources (e.g. Corra Foundation alcohol and drugs funding). Page 48
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Page 13 of 28 5) Covid-19 Pandemic Impact The pandemic continued in 2021-22. This section should be used to reflect some of the a) challenges/negative implications and b) opportunities/positive implications from the Covid-19 pandemic on the community justice partnership. This can include impact on the improvement activity, partner collaboration, and delivery of services. Challenges / Negatives Positives / Opportunities The Community Justice Partnership had a significant change of membership The continuing impact of the pandemic led to community justice partners focussing on their key areas of service delivery to ensure that communities were supported and core statutory functions carried out. The short term, temporary funding provided for Justice Social Work for recovery has led to some difficulties in recruitment, particularly in Mid Argyll. The Corra funded Custody to Community pilot also experienced delays. There were a range of opportunities that developed from the pandemic for the Community Justice Partnership, with the mainly new membership. This included seeking support from Community Justice Scotland to refresh on statutory duties and update on national progress, in preparation for the new national strategy and performance framework. Reflection on the effectiveness of service delivery adjustments and what worked that could be embedded into practice. This included Justice Social Work approach to other activity. Page 49
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Page 14 of 28 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. NATIONAL OUTCOME ONE Communities improve their understanding and participation in community justice With regard to the following indicators: Activities carried out to engage with ‘communities’ as well as other relevant constituencies Consultation with communities as part of community justice planning and service provision Participation in community justice, such as co-production and joint delivery Level of community awareness of / satisfaction with work undertaken as part of a CPO Evidence from questions to be used in local surveys / citizens’ panels and so on Perceptions of the local crime data New activities: What new activities in 2021-22 were driven / undertaken collectively by the community justice partners/hip in relation to outcome one? What was the impact of these activities? The decision to explore an A&B CJP Youth Justice work stream was a new activity, this will incorporate collecting data and evidence towards the above indicators. The ‘community of interest’ in this instance was the managers responsible for delivery. The creation of a forum where managers can share their professional and local knowledge/experience was beneficial to A&B CJP’s statutory responsibility for planning. Whilst focussed initially on Children & Families and Justice Social Work to create an initial baseline, wider CJP member input will be sought during 2022/2023 and improvement activity identified will be included in our local plan. Page 50
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Page 15 of 28 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. The violence against women and girls Research Project, funding contributed by the A&B CJP to supplement Delivering Equally Safe funding, was also a new activity. This Project will talk to survivors (mainly female) and people who commit the associated crimes (mainly males), the A&B CJP will consider the outputs, findings and recommendations during 2022-2024. Further detailed information on the research parameters can be found in section 4 of this report. As previously noted, the Argyll & Bute CJP membership changed significantly during 2021-2022, therefore the main focus was on improving collective understanding of statutory duties whilst supporting the ongoing activities. The decision by the A&B CJP to meet the shortfall in Delivering Equally Safe funding resulted in this research proceeding. We expect it to provide meaningful data and information in relation to the experiences of mainly female survivors, with an additional section added for experiences of those who commit these types of crimes. What ongoing activities took place in relation to outcome one? What was the impact of these activities? We do not expect you to report on everything going on, however it would be useful for you to provide some positive examples in bullet points which support the indicators. Activities carried out to engage with ‘communities’ as well as other relevant constituencies Participation in community justice, such as co-production and joint delivery A planned consultation with people on Justice Social Work orders has been carried forward to 2022-2023/24 to be approved by the A&B CJP. Progress was hindered due to resource capacity issues with the preferred provider and at a local level. Page 51
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Page 16 of 28 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. The extensive activity being undertaken by the A&B ADP during 2021- 2022 to enhance rights-based approach in partnership with We Are With You (WAWY) and Lomond and Argyll Advocacy Service (LAAS) is noted by the A&B CJP. Anecdotal evidence from service providers shows that a range of people accessing addiction support/recovery have experience of the justice system, this is of significant interest to the A&B CJP. Strategic leads for ADP and CJ have agreed to develop a series of activities and engagement sessions to engage with those citizens with experience of the justice system, as part of the development of the local community justice outcome improvement plan. In addition, during 2022-2023 the A&B CJP will facilitate access to people with experience of the justice system to become involved in consultation with the national MAT Standards Implementation Team within Public Health Scotland. This will align Rights, Respect and Recovery outcome A public health approach to Justice with community justice planning. Perceptions of the local crime data The Scottish Crime and Justice Survey shows no significant change in perceptions of crime. The latest publication in March 2021, has a sample size of 158 across L Division which also covers West Dunbartonshire. It is therefore challenging to analyse this at an Argyll & Bute level only. However, 3 indicators sit above the national average in 2018-2020: Reports and feedback via the A&B ADP Strategic Lead, WAWY manager and LAAS Chief Executive were utilised to inform this approach. Public Health Scotland MAT Standards workshops, organised following Ministerial Direction, identified this opportunity. This will form part of our developing Strategic Needs and Strengths Assessment for community justice. Page 52
