Hub East Central. Territory Delivery Plan

Transcription

1 Hub East Central Territory Delivery Plan Document Control Information Control Status Approved - Territory Partnering Board Date Last Printed 18 th May 2012 Version Number V2.1 Author (s) Catherine McFie, Territory Programme Director Jodie Brown, Territory Programme Manager

2 Table of Contents 1. Executive Summary Hub Initiative The Strategic Objectives and Outcomes of hub Hub Primary Outcomes Hub Key Objectives The East Central Territory Territory Participants Territory Vision Territory Delivery Plan Delivery Plan Partnership Working Public Sector Partners Community Planning Partners Private Sector Partner Service Integration Aims Appendix A Project Pipeline Appendix B Community Planning Partnerships Outputs and Objectives Angus Community Planning Partnership Position statement Clackmannanshire Community Planning Partnership Position statement Dundee City Community Planning Partnership Position statement Falkirk Community Planning Partnership Position statement Fife Community Planning Partnership Position statement Perth & Kinross Community Planning Partnership Position statement Stirling Community Planning Partnership Position statement Appendix C - National Standards for Community Engagement... 31

3 1. Executive Summary 1.1 Hub Initiative The Scottish Government has signalled its intention to improve the efficiency and effectiveness of infrastructure investment in Scotland by promoting collaborative approaches with public bodies and industry, leading to better value for money and ultimately improved public services. The Scottish Futures Trust has been established to promote this intention by acting across all phases of the infrastructure investment cycle, with a particular emphasis on ensuring effective approaches to efficient finance investment and procurement The hub initiative is a means of procurement delivered over years through a Joint Venture Company, established between public and private sector bodies, which will deliver not only facilities either as new build or refurbishment but will also provide, where required, facilities management and strategic service and asset planning and delivery. It will provide a value for money platform that maximises return on investment, efficiency in process and effectiveness in delivery for the public sector. It encompasses a range of services which may include estate management, service planning, and regeneration activities At its core, the scope of the programme is to deliver community building solutions more efficiently, and affordably. This will be accomplished through fit for purpose and time efficient processes aimed at achieving Best Value criteria. A key emphasis within this is to facilitate the provision of more joint and integrated services across a range of partners within communities, including local authorities and health boards The success of hub as a procurement vehicle for public sector bodies will be measured against key deliverables that include: Hubco will be a strategic enabler and catalyst for change Facilitate the establishment of longer term relationships with private sector partner Provide an effective vehicle for the delivery of premises for community based services An expectation of quicker and easier procurement with lower transaction costs through continuing improvement in performance and reducing professional fees Provide enhanced central support through expert procurement staff Deliver sustainable developments securing Social and Community Benefit East Central Territory is one of five territories, created as part of the hub initiative, that has establish a public/private joint venture company, referred to as hubco. Hubco, working closely with the Territory Participants, will deliver effective planning, co-ordination, procurement and delivery of accommodation and facilities within local communities, bringing together public sector partners across Health, Local Authorities, Police, Fire and Rescue and voluntary sector organisations and others where appropriate.

4 1.1.6 During the procurement phase East Central Territory members were represented on a Territory Programme Board that made strategic decisions on the procurement. The day to day management was undertaken by the hub Territory Programme Director supported by a Territory Programme Team comprising a Territory Project Manager, Territory Admin Support and specialist external advisor support where required covering finance, legal and technical advice Following the formation of hubco, the Territory Programme Board has been replaced by a Territory Partnering Board which includes a representative from Amber Blue, the private sector development partner The five hub Territories are: South East North East Central West South West 2. The Strategic Objectives and Outcomes of hub 2.1 Hub Primary Outcomes Primary outcomes for Hub will include: improving the efficiency of delivery for community-based facilities; delivering economies of scale through shared facilities; making the best use of public resources; and providing continuous improvement in both cost and quality in public procurement hub will achieve this through the establishment of a project development and delivery vehicle for community based facilities, which will use a range of funding solutions from both the public and private sectors. 2.2 Hub Key Objectives The key objectives of the hub initiative are: To increase the scale of joint service working and integration between Community Planning Partners, including the third sector, across Scotland resulting in greater efficiency in procurement and better outcomes at the point of service delivery; To deliver a sustained programme of joint asset management and investment into joint services infrastructure so that more and more services are provided locally in communities through multi-disciplinary teams working (wherever possible and appropriate) from single sites;

