2008-2012

Involving Communities
Community Engagement Strategy
(incorporating WDC Decentralisation Scheme)
and Consultation Strategy

WDC Community Engagement
and Consultation Strategies
Our Community Engagement and
Consultation Strategies display the
Council’s strong commitment to listening to
citizens’ views in the development of our
policies and services. They also underline
our commitment to being a listening
employer.
The Council uses a wide range of
techniques to gain the views of our diverse
communities. Wherever possible we work
along with other public sector partners and
partner organisations to involve the
citizens of West Dunbartonshire.
Involving Communities 2008 - 2012
foreword
by Iain Robertson,
Leader of West Dunbartonshire Council
These strategies have been developed
with input from the community, from a
range of officers, and also from Elected
Members through the Community
Participation Committee.
Our Community Engagement Strategy
is also the Council’s Decentralisation
Scheme. It sets out our wider approaches
to Community Engagement. The
Consultation Strategy focuses on the
coordination of consultation and promotion
of best practice as part of the wider
engagement processes.
The implementation of these Strategies
will achieve several benefits including:
• setting a consistent standard for
engagement and working in partnership
• improving the co-ordination, prioritisation
and forward planning of consultation
within the Council and with our
community planning partners
• providing a comprehensive record of our
consultation activity for reporting and for
planning purposes
• supporting employees to use the best
practice in a wide range of consultation
and engagement activity.
We will continue to improve our
performance as a listening Council.
Involving Communities 2008 - 2012

4
 Involving Communities 2008 - 2012

Involving Communities
contents

page
Community Engagement Strategy
incorporating West Dunbartonshire Council
Decentralisation Scheme

1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
2 Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
3 What is Community Engagement? . . . . . . . . . . . . . . 7
4 The Purpose of Community Engagement . . . . . . . 7
5 Our Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
6 Our Aims and Objectives . . . . . . . . . . . . . . . . . . . . . . . 8
7 Where does Consultation Fit In? . . . . . . . . . . . . . . . 8
8 Development of Community Planning . . . . . . . . . . 9
9 Activities, Roles and Responsibilities . . . . . . . . . 10
10 Capacity and Resources . . . . . . . . . . . . . . . . . . . . . . 10
11 Community Engagement Structures/
Mechanisms and Representative Groups . . . . . . 12
12 Voluntary Sector . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
13 Current Activity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
14 Best Practice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
15 Success Indicators –
Monitoring and Evaluation . . . . . . . . . . . . . . . . . . . . 15

Consultation Strategy
1 Consultation – a Definition . . . . . . . . . . . . . . . . . . . 18
2 Why Consult? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
3 What the Consultation Strategy will do . . . . . . . . 18
4 Our Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
5 Including People . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
6 Consulting with our Employees . . . . . . . . . . . . . . . 20
7 Working with our Partners . . . . . . . . . . . . . . . . . . . . 20
8 Where are we currently? . . . . . . . . . . . . . . . . . . . . . 21
9 Where do we want to be? . . . . . . . . . . . . . . . . . . . . 22
10 How will we achieve this? . . . . . . . . . . . . . . . . . . . . 22
11 Monitoring and Evaluation . . . . . . . . . . . . . . . . . . . . 22