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Page 17 of 28 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. In the local area it is common that people behave in an anti-social manner in public In the local area it is common that people are physically assaulted or attacked in the street or other public places In the local area it is common that there is drug dealing and drug abuse The refreshed A&B CJP will consider its wider approach to these indicators whilst developing our new CJOIP Argyll & Bute Community Safety Partnership work together to address anti-social behaviour. The A&B CJP contributed to the Argyll and Bute Community Safety Partnership Strategy 2021-2023. The Community Justice Coordinator represents the CJP on this Partnership. Strategic alignment to community justice will be considered by the A&B CJP. Further local analysis will be developed and considered by the A&B CJP. Further local analysis will be developed and considered by the A&B CJP. NATIONAL OUTCOME TWO Partners plan and deliver services in a more strategic and collaborative way Where applicable have regard to the following indicators. Services are planned for and delivered in a strategic and collaborative way Partners have leveraged resources for community justice Development of community justice workforce to work effectively across organisational/professional /geographical boundaries Partners illustrate effective engagement and collaborative partnership working with the authorities responsible for the delivery of MAPPA Page 53
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Page 18 of 28 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. What new activities in 2021-22 were driven / undertaken collectively by the community justice partners/hip in relation to outcome two? What was the impact of these activities? Refreshing of Argyll & Bute Community Justice Partnership The Argyll & Bute CJP membership changed significantly during 2021/2022 and took the opportunity to reflect on how best to move forward. With support from Community Justice Scotland, Argyll & Bute CJP organised two development sessions, the first focussed on the statutory duties of a Community Justice Partnership including the importance of data. The second focussed on our annual report requirements and developing the local CJOIP. Arrest Referral Scheme A desktop review of current arrangements within Argyll and Bute was undertaken by the Community Justice Coordinator. A paper referral process is in place to the addictions provider We Are With You, this requires to be formally reviewed. Workforce Development The main focus was around Justice Social Work, structural management changes were consulted on (implemented September 2022). Training needs of the staff group were explored and an extensive range identified which included: Diversion (CYCJ), Managing Risk of Serious Harm, Core intervention, delivery skills and brain development training Enhanced learning for statutory and third sector representation on the statutory duties for Community Justice Partnerships. Improved knowledge and awareness of the policy and service expanse that community justice reaches. Updates on national improvement programmes also provided the CJP with a strategic oversight of national drivers. The current system has been in place for a few years. Referral numbers are low and is only set up for addiction services. The A&B CJP will instigate a multi-agency review during 2022/2023 to produce a baseline report that will inform our developing local plan and the improvement activities required to deliver support services at point of arrest. The needs complexity that people are presenting with, alongside prosecutorial/sentencing decisions for increased use of alternatives to courts/custody contributed to organising these staff development sessions for 2022-2023. Page 54
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Page 19 of 28 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Justice Social Work team also took part in Safe & Together awareness-training, alongside other community justice partnership workforces. Safe Lives training for trainers was also delivered, facilitating local training delivered by Justice Social Work senior and MARAC Coordinator. Post April 2022, following the publication of the new National Strategy for Community Justice, the first of 3 CJ Justice Social Work development sessions took place. Lived Experience and Trauma Responsive Services was the first theme. James Docherty (Violence Reduction Unit/Community Justice Scotland) spend the day with Team discussing approaches and responses. Improving local knowledge and skills, leveraging community justice partner resources and development of community justice workforce were all delivered through this training arranged through our VAWG Partnership. Further training on Routine Sensitive Enquiry was also undertaken post April 2022. What ongoing activities took place in relation to outcome two? What was the impact of these activities? Strategic Needs and Strength Assessment (SNSA) The development of a community justice SNSA continued during 2021/2022. The additional A&B ADP Children and Young People’s Needs Assessment has been a helpful contribution. There was a delay in finalising Justice Social Work data due to the ongoing issue with LS/CMI system. Post April 2022, Police Scotland L Division representative has identified a number of data sets which will be useful to include. The recently published A&B HSCP Strategic Plan also provides a reference point for the CJP. Custody to Community Improved joint working between Homeless Services and the Community Justice Coordinator in understanding the levels of those leaving prison custody and those entering. We continued to develop the baseline for our Corra funded project to scope a right-based The A&B CJP will have a baseline from the collation of this key data during 2022/2023 and will consider commissioning an external provider to finalise during 2022/2023. The issues encountered with reporting from both Justice Social Work LS/CMI and Alcohol and Drugs DAISY system has delayed progress during 2021/2022. A&B CJP development group will continue to monitor this through updates from A&B ADP and Justice Social Work. The information sharing arrangements between Scottish Prison Service and Local Authority Homeless and Justice Social Work provides significant opportunities for improved engagement and planning for people in prison. Information about who is leaving prison in the next 12 weeks and who entered the previous week has shown Page 55