5 To establish a more efficient and sustainable procurement methodology for public sector bodies including NHS Boards and local authorities that; Reinforces joint strategic planning and delivery; Provides a delivery mechanism that is stable and long-term; Delivers demonstrably better VfM than current procurement arrangements; Is flexible in its ability to respond to evolving service strategies, and in being able to delivery through different contractual/funding routes; Is able to generate sufficient project size, volume and deal flow to attract private finance into the delivery and long term management of service infrastructure; and Engenders joint learning and continuous improvement in both public sector client procurement teams and their private sectors partners. Increases opportunities for local employment & training Provides a focus for community engagement 3. The East Central Territory 3.1 Territory Participants The East Central hub Territory currently has a population of approximately 1,030,000 inhabitants, of which there is in broad terms a geographic split over 3 regions which make up the territory; the three regions being Fife, Forth Valley and Tayside. In terms of land mass, the territory is spread over a substantial geographic area with a varied mixture of both urban and rural environments and there are also areas of significant deprivation The East Central Territory is supported by the following participating organisations: Three Health Boards NHS Fife NHS Forth Valley NHS Tayside Seven Local Authorities Angus Council Clackmannanshire Council Dundee City Council Falkirk Council Fife Council (representing Fife Constabulary and Fife Fire and Rescue)

6 Perth & Kinross Council Stirling Council Three Regional Police Boards Central Scotland Police Fife Constabulary (represented by Fife Council) Tayside Police Three Regional Fire & Rescue Service Boards Central Scotland Fire and Rescue Fife Fire and Rescue (represented by Fife Council) Tayside Fire and Rescue Collectively all members are referred to as 'Participants' and they will work in partnership to deliver the hub initiative; a strategic long term programme based approach to the procurement of community based developments through local joint venture arrangements with a development partner Within the hub model each of the Participants have a representative sitting on the Territory Programme Board, which governs the work being undertaken by the territory and facilitates the movement of information through the organisations Appendix A lists those projects that have been identified to date by the East Central Territory Participants and covers committed and funded projects through to aspirational ideas that could be progressed at some point in the future. 3.2 Territory Vision The Territory Participants have an agreed vision of what hub will deliver for the organisations involved both individually and jointly where possible and that is: The hub Initiative will deliver high quality, value for money facilities that support the provision of integrated community and primary care services which meet locality needs and, wherever possible, exceed expectation This vision will only be achieved by the Participants by a commitment to the long term strategic partnering relationship that will be based on: Supporting client focused joint service planning & working between partners within the community. Creating community based building solutions that bring together providers to deliver integrated services in support of local priorities. Delivering fit for purpose facilities that are of high quality design and encourage community use; and among other requirements are consistent with A Vision for Health produced by Architecture and Design Scotland. Delivering buildings that meet anticipated legislative, economic, environmental and technological challenges and opportunities. Delivering buildings that optimise the use of public resources.

7 Implementing a procurement programme that provides economies of scale and sharing of expertise & lessons learned. Implementing a procurement programme that results in improved levels of employment and training within the community. Engaging with schools, colleges and universities to create interest and opportunity for the construction and design industry. Achieving local economic benefits through such means as increased training and employment prospects. Continually reviewing practices and outcomes across a series of procurements, enabling lessons to be learnt in order to improve delivery. Developing and benchmarking leading practice, making best use of technology and innovation. Undertaking sound research and analysis, drawing on stakeholder consultation at an early juncture and throughout programme delivery While there are the above noted expectations associated with the overall hub Initiative, the Territory also has a clear and defined interest in the overall quality aspect of any facilities and how by driving quality through design, procurement and construction, overall outcomes for any project can be significantly enhanced. 4. Territory Delivery Plan 4.1 Delivery Plan The East Central hub Territory Delivery Plan sits alongside the hub standard documentation, in particular with the Shareholders Agreement, Participants Agreement and Territory Partnering Agreement. The document will be an active document to take account of the aspirations and progress within the hubco and will therefore be reviewed, as a minimum, on an annual basis to take into account any changes within the local context of the Territory and any national policy reviews The review of the Territory Delivery Plan will take account of all and any strategic requirements required by the Participants members corporate and asset assessment and planning The requirements of the seven Community Planning Partnerships within the East Central Territory will be incorporated and when Local Delivery Plans are developed for each area it will be essential that the Territory Delivery Plan is aligned with these. 5. Partnership Working 5.1 Public Sector Partners The public sector Participants in East Central Territory are committed to partnership working and the long term benefits that collaboration will bring.

