The Angus Community Planning Partnership

Community planning is about how public bodies work together and with local communities to design and deliver better services that make a real difference to local people’s lives. Community planning is a key driver of public service reform at local level.  It provides a focus for partnership working driven by strong shared leadership, directed towards distinctive local circumstances.  Partners work together to improve local services, ensuring that they meet the needs of local people, especially for those people who need those services most.

diagram showing partnership links

In order to ensure community planning in Angus is 'fit for purpose' the structure and membership of the partnership have been revised. 

The partnership through consultation with communities have developed 3 priorities:

Communities lie at the heart of community planning: they can and do achieve things for themselves, and we need to build on this and increase the level of influence and control that local people have over the decisions and services that have an impact on their lives. Working together makes it easier to improve outcomes and tackle the inequalities that some people experience.

What are we already doing as partners?

We are not starting with a blank sheet of paper. We already have a number of partnership plans and strategies at a Tayside, Angus and local level which are helping to achieve our vision for the future. In addition, all the partners who are involved in the community planning partnership will have their own plans and strategies which have a positive contribution to make to our local outcomes. We need to ensure there are strong links between partners - agencies, the private and voluntary sectors and communities - so that we understand each other’s priorities and commitments in order to work together more effectively.

diagram showing community planning links

Angus Community Planning Partnership includes the following:


The partnership has a board which has responsibility for governance and leadership, and an executive group which manages/scrutinises performance of the community plan and locality plans and coordinates and aligns resources. Locality implementation partnerships are being formed to lead our work together on areas for action identified in localities.

Board members

  • Angus Council
  • Angus Health & Social Care Partnership
  • Dundee & Angus College
  • Montrose Port Authority
  • NHS Tayside
  • Police Scotland
  • Scottish Fire and Rescue Service
  • Andrew Shepherd Construction ltd
  • Voluntary Action Angus

Board pledge

  • to commit to the vision priorities and outcomes in the Community Plan and Locality Plans
  • to challenge ourselves to reduce inequalities
  • to strive to increase the positive impact we make to grow the economy; support people and communities and sustain and protect the environment

Board minutes and related documents

    More information is available in the following documents:

