Agendas, reports and minutes

Minutes of Meeting of the Community Planning Board held in Committee Rooms 1 and 2, Council Headquarters, Glenurquhart Road, Inverness on Wednesday 15 March 2017 at 10.00 am.

Present:

Representing the Cairngorms National Park Authority (CNPA):
Mr G Moir

Representing the Highland Council (HC):
Mrs M Davidson
Mrs I McCallum
Mr S Barron
Ms M Morris
Mr B Alexander
Ms A Clark
Mr P Mascarenhas
Ms E Johnston
Mr C Maclennan

Representing Highlands and Islands Enterprise (HIE):
Mr J Gibbs

Representing the Highland Third Sector Interface (HTSI):
Ms I Grigor
Ms M Wylie

Representing High Life Highland (HLH):
Mr I Ross (Substitute)
Mr I Murray

Representing NHS Highland (NHSH):
Dr D Alston
Ms C Steer, Representing Police Scotland (PS):
Ch Insp I Maclelland (Substitute) (also representing Sutherland Community Partnership)

Representing the Scottish Fire and Rescue Service (SFRS):
Mr J MacDonald

Representing the Scottish Government (SG):
Ms D Mackinnon

Representing Scottish Natural Heritage (SNH):
Mr G Hogg

Representing the University of the Highlands and Islands (UHI):
Ms I Peterson

Community Partnership Chairs:
Ch Insp I Maclelland, Sutherland (also representing Police Scotland)
Mr M Loynd, East Ross
Mr R Muir, Skye, Lochalsh and West Ross
Ch Insp B Mackay, Nairn and Ardersier
Mr F Nixon, Badenoch and Strathspey
Mr G Ross (Substitute), Inverness

In attendance:

Mrs R Daly, Board Secretary, NHS Highland
Mr S Dalgarno, Development Plans Manager, Highland Council
Mr D Haas, Inverness City Area Manager, Highland Council
Miss M Murray, Committee Administrator, Highland Council
Miss J Green, Administrative Assistant, Highland Council

Dr D Alston in the Chair

Business

Preliminaries

The Chair welcomed everyone to the meeting and introductions were made.  He referred to the previous meeting and commended partners’ enthusiasm to make Community Partnerships work.  Getting community planning up and running at local level was vital.  However, it was also challenging and he appealed for an open and honest discussion on any issues arising.  Given the significance of Community Partnerships, he sought the Board’s agreement to change the order of the agenda and consider item 11 after item 2, with Community Partnership Chairs’ verbal feedback coming before the update on development and support for Community Partnerships.

The Board so AGREED.

1. Apologies for Absence

Apologies for absence were intimated on behalf of Mr A Rhind, Ms M Smith, Mr S Black, Mr D Oxley, Mr D McLachlan, Ms E Mead, Mrs J Baird, Dr H van Woerden, T/Ch Supt P MacRae, Dr M Foxley, Mr R Iffla, Ms S Wedgwood and Mrs H Carmichael

2. Minutes of Meetings

The Board:

i. NOTED the Minutes of the Community Justice Partnership – 1 September 2016;
ii. NOTED the Minutes of the Community Justice Partnership – 1 December 2016;
iii. APPROVED the Minutes of the Community Planning Board – 16 December 2016; and
iv. NOTED the draft Note of the Chief Officers’ Group – 2 February 2017.

11. Developing Local Community Partnerships

ii. Community Partnership Chairs’ Verbal Feedback

Verbal updates were provided on the current status of the nine Community Partnerships including membership, frequency of meetings, establishment of subgroups, community engagement and progress with Children, Adult and Locality Plans.

In particular, the following issues were raised:

• all partners needed to buy in to Community Partnerships and if they were not working it was necessary to look at shifting resources;
• Sutherland Community Partnership had distributed a bulletin which had proved useful and other Partnerships were encouraged to consider such an approach;
• the Local Outcomes Improvement Plan (LOIP) should be fed by the engagement in respect of Locality Plans, not the other way around, and it was suggested that consideration be given to deferring the LOIP until the Locality Plan engagement work had taken place;
• all partners had engaged with communities in relation to their various individual plans and negative feedback had been received regarding over-engagement;
• in relation to Community Learning and Development (CLD), there had been some discussion regarding having threads through the various plans but East Ross Community Partnership considered that it needed an overarching East Ross CLD Plan;
• there were challenges in terms of capacity and resources;
• with regard to Nairn and Ardersier Community Partnership, whilst there was full commitment from partners, the community of Ardersier saw itself as being aligned with Inverness and the issue was hindering progress;
• Partnerships had begun to populate the Highland Community Planning Partnership website and thanks were expressed to the Chief Officer, HTSI, for developing what would be a fantastic resource and key signpost for engagement and publicity;
• the engagement work being undertaken by VABS (Voluntary Action in Badenoch and Strathspey) was commendable and was informing the direction of the Community Partnership;
• it was necessary to balance evidence/statistics with what communities wanted; and
• Inverness Community Partnership was working with the Third Sector to develop a map of resources in the Inverness area.