8 Across the Territory there is already evidence of joint working and development of cross sector asset management, albeit at an early stage The East Central hubco will engage with its public and private sector partners actively and flexibly to better meet respective needs. It should adopt early and ongoing dialogue with all Participant members and other identified stakeholders including Community Planning Partnerships as the prime means of engagement with communities across the East Central Territory The East Central Territory Participants recognise that hub has the flexibility to deliver a wide range of community based premises in support of Single Outcome Agreements, joint community care plans and Community and Regeneration Plans Participants believe that hub will help identify, validate and implement appropriate and timely solutions to the significant demographic and geographic challenges facing the East Central Territory. These range from rural community requirements, urban deprivation, supply and demand of labour that has developed over time, to ageing populations and populations that are increasing in certain areas and declining in others. 5.2 Community Planning Partners Community planning is a process which helps public agencies to work together with the community to plan and deliver better services which make a real difference to people s lives. It was given a statutory basis in the Local Government in Scotland Act The Act places duties on: Local Authorities to initiate, facilitate and maintain Community Planning; Core partners Health Boards, the Enterprise Networks, Police, Fire and Rescue and Regional Transport Partnerships to participate in Community Planning; Scottish Ministers to promote and encourage Community Planning, including local participation by relevant Scottish Government Directorates in Community Planning Partnerships The core aims of community planning in Scotland are: Making sure people and communities are genuinely engaged in the decisions made on public services which affect them; allied to a commitment from organisations to work together, not apart, in providing better public services Within the East Central Territory there are seven Community Planning Partnerships (CPPs), each with their own strategic goals and objectives. Details of each of the seven CPPs are noted within Appendix B Within the East Central hub Territory each of the seven local authorities use the plans to govern their future direction and to further enhance their working with

9 their local Heath Board, Fire and Rescue Services, Police Services, Enterprise Networks and Regional Transport Partnerships Taking into account each of the seven CPPs there are a number of general themes running through the majority of the CPPs: Economic Health Education Safety Community Engagement Sustainability Of these key Priorities, a number of Strategic Objectives that could be linked to the Territory hubco activity include: Economic Promoting sustainable strengthened growth within the local economy lending to vibrant successful areas Job creation and opportunities within the localities to support the increased employability of the people Asset rationalisation and community regeneration Health Creating caring and healthy communities Reducing health inequalities within localities Improved physical and mental wellbeing Stimulating people to purse more active and healthy lifestyles Education Learning and supportive environments Better educated and skilled people living within the localities Nurturing/ supporting lifelong learning Safety Safer communities and neighbourhoods Community Engagement Community engagement, participation and empowerment Ensuring communities are inclusive Promoting community cohesion through greater access to services Sustainability Sustaining and improving the environment of localities Each of the local authorities, under the Concordat agreed in 2007, also has their own Single Outcome Agreement (SOA). These set out some of the planning aspirations of the Territory for the coming years. Each June the SOAs are refreshed to reflect the current drivers within the Territory and to set out what they will achieve through the services they deliver. Recently (2009/10) the SOAs now include full engagement with the Community Planning Partners In addition, Community Planning is regarded as the core partnership framework helping to coordinate other initiatives and partnerships and has the ability to improve the links between national priorities and those at regional, local and neighbourhood levels.