    Risk category Date identified Risk description Actions/controls already in place Impact Likelihood Risk Score Actions/controls to reduce likelihood/impact
    Compliance/ Regulatory Sept 2018 Effective governance arrangements not in place to enable the partnership to perform effectively and comply with the Local Government in Scotland Act 2003 (duty of community planning) and new duties in Community Empowerment Act, Community Justice (Scotland) Act etc CPP governance arrangements reviewed following the introduction of CEA and new structure implemented. Agreed Angus CPP Terms of Reference; Roles, remits and membership of groups in place. Vision, priorities, cross-cutting themes and local outcomes included in Angus Community Plan 2017-2030. CPP  Performance and Planning Framework in place, which sets out arrangements for monitoring, reviewing and reporting delivery of LOIP ambitions. 5 2 10 CPP self-assessment underway, which covers assessing the effectiveness of existing CPP governance arrangements, and strengthening  relationship with LIPs and relevant thematic groups.
    Compliance/ Regulatory April 2019 Lack of accountability around the Fairer Scotland Duty, leading to partnership decisions not being fully explored and impact assessed. Fairer Scotland Duty (FSD) assessments are being carried out by CPP when making strategic decisions; Reducing Child Poverty CPP Priority well underway; key inequalities of outcomes identified in the Angus Community Plan,  Locality Plans and Partner Plans 5 2 10 CPP will learn from any emerging best practice in meeting the FSD.
    Compliance/ Regulatory Sept 2018 Key partners do not comply with the CEA CPP duties of contributing funds, staff and other resources (including information) as deemed appropriate by the CPP; partners do not consider partnership priorities as part of their budget setting process but focus on their own agency’s services alone.  This could result in a negative impact on the pace or ability to achieve partnership outcomes, and expose partners to government sanctions. Use of collective resources, to deliver Community Plan Ambitions, is included in the remit of the ACPP Executive Group, with oversight and scrutiny from the ACPP Board 4 3 12 CPP is exploring opportunities/ways to mainstream participatory budgeting. The Executive Group has oversight of this piece of work. CPP will demonstrate the deployment of collective resources in fulfilling CPP Priorities.
    Operational April 2019 Unable to fully engage with communities of place and interest. Opportunities, therefore, being missed to involve the community in community planning. Causes include communities refusing to engage due to trust,  language being used in community planning does not interest our communities and lack of knowledge and understanding around community planning. Extensive consultation and engagement exercise conducted, to develop and implement Community Plan and Locality Plans; CPP Communication Strategy and Plan in place 4 3 12 CPP self-assessment underway, which covers assessing effectiveness of our communications and engagement with communities.
    Partnership working April 2019 Partners don’t collaborate effectively, which results in an inability to tackle jointly agreed priorities. Principles of effective partnership working are incorporated into the remit of the ACPP Board and Executive Group. Mapping of CPP priorities is being used to explore collaboration opportunities. 4 2 8 CPP self-assessment underway, which covers the extent to which partners are working effectively in partnership, to tackle joint priorities.
    Partnership working Sept 2018 Community planning is not given sufficient leadership at a political/partner level to achieve desired outcomes which could have an impact on the effectiveness of the partnership.    Leader of Angus Council is a member of the Angus Community Planning Partnership Board; Rotating chair of Angus Community Planning Partnership Board and Executive Group; Additional statutory partners identified in Community Empowerment (Scotland) Act; New elected member induction and briefings held re community planning and locality planning arrangements; Elected Members are involved in Planning for Place and Pride in Place activities  4 3 12 Recommendations on LIP Development presented at wider Oct 2018 CPP Workshop. Recommendations aim to address leadership role of  partners; LIP Chairs regularly briefing elected members on the work in localities; closer working with LIPs and HSC locality groups will be explored
    Partnership working April 2019 The rate and scope of transformational changes occurring within the council and some partner agencies lead to decisions not being effectively impact assessed and consulted upon. This could lead to some decisions impacting on the CPP's ability to achieve LOIP ambitions. Consultation with CPP and where relevant organised engagement exercises are conducted when significant reform and transformational change is being proposed e.g. Public Health Scotland. CPP Board and Exec Meetings are used as the forum for highlighting and discussing such changes. Partners are using learning from previous experiences, to ensure strategic policy decisions are appropriately assessed for impact on CPP priorities and ambitions. 4 3 12  
    Partnership working April 2019 long term planning, to ensure proactive work rather than reactive work is not given sufficient attention, impacting on the CPP's ability to be more prevention focussed. Strong emphasis on prevention within the Angus Community Plan, Locality Plans and Partner Plans 3 4 12 Prevention and early intervention activities are being identified and planned as core activities through the CPP's priority mapping exercises. These exercises will lead to the development of delivery plans with a clear focus on prevention and early intervention. 
    Partnership working April 2019 The complexity of partnership performance monitoring and reporting arrangements, leading to challenges when trying to understand and scrutinise performance. Pentana performance management system is being developed and will be populated by partners. Gives the ability to track and monitor actions and decisions. Pentana training for all partners to create consistent approach to reporting scheduled for October 2019 2 2 4  
    Partnership working April 2019 CPP groups at operational level are not engaged with those at a strategic level, and vice versa. This has the effect of reducing effectiveness, clarity and communication and impacting on the relationship between strategic and operational level CPP groups. Chairs of the LIPs are invited to the CPP Executive and give 6 monthly updates. Chairs meetings, comprising LIP Chairs and Exec Group Chair meet regularly to discuss cross-cutting issues. Chair of CJP now member of Exec Group. 4 3 12 CPP self-assessment underway, which covers strengthening the connections between CPP Board, Exec, LIP's and relevant thematic groups (e.g. CJP)
    Political  April 2019 Following the UK's departure from the EU, EU citizens choose not to come to the UK (or at least in the same numbers) for employment opportunities and the shortfall cannot be filled by UK workers. This could threaten the viability of businesses in key sectors such as agriculture and hospitality/leisure/tourism where there are skills shortages and impact on the economic prosperity of Angus.  There is a multi-agency BREXIT group in place across Angus providing updates through committee. Angus is a member of ESEC which is a cross-boundary membership organisation designed to support on EU policy, funding and legislation  5 4 20 Develop likely scenarios to model possible outcomes for  Angus of the UK leaving the EU
    Reputational Sept 2018 Communities are not getting the opportunity to participate, or do not have the capacity to participate in community planning.    There may be opposing views from within communities, or views may differ substantially from partners’ own, or local political, views.  The outcome is that we are not meeting the needs of our communities  Locality arrangements widening across partners; Scheme of Establishment of Community Councils in place; Extensive community engagement/involvement in the development and implementation  of localities plans; Involvement of elected members from multi-member wards; Co-investigation/street conversations held to share experiences of poverty and disadvantage in Angus; Angus Citizens’ Survey carried out every two years; Citizens’ Panel; Have Your Say database on 4 3 12 Actively encouraging and supporting community representation on locality partnerships; CPP self-assessment underway, which covers assessing the effectiveness of the CPP's communication and engagement arrangements.

