Capacity Building and Support. The success of our ambition will depend on the community having the knowledge, skills and structures to work with us to share part of the responsibility for managing assets and delivering services. Consequently, the key to its success will be the level of support provided to the community to build the skills and expertise in these areas both within existing groups and organisations and also in encouraging the establishment of new ones. To illustrate this, as part of the new policy to empower residents to manage community facilities in the city, Partners including the Council, Jobs and Business Glasgow and Glasgow Life are working with the Voluntary Sector (including Glasgow Council for the Voluntary Sector (GCVS) and CEiS (Community Enterprise in Scotland) to agree arrangements that will deliver capacity building and support mechanisms to local community groups and associations. In a wider context, the Glasgow's Learning Partnership will have a key role over the lifetime of this SOA to support activity on building capacity within communities and encouraging work with key local assets. This will lead to a new Community Learning and Development (CLD) Strategy for the city which will be integrated with and be a key element of our community engagement strategy. It will: • outline workforce development plans to ensure that appropriate staff develop appropriate skills and competencies to work in a new environment and complement efforts to build community capacity and capability • clearly link its work to our core priorities • be monitored and report to CPP structures so that it is not isolated and stand alone; and • outline priorities and articulate linkages to other key service delivery components including the College Sector via the Regional Outcome Agreement, Glasgow Life and mainstream Education Services in terms of early years learning and early intervention strategies Progress We will know if this model of engagement and involvement is working by monitoring some key measures over the lifetime of this SOA, namely that there is an increased satisfaction that community engagement is seen as worthwhile, resource effective and making an impact, and crucially that there is an increased interest in getting involved from within communities. These engagement measures will be adopted as part of the performance management process for this SOA and will be monitored at city wide and sector level.