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Page 20 of 28 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. approach pathway supported by multi-agency partners. The final report will be completed by November 2022. MAPPA Community justice partners continue to work in partnership with the MAPPA Unit in relation to monitoring and developing services, service responses and awareness raising. to be helpful to Justice Social Work operations if they’re trying to locate someone. A&B CJP will review the final report and any identified improvement actions will be included in our developing local plan. Updating and maintaining this data is supported by Justice Social Work Admin Services and analysis provided by the Community Justice Coordinator. Reporting arrangements for MAPPA are via the Public Protection Chief Officers Group, A&B CJP will consider how this aligns to community justice planning and delivery. NATIONAL OUTCOME THREE People have better access to the services that they require, including welfare, health and wellbeing, housing and employability Where applicable have regard to the following indicators. Partners have identified and are overcoming structural barriers for people accessing services Existence of joint-working arrangements such as processes / protocols to ensure access to services to address underlying needs Initiatives to facilitate access to services Speed of access to mental health services % of people released from a custodial sentence: a) registered with a GP b) have suitable accommodation c) have had a benefits eligibility check Targeted interventions have been tailored for and with an individual and had a successful impact on their risk of further offending Page 56
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Page 21 of 28 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. What new activities in 2021-22 were driven collectively by the community justice partnership in relation to outcome three? What was the impact of these activities? The desktop review of the Argyll & Bute current Arrest Referral Scheme, carried out by the Community Justice Coordinator and We Are With You Manager, with feedback from Police Scotland L Division partners. Shortly pre-pandemic, the A&B ADP implemented a police custody paper referral system to We Are With You which has remained in place. A range of improvements were identified to address the low level of referrals, the model of delivery and accessibility to support. Changes to how custody suites are used have also been implemented. We recognise that onsite access to services within custody suites is vital, however, developing a person-centred model that provides support for a holistic range of needs is what is required. Argyll & Bute citizens are held at custody suites mainly out with the local area therefore the need to develop a strategic needs and strength assessment (utilising the CJS template) has been identified as an action for our developing local plan. Expect completion of this by Summer 2023 for the consideration of the ADP, CJ and Chief Officers Group Partnerships. What ongoing activities took place in relation to outcome three? What was the impact of these activities? Custody to Community The improved data collection process established by the Community Justice Coordinator and Homeless Service (supported by Justice Social Work Admin) has provided some improved data sources for the CJP. During 2021-2022, some development meetings took place to progress developing a blue-print for our custody to community pathway. A formal CJP sub-group will be established in 2022-2023 to take forward finalising the prison custody to community pathway. This will have a particular focus on those leaving prison who are not subject to additional licencing requirements with Justice Social Work. How do we provide support to assess need and access required services? How do we monitor and report outcomes, delivering a human rights- based approach model will be the key area of focus. Shortly after the reporting period, joint working practices between Justice Social Work and Throughcare and Aftercare services were Page 57
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Page 22 of 28 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. evidently improving in relation to working with young people. This review of processes and practice continues during 2022-2023 and will incorporate young people leaving prison. NATIONAL OUTCOME FOUR Effective interventions are delivered to prevent and reduce the risk of further offending Where applicable have regard to the following indicators. Use of ‘other activities requirements’ in CPOs Effective risk management for public protection Quality of CPOs and DTTOs Reduced use of custodial sentences and remand: a) Balance between community sentences relative to short custodial sentences under one year b) Proportion of people appearing from custody who are remanded The delivery of interventions targeted at problem drug and alcohol use [NHS Local Delivery Plan (LDP) Standard] Number of Police Recorded Warnings, police diversion, fiscal measures, fiscal diversion, supervised bail, community sentences (including CPOs , DTTOs and RLOs ) Number of short-term sentences under one year What new activities in 2021-22 were driven collectively by the community justice partnership in relation to outcome four? What was the impact of these activities? Page 58