During discussion, the following issues were raised:

• Sutherland Community Partnership was commended for its positive, outward-facing approach;
• it was suggested that consideration be given to whether there was some way to coordinate the significant amount of consultation taking place by individual partners
• concern was expressed that Mid Ross Community Partnership had been slow to get underway. It was highlighted that the current Chair, Sarah Wedgwood, had stood down as a Non-Executive Director on the NHS Highland Board.  Subject to NHS Highland Board approval at the end of March, Ann Clark would replace her;
• in relation to Nairn and Ardersier Community Partnership, whilst Ardersier was served by Nairn Town and County Hospital and GP practice, Community Partnerships should be shaped around communities rather than services.  It having been confirmed that there was a strong consensus amongst the community representatives who had shown in interest in attending the Partnership that Ardersier should come within the boundary of Inverness Community Partnership, it was suggested that this be formally agreed;
• in response to a question, it was confirmed that community engagement, including efforts to engage with hard to reach groups, included young people;
• in relation to the need to balance evidence with what communities wanted, the community voice was part of the evidence.  However, it was important to ensure that it was a genuine community voice rather than a small number of strong voices;
• in response to a question, it was explained that Inverness BID had not yet been actively engaged in the Inverness Community Partnership.  It having been suggested that it would be helpful to involve them, particularly given that the City Centre was one of the areas identified for a Locality Plan, the Inverness City Area Manager undertook to liaise with them;
• as Community Partnerships developed and looked at communities in more detail, they were identifying areas of deprivation in addition to the list of 24 areas agreed by the Board, which had been identified on the basis of SIP (Social Inclusion Partnership) and SIMD (Scottish Index of Multiple Deprivation) indicators.  Discussion took place on how to address the issue, during which partners confirmed that they were agreeable, in principle, to extending the list.  However, it was important that there was an audit trail and that any additions were evidence-based, and it was suggested that it be remitted to the Chief Officers’ Group to devise a process for Community Partnerships to submit a case; and
• it was suggested that, given its significance, Developing Community Partnerships should be the first substantive item on future Board agendas.

Thereafter, the Board:

i. NOTED the verbal updates on Community Partnerships;
ii. AGREED that Ardersier should come within the boundary of Inverness Community Partnership;
iii. AGREED, in principle, to extending the list of identified areas of deprivation and that it be remitted to the Chief Officers’ Group to devise a process for Community Partnerships to submit a case in that regard;
iv. AGREED that Developing Community Partnerships should be the first substantive item on future Board agendas.

i. Update on Development and Support for Community Partnerships

The Acting Head of Policy, Highland Council, gave a verbal update on development and support arrangements for Community Partnerships, during which it was explained that a request to develop consistent templates for presenting plans had been taken forward through an additional meeting with Community Partnership Chairs in January and templates were now in place for Locality, Children and Adult Plans.  In addition, feedback was that Partnerships would welcome a further development day to bring all partners together again, as well as development sessions on the various engagement mechanisms/tools that could be used.  In that regard, it was highlighted that, following the Board, there would be a session by The Improvement Service on the Place Standard tool.

During discussion, whilst welcoming the provision of templates, Community Partnership Chairs sought confirmation that they had the freedom to explore other models for Locality Plans.

Considerable discussion took place in that regard, during which it was explained that that the CLD Strategic Group, which involved all partners and a representative of each Community Partnership, had developed a CLD Plan which had been approved by the Board and which included a format for Locality Plans, based on an outcomes framework.  It was clear that discussions were now taking place at Community Partnership level regarding the scope for creativity and flexibility.  However, whilst the creative tension was to be welcomed, further discussions were required if it was intended to move beyond what had previously been agreed.  In addition, it was necessary to consider whether the outcomes from the framework needed to be aggregated in any way.  It was suggested that the CLD Strategic Group was the appropriate forum for such discussions, with any proposals to be signed off by the Board.  The Chair having requested an update at the next meeting, the Director of Care and Learning, Highland Council, undertook to support a presentation, in conjunction with the CLD Support Officer.