10 5.2.9 The hub Initiative being implemented aims to be a catalyst and focus for better development and delivery of community based facilities across the public sector in Scotland. It will aim to provide more effective planning, procurement and delivery of those premises in support of local services and it will support Local Authorities, NHS Boards and other public sector bodies across Scotland in the implementation of community planning By focusing on joint delivery, the hub Initiative is expected to act as a driver for the development of joint planning and joint asset management. In this regard the hub operating model sits comfortably with the Scottish Governments Shared Services agenda and the conclusions within its recently published review of Public Services An imperative of the hubco is to assist communities and partners to maximise collaborative gain. This will be achieved through in depth engagement and involvement, competent procurement, creative design, efficient delivery, and ongoing facilities management services The hubco will engage and consult with stakeholders to ensure that the hub maximises its impact on the improvement of community facilities. Scottish Government National Standards for Community Engagement (Appendix C) will inform the hub s engagement activities Existing frameworks, agencies and relevant scheduled meetings will be used to further practical engagement wherever possible A series of roadshows and presentations, ongoing during the procurement stage is providing feedback that will help to ensure that the hubco delivers against needs wherever and whenever within its remit. 5.3 Private Sector Partner Amber Blue has successful been procured as the Private Sector Development Partner for hub East Central. Amber Blue is crucial to the success of the hubco Amber Blue will invest in the partnership and manage agreed delivery of the procurement, maintenance and improvement of community facilities across the East Central Territory. The partnership contract will provide exclusivity for 10 years and will remain in place for 20 years Amber Blue will have access to the partners relevant local service development plans so that value can be added through the input of ideas and suggestions as they are developed Now that hubco has been successfully established in the East Central Territory it will take ownership of the Territory Delivery Plan and will, on an ongoing and proactive basis, work closely with all parties involved to ensure that strategic decision making in relation to facilities is informed and well developed based on facts.

11 6. Service Integration 6.1 Aims A key aim of the hub is to provide community buildings that facilitate delivery of client focused, integrated services and maximise mutual benefit The delivery of the hubco s purpose will by necessity meet community and partner operational priorities, budgetary & other resource considerations, and decision making processes The developing hubco will identify and meet the service needs of the respective partners. This will be achieved through engaging with partner business models, operating procedures, decision making processes and procurement practices. It is recognised that these will be diverse in nature and feature varying degrees of prioritisation and timing The hubco will work with its stakeholders, recognising and respecting differing operational styles and cultures. It will endeavour to help maximise strengths in diversity, whilst also aiming for consistency of practice Any existing and emerging organisational and/or collaborative strategies and plans will be identified and supported. Any commonalities or synergies will be promoted as appropriate in accordance with partner priorities and processes The Board members of the hubco will play a key role in achieving the necessary levels of integration, enabling the hubco to minimise waste and drive up value in its systems and processes.

12 7. Appendix A Project Pipeline Schemes under Area Development / m 2 Construction Brechin Community Campus, Brechin, Angus Council Capital Value (Unitary Charge per m2/annual) Financial Close / Start on site c11200m 2 c 20m Phase 1 start on site October 2013 Phase 2 Start on site - September 2015 Handover date Comments/ Key Risks Phase 1 - July 2015 Phase 2 - April 2016 DBFM, new build secondary school with Angus College vocational learning facility and potential sports complex Partners involved: Angus Council, Angus College Robertson Construction has been appointed as the main contractor Harris Academy, Dundee Council c15348 m 2 c 27.08m Phase 1 start on site October 2013 (demolition) April 2014 (new school) Handover 1 - June 2016 D&B, new build secondary school Robertson Construction has been appointed as the main contractor New Project Request was submitted in April 2012