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Page 23 of 28 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. What ongoing activities took place in relation to outcome four? What was the impact of these activities? Justice Social Work moved to a hybrid model during 2021/2022 and continued to expand their use of other activities through online courses. Attending specific appointments relating to health and wellbeing are also included, e.g. addictions services. Further opportunities for other activities are being developed in 2022/2023 to include employability. Argyll & Bute receives prison population statistical reports from Scottish Prison Service that provides a range of data which includes those on short-term sentences and those on remand. These are monitored by the Community Justice Coordinator. At 31st March 2022, Scottish Prison Service Supplementary report shows 69 males and 3 females in prison. Sentences of 1 year or less accounted for 1.5% (1 from a total of 69) of the convicted population for males and no females (from a total of 3) were serving sentences of less than 1 year. For remand of Argyll & Bute 27 male citizens (from a total of 69) were on remand, this is one of the highest percentages of remand population in Scotland. For female citizens 33% (1 of 3) was on remand, 33% (1 of 3) was serving a sentence of 2-4 years and 33% (1 of 3) a sentence of 4 years or more. Justice Social Work continued their commissioning of Sacro Connect online programme. The JSW aggregate return for 2021/2022 shows 44% of people on orders were noted as unemployed. In response, during 2022/2023 are focussing on improving access to employability services and will identify community justice representation on the local Employability Partnership. In summary, our prison population increased slightly from 58 at March 2021 to 72 at March 2022, although this can fluctuate throughout the year. The percentage of people serving sentences of 1 year or less has decreased and the percentage of people on remand increased At 31st March 2021, Scottish Prison Service Supplementary report shows 57 males and 1 females in prison. Sentences of 1 year or less accounted for 7% (3 from a total of 57) of the convicted population for males and no females (from a total of 1) were serving sentences of less than 1 year. For remand 28% (16) of Argyll & Bute male citizens (from a total of 57) were on remand, this was on average in line with levels of remand population in Scotland. No female citizens were on remand, 1 serving a sentence of 4 years or more. This issue of higher remand levels in Argyll & Bute has been raised with the Sheriff Principal by the Chief Social Work Officer, is the Page 59
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Page 24 of 28 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Justice Social Work began preparatory work during 2021-2022 to launch a Bail Support Service, launched in August 2022 to provide an alternative to remand. The development of the content of our local SNSA (which will include the number of Police Recorded Warnings, police diversion, fiscal measures, fiscal diversion, supervised bail, community sentences (including CPOs , DTTOs and RLOs ) continued during 2021/2022 in so far as collating data. Additional support is now required to produce a comprehensive SNSA for community justice. geographical spread of Argyll & Bute a contributory factor in this increase? The CJP will incorporate reporting and monitoring of these statistics within formal meetings to identify any opportunities to influence, within the context of an independent judiciary this could be challenging. Previously local sheriffs have clearly stated that people who are remanded are done so because they pose a risk to public protection. The implementation and progress of the Bail Support Service will be reported to the A&B CJP by Justice Social Work. A&B CJP development group will consider during 2022-2023 the resource requirement to finalise the community justice SNSA, this will include consideration of external commissioning NATIONAL OUTCOME FIVE Life chances are improved through needs, including health, financial inclusion, housing and safety, being addressed. Have regard to the following indicator. Individuals have made progress against the outcome How do partners measure outcome five for individuals? If this information has been collated, what does it show? Whilst activity is ongoing in relation to addressing the wider needs of people within the justice system, we are unable to progress collation of evidence-based outcome data due to the complexity of implementing an outcome monitoring model. The previous national strategy does not include Outcomes 5, 6 and 7, a gap identified in the recent national review. Implementing and outcome-based reporting model at an individual level is a significant undertaking which requires increased resource. Page 60
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Page 25 of 28 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Previous annual reports advised we would focus on the use of Justice Outcome Star for people within Justice Social Work. Prior to the pandemic, we began to implement Justice Outcome in Diversion cases. This implementation has continued during 2021/2022. The lack of reporting facility with the Justice Social Work recording system LSCMI has provided challenges in extracting data, this is a national issue that we hope will be resolved with the transfer to a new centralised system. For Justice Social Work, how this aligns with current LSCMI requirements requires to be reviewed. This is a national issue across Scotland and we would benefit from a national approach to reviewing. The process of a national transfer to a new LSCMI system took place during 2021/2022, significant issues developed and we await the resolution of those at a national level. If available, provide a supporting case study or other information to demonstrate activity and impact relating to outcome five. NATIONAL OUTCOME SIX People develop positive relationships and more opportunities to participate and contribute through education, employment and leisure activities Have regard to the following indicator. Individuals have made progress against the outcome Providing evidence on person centric outcomes has been challenging for most areas. How do partners measure outcome six for individuals? If this information has been collated, what does it show? Whilst activity is ongoing in relation to addressing the wider needs of people within the justice system, we are unable to progress collation of evidence-based outcome data due to the complexity of implementing an outcome monitoring model. The previous national strategy does not include Outcomes 5, 6 and 7, a gap identified in the recent national review. Implementing and outcome-based reporting model at an individual level is a significant undertaking which requires increased resource. Page 61
