ABERDEENSHIRE COMMUNITY PLANNING PARTNERSHIPBanff and BuchanFRASERBURGH LOCALITY PLAN

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Foreword ...................................................................................................... 3Why a Locality Plan?................................................................................... 4Introduction to the Plan .............................................................................. 5Profile of Fraserburgh ................................................................................. 6Process in developing the Locality Plan ................................................... 6Stage 1 - Analysed Data .............................................................................. 7Stage 2 - Community and Partner Participation and Engagement ......... 8 Type of Engagement Activities .................................................................. 9 What People Told Us ................................................................................. 9Stage 3 - Identified Outcomes & Priorities for Action ............................ 10 Fraserburgh Local Outcomes 2017 – 2027............................................. 10 Priorities Identified for Action ................................................................... 11Stage 4 - Analysed Plans .......................................................................... 12Stage 5 - Identified Where There Are Gaps ............................................. 13Stage 6 - Develop the Action Plan ........................................................... 14Stage 7 - Implement Booster Projects (12-24 Months) .......................... 14Stage 8 - Monitoring and Evaluating ....................................................... 15Appendix 1 FRASERBURGH LOCALITY ACTION PLAN ......................... 16

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CONTENTS PAGE

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I have been privileged to have been involved in the preparation of this Locality Plan for Fraserburgh. All Plans affecting our communities must be more than an exercise to satisfy our statutory obligations. It must have real purpose and meaning if it is to offer real value to our communities. Finding real purpose and meaning for our communities can be challenging against a backdrop of many organisations, authorities and partners all seeking out the community’s views that might shape their own individual area of focus. This Plans aims to draw various relevant partners and plans together in a holistic way. Fraserburgh is a vibrant and dynamic town where people are committed to making it a better place for the future. It is a place however where there are significantly poorer outcomes for some as a result of socio-economic disadvantage. The Community Planning Partnership for Aberdeenshire has set out its Local Outcomes Improvement Plan and this Locality Plan is an indication of what priorities should be given in Fraserburgh. It seeks to set out what is needed to achieve improvement for Fraserburgh. It signposts and connects with the collection of Plans and Priorities that apply to Fraserburgh and how these must work together to achieve the improvements they are all striving for. Alongside the longer term strategic focus the plan identifies short-life projects that collectively Local Community Partners will deliver in a dynamic and flexible approach to give Fraserburgh the extra boost it deserves.

Angela Keith, Interim Banff & Buchan Area Manager, Aberdeenshire Council and Chair of the Banff and Buchan Community Planning Group.

FOREWORD

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A locality plan under section 10(1) of the Community Empowerment (Scotland) Act is a plan to improve outcomes in that locality. Fraserburgh locality has been identified as it contains communities who experience significant inequalities of outcomes from socio-economic disadvantage. The Fraserburgh Locality Plan (FLP) will determine outcomes that can be improved to reduce these inequalities.

The Aberdeenshire Community Planning Partnership (CPP) has three priorities within its Local Outcomes Improvement Plan (LOIP):• Changing Aberdeenshire’s relationship with Alcohol• Reducing Child Poverty• Connected and Cohesive Communities

While these priorities are important issues facing Fraserburgh, the aim of the FLP is to develop a plan that will address issues that the wider community feel is important to them. The FLP focuses on the third priority, “Connected and Cohesive Communities”. We need to ensure that Fraserburgh can improve at as fast a rate as other Aberdeenshire communities. This requires supporting local neighbourhoods to become stronger, build their own capacity, support vulnerable individuals and address issues like social isolation and loneliness.

Partners and community engagement feedback have also identified access to transport and to services as a key concern. Travel offers the means to reach essential opportunities such as a jobs, education, shops, services and friends which affect the quality of life. Lack of mobility is inextricably linked to social disadvantage and exclusion. It is important to improve access to services, whether through affordable transport or digital connectivity and address the decreasing levels of interest in participating in decision-making.

WHY A LOCALITY PLAN?

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INTRODUCTION TO THE PLAN

The way in which we plan and support our communities and people in Aberdeenshire is changing. Traditionally, local planning has involved organisations, services and partners thinking about their own area of knowledge and expertise and not about the whole place for which we are planning. That will be different in the future.

This first locality plan for Fraserburgh has been prepared on behalf of the Banff and Buchan Local Community Planning Partnership and was developed through a cooperative process involving local residents, community organisations, and partner agencies in the voluntary, private and public sectors.