    Risk category definitions

    • Reputational: those associated with the perception that others have about the CPP. Any risk to the CPP's reputation means the risk of losing public confidence
    • Political: those associated with political decisions and leadership
    • Financial: those associated with financial planning and the ability to operate within budget
    • Compliance/regulatory: those associated with possible breaches of legislation and regulations
    • Partnership working: those associated with the ability of CPP partners and communities to work together effectively.

    Scoring matrix

    Impact Extreme (5) 5 - low 10 - medium 15 - high 20 - high 25 - high
    Major (4) 4 - low 8 - medium 12 - medium 16 - high 20 - high
    Moderate (3) 3 - low 6 - low 9 - medium 12 - medium 15 - high
    Minor (2) 2 - low 4 - low 6 - low 8 - medium 10- medium
    Insignificant (1) 1 - low 2 - low 3 - low 4 - low 5 - low
      Rare (1) Unlikely (2) Possible (3) Likely (4) Almost certain (5)

    Summary of Expectations - Principles of Effective Community Planning

    Community participation and co-production

    • The CPP and community planning partners work with community bodies to ensure that all bodies which can contribute to community planning are able to do so in an effective way and to the extent that they wish to do so.
    • The CPP and community planning partners have a clear understanding of distinctive needs and aspirations of communities of place and interest within its area, as a result of effective participation with community bodies.
    • Effective community participation informs decisions about the CPP‟s priorities, how services are shaped and resources deployed; this includes working with community bodies on co-production where these bodies wish to do so.
    • Effective community participation informs how the CPP manages and scrutinises performance and progress, and how it revises its actions to meet its ambitions as a result of its performance management.
    • The CPP embraces the principles of effective co-production which is aimed at combining the mutual strengths and capacities of all partners (including community bodies) to achieve positive change.

    Tackling inequalities 

    • The CPP has a strong understanding of which households and communities, both of place and of interest, in its area experience inequalities of outcome which impact on their quality of life.
    • The CPP focuses its collective energy on where its partners‟ efforts can add most value for its communities, with particular emphasis on reducing inequalities.
    • The CPP develops locality and thematic approaches as appropriate to address these, with participation from community bodies representing the interests of persons experiencing inequalities.
    • The CPP should build the capacity of communities, particularly those experiencing inequality, to enable those communities, both geographic and of interest, to identify their own needs and opportunities; and support their efforts to participate effectively in community planning, including in the co-production of services.

    Shared leadership

    • Partners demonstrate collective ownership, leadership and strategic direction of community planning.

    • Partners use their shared leadership role to ensure the CPP sets an ambitious vision with and for local communities; the CPP involves all partners and resources that can contribute towards delivering on that vision; and that partners deliver on it.

    • The CPP is clear about how they work with public service reform programmes (including health and social care integration and community justice reforms).

    Governance and accountability

    • The CPP understands what effective community planning requires, and the improvement needs for it and its partners.

    • The CPP and its partners apply effective challenge and scrutiny in community planning, built on mutual trust, a shared and ambitious commitment to continuous improvement, and a culture that promotes and accepts challenge among partners.

    • The CPP organises itself in an effective way, which provides platforms for strong strategic decision-making and action, and effective scrutiny and challenge.

    • The CPPs and partners can demonstrate, including to local communities through annual progress reports, how they are working effectively in partnership to improve outcomes as part of how they are held to account.

    Understanding of local communities' needs, circumstances and opportunities  

    • The CPP has a strong understanding of its local areas, including differing needs, circumstances and opportunities for communities (geographical and communities of interest) within its area. 
    • This understanding is built on appropriate data and evidence from partners and community perspectives flowing from effective community engagement.