Thereafter, the Board:

i. NOTED the position; and
ii. AGREED that further discussions regarding the format and framework for Locality Plans take place at the CLD Strategic Group and that a presentation in that regard take place at the next meeting of the Board.

3. Developing the Local Outcomes Improvement Plan

There had been circulated Report No CPB/01/17 by the Head of Health Improvement, NHS Highland, on behalf of the LOIP Subgroup, which provided an update on the development of the LOIP.

Considerable discussion took place regarding the definition and purpose of the LOIP, during which it was clarified that it was not the summation of a hierarchy of plans but a high-level strategic plan for multi-agency action, focussed on inequalities and prevention.  It was not a matter of starting with a blank sheet of paper as a significant amount of work was already taking place but it was necessary to focus on a small number of priorities that the evidence/communities had indicated were important and consider what could be done as a partnership at a Highland level.  In terms of the relationship with Locality Plans, whilst there would be an overlap, there might be issues that were important for a particular locality that did not need additional work at a strategic Highland level and vice-versa.  The development of the LOIP would be an iterative process but it had to be in place by 1 October 2017 and community engagement had to be undertaken.  However, it was not necessary to discount engagement that had taken place previously.

The Deputy Director and Head of Local Government, Scottish Government, explained that there would be no formal sign-off of the LOIP by Ministers and that accountability was to communities.  In terms of engagement, it was about evidencing that the CPP had taken reasonable steps to secure participation of relevant community groups, particularly those with the poorest outcomes.

Discussion then took place regarding the issues and proposed outcomes set out in the report, during which some partners expressed concerned that employability and children’s mental health had not been specifically reflected.  Employment was fundamental to tackling inequality, and coordinated employability activity and workforce planning could be done as a partnership.  Opportunity was key and it was suggested that the Poverty outcome be amended to “More people in Highland will live a life free from the experience of poverty and benefit from opportunity”.  From a Community Partnership perspective, employability was high priority and the structures that were in place lacked coordination and support.

The Head of Health Improvement explained that the LOIP Subgroup had aggregated the range of work being undertaken by partners to tackle inequalities, including employability and children’s mental health services, into very high level outcomes.  The detail had been deliberately omitted as it would come from the community engagement.

Consideration was given to adding employability as a separate heading.  However, it was suggested it was so significant that it cut across all five themes.  In addition, there were many people for whom employment would not be achievable or sustainable whereas addressing and overcoming poverty was a common objective.

Following further discussion, during which it was emphasised that the community engagement work would distil the key issues under each heading, the Chair suggested that the issues of employability and children’s mental health be highlighted and developed as part of the engagement process and an assurance was provided that the LOIP Subgroup would undertake further work to develop a supporting narrative for each of the headings before engagement took place.

Thereafter, the Board AGREED:

i. to use the proposed outcomes set out in the report to undertake community engagement on development of the LOIP;
ii. the engagement approach outlined in the report; and
iii. that the issues of employability and children’s mental health be highlighted and developed as part of the engagement process.

4. Purpose and Role of Chief Officers’ Group (COG)

There had been circulated Report No CPB/02/17 by the Chief Executive, Highland Council, on the review of the purpose and role of the COG.

The Board AGREED the proposed principles to guide the work of the COG and the wider Partnership over the next year and that a further review to redefine the role of the COG be undertaken following that period.  

5. West Highlands and Islands Local Development Plan and Action Programme    

There had been circulated Report No CPB/03/17 by the Director of Development and Infrastructure, Highland Council, which presented the West Highland and Islands Proposed Local Development Plan (WestPlan) for consideration and endorsement.  The Board was asked to consider the outcomes the plan sought to address, the implications of the plan for services provided by all CPP partners, and the actions for delivering the plan collaboratively.  Particular areas for coordinated action in the plan were:

-a major economic development opportunity at Fort William following the recent acquisition of the Rio Tinto Smelter Site, and
-a major refurbishment and expansion of the Kishorn Yard.