In this process we have been thinking about what we can all do together to improve the quality of life for people who live in the area.

Our locality plan for Fraserburgh will:• Identify the local priorities that are contributing to improving local outcomes• Explain why we want to work better together locally• Bring together all the various plans affecting the area• Set out a range of areas for action to bring about positive change, and provide some information on how we have arrived at these areas for action• Describe some of the ways in which we are going to work differently in the future through partnership action • Demonstrate what we are doing will make an additional positive impact • Set out a timescale & measurements for improvement

It will be supported by investment and collective leadership to ensure further community improvements are realised.

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Profile of FraserburghFraserburgh serves as a major employment and service centre within North East Aberdeenshire. It is one of Europe’s premier fishing harbours and its growth has been tied to the fortunes of the industry ever since its early origins. It offers a wide range of services with good shopping and leisure facilities. Bounded on the north and east by the sea, it has expanded inland without the landward physical constraints of many of the smaller coastline settlements. The north has undergone extensive housing regeneration and new tourism and recreation opportunities are being provided with the ongoing regeneration of the lighthouse and beach. In geographical terms Fraserburgh is comparatively distant from key markets and opportunities and as a result suffers from pockets of deprivation despite relative economic success.

Stage 1analySed

data

Stage 2engaged with communitieS &

partnerS

Stage 3identified

outcomeS & prioritieS

Stage 4analySed exiSiting

planS

Stage 5identified

where there are gapS

Stage 6developed action plan

Stage 7implement booSter projectS(12-24

monthS)

Stage 8monitor and

evaluate progreSS

Process in developing the Locality Plan

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The profile is based on local and national datasets, including:• Scottish Index of Multiple Deprivation (SIMD) 2016 (Scottish Government)• Community Planning Outcomes Profiles (CPOP) 2016 (Improvement Service)• Socio Economic Performance (SEP) Index (James Hutton Institute)

The datasets summarised here for Fraserburgh include Education Attainment, Health, Child Poverty, Unemployment Rates, Crime and Fire Incidences, Housing and Fuel Poverty.

Following analysis of the data, the subsequent key areas requiring attention were identified.

Aberdeenshire’s Community Planning

Partnership (CPP) has developed a profile for

the Banff & Buchan Area with a specific focus

on Fraserburgh, which evaluates in detail the

socio-economic indicators that reflect the locality’s

challenges and how it compares with the rest of

Aberdeenshire.

Stage 1 Analysed Data

Materialdeprivation

Areadeprivation

Lowerdisposableincome

Lower physical andmental wellbeing

Greater chance ofbeing working poor

Poorer nutrition

Poorer literacyand digital skills

16 - 19 year olds morelikely not to be in education,employment or training

Socio-economic

disadvantages

Inequalityof

outcomes

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The groups, networks, partnerships and forums that have informed the locality plan include:1. FORUMS - Attended by partners and members of the community. This includes: Banff & Buchan Community Council Forums as a statutory consultee, this forum is multi-purpose and has been an ideal engagement platform. Community Planning Ward Forums provides the opportunity for elected members and partners to discuss local issues and agendas. Community Forums organised by partners has enabled networking, training and consultation exercises. Alcohol & Drugs Partnership Community Forums focuses on finding solutions to local needs around drugs, alcohol and recovery.

2. LOCAL NETWORKS – These ensure a joined-up approach is applied when addressing certain themes, for example, organisations working with Children & Young People, Public Safety and Health Initiatives.

Networks focusing on Children and Young People includes groups such as Getting It Right For Every Child (GIRFEC) as well as organisations such as Modo and Aberdeen Foyer that have helped target and engage young people in the area.

Fundamental to the development of this plan has also been the voice

of the community. The priorities and primary

drivers identified in this locality plan are based on the feedback from

various consultations and events held in the Banff

and Buchan Area and the Fraserburgh locality.

Stage 2 Community and Partner Participation and Engagement

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3. COMMUNITY ACTION PLANNING EVENTS - In partnership with Banff Rural Partnership and attended by local communities these events have focused on developing a proactive plan of actions to benefit and enhance the local community.