13 Schemes under Development / Construction NHS Tayside Angus Dental Facility, Arbroath Area m 2 c310 m 2 (c629 m 2 including external areas) Capital Value (Unitary Charge per m2/annual) Financial Close / Start on site c 1.5m Start on site May 2013 Handover date Comments/ Key Risks February 2014 D&B, new build 4 chair dental facility for General Dental Services incorporating Local Decontamination Unit Standard Business Case in development NHS Tayside Bridge of Earn Health Centre Madras College, St. Andrews, Fife Council Burntisland Primary School, Fife Council c450 m 2 c 1.2m Start on site January 2013 c15000 m 2 c 40m Start on site - TBC c7000 m 2 c 12.4m Start on site May 2013 September D&B, new build health centre 2013 incorporating Allied Health Professional and Community Nursing NHS Tayside is currently in discussion with a potential stakeholder with the view of potentially creating a joint development/ resource for the community TBC D&B, replacement secondary school August 2014 D&B, new build primary school Initial year of capital expenditure 2013/14 BAM Construction has been appointed as the main contractor

14 Schemes under Development / Construction NHS Fife Glenwood Health Centre NHS Tayside Child and Adolescent Mental Health, Dundee NHS Tayside Unlicensed Medicines Unit, Dundee Area m 2 Capital Value (Unitary Charge per m2/annual) Financial Close / Start on site c1800 m 2 c 6.8m Start on site 2013 c1900 m 2 c 9.2m Start on site 2013 c4000 m 2 c 20m Start on site November 2013 Handover date Comments/ Key Risks TBC, 2014 DBFM, new build health centre Fully designed health centre transferring from Frameworks Scotland OBC is currently in development Building warrant has been approved Following a review of the financial market Glenwood will proceed as a bundle with the CAMHS project Early 2015 DBFM, new build facility in Dundee, including educational element. Servicing the North of Scotland OBC is currently in development Following a review of the financial market CAMHS will proceed as a bundle with the Glenwood project September 2015 DBFM, NHS Manufacturing Unit for the supply of unlicensed medicines NHSS service IA has SG CIG approval to proceed to Outline Business Case

15 Schemes under Development / Construction St.John s and Claremont Primary, Clacksmannanshi re Council Area m 2 Capital Value (Unitary Charge per m2/annual) Financial Close / Start on site c3450 m 2 c 8.6m Start on site - March 2013 Handover date Comments/ Key Risks July 2014 D&B, new build joint primary school campus Tier 2 consultants have been appointed

16 Schemes under Development / Construction Stirling Care Village, NHS Forth Valley and Stirling Council Area m 2 Capital Value (Unitary Charge per m2/annual) Financial Close / Start on site TBC c 45-55m Start on site - December 2013 Handover date Comments/ Key Risks October 2015 The Care Village will encompass the provision of a range of health and social care services for older people (including 130 beds with a mix of functions and split equally between NHS and Council care) as well as 5 GP Practices, a Minor Injuries Unit, GP Out of Hours and X-Ray services. These will align with and augment the services currently provided at Stirling Community Hospital Forth Valley College will also provide vocational training at the facility The Initial Agreement was submitted to SG CIG for consideration at their meeting on 24 April 12 New Project Request will be submitted in due course, following the approval of the IA Demolition of parts of the Community Hospital is currently taking place with the first phase due to be complete by end June 2012

17 Schemes under Development / Construction Arbroath Primary Schools, Angus Council NHS Forth Valley Primary Care Modernisation Programme Replacement Central Library, Stirling Council New Records Centre extension to Library HQ, Stirling Council School Upgrade Project, P&K Council Property Improvements, Tayside Police Area m 2 Capital Value (Unitary Charge per m2/annual) Financial Close / Start on site Handover date Comments/ Key Risks c3500 m 2 c 7.5m New Build/consolidation Project on hold TBC c 3.25m 2011/ /13 Upgrading and reconfiguration of premises TBC TBC TBC TBC Subject to future financial allocations TBC TBC TBC TBC Subject to future financial allocations TBC c 4.56m 2012/ /15 New Build/Refurb school merge project TBC c 1.1m Various

18 Schemes under Development / Construction Mental Health Unit, West Fife Dundee Local Care Centre Additional Primary School provision linked to new housing development, Stirling Council Vehicle Workshops, Tayside Police and Fire & Rescue Area m 2 Capital Value (Unitary Charge per m2/annual) Financial Close / Start on site Handover date Comments/ Key Risks TBC C 6.2m 2015/2016 TBC New build Final phase of their Mental Health Strategy IA to CIG- late 2012/ early 2013 TBC TBC TBC TBC Exploring potential to buy out established residential care facility TBC TBC TBC TBC Subject to future financial allocations TBC Unknown TBC TBC Aspirational joint provision