    Focus on key priorities

    • The CPP uses its understanding of local needs, circumstances and opportunities to establish a clear and ambitious vision for its area and identify local priorities for improvement.
    • The CPP is clear about the improvement it wishes to make locally in terms of better outcomes for specific communities, reducing the gap in outcomes between the most and least deprived groups and improving long term sustainability of public service provision.
    • The LOIP places a clear emphasis on identifying local priorities which focus on how the CPP will add most value as a partnership to improve outcomes and tackle inequalities, and the CPP targets activities around these priorities.

    Focus on prevention

    • The CPP and partners plan prevention and early intervention approaches as core activities which help people and communities to thrive and contribute to addressing poor outcomes and improving long term sustainability of public service provision. 
    • The CPP places strong emphasis on preventative measures to achieve ambitious long term improvement goals on the local outcomes it prioritises.
    • CPP partners provide resources required to support preventative measures to the scale required to fulfil these ambitions.
    • The CPP works with local communities and uses a close understanding of local needs, circumstances and opportunities to design services and focus resources to where it has greatest preventative benefit.

    Resourcing improvement

    • The CPP and its partners understand how their collective resources are supporting shared local priorities, and whether together these are sufficient and the right resources to enable the CPP to meet its improvement targets.
    • Partners demonstrate strong shared leadership by working with other bodies to use collective resources in more effective and efficient ways to improve outcomes and reduce inequalities.
    • Partners deploy sufficient resource to meet agreed ambitions for the CPP‟s local priorities.
    • Partners align their collective resources in ways which support its local priorities effectively and efficiently.
    • The CPP and its partners keep under review whether partners‟ deployment of resources remains appropriate for meeting its ambitions, and take corrective action where necessary.

    Effective performance management

    • The CPP has a deep-rooted commitment to continuous improvement.
    • The CPP has effective processes and skills to understand and scrutinise performance.
    • The CPP acts wherever appropriate to improve performance in light of this understanding and scrutiny.

    In the Community Plan there are scorecards with key aspirations for 2030. Below shows these aspirations with a status update and some key activity to move the partnership closer to achieving them:


    Gross weekly pay among local residents: static

    Gross weekly pay among those working in Angus: improving

    Employment rate: improving

    The EmployabiliTAY regional programme has focused on supporting people into work. From this project 26 people moved into jobs and overall there was Improved participation of those furthest from the job market and from the most deprived Scottish Index of Multiple Deprivation (SIMD) areas across Tayside.

    A new fund PESF (Parental Employability Support Fund) will be used to up-skill those already in work. A delivery plan will be in place for this 3 year funding by early 2020.

    Least underemployment: worsening

    Skills Development Scotland have refocused their Regional Skills Assessment interactive tool to focus on demand-side evidence. They highlight economic and labour market data, offering trends, forecasts and insight for RSA regions, City Regions, Growth Deal areas and Local Authorities. The new Regional Skills Assessment Data Matrix is an interactive tool, offering data from a variety of sources in a visually engaging format. The data covers three themes:

    Skills Supply: the supply of people within the labour market

    Skills Demand: the demand for skills within the labour market

    Skills Mismatches: where there is a gap between the demand for skills and the supply of skills within the labour market.

    This will assist local authorities, partners and City Deal areas to focus their resources in areas which will have the biggest impact.

    Least percentage of vacant retail units: improving

    In the annual SLAED report 2017/18 based on the 26 councils that provided Survey data for this indicator, the overall estimated number of retail units in Scottish town centres in 2017/18 was 22,879 of which 2,628 were vacant or void which represents a 11.5% vacancy rate across Scotland. This is an increase on the 2016/17 figure of 10.2%. The Angus figure was above this average at 14.9% but we have seen significant investments in 2018/19 in Orchardbank and Montrose which will show an improving figure.

    Premises able to access broadband speeds of at least 24Megabits per second: improving

    £500,000 has been allocated through Tay Cities deal to support the roll-out of faster broadband services

    16-19-year-olds in learning, training or work: improving

    Reducing Child Poverty project at Dundee & Angus College. Since the project launch in March 2019 we have engaged over 150 young people; reintroducing many of them to learning, training or work.

    Re-branded Find Your Future, we have two streams operating two separate but closely linked sets of activities comprising Academy Provision and Community Engagement. Funding will see 2 academies per academic year and ongoing outreach throughout Dundee and Angus, ending July 2021.