4. BANFF & BUCHAN COMMUNITY PLANNING JOINT MEETINGS – Joint meetings of the local community planning partners, elected members and the Area Management Team along with key Third Sector Groups, provide the opportunity to share information, monitor and evaluate the Community Plan and ensure the identified actions are current and where relevant are captured within the FLP. The Third sector includes Community Groups, voluntary organisations, charities, social enterprises, co-operatives, and individual volunteers.

Type of Engagement ActivitiesMeaningful community engagement and participation ensures we gather a good understanding of local community assets, issues that affect their area and the actions that are required to tackle them. To do this, the following activities were undertaken:

1. Your Voice, Your Choice - A Participatory Budgeting exercise enabling local people to decide on the issues that matter to them, helping them to understand public spending, put forward their own ideas and vote on them. Your Voice, Your Choice was piloted in Banff and Buchan in 2016 and an additional exercise was carried out in 2017.

Stage 2 Community and Partner Participation and Engagement

2. The Place Standard Tool allowed the community to think about the physical elements of Fraserburgh (e.g. its buildings, spaces, and transport links) as well as the social aspects assisting in pinpointing its assets.

3. Have Your Say! Workshops (including youth workshops). This involved multi-agency partners and the local community in workshop to create a future vision of the needs of the community.

4. A Mini-Public A demographic representation of the population of Fraserburgh was brought together to learn and deliberate on topics to inform opinion and decision-making. The Fraserburgh mini public discussed a vision for the north part of the town with a focus on the town’s JIC building.

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What People Told Us Noted below is some of the feedback from various engagement activities.

Stage 2 New communities in Fraserburgh (both physical areas and recent arrivals) are integrated and contribute to and feel part of the town

“ “The community needs more say

“ “The town centre and some other parts of the town need to be improved “ “A big sense of community,

and a culture of lack of appreciation

“ “Patches of attractive bits, but disconnected

“ “Forward looking, not looking back at a ‘golden age’

“ “

Limited opportunities for progression “ “More people to take pride in their own little bit

“ “

Building positive people

“ “Build more eagerness for success and hopefulness

“ “Too many people feel isolated because of health and where they live

“ “It’s not easy to access services – especially Mental Health support

“ “

There aren’t enough job opportunities

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Fraserburgh Local Outcomes 2017 – 2027Collating all the feedback from the consultations and engagement exercises, along with the socio-economic data available for Fraserburgh, the following 9 high level outcomes have been identified and agreed by Banff & Buchan Community Planning Partnership and now sit at the heart of the FLP:

1. The life chances of people at risk of falling into poverty, or already living in poverty, are improved.

2. The life chances of people at risk of health inequalities are improved.

3. The incidence of alcohol related morbidity and mortality is reduced.

4. The outcomes for children and young people are improved and, attainment and aspirations are raised.

5. Economic growth and development is promoted and work is available for those who want it.

6. People are safe and feel safe through collaborative interventions to prevent crime and reduce the fear of crime and enhance fire safety.

7. The quality of housing stock is improved, fuel poverty is reduced and there is a greater opportunity for people to own or rent their home through the provision of affordable housing.

8. New communities in Fraserburgh (both physical areas and recent arrivals) are integrated and contribute to and feel part of the town.

9. People are involved in active citizenship through community organisations, representative forums and social enterprises.

Stage 3Identified Outcomes & Priorities for Action

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Priorities Identified for ActionThe following priorities are proposed to improve the high-level outcomes and reduce the impact of socio-economic inequality in Fraserburgh. People • Better access to services, removing barriers • We will increase community involvement and participation • To promote a healthy living culture in Fraserburgh, building on the assets of our people and facilities

Place • Safe, secure vibrant and sustainable communities • Access to affordable living; reduce fuel poverty • Work with partners to better understand the causes and prevent and reduce instances of ASB to improve community safety in Fraserburgh • An attractive place – enabling and motivating communities to build pride of place and improve the feel-good factor in Fraserburgh

Economy • Inclusive growth supported by lifelong learning and more pathways to more choices. • Mitigating the impact of welfare reform, by offering information, support and access to services. • Skills and Employability – work with partners to improve the employability of those most at risk of security of employment.