19 Schemes under Development / Construction Joint Fire/Police/Ambu lance Station, Crieff, Tayside Police, Tayside Fire & Rescue and Scottish Ambulance Area m 2 Capital Value (Unitary Charge per m2/annual) Financial Close / Start on site Handover date Comments/ Key Risks TBC Unknown TBC TBC Aspirational joint provision

20 8. Appendix B Community Planning Partnerships Outputs and Objectives 8.1 Angus Community Planning Partnership Position statement Name of Community Planning Partnership Name, contact info for CPP officer or person completing form Strategic objectives Priorities Position re shared services? Is there a current Community Plan? Is there a current Single Outcome Agreement (SOA)? How does the CPP wish to be engaged with the East Central hub Territory in the future? Angus Community Planning Partnership Corporate and Community Planning Manager Chief Executive s Department Angus Council, Angus House, Orchardbank Business Park, Forfar DD8 1AX Tel: Angus is a place where a first class quality of life can be enjoyed by all. Our values underpin all of our work: 1. providing excellent public services that are value for money 2. improving public services through partnership working 3. actively engaging with communities 4. promoting sustainable growth 5. promoting fairness and equality Communities that are: 1. Prosperous and Fair 2. Learning and Supportive 3. Safe and Strong 4. Caring and Healthy 5. Sustainable Shared accommodation Web address Web address Information and possible interest for Arbroath

21 8.2 Clackmannanshire Community Planning Partnership Position statement Name of Community Planning Partnership Name, contact info for CPP officer or person completing form Strategic objectives Clackmannanshire Alliance To provide the key, over-arching partnership framework helping to co-ordinate other initiatives and partnerships see also: Single Outcome Agreement Priorities 1. Attracting more jobs and developing skills especially for young people (aged 16-24) 2. Early intervention with an emphasis on pre-5s and the impact of parental substance misuse on children 3. Community empowerment: involvement; supporting communities to find solutions; local community planning see also: Single Outcome Agreement Position re shared services? Is there a current Community Plan? Is there a current Single Outcome Agreement (SOA)? How does the CPP wish to be engaged with the East Central hub Territory in the future? Clackmannanshire Alliance promotes and supports partnership working across partners to deliver services for and with the people of Clackmannanshire Web address Web address The Scottish Future Trust, Housing initiative and Health Partnerships have already stated that Hubco is the route for all future procurement for joint projects. Any joint ventures for future Capital Projects will be potentially part- funded through Hubco. It is likely that any future projects for shared facilities will need to use Hubco.

22 8.3 Dundee City Community Planning Partnership Position statement Name of Community Planning Partnership Name, contact info for CPP officer or person completing form Strategic objectives Dundee Partnership Community Planning Manager tel As set out in the Single Outcome Agreement for Dundee which can be found at Strategic Priorities Through our partnership, locally and with the Scottish Government, we are committed to the following four strategic priorities: 1. Jobs and Employability 2. Children and Young People 3. Inequalities 4. Physical and Mental Well-Being Dundee Partnership Strategic Outcomes 1. Dundee will be a regional centre with better job opportunities and increased employability for our people 2. Our people will be better educated and skilled within a knowledge economy renowned for research, innovation and culture 3. Our children will be safe, nurtured, healthy, achieving, active, respected, responsible and included 4. Our people will experience fewer health inequalities 5. Our people will have improved physical and mental well being 6. Our people will receive effective care when they need it 7. Our communities will be safe and feel safe 8. Our people will experience fewer social inequalities 9. Our people will live in stable, attractive and popular neighbourhoods

23 10. Our people will have high quality and accessible local services and facilities 11. Dundee will have a sustainable environment Priorities Position re shared services? Is there a current Community Plan? Is there a current Single Outcome Agreement (SOA)? How does the CPP wish to be engaged with the East Central hub Territory in the future? 1. Jobs and Employability 2. Children and Young People 3. Social Inequalities 4. Physical and Mental Wellbeing Already engaging in discussions across Dundee and Tayside Web address Our equivalent : Web address Happy to discuss this at a city or regional scale.