During discussion, the following issues were raised in relation to the acquisition of the smelter site in Fort William:

• the need to expedite the new hospital and free up the existing site for housing was emphasised and information was sought on the forum for such discussions.  The Development Plans Manager, Highland Council, explained that NHS Highland’s Estates Manager had been asked to join the Local Response Team to begin planning in that regard.  In addition, the Head of Health Improvement, NHS Highland, explained that she had put the District Manager in touch with the Development Plans Manager to discuss issues not only in relation to the new hospital but around broader health services and capacity;
• employability was a key issue and there was a need for a fast productive piece of workforce planning;
• in relation to housing, there was every confidence that affordable housing provision would not be an issue.  Plans were already in place and the Scottish Government was extremely supportive of housing development.  However, it was necessary to market the area to attract private sector investors; and
• it was important to ensure that the Community Partnership was adequately engaged in the discussions and was able to pick up on the clear benefits in terms of employability and reducing inequalities and deprivation.  The Area Manager – Lochaber, Skye and Wester Ross, HIE, confirmed that that was the case and highlighted that the outcomes the development would deliver – eg quality jobs, good training infrastructure, enhanced skills provision and better housing and transport – linked directly to the LOIP outcomes.

During further discussion, partners referred to the significant amount of money and officer time spent on producing Local Development Plans and emphasised the need to see the joins with what was taking place at a local level.  The Development Plans Manager explained that discussions were ongoing nationally regarding how to integrate community planning priorities with spatial land use priorities.  Whilst not yet in that position, the presentation of Local Development Plans to the Board was seen as a starting point, allowing partners to understand what was required in terms of delivery and how it might integrate with the emerging content of Locality Plans.  In relation to planning officer representation on Community Partnerships, discussions were taking place regarding how that might be addressed.

Following discussion, the Chair referred to the issues raised, particularly in relation to the hospital site and workforce planning, and sought confirmation, at the next meeting, that the necessary discussions were taking place and there were not any barriers in place.  The Development Plans Manager explained that an officer group had been established to look at the delivery of the Development Plan and the smelter development was the first item on the agenda.  The Action Programme referred to in the report would serve as the tool for monitoring delivery of the development and it was suggested that a possible way forward would be for regular progress reports on the Action Programmes for Highland, particularly the areas for coordinated action, to be presented to the Board.

The Chair having sought confirmation that partners were content with the proposed approach, the Board:

i. AGREED the key elements of the proposed West Highland and Islands Local Development Plan outlined in section 2 and Appendices 2 and 3 of the report;
ii. NOTED the next steps for preparing and delivering the Local Development Plan; and
iii. AGREED that regular progress reports on the Action Programmes for Highland, particularly the areas for coordinated action, be presented to the Board.

6. Developing and implementing the Active Highland Strategy

There had been circulated Report No CPB/04/17 by the Head of Health Improvement, NHS Highland, on behalf of the Active Highland Strategy Group, which provided an update on the development and implementation of the Active Highland Strategy.

During discussion, reference was made to the Active Cairngorms Strategy and the importance of avoiding duplication in terms of engagement and consultation in Badenoch and Strathspey was emphasised.  The Head of Health Improvement confirmed that discussions had taken place in that regard and there was a member of the Cairngorms National Park Authority on the Active Highland Strategy Group.

It was commented that some sports sectors, particularly the Camanachd Association, were integral to community development and it was suggested that consideration be given to engaging with them at this stage, prior to engagement at a more local level.  The Head of Health Improvement explained that sportscotland had been leading on the engagement with sports associations and clubs and undertook to ensure that the Camanachd Association was included.

Thereafter, the Board:

i. NOTED the progress to develop the priorities and community engagement plan for the Active Highland Strategy;
ii. AGREED the engagement approach outlined in Appendix 2 of the report;
iii. AGREED that a draft implementation plan be presented to the Board on 7 June 2017; and
iv. AGREED to ensure that the Camanachd Association was included in the engagement with sports associations and clubs.

7. Overview of Community Justice Plan - Highland

There had been circulated Report No CPB/05/17 by the Director of Care and Learning, Highland Council, which provided an overview of progress in relation to the implementation of the Community Justice Plan within Highland.