    Children living in poverty: worsening

    Local Child Poverty Action Report published in May 2019 and is being delivered through a short life working group with a focus on SIMD most deprived areas

    Contact made with Angus Carers with a view to referring families where vulnerability is established.

    Least number of people of working age with no or low qualification: improving

    Angus has the highest rate of young people going in to further education – Dundee and Angus College have a varied prospectus which accurately reflects the needs of the local economy. This is further supported by the poverty programmes and work to ensure access for all across the partnership.

    Least women smoking during pregnancy: worsening

    Public Health smoking cessation service engaged in awareness-raising with welfare rights/advice sector staff regarding the potential benefits for clients of giving up smoking and offering advice on raising the issue with clients.  This focuses on smoking cessation incentive schemes (Quit 4 You and Give it up for Baby) as well as the costs of smoking.

    Children with a healthy weight at Primary 1 age group: worsening

    A new breast buddies initiative has been developed to support new and existing parents with breastfeeding. This also includes support for those minority groups where English is a second language.

    Percentage of secondary pupils from deprived areas achieving 5+ SCQF awards at level 5 or higher: worsening

    Through the Reducing Child Poverty fund, we are piloting a project with Arbroath Academy; supporting those pupils disengaged and unlikely to reach a positive destination. The project will see fortnightly sessions at the Arbroath campus focusing on building essential, social skills and an improved mind-set to education and progression. It is hoped that these pupils will positively progress to college or training next year.

    Percentage of secondary pupils achieving 5+ SCQF awards at level 5 or higher: static

    Secondary schools focus on ensuring that all young people achieve the highest possible level of literacy and numeracy by the time they leave. Systems are in place to ensure that young people studying a course award at National 4 are given the opportunity to achieve the necessary level 5 unit if appropriate

    Numbers of adults involved in volunteering: static

    The Police Scotland Youth Volunteers (PSYV) are groups of up to 24 young people (aged 10-18 years) based across Scotland. Supported by adult volunteers and led by a police constable. The PSYV volunteer at community and national events across Scotland. The PSYV programme aims to strengthen the relationship with the police and young people, breaking down barriers and promoting positive role models. The PSYV promotes a practical way for young people to understand policing by supporting the Police in their local area through volunteering. As part of this, young people are given a chance for their voice to be heard and encouraged to promote good citizenship. The Angus PSYV coordinator is Constable Paul Morgan and there are currently 18 youth volunteers. In addition there are 10 adult volunteers, three of whom are police officers based in Angus.

    The Special Constabulary is embedded within the structure of Police Scotland, providing efficient and effective policing in keeping people safe. It is seen as an attractive volunteering opportunity for members of the public to contribute to enhancing the safety and wellbeing of people, places and communities in Scotland. There are currently over 60 SPCs in D Division.

    Adults identifying themselves as internet users: static

    Communities Team initiated the Digi-Ken project recruiting, training and coordinating volunteers to support tuition for adults with no, or very basic, digital literacy skills to tackle those families experiencing exclusion through lack of digital skills.

    Number of people able to look after their own health: improving

    Police Scotland supports this through the submission of reports on the Vulnerable Person Database where concerns are identified in respect of adults or children. VPDs are assessed and information shared where appropriate with partners to ensure they are provided with appropriate support.

    A referral pathway to Penumbra has been established in Angus for individuals with suicidal ideation.

    The Divisional Preventions and Interventions Department has been working with Scottish Families Affected by Alcohol and Drugs, the national charity which supports anyone concerned about someone else’s alcohol or drug use in Scotland. SFAD provides information, advice and help with confidence, communication, general wellbeing, and links to local support. They also help people recognise and understand the importance of looking after themselves. This support is available for close and extended family members, friends, colleagues, neighbours, and others.

    Police Scotland’s Repeat Caller Process is a policing model to identify and support people who repeatedly call the Police for help. The focus of this model is to identify, risk assess and problem solve, people who may be under our organisational ‘radar’.