Connectivity • Improve area transport, providing affordable, accessible transport for all • Improving and supporting digital access • Accessible and affordable joined up services in the right places

Stage 3Identified Outcomes & Priorities for Action

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Council Services and public-sector Partners have a range of plans and documents which positively impact on Fraserburgh:• Banff and Buchan Local Community Plan 2016-2019• Fraserburgh 2021 Regeneration Plan• Health and Social Care Locality Plan North Aberdeenshire• Aberdeenshire Fire and Rescue Local Plan 2017-2020• Aberdeenshire Local Police Plan 2017-2020• Health and Social Care Strategic Plan• Banff & Buchan Welfare Reform Group • Local Housing Strategy 2018-2023• Local Transport Strategy• Children Services Plan• Local Development Plan• Aberdeenshire Council Service Plans

The outcomes will be aided through these existing plans and associated actions. Each of the plans are subject to their own consultations and public engagement and have been drawn up using the same tools, statistics and analytics used to inform this Plan.

Each of the plans are subject to their own consultations and public engagement and have been drawn up using the same tools, statistics and analytics used to inform this Locality Plan. Other plans may exist that are not detailed here.

Stage 4 Analysed Plans

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The chart highlights the FLP approach where it is cognisant of partners’ plans contributing

and working to address identified priorities and outcomes. Using

this information, the Community Planning Partners will be able

to identify gaps and through a collaborative partnership

approach, design and deliver local projects to reduce any gaps

in services and consider the best way to focus collaborative

efforts to meet the unmet needs of people within Fraserburgh. Partners’ plans and outcomes

will continue to be reviewed alongside the FLP so that the

community planning partnership can reactively prioritise and

deliver projects to meet future unforeseen gaps to give

Fraserburgh the additional boost it deserves.

Stage 5 Identified Where There Are Gaps

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The Locality Action Plan sets out the local community partnership priorities to improve the high-level outcomes to address inequalities. It also signposts the activities impacting on Fraserburgh by Council and public-sector partners’ plans.

The Action Plan is a pro-active approach in developing partnership working to meet the needs of the community. This partnership approach includes partnering with non-government, private sector and local community groups to deliver services tailored to needs of our community. This may include community projects, events, community facilities and service delivery. An identified challenge however is to realise a more co-ordinated approach on the more complex issues, such as support for vulnerable families.

It is also recognised that the wider community should have opportunities to participate in the development and delivery of the actions throughout the life of the Plan. This will be done by working with existing networks, developing regular stakeholder events, community surveys, using digital platforms for engagement as well as developing new ways of engaging.

Stage 6 Develop the Action Plan

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Throughout the life of the FLP short to medium term projects will be developed to address identified gaps in existing plans or where an additional ‘boost’ is required. The Locality Action Plan provides more detailed information in relation to this. See Appendix 1.

Where Partners can work jointly to have a positive effect to tackle socio-economic disadvantage and inequalities Booster Projects will be developed with an expected lifespan of 12-24 months.

Booster projects will be led by Community Planning Partners in collaboration where the work is relevant to their area.

Stage 7

Implement Booster Projects (12-24 Months)

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Local Community Planning Groups will have a lead role in considering the overall impact of projects and provide regular progress updates to the Connected & Cohesive Communities Strategic Lead Group through the role of Area Managers for the localities. This will then cascade to the Community Planning Executive and Board. Focussed task and finish groups would be set up to deliver projects/ activities/ booster projects identified in the process. Streamlined arrangements would provide improved engagement with local communities building on the experience of community planning groups. The overall aim would be to bring together local networks and resources to empower local communities to identify and resolve local issues.

Progress of the Fraserburgh Locality Action Plan will be monitored and reviewed annually by the Local Community Planning Partnership.

Measures will be clearly communicated and where improvements are achieved success will be celebrated. Where goals are not being achieved solutions will be tested and developed. The community should feel increasingly engaged and involved in the process and with increasing numbers of people involved.

Under Sections 8 and 12 of the Community Empowerment (Scotland) Act 2015, CPPs are required to publish annual reports which describe progress made towards ambitions in their LOIP and locality plans. These reports are to include an assessment of how a CPP has participated with community bodies during the reporting year and how effective that has been in enabling community bodies to shape and influence Community Planning activities.