During a summary of the report, the Director of Care and Learning paid tribute to the lead officers of the agencies in the Community Justice Partnership (CJP), particularly the Chief Officer and Community Justice Project Manager, HTSI, for their personal commitment.  He confirmed that a launch event for the Community Justice Plan would take place on 17 May 2017 and invites had been issued, which were limited to three representatives per agency.  In addition, he drew attention to paragraph 4.2 of the report regarding the governance structure and highlighted that, following robust discussions, the CJP would now have more equal representation and, in particular, fewer Elected Members.  In this regard, it was important, when reflecting on the thematic groups, to consider the relationship the CJP would have with the Safer Highland Partnership.  More importantly, it was necessary for each partner agency to consider, in addition to what resources they would provide, what decision-making responsibilities they would cede to the CJP so that it was effective and did not become a “talking shop”.

The Chief Officer, HTSI, added that one of the strengths of the CJP was that the Community Justice Project Manager came from a policing background, was based in the HTSI office and worked closely with the Council.  It was suggested that this approach could be replicated for future projects in terms of offering secondments and sharing staff to give different perspectives in different offices.  She explained that the Community Justice Plan was a one year plan and it had been necessary to be realistic about what could be achieved in that period.  Going forward, it was necessary to ensure that it was linked to the LOIP in some way and she reinforced the importance of partners considering what powers the CJP would have.  She also paid tribute to the work undertaken by the Community Justice Project Manager. 

The Chair confirmed that discussions were ongoing with the Director of Adult Social Care, NHS Highland, regarding NHS representation on the CJP.  He also suggested that partners reflect on what decision-making responsibilities they would cede to the CJP and that progress be reported to the next meeting of the Board.

Thereafter, the Board:

i. NOTED the Plan to implement Community Justice within Highland; and
ii. AGREED that partners consider what decision-making responsibilities they would cede to the Community Justice Partnership and that progress be reported to the next meeting of the Board.

8. Overview of Economic Outlook

The Area Manager – Inner Moray Firth, HIE, gave a presentation on the economic outlook, including detailed information on performance; key indicators; unemployment; growth forecasts for 2016/17; the key sectors of tourism, transport, and oil and gas; and national prosperity.

During discussion, partners commented that, in terms of employability and workforce planning, it was important to concentrate on areas of skills shortages over the next few years.  Disappointment was expressed that investment in new small to medium-sized businesses, which had traditionally been one of Highland’s strengths, had stalled.  Such businesses were essential to growing the economy and there was a need for joint work to encourage start-ups.  In that regard, it would be helpful to have Business Gateway representation on the CPP.

Considerable discussion took place regarding the impact on Highland of the vote to leave the European Union, during which the following issues were raised:

• it would be helpful to know which areas in Highland were most reliant on EU subsidies/structural funds and therefore least resilient to future changes, and it was suggested that work be undertaken by HIE and other partners in that regard.  The Area Manager – Inner Moray Firth undertook to take back the request for analysis and suggested, in relation to agricultural grants, that a representation be made by the CPP to the Scottish Government.  In addition, he suggested that the links that had been established between the Council and the UK Government in relation to the City Deal be used to seek the UK Government’s views on regional policy and the replacement of European structural funds;
• it was suggested that it be remitted to the COG to consider what the CPP could effectively do to mitigate the impact;
• it was likely that UHI would be seriously impacted.  In addition, in relation to land use/land management support, Highland could be more significantly affected than other areas of Scotland, particularly in terms of rurality;
• it was confirmed that Scottish Government representatives would continue to liaise with the UK Government and any evidence gathered would be welcomed.  However, time was a concern and it suggested that it would be required in a matter of months;
• similar discussions had taken place at the Convention of the Highlands and Islands (CoHI) and there was a need for joined up work;
• the importance of rural employment, particularly in remote and fragile areas, and the need to upskill those employed in agriculture, crofting, forestry, fishing etc were emphasised; and
• issues such as community cohesion and hate crime would be interesting to explore.

Following discussion, the Chair proposed that officers carry out an information-gathering exercise, particularly in relation to subsidies/structural funds and including links with the discussions taking place at CoHI, and that the Board seek to present evidence to the UK Government.

Thereafter, the Board:

i. NOTED the presentation; and
ii. AGREED to gather information on the impact on Highland of the vote to leave the European Union, particularly in terms of subsidies/structural funds and including links with the discussions taking place at CoHI, and seek to present evidence to the UK Government.