    The objective of the process is to provide an intervention to manage and reduce that risk. This process provides support to those in our community who need our help. The following principles apply;

    • reduce the number of telephone calls made to the police for assistance.
    • meet with people and provide reassurance whilst assessing risk and vulnerability.
    • tackle identified issues of threat, risk and harm within the community as identified by the Repeat Caller process.
    • problem solve utilising police tactical options and through working in partnership

    Least rate of death under 75 (per 100,000): improving

    The Angus Mental Health and Wellbeing Network has been developed to include

    • prevention and advice for children, young people, working-age adults and older people
    • Suicide prevention
    • promoting resilience and self-management
    • Mental health and wellbeing in primary care.
    • actively tackling stigma and promoting a positive mental health message
    • acts as Angus resource to respond to regional and national consultations
    • commissioning training e.g. Commissioning Mental Health First Aid courses, suicide prevention skills training


    Adults stating their neighbourhood is a good place to live: static

    Crime and Antisocial Behaviour hot spots are identified and multi-agency work carried out to alleviate any issues and neighbourhood concerns.  Close partnership working with Angus ASBT and Housing Associations, Community Teams, Community Wardens and Community Groups.

    Continued rollout of the Keepsafe Initiative.  18 premises within Angus have signed up to the Keep Safe initiative with a view to staff being trained. 

    Each of the local Third Party Reporting Centre’s in Tayside has been contacted to identify any concerns and to offer refresher training for staff. Work is ongoing to identify further centres and raise public awareness of these. National Safer Communities is undertaking a review of third party reporting processes. Further information about Hate Crime and Third Party Reporting can be found on the Police Scotland internet site at:

    Least recorded crimes and offences (per 10,000): improving

    The Divisional Preventions and Interventions department works closely with internal and external partners to protect those most vulnerable in our communities,   identify crime and antisocial hotspots, and emerging issues to ensure an effective partnership response. Opportunities are identified for early and effective intervention and crime prevention advice and information is disseminated via staff, partners and via social media.

    Known offenders are robustly managed to deter and monitor their involvement in criminality through the judicial process. Imminent prison releases are monitored to ensure SPS, Police and CJSW work collectively to monitor those known for serious crime, most specifically violence.

    Angus Offender Management Unit are a specialist unit responsible for managing sex offenders, and in conjunction with partners, mitigate the risk such persons present to the community.

    Bail conditions, such as curfews are requested of the courts by Police on a daily basis when an offender appears in court. The purpose of such conditions is always to maximise the safety to potential victims and curtail an offender’s involvement in criminality, where possible. Such conditions are also closely monitored by Police and form part of daily tasking of all response officers.

    Local crime prevention is a significant part of the local community policing teams. Community officers, in conjunction with the Divisional Preventions and Interventions Department, work to raise awareness and educate our communities about how to prevent crime. They regularly designate weeks of action to specific crime types, such as doorstep callers and financial scams.

    Least rate of primary fires (per 100,000): improving

    As per Community Plan, baseline 2017 Angus figure for rate of primary dwelling fires per 100,000 was 81.3. For 2018/19 rate is now 67.8. This is based on Angus population of 118,000 and a 3-year rolling average.

    People who are vulnerable (e.g. those with health conditions) are twice more likely to become a victim of fire. Therefore, our absolute focus over the past 3 years has been targeting our home safety visit service at the most vulnerable people in our communities. In support of this approach, we now have over 30 partners referring in the most vulnerable people in our community to the fire service for home safety visits. During 2018/19, over 630 home safety visits were conducted within the homes of the most vulnerable people in Angus.

    Recycling rate: improving

    A ‘right stuff, right bin’ communications campaign was started and a redesign of recycling centre provision implemented from February 2019. This has led to significant improvement in recycling performance at recycling centres. The recycling rate at Centres for the period February to July 2019 has seen a 16% increase from 51% in 2018 to 67% in 2019.

    Fuel Poverty (local authority): improving

    Dwellings below tolerable standard: improving

    The Council has developed a Below Tolerable Standard (BTS) strategy 2019-24 to comply with the requirements of section 10 of the Housing (Scotland) Act placing a duty to improve, close or demolish houses which do not meet the tolerable standard. In Angus there are around 54,800 dwellings and approximately 53,000 of these are occupied. Around 42,000 of these are owned by, and the responsibility of private owners. The Council takes a proactive approach to encourage owner-occupants to address the elements that render a property BTS. They will be encouraged to take responsibility for the repairs and maintenance of the property and will be offered:

    • advice and information to help facilitate the repairs
    • referral for private water supply grants
    • referral to Home Energy Scotland (HES) / Save Cash and Reduce Fuel (SCARF) for advice and assistance relating to thermal insulation. Utilising local knowledge and staff expertise, the Council can provide guidance to help owner-occupiers address BTS housing in a practical way that suits their needs.