5
Involving Communities 2008 - 2012
West Dunbartonshire Council
Community Engagement Strategy
1 Introduction
West Dunbartonshire’s approaches to
community engagement are set out in this
strategy. The strategy also acts as the
Council’s Decentralisation Scheme.
6
2 Background
The context in which we approach
community engagement is changing
and broadening. Developments in our
approaches, underpinned by changes in
local government legislation mean that
partnership working is key to all our
activities. We must organise our
community engagement processes to
respond to this. The development of
community planning structures and
co-ordination of partner community
engagement mechanisms are key factors
in planning our approaches to community
engagement.
A West Dunbartonshire wide Community
Engagement Strategy is required which:
• builds on the best of current community
engagement activity
• co-ordinates activity
• identifies roles and responsibilities
• sets out mutually agreed processes,
structures and mechanisms
• makes the best use of the available
community development resources
• allows us to review progress and
outcomes in a consistent and objective
way.
 West Dunbartonshire Council Community Engagement Strategy
‘ Developing and sustaining a working relationship between
one or more public body and one or more community group,
to help them both to understand and act on the needs or
issues that the community experiences’.
3 What is Community Engagement?
Effective community engagement involves
an on-going dialogue with a wide range of
stakeholders within our communities
which informs our practices and service
delivery. The National Standards for
Community Engagement define the
process as:
'Developing and sustaining a working
relationship between one or more public
body and one or more community group,
to help them both to understand and act
on the needs or issues that the community
experiences'.
Engagement can also be with individuals
in communities (e.g. through mechanisms
like the Citizens’ Panel).
For this to work effectively essential
elements are:
• A range of involvement mechanisms
appropriate to different people and
differing needs within our communities
• Support to build community capacity
• Clarity about roles and responsibilities
• Good links between community
engagement structures/mechanisms and
decision-making structures (with roles
mutually agreed and understood)
The aim is for a Community Engagement
Strategy which provides clarity on
approaches and priorities and enables
partners to co-ordinate resources and
activity.
4 The Purpose of Community
Engagement
Effective community engagement should
result in:
• Enhanced local democracy and
accountability
• Closer communication
• Public participation
• Joint ownership of problems and
solutions
• Better service delivery and policy making
In summary, community engagement
enables the exchange of information and
knowledge between public service
providers and the communities they serve.
When carried out well it should lead to
better informed decision making and result
in policies and services which better
reflect the needs of the people who are
affected by them or use them.
It should also strengthen relationships so
people can work together to improve local
communities and increase opportunities
for their residents. In addition, as public
service providers, we must be able to
evidence the outcomes of our community
engagement activity.
7
Involving Communities 2008 - 2012
‘ To support and enable all communities to have meaningful
participation in shaping the policies which affect them and
services which they use, and work together with communities
to improve the quality of life in West Dunbartonshire’.
5 Our Principles
The principles we follow in relation to
Community Engagement are mirrored in
the Council’s Values as set out the
Corporate Plan. Partnership Working is a
key value and the following values also
underlie our approaches
• Putting Customers First
• Communication and Consultation
• Openness and Accountability
• Equal Opportunities
• Continuous Improvement
• Sustainability
In addition we strive to embed good
practice in working with our communities
and we have a number of shared partner
resources to support this, set out in the
best practice training section of this
Strategy.
8
6 Our Aims and Objectives
The aims of the Community Engagement
Strategy are straightforward:
“To support and enable all communities to
have meaningful participation in shaping
the policies which affect them and services
which they use, and work together with
communities to improve the quality of life
in West Dunbartonshire”.
The objectives to achieve this include:
• Develop a range of opportunities to enable
communities to engage in a range of ways
(accessible to the fullest range of people)
• Clearly publicise these opportunities in
appropriate ways
• Provide accessible information about
Council/partner services and relevant
issues
• Support community capacity by
supporting the development of
representative groups and encouraging
networking between them
• Make specific arrangements to ensure
the involvement of excluded and minority
groups
• Work in partnership with the community
and voluntary sector
7 Where does consultation fit in?
Consultation is an important aspect of the
wider process of community engagement.
The Council’s Consultation Strategy,
included in this document, sets out how
we propose to co-ordinate consultation
and promote best practice in our activity.
 West Dunbartonshire Council Community Engagement Strategy

8 Development of Community Planning

The Scottish Government ‘s approach to

Community Planning aims to enable
community planning resources to be
directed in a more flexible way, suitable
to local needs.

Given the wide scope of Community

Planning, and the close match between
the Community Plan and partner plan
objectives including the WDC corporate
plan, all partners are involved. The
development of the Single Outcome
Agreement approach now provides an
even greater focus for joint planning
processes.

During 2008 community planning

engagement and governance structures
are under review. There is an opportunity
to develop meaningful engagement
structures which are able to reflect local
views and issues and feed into the wider
West Dunbartonshire perspective through
appropriate mechanisms.

It is important in the development to

ensure that engagement mechanisms
work in harmony and to avoid duplication
and subsequent ‘overload’ on active
members of our community.

In the development of structures we must

also be clear about mutual roles and
responsibilities and links with decision
making.