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Page 26 of 28 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Previous annual reports advised we would focus on the use of Justice Outcome Star for people within Justice Social Work. Prior to the pandemic, we began to implement Justice Outcome in Diversion cases. This implementation has continued during 2021/2022. The lack of reporting facility with the Justice Social Work recording system LSCMI has provided challenges in extracting data, this is a national issue that we hope will be resolved with the transfer to a new centralised system. For Justice Social Work, how this aligns with current LSCMI requirements requires to be reviewed. This is a national issue across Scotland and we would benefit from a national approach to reviewing. The process of a national transfer to a new LSCMI system took place during 2021/2022, significant issues developed and we await the resolution of those at a national level. If available, provide a supporting case study or other information to demonstrate activity and impact relating to outcome six. NATIONAL OUTCOME SEVEN Individuals’ resilience and capacity for change and self- management are enhanced Have regard to the following indicator. Individuals have made progress against the outcome Providing evidence on person centric outcomes has been challenging for most areas. How do partners measure outcome six for individuals? If this information has been collated, what does it show? Whilst activity is ongoing in relation to addressing the wider needs of people within the justice system, we are unable to progress collation of evidence-based outcome data due to the complexity of implementing an outcome monitoring model. Previous annual reports advised we would focus on the use of Justice Outcome Star for people within Justice Social Work. Prior to the pandemic, we began to implement Justice Outcome in Diversion cases. This implementation has continued during 2021/2022. The lack of reporting facility with the Justice Social Work recording system LSCMI has provided challenges in extracting data, this is a national The previous national strategy does not include Outcomes 5, 6 and 7, a gap identified in the recent national review. Implementing and outcome-based reporting model at an individual level is a significant undertaking which requires increased resource. For Justice Social Work, how this aligns with current LSCMI requirements requires to be reviewed. This is a national issue across Scotland and we would benefit from a national approach to reviewing. The process of a national transfer to a new LSCMI system took place during 2021/2022, significant issues developed and we await the resolution of those at a national level. Page 62
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Page 27 of 28 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. issue that we hope will be resolved with the transfer to a new centralised system. If available, provide a supporting case study or other information to demonstrate activity and impact relating to outcome seven. 7) If you have identified other local community justice activities and outcomes which go beyond the national outcomes, then record them here. Local outcomes Please describe the activity Then describe the impact Page 63
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Page 28 of 28 8) What other achievements and challenges happened? Achievements Challenges As previously noted, the membership of the Argyll & Bute Partnership changed significantly during 2021-2022. New representatives included: Chief Officer, Chief Social Work Officer/Head of Service, Police Scotland, Scottish Prison Service, Third Sector Interface, Scottish Fire and Rescue Service and Skills Development Scotland. The improvement activities ongoing continued to progress with updates provided at each of the development sessions. Any direction and guidance sought was mainly through the HSCP CSWO/HoS on behalf of the CJP. The Argyll & Bute CJP organised some development sessions during a period of transition between the existing national strategy and outcome, performance improvement framework and the development of refreshed versions. In relation to coordinator support, this was part-time at 17.5 hours a week, this will be increased to a full-time position of 35 hours a week during 2022/2023. With the publication of the new national strategy and awaiting the associated outcome, performance and improvement framework, Argyll & Bute will continue to baseline where ongoing activity is and what future priorities and development areas should have a focus. 9) Additional Information including, next steps for the partnership With the publication of the new strategy and a relatively new Community Justice Partnership, Argyll & Bute will set the structure for local planning for community justice. Reporting into the Public Protection Chief Officers Group, strategic alignment to cross policy areas (ADP, VAWG, JSW MAPPA, etc) will be developed and strengthened. We will devise a model of place-based planning and engagement that reflects the needs of all communities (including remote and island); a coproduction model that involves workforces, people who access our services and communities. We will consider how we best deliver services within geographical spread of Argyll & Bute, maximising the rich resources within those communities and sharing our needs at a national level to improve understanding of our partners. We will develop our local Community Justice Outcome Improvement Plan (CJOIP) in line with the new national strategy and outcomes, performance and improvement framework. Page 64