    Percentage dwellings that meet the energy efficiency standard: static

    99% of Angus Council housing stock have an average Energy Performance Certificate rating of 70.39

    During 2018-19 the Council added 41 new properties to its affordable rented housing stock and worked with partners to facilitate a further 95 affordable units being delivered in Angus. 73.1% of Council stock meets the Energy Efficiency in Scottish Social Housing (EESSH) standard.

    The Council engaged with local tenants’ forums and continued to improve the quality of the existing housing stock by installing 326 new kitchens, upgrading 235 heating systems, and 32 bathrooms, replacing windows in 89 properties, and externally/internally insulating 646 flats and houses, whilst carrying out environmental improvements across the area to make our estates more attractive and accessible.

    We provided good quality design through the publication of Supplementary Guidance on Design and Placemaking in October 2018, the re-launch of the Angus Design Awards Scheme in October 2018 and, the Design Awards Ceremony in April 2019. The Design Awards Scheme generated 44 entries including a range of housing and commercial projects.

    Active travel to school by primary and secondary pupils: improving

    Building on the work done in the Angus Active Travel Strategy there are a number of actions underway to encourage walking, cycling and use of electric vehicles:

    Funding was secured through the Transport Scotland's Low Carbon Travel and Transport (LCTT) fund to create a charging hub at Orchardbank in Forfar. It will be located adjacent to the A90 corridor, the main north-south route through eastern Scotland, and provide a “service centre” type solution where people stop for a quick charge. The hub will consist of 28 new spaces with 9 charging points including 4 rapid units, 3 fast and 2 slow.

    The project also intends to generate energy to support the charging points from installing solar canopies.



    Area for improvement

    Effective and good quality citizen engagement

    Engagement between partners and partnerships


    To sense check the work the partners are doing which will improve efficiency and effectiveness while being accountable for spend/resource allocation

    Identifying what we are communicating and to who


    One common approach to communication – channels and buy in to use the dedicated channel

    Open communication channel to cascade information from locality to CPP Board

    Communication plan alongside mapping to be worked up to better inform communities, partners etc


    Area for improvement

    Sharing roles to enabling effective leadership 



    To have effective leadership from all partners to enable action 

    Building new relationships with communities 


    One common approach to training/development i.e. Trauma-informed services (external and internal offer)

    Develop a short term strategic group to coordinate community engagement/culture – Asset-based approach


    Area for improvement

    Structure – effective


    Relationships between other partnerships


    To create a partnership that actively cares and can achieve our priorities 

    Working in partnership adds value 


    Minutes from other groups on the CPP Executive agenda with exemption reporting

    Focus on what we can achieve – two or three items

    Cohesive delivery

    Area for improvement

    How we deliver as partners and is there connection between the board, Exec and wider partnership


    To ensure all partners are working towards the same priorities 

    Strategic view of how we work with communities 

    Action/outcome-focused approach 


    Co-location point within the Cross?

    Resource allocation around priorities and SIMD areas 

    Development of plan from each priorities being drafted from mapping 

    Assessment of how effective we are at delivering services at the right time


    Area for improvement

    Better connection between strategy and implementation


    To improve the reach and influence of the community planning partnership and ensure that the priorities and work is relevant and making a difference 

    Carnegie Commission/Citizens Survey


    Inclusive Growth agenda – what is our link to this and how do we embed this into plans/activity/work

    Creating communities that are compassionate


    Area for improvement

    Performance monitoring 

    Partnership monitoring

    Sharing information across all networks 


    To monitor and evaluate the effectiveness of the partnerships 

    Identifying the right measures as part of the monitoring of priorities 


    Following the 3 mapping exercises indicators will be drafted and approved 

    Pentana training for all partners to create consistent approach to reporting

    Locality groups

    Area for improvement

    Communication between partnerships to support, enable and empower
    Links to Community Plan 


    To engage with communities around the priorities and local priorities

    Reducing duplication – alignment of strategic focus 


    Pilot – Arbroath Locality LIP and LIG and third sector joint 

    Community engagement channels?

    What is our ‘offer’ to localities? Will be different across the area