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Involving Communities 2008 - 2012
‘ To ensure best use of resources and avoid duplication
it is important to establish clarity about roles and responsibilities
and to review arrangements regularly and develop joint
approaches where possible’.
9 Activities, Roles and Responsibilities
The key partner agencies in relation to
community planning engagement
structures include West Dunbartonshire
Council, West Dunbartonshire Community
Health Partnership, Strathclyde Police and
Strathclyde Fire and Rescue, West
Dunbartonshire Council for Voluntary
Service, Scottish Enterprise, Strathclyde
Passenger Transport and Jobcentre Plus.
Partner organisations’ individual
community engagement arrangements
differ in scope and in the way they are
organised.
Community Development and other staff in
partner organisations already contribute to
joint working in many circumstances.
To ensure best use of resources and avoid
duplication it is important to establish
clarity about roles and responsibilities and
to review arrangements regularly and
develop joint approaches where possible.
10
10 Capacity and Resources
Building community capacity is essential
for effective community engagement. This
requires a number of elements:
• Appropriately trained and qualified staff
to support community development
• Administrative support
• Wider training and awareness raising
to support good practice
• Publicity and communication materials
including technical backup for website
communication
While partners currently have their own
arrangements for community engagement,
and these vary in extent and nature, it
makes sense to use community planning
resources to co-ordinate and strengthen
processes.
This can be done particularly effectively
in the areas of:
• community training
• supporting minorities
• information provision and
• good practice guidance.
Information technology is a key tool in this.
West Dunbartonshire Council Community Engagement Strategy