24 8.4 Falkirk Community Planning Partnership Position statement Name of Community Planning Partnership Name, contact info for CPP officer or person completing form Strategic objectives Falkirk Community Planning Partnership Head of Policy and Performance Review Falkirk Council 1. Enabling people to live more independently Promoting independence Support for carers Support for the most vulnerable Effective working with NHS partners 2. Sustaining Social Care Services Applying eligibility criteria Better use of community transport Telecare 3. Stimulating local people to pursue a more active and healthy lifestyle - improve health and reduce health inequalities in relation to: Big Killer diseases and associated risk factors (CHD, Cancer, stroke, smoking, physical activity, diet); Early Years and young people; Harms to health (alcohol, drugs, domestic abuse); Mental Health and Wellbeing. How? Focus on early intervention and prevention; Increased partnership, integrated approaches to addressing the determinants of health and health inequalities; Increased involvement of third sector; Increased support for community led approaches to health improvement. Sports Parks & open spaces Events Libraries Healthy lifestyles Hub East Central - Territory ECT Territory Delivery Plan v2.1 (SFT version) Page 24 of 31

25 4. Rationalising our assets Alternative building use Service charging Closure of buildings Shared Accommodation 5. Promotion of public protection & safety Engaging with the community regarding the prevention of crime More people in the community who have offended using community sentencing options & initiatives Child protection and the protection of vulnerable adults. We need to better publicise who to contact. What are the concerns & how do we identify risks? Clarity on the responsibilities of social work and the role of communities / neighbours Utilising the 3 rd sector more (befrienders etc) Civil & emergency planning The management of high risk offenders 6. Maximising independence People taking responsibility for their own health and wellbeing including mental health Ensuring people s dependence on services is minimised Promoting community cohesion Promoting re-enablement model Priorities Position re shared services? Is there a current Community Plan? Is there a current Single Outcome Agreement (SOA)? 1.See above The Falkirk Community Planning Partnership will seek all opportunities to share services where it is appropriate and makes sense to do so. Web address hood/policy_performance_review/ corporate_policy/strategic_community_plann/strategic_c ommunity_planning.aspx Web address Hub East Central - Territory ECT Territory Delivery Plan v2.1 (SFT version) Page 25 of 31

26 one/how_are_we_performing.aspx How does the CPP wish to be engaged with the East Central hub Territory in the future? Through existing mechanisms. Hub East Central - Territory ECT Territory Delivery Plan v2.1 (SFT version) Page 26 of 31

27 8.5 Fife Community Planning Partnership Position statement Name of Community Planning Partnership Name, contact info for CPP officer or person completing form Strategic objectives Priorities Position re shared services? Is there a current Community Plan? Is there a current Single Outcome Agreement (SOA)? How does the CPP wish to be engaged with the East Central hub Territory in the future? Fife Partnership Partnership and Policy Manager 1. An inclusive Fife 2. A sustainable Fife 3. Best value in services for Fifers 1. A stronger, more flexible, diverse economy 2. A well educated and skilled Fife 3. Improving health and wellbeing in Fife 4. Sustaining and improving our environment 5. Making Fife s communities safer A number of shared services projects are being taken forward Web address n=subject.display&subjectid=a91694c8-4be0-425e- 92E1767D59C85550 Web address Yes on request As required. Hub East Central - Territory ECT Territory Delivery Plan v2.1 (SFT version) Page 27 of 31