9. Edges of Care Programme

There had been circulated Report No CPB/06/17 by the Director of Care and Learning, Highland Council, which provided details of the Edges of Care Programme and explained that an expression of interest had been submitted by the deadline of 27 February 2017 to enable more detailed discussions to take place with the Centre for Excellence for Looked After Children in Scotland (CELSIS).

The Director of Care and Learning explained that, following initial discussions with CELSIS, there was insufficient clarity regarding what the Edges of Care Programme offered in addition to the work and specialist knowledge already in place.  Given that it would require significant input in terms of staffing resources and funding, he recommended not signing up to the Programme at the present time.  However, if gains were evident, there might be an opportunity at a later stage.

The Board NOTED the position and AGREED not to sign up to the Edges of Care Programme at the present time.

10. Breakthrough Achievements Update

Verbal updates were provided as follows:

Fill retained firefighter vacancies through a partnership approach to recruitment

The Area Manager and Local Senior Officer, SFRS, explained that, since the approach to recruitment had changed, partners had been supportive of releasing their staff and publicity had been well received.  Between 21 November 2016 and 28 February 2017, 156 applications had been received and 20 appointments had been made.  Only one appointment was from a partner organisation.  However, recruitment had been targeted at people who were at home during the day and not necessarily in employment to address the gap in day time provision.  He thanked partners for their support and emphasised the need to continue to raise awareness and build resilience in communities. 

The Chair sought an update on the discussions taking place regarding retained firefighters also being first responders, particularly in rural areas.  In response, it was explained that emergency medical response was very much on the SFRS’s agenda and initial scoping work was taking place at a local level with a view to having a pilot area.  However, there were challenges to be overcome and partnership working would be required with the relevant bodies to reach an agreement.

Reduce social isolation and loneliness

The Head of Health Improvement, NHS Highland, explained that the Reach Out Campaign continued to be promoted, with good coverage in the local press getting information to the general public.  There had been some engagement from partner organisations, mainly for one-off events or promotions.  However, there was no formal process in place for partners to provide feedback on ongoing activities and the Board’s views were sought in that regard.

In discussion, it was suggested that, rather than putting a formal process in place and creating more bureaucracy, officers should challenge partners whom they felt were not adequately engaging.

Thereafter, the Board:

i. NOTED the updates by lead officers; and
ii. AGREED, in relation to the Reach Out campaign, that, rather than putting a formal feedback process in place, officers should challenge partners who were not adequately engaging.

12. Delivering Partnership Outcomes

The following reports had been provided by Responsible Officers on the current delivery plans for the Single Outcome Agreement (SOA), the partnership’s agreed strategic priorities and developing partnership working:-

i. Economic Growth and Regeneration

The Area Manager – Inner Moray Firth, HIE, provided a verbal update during which he outlined concerns about job losses in the Inner Moray Firth area, particularly in relation to LifeScan.  He also advised that he had met with the owners of the Port of Ardersier regarding their intention to bring it back into use as a functional port.

The Area Manager – Lochaber, Skye and Wester Ross provided an update on the Marine Harvest restructure, highlighting that the jobs that had been made redundant in 2016 had now been replaced and planning consent had been obtained for a new factory in Skye.  In relation to the smelter development in Fort William, information was provided on Liberty’s ambition to implement a green metal strategy, whereby steel and aluminium would be recovered and recycled for use in the UK automotive industry.  

Considerable discussion took place regarding the Fort William smelter development during which concerns were raised regarding the impact on the locality, particularly in terms of employment, housing, education and health services.  Whilst welcoming the significant investment, it was essential to prepare for it and it was suggested that it should be core business for the CPP, in addition to the discussions taking place at local and national level.  It was therefore proposed that a subgroup be established to identify the issues to be addressed at CPP level, and that a report be presented to the next meeting of the Board.  The Area Manager – Lochaber, Skye and Wester Ross, HIE, undertook to liaise with the Director of Development and Infrastructure, Highland Council, in that regard.

Thereafter, the Board:

i. NOTED the update; and
ii. AGREED that a subgroup be established to consider the impact of the Fort William smelter development on the locality and identify the issues to be addressed at CPP level, and that a report be presented to the next meeting of the Board.

ii. Employability

The circulated report by the Highland Council, as lead partner on this theme, provided a brief overview of developments with a focus on the Inverness and Highlands City Region Deal and Modern Apprenticeships. 