11
Involving Communities 2008 - 2012
11 Community Engagement
Structures/Mechanisms
and Representative Groups
Structures and mechanisms will of
necessity change and develop over time.
However we are able to outline some key
stakeholder groups in our relationships
with communities. These include:
Community Councils
Tenants’ & Residents Groups and
Associations
Seniors Forums
Carers Forums
Disability Forums
Access Panel
Mental Health Forum
Minority Ethnic Groups
Youth Forums
Pupil Councils
Learners Forums
Lone parent groups
These groupings have a very direct
relationship with the key themes in the
Community Plan – although many other
groups also have an interest.
Community Councils
Community Councils have a statutory
position in relation to planning and have
rights in relation to information and
notification of planning applications. They
also have a wider role in raising issues on
behalf of their communities.
The Scottish Government agenda for
Community Councils outlines a specific
role for community councils in community
engagement.
Community councils in West
Dunbartonshire have administrative liaison
support and receive grant funding.
12
Strengthening support to community
councils could potentially enhance their
role by:
• increasing the number of community
councils
• widening their membership to fully reflect
the diversity of the general population
• supporting a pro-active approach in
informing local people and representing
a range of local views
Tenants’ & Residents’ Groups
Council tenants have a statutory right to
be consulted on matters relating to the
provision of housing and rent setting.
Group representing tenants and residents
are also regularly involved in wider
community engagement issues.
The number of Council tenants has
reduced in recent years due to ‘Right to
Buy’ and transfer of housing stock to
housing associations. There has been a
decline in the number of Tenants and
Residents groups over a period of time
and the reasons for this require further
investigation as a basis for establishing
future support needs.
Other representative groups
A range of representative groups exists in
West Dunbartonshire and the level of
support to them varies. Many receive
support through Council service
departments in relation to their area of
operation. As with other groupings, a
partnership approach to meeting support
needs is likely to be the most effective
mechanism.
 West Dunbartonshire Council Community Engagement Strategy
‘ The Council and its partner agencies provide a range of support
to groups on funding applications and carry out monitoring and
evaluation in relation to funded groups’.
Ensuring inclusion:
Supporting minorities in our
communities
There are a number of people within our
communities who require a range of
support to enable effective community
engagement e.g. black and minority ethnic
community members, people with
disabilities, lesbian, bi-sexual, gay and
transgender people.
A partnership approach has potential to
ensure the best use of resources to
support minority groups.
A co-ordinated approach
Analysis of all existing community support
will help establish the basis for better co-
ordinated community support provision,
embedding consistent best practice and
making most effective use of resources.
12 Voluntary Sector
Recognising the valuable contribution of
the Voluntary Sector, we have developed
a Joint Voluntary Policy, adopted by
Community Planning Partners via the
Board. The Joint Policy sets out the
framework for best practice approaches in
working with volunteers and voluntary and
community groups.
The Policy is supported by Guidance
(referred to in the Best Practice Training
section).
Developing effective monitoring and
evaluation processes is essential to
continuous improvement in
this area and this will be carried out via
the West Dunbartonshire Council for
Voluntary Service Annual Audit.
Funding
Working in a way which maximises the
effective use of the funding available is
essential.
A Funding Unit now exists to advise on
funding for larger scale, strategic projects
and to contribute to the development of
large scale funding applications.
It also signposts enquirers to other
sources of support as appropriate.
West Dunbartonshire Council for Voluntary
Service is a key source of funding advice
to groups in West Dunbartonshire.
13
Involving Communities 2008 - 2012
‘ A range of involvement mechanisms
appropriate to different people and different
needs within our community’.
Review of Council Grants
The Council and its partner agencies
provide a range of support to groups on
funding applications and carry out
monitoring and evaluation in relation to
funded groups.
A review of grant processes has been
carried out. It has identified the need for
separate strands of funding, separating
out longer term commitments for
recognised service providers such as
Citizens’ Advice Bureaux.
Revised criteria for local grants will ensure
that there is a strong link between groups
funded and the community plan and WDC
corporate plan objectives (reflected in the
Strategic Outcome Agreement).
Important principles are:
• Funding processes should be open
and transparent
• There should be clear written guidance in
plain English
• Funding criteria should link clearly to the
stated aims and objectives of the
Council’s corporate plan, the community
plan objectives
• To ensure sustainable cash flows
• All groups in receipt of funding should be
properly constituted (other than for start
up funding)
• Everyone involved should be aware of
and follow the necessary accounting
rules and practices
• Monitoring and evaluation should be
proportionate to the amount of funding.
14
13 Current Activity at 2008
Community Participation Committee
The Community Participation Committee
(CPC) is the key committee for involving
the community in council decision-making.
It provides the opportunity to influence
how the Council delivers services and
develops the policies that affect the
community. It also provides information
about Council services and policies. Its
membership is composed of elected
members and community representatives
from a wide range of representative
groups. Its function will be kept under
review in relation to other developing
community planning community
engagement mechanisms.
Community Group Database
There is currently a database of
community groups held within the
Council’s Policy Unit, within Chief
Executive’s Service and used for
communicating with groups on relevant
issues. There is potential in the longer
term for developing the community
planning partner community database.
West Dunbartonshire Citizens’ Panel
Over 1000 residents of West
Dunbartonshire have signed up to our
Citizens’ Panel. The Panel is run on a
partnership basis and funded by the
Partnership. It is administered by a
consultant and co-ordinated by a partner
Steering Group. It co-ordinates partner
survey and focus group activity around
corporate and community planning
themes, and will be used in future in
relation to relevant aspects of our Single
Outcome Agreement. It is an important
way of reaching a wider group of citizens.
 West Dunbartonshire Council Community Engagement Strategy

West Dunbartonshire Community Day

This annual event is led by WDC with
input from a wide range of community
planning partners. It is a valuable way of
encouraging groups and partner agencies
to network with one another. It reaches the
public, making them aware of local
activities and services, consulting with
them and providing information.

West Dunbartonshire News

This paper for local residents is used to
convey information about a wide range of
relevant issues for local people –
predominantly Council led and funded, but
including regular community planning
news features funded through community
planning budget.

Budget Consultation
Public involvement in budget consultation
currently takes the form of providing
information and inviting feedback through
public meetings prior to the Council Tax
setting.

15
Involving Communities 2008 - 2012

16
 West Dunbartonshire Council Community Engagement Strategy

14 Best Practice 15 Success indicators –

Monitoring and Evaluation

A great deal of work has been done to An essential aspect of an effective

develop and support best practice
approaches to working with the
community. Developments include:
• Implementing the National Standards for
Community Engagement – training and
awareness raising sessions
• Voluntary policy guidance – two sets of
guidance – one for supporting volunteers
and one for working with voluntary
groups
community engagement strategy is the
development of indicators and measures
which tell us how well we are doing and
how we can improve. Indicators are
incorporated in the Chief Executive’s
Service Action Plan.
Progress will be reported annually to the
Community Participation Committee and
Community Planning Partnership Board.