28 8.6 Perth & Kinross Community Planning Partnership Position statement Name of Community Planning Partnership Name, contact info for CPP officer or person completing form Strategic objectives Priorities Position re shared services? Perth and Kinross Community Planning Partnership Team Leader (Strategic Planning, Improvement & Risk) Chief Executive's Service Perth and Kinross Council 2 High Street Perth PH1 5PH Tel Vibrant and successful area 2. Safe, healthy and inclusive communities 3. Nurtured and supported people 1. Economy 2. Infrastructure 3. Area image 4. Employment 5. Skills and training 6. Young people reach potential 7. Best start in life 8. Inequalities 9. Safer communities 10. Healthier 11. Vibrant and active 12. Access to services 13. Sustainable environment 14. Affordable housing 15. Public services The Perth and Kinross Community Planning Partnership proactively investigates opportunities for shared working with the other two Tayside Councils, Dundee City and Angus, as well as NHS Tayside, Tayside Police and Tayside Fire and Rescue. The Tayside Collaborative Working Change Programme sets out the joint projects which are being taken forward by the three councils in terms of: service redesign and shared services; sharing best practice and driving efficiencies and building capacity for change / information sharing. The three Councils also have a shared Procurement Service (Tayside Procurement Consortium). Hub East Central - Territory ECT Territory Delivery Plan v2.1 (SFT version) Page 28 of 31

29 Is there a current Community Plan? Is there a current Single Outcome Agreement (SOA)? How does the CPP wish to be engaged with the East Central hub Territory in the future? Perth and Kinross Community Plan Perth and Kinross Single Outcome Agreement The CPP would wish to be kept informed of progress. However given that collaborative working is being pursued at a Tayside level progress can also be reported or issues raised with the Public Sector Strategy Group (PSSG) which consists of the three Council Chief Executives, Chief Constable, Chief Fire Officer and Chief Executive (NHA Tayside). Hub East Central - Territory ECT Territory Delivery Plan v2.1 (SFT version) Page 29 of 31

30 8.7 Stirling Community Planning Partnership Position statement Name of Community Planning Partnership Name, contact info for CPP officer or person completing form Strategic objectives Priorities Position re shared services? Is there a current Community Plan? Is there a current Single Outcome Agreement (SOA)? How does the CPP wish to be engaged with the East Central hub Territory in the future? Stirling Stirling CPP Manager Making Stirling a place with a vibrant economy that is open for business 2. Making Stirling a place with jobs and opportunities for all 3. Making Stirling a place where lifelong learning is valued and encouraged 4. Making Stirling a place with improved wellbeing that adds life to years, not just years to life 5. Making Stirling a place with safe, strong and resilient communities 6. Making Stirling a place with a high quality environment 1. Economic resilience 2. Health Inequalities 3. Polarity, regeneration and disadvantage 4. Community engagement, participation and empowerment Shared services are pursued both at a Stirling level and at a Forth Valley level where they can evidence an impact on outcomes Web address The SOA now serves as the Community Plan. Web address Work with Hub provision in the Stirling and Forth Valley to: engage all CPP partners to fully examine opportunities for shared services and co-location for maximum outcomes promote community benefit clauses in procurement contracts; explore opportunities for social enterprise engage communities of place and of interest at an early stage, supported by the Stirling Standards of Community Engagement Hub East Central - Territory ECT Territory Delivery Plan v2.1 (SFT version) Page 30 of 31

31 9. Appendix C - National Standards for Community Engagement In line with the National Standards for Community Engagement, East Central Hub Territory will: 1. Involvement: we will identify and involve the people and organisations who have an interest in the focus of the engagement; 2. Support: we will identify and overcome any barriers to involvement; 3. Planning: we will gather evidence of the needs and available resources and use this evidence to agree the purpose, scope and timescale of the engagement and the actions to be taken; 4. Methods: we will agree and use methods of engagement that are fit for purpose; 5. Working Together: we will agree and use clear procedures that enable the participants to work with one another effectively and efficiently; 6. Sharing Information: we will ensure that necessary information is communicated between the participants; 7. Working with others: we will work effectively with others with an interest in the engagement; 8. Improvement: we will develop actively the skills, knowledge and confidence of all the participants 9. Feedback: we will feed back the results of the engagement to the wider community and agencies affected; 10. Monitoring and Evaluation: we will monitor and evaluate whether the engagement achieves its purposes and meets the national standards for community engagement. Ref: pages/cs_ hcsp Hub East Central - Territory ECT Territory Delivery Plan v2.1 (SFT version) Page 31 of 31