The Board scrutinised and NOTED the update.

iii. Early Years/Children

The circulated report by the Highland Council, as lead partner on this theme, explained that the Council and NHS Highland had agreed a performance framework for children’s services as outlined in For Highlands Children 4.  A number of performance measures related specifically to the early years and these were set out together with a commentary on the current situation.  The report also provided an update on the Children and Young People Improvement Collaborative.

Further to the report, the Director of Care and Learning, Highland Council, confirmed that the Scottish Government had made a commitment to fully fund the Family Nurse Partnership.  In addition, he outlined the significant measures to be implemented by 2020 in relation to the expansion of early learning and childcare provision, which equated to 2000 jobs.  Confirmation was awaited from the Scottish Government in terms of funding and the outcome of the consultation on the blueprint for deliverability.  However, a delivery plan was currently expected to be in place by August 2017 and it was suggested that strategic discussions take place in that regard.

In discussion, it having been emphasised that the expansion of early learning and childcare was not only about the development of young children but about allowing people to work,  it was confirmed that UHI, HIE, SDS and the Third Sector would take part in strategic discussions.

Thereafter, the Board:

i. scrutinised and NOTED the update; and
ii. AGREED that strategic discussions take place regarding the expansion of early learning and childcare provision, including representatives from UHI, HIE, SDS and the Third Sector.

iv. Safer and Stronger Communities

The circulated report by Police Scotland, as lead partner on this theme, provided an update on the crime position and an overview of Safer Highland, including the activities undertaken in relation to the Adult Support and Protection Committee, Alcohol and Drugs Partnership, CONTEST, Anti-Social Behaviour Group and Hate Incident Steering Group.

The Board scrutinised and NOTED the update.

v. Health Inequalities and Physical Inactivity

The circulated report by NHS Highland, as lead partner on this theme, provided an update on the progress made by the Health Inequalities and Physical Activity Theme Group in relation to reviewing the future role of the health inequalities theme group and developing a partnership approach to equalities outcomes. 

The Head of Health Improvement, NHS Highland, highlighted the success in relation to the development of a shared set of equality outcomes.  These would require approval by the constituent organisations and a paper would be presented to the next meeting of the NHS Highland Board.

The Board otherwise scrutinised and NOTED the update.

vi. Outcomes for Older People

The circulated report by NHS Highland, as lead partner on this theme, provided an update in relation to consideration of commissioning intentions for the next year, the Outcome Stars approach, Fit Housing and local housing strategy, the Buurtzorg approach, and end of life care.

The Board scrutinised and NOTED the update.

vii. Environmental Outcomes

The circulated report by SNH, as lead partner on this theme, confirmed that progress had been made across the range of identified environmental outcomes although ongoing funding constraints to public sector bodies continued to have an impact.  The report detailed specific highlights in relation to the three long-term outcomes, namely, the environment will be managed sustainably in order to optimise economic, health, natural heritage and learning benefits; the effects of climate change in the Highlands will be minimised and managed; and people will have greater outdoor access and volunteering opportunities across Highland. 

Further to the report, the Unit Manager – South Highland, SNH, provided an update on the meeting of the Highland Environment Forum on 14 March 2017, which had focussed on climate change action across Highland and had been well attended by both Third Sector and public bodies.  In that regard, he advised that the Scottish Government had recently announced a further £8m for the Peatland Action Fund, a fair proportion of which was expected to be spent in Highland, creating employment opportunities in rural areas.  In addition, he highlighted that discussions had started with NHS Highland in relation to the development of a Natural Health Service for Highland, which would fit well with the LOIP in terms of being preventative.  Progress would be reported to future meetings.

The Board scrutinised and NOTED the update.

viii. Community Learning and Development

Further to earlier discussions in relation to CLD, the Director of Care and Learning, Highland Council, provided a verbal update during which he encouraged Community Partnership Chairs to fully utilise local lead officers.  In addition, he highlighted that HLH had appointed a Community Learning and Development Support Officer, Fiona Richardson, who would provide ongoing strategic support. 

The Board NOTED the update.

ix. SOA Development Plan

The circulated report by the Highland Council provided an update on progress in relation to the SOA Development Plan 2016/17 including areas for improvement, improvement activity and timescales.

The Board scrutinised and NOTED the update.

13. Date of Next Meeting

The Board NOTED that the next meeting was scheduled to take place at 10.00 am on Wednesday 7 June 2017 in the Council Chamber, Highland Council Headquarters, Inverness.

The meeting ended at 12.50 pm.