• Communicating Effectively – guidance

on communicating with people from
ethnic minorities and with people who
have a hearing or visual impairment,
or who have learning difficulties.

All the above have been adopted as best

practice guidance by the Council and its
Community Planning Partners.

Awareness raising training has been

developed for workers in relation to the
local and national standards and the Joint
Voluntary Policy guidance.

Inspire Community Training

Inspire provides a partner co-ordinated
training programme with training tailored
to the requirements of individuals and
groups in the community.

This represents a good practice model

with efficient use of partner resources.

17
Involving Communities 2008 - 2012
West Dunbartonshire Council
Consultation Strategy
1 Consultation – a Definition
“Consultation is the dynamic process of
dialogue between individuals or groups,
based upon a genuine exchange of views,
and normally with the objective of
influencing decisions, policies or
programmes of action”.
Consultation is an important aspect of the
wider process of Community Engagement.
The Consultation Strategy supports the
Council’s wider Community Engagement
Strategy.
2 Why Consult?
The Local Government in Scotland Act
2003, sets out the framework for
Community Planning and Best Value.
Responsiveness and Consultation are key
characteristics of Best Value and central to
the Community Planning process.
Providing high quality, best value services
is one of the Council’s priorities. Within
this, Engaging with our Stakeholders,
Engaging Children and Young People in
the democratic decision making process
and Developing our Employees are
important strands.
18
We consult in relation to:
• Statutory requirements e.g.
Decentralisation, Housing, aspects
of Education
• Service planning (Best Value Review/
Public Service Improvement Framework)
• Quality Schemes e.g. Chartermark,
Investors in People
The fundamental reason for all this is to
ensure that service delivery and policy
development are based on a sound
knowledge of what our stakeholders need
and want. Effective consultation
contributes to better policy development
and leads to better and more efficient
service delivery.
Consultation contributes to good customer
service and the Consultation Strategy
supports the aims of the Council’s
Customer First Strategy.
Elected Members, as key decision-
makers, have an important role in ensuring
that we respond and listen to what people
tell us when we consult.
The illustration opposite shows the central
relationship of consultation to all our
activity as a Council.
 West Dunbartonshire Council Consultation Strategy

Policy
Development
Statutory Integrated
Requirements Impact
Assessment
Consultation – a Central Role

Performance Council Values

Management and Vision
Consultation

Quality Customer
Schemes First

Best Value
Service Reviews/Public
Planning Service
Improvement
Framework

3 What the Consultation Strategy

will do

• Set the context for effective consultation
with the people of West Dunbartonshire
and other stakeholders in Council
services including our employees, taking
forward the consultation aspects of the
wider Community Engagement Strategy
• Lay out our approach to co-ordinating
consultation within West Dunbartonshire
Council and with our partners, and
establish consultation as a priority issue.
• Providing consultees with realistic
information about the likely impact of
consultation.
• Realistic timescales for consultation
(where these matters are within our
control).
• Responsiveness - using the results of
consultations to inform the development
of policies and services.

• Provide clear guidance to all West • Development of plans for consultation

Dunbartonshire Council staff and elected (both within the Council and with our
members. partners) – taking in prioritisation
and co-ordination issues (and using
existing information before embarking
4 Our Principles on new consultations).