Stage 8 Monitoring and Evaluating

Each of the Partners’ plans identify a range of indicators that will

demonstrate the progress being made, and a

governance structure which monitors delivery of

their respective plans.

www.ouraberdeenshire.org.uk

Contact: Corporate Policy & Strategic Community Planning Team

Aberdeenshire Councilcommunityplanning@ouraberdeenshire.org.uk

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POVERTY

ALMOST 1 IN 5 CHILDREN, IN THE FRASERBURGH AND DISTRICT WARD, WERE IN POVERTY BETWEEN JULY AND SEPTEMBER 2017, COMPARED TO THE ABERDEENSHIRE AVERAGE OF 1 IN 8

Fraserburgh - 9%Aberdeenshire - 5%

Total working age population who are employment deprived

Total population who are income deprived

Fraserburgh - 11%Aberdeenshire - 6%

Percentage of children in poverty, July - Sept 2017

Before Housing Costs

After Housing Costs

Fraserburgh Aberdeenshire

12.36

7.69

19.84

12.59

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HEALTH INEQUALITIES

Proportion of population in Fraserburgh

being prescribed drugs for anxiety, depression

or psychosis is an average of

18%19%

Fraserburgh Harbour

20% Fraserburgh Lochpots

Early deaths from coronary care in the Central-Academy and

Harbour & Broadsea areas of Fraserburgh were

MORE THAN DOUBLE the Aberdeenshire average.

Similarly, for patients hospitalised with coronary

heart disease the rate for the Central-Academy area was

ONE AND A HALF TIMES the Aberdeenshire average,

and just LESS THAN DOUBLE

the average in Harbour & Broadsea area.

( )

Although across Banff and Buchan

the life expectancy of the majority

of communities is above the

Scottish average,

parts of Fraserburgh have significantly

lower life expectancy for both men and women

and increased mortality rates.

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ALCOHOL

The ratio of Hospital stays related to alcohol misuse is

higher in Fraserburgh Harbour & Broadsea and Fraserburgh

Central-Academy compared to the Scottish average.

A value of 100 is the Scotland average for a

population with the same age and sex profile.

Based on an average standardised ratio per Data Zone,

Fraserburgh Harbour & Broadsea scored 134;

Fraserburgh Central Academy scored 127.

The equivalent figure for Aberdeenshire is 48.

Scotland Average

0

10

20

30

40

50

60

70

80

90

100

110

120

130

140

Aberdeenshire FraserburghCentral Academy

FraserburghHarbour & Broadsea

The ratio of Hospital stays related to alcohol misuse

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ATTAINMENT

The ratio of working age people with no qualifications is higher in Fraserburgh generally

than the Scottish Average.

A value of 100 is the Scotland average for a

population with the same age and sex profile.

Based on an average standardised ratio per Data Zone,

Fraserburgh scored 139.

The equivalent figure for Aberdeenshire is 77.

Scotland Average

0

10

20

30

40

50

60

70

80

90

100

110

120

130

140

Aberdeenshire Fraserburgh

The ratio of working age people with no qualifications6% of the Fraserburgh’s

population aged 16-19 can be

described as not in education,

employment or training (NEET), compared to the

Shire average of 3%

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ECONOMIC (EMPLOYMENT)

Based on an average rate per Data Zone,

11%of the total population

of Fraserburgh is income deprived,

Compared to

6% across Aberdeenshire

The proportion of Fraserburgh’s 17-21-year olds

entering full-time further education is

5%Compared to

5% across Aberdeenshire

Over

9% of the working age

population in Fraserburgh is classed as employment

deprived

5% across Aberdeenshire( )( )( )

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ECONOMIC (EMPLOYMENT)

Fires per 100,000 population

Fraserburgh Smiddyhill

Fraserburgh Lochpots

Fraserburgh Central-Academy

119

Fraserburgh Harbour and Broadsea

Aberdeenshire Average

40147

347197

48203

111356

213

240

37293

56

4881

0356

70

2015/16 2016/17

AC

CID

ENTA

LN

ON

-AC

CID

ENTA

L

311Crimes of violence, sexual offences, domestic housebreaking, vandalism, drugs offences, and

common assault per 10,000 population 399161in FRASERBURGH

in ABERDEENSHIRE

SCOTTISH EQUIVALENT

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HOUSING/FUEL POVERTY

Housing Stock Empty Properties

Homeless Presentations New Properties Acquired

12,907

1,466

1,086

146

1,202

129

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11.4% 11%

13% 36%

The aim is to reduce fuel

poverty at least by

1% per annum

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New communities in Fraserburgh

(both physical areas and recent arrivals)

are integrated and contribute to and feel

part of the town.

NEW COMMUNITIES

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People are involved in

active citizenship through community

organisations, representative

forums and social enterprises.

PEOPLE

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