• Consultation which is honest, open, • Providing feedback on all consultation –

and two-way.
• Equal access – everyone who wishes to
being able to contribute to consultations.
• Good information and communication –
supporting employees to achieve good
standards.
both on what people have told us and
how we have responded to it.
• Sharing information with service users,
partners and other stakeholders.
• Regularly assessing stakeholder needs.
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Involving Communities 2008 - 2012
5 Including People
In all our approaches to consultation we
will do our best to ensure that everyone
who wishes to can take part. We will give
special consideration to minority groups
and to anyone whose voice is not easily
heard.
We will encourage and support employees
to follow the guidance contained in “
Communicating Effectively”,
the Council’s Guide to communicating with
people from ethnic minorities and with
people who have a hearing or visual
impairment, or who have learning
difficulties.
We will use our Integrated Impact
Assessment process to help assess all
equality issues within service planning and
consultation.
20
6 Consulting with our Employees
We are committed to engaging with our
employees to involve them in developing
and improving our services, and building
positive working relationships. It’s
important we demonstrate a consultative
management style which encourages the
feedback and contribution of our people
through two-way communication and
sharing information.
Work which contributes to this will be
carried out through:
• The development of an internal
communications strategy and action plan
• A revised Dignity at Work Policy
• An action plan to address the
recommendations of the 07-08 employee
staff survey
• Commitment to regular staff surveys and
associated follow up
This work will help to embed good practice
in consulting with and involving
employees.
7 Working with our Partners
Partnership working is fundamental to
effective local service delivery. It makes
sense to consult jointly where appropriate.
Through the Community Planning
Partnership, we will work to refine these
processes. Our partner funded Citizens’
Panel is a key starting point.
 West Dunbartonshire Council Consultation Strategy

West Dunbartonshire Citizens’ Panel

Following on from a long standing panel
run by West Dunbartonshire Council
(WDC), West Dunbartonshire Community
Planning Partners are working together to
run a West Dunbartonshire Citizens’ Panel
as a partnership resource.

This partnership approach is intended to

help partners plan and work together on
consultation with benefits for all
concerned. One benefit will be increased
sharing of the information gained from
consulting panel members.
A Steering Group co-ordinates the use of
the Citizens’ Panel. Members of the
Steering Group will make sure that people
within their organisation know about the
Panel and how to use it.

8 Where are we currently?

The Council carries out a great deal of

activity in relation to community
engagement, public information provision
and a range of consultation.

This activity is described in our

Community Engagement Strategy which
also incorporates our statutory
Decentralisation Scheme – included in this
document.

As identified in the Best Value Audit of the

Council, we need to review community
engagement activity to ensure maximum
efficiency and effectiveness and
consultation plays an important part in this.

21
Involving Communities 2008 - 2012
9 Where do we want to be?
We want an approach to consultation that
consistently employs best practice and
makes best use of the resources available
to us.
We have identified three main areas for
improvement:
• Better forward planning of consultation
resulting in improved prioritisation and
co-ordination of activity.
• Better recording of consultation activity –
and sharing of information gained.
• More structured support to employees to
consult effectively through promoting
good practice and providing appropriate
training opportunities.
We want services to adopt a more planned
approach to engagement and consultation,
with better evaluation and feedback
including better evidence of how
engagement and consultation processes
have influenced policies, practices and
service delivery.
We want to ensure that this is embedded
in the service planning process and linked
to the Public Service Improvement
Framework (PSIF).
We also want to embed practices which
help identify when co-ordination with
partner organisations is needed and the
best ways to do this.
22
10 How will we achieve this?
We will support services to develop
community engagement/consultation plans
which:
• Identify statutory and service planning
consultation objectives (the latter linked
into PSIF), timescales, frequency
• Identify Stakeholders
• Indicate likely mechanisms e.g.
- WD Citizens Panel
- Consultative groups/structures
• Identify a range of engagement methods
(and provide access and training)
• Identify feedback and reporting
processes (first and second stage)
We will provide appropriate training and
good practice guidance.
11 Monitoring and Evaluation
The Action Plan for the Consultation
Strategy will be included in the Action Plan
for our Community Engagement Strategy.
It will be monitored annually as part of the
wider Community Engagement Strategy
and will be reported via the Community
Participation Committee and Council.
Further Information
For further information, contact:
The Policy Officer,
Community & Consultation,
West Dunbartonshire Council,
Policy Unit,
Council Offices,
Garshake Road,
Dumbarton G82 3PU,
tel. 01389 737177,
e-mail policy.unit@west-dunbarton.gov.uk
West Dunbartonshire Council Consultation Strategy
Other formats
This document can be provided in large print,
Braille or on audio cassette and can be
translated into different community languages.

Please contact:
Corporate Communications,
Council Offices,
Garshake Road,
Dumbarton,
G82 3PU

Telephone: 01389 737000