Circular No LG 25/2013

DEPARTMENT OF THE ENVIRONMENT LOCAL GOVERNMENT POLICY DIVISION OCTOBER 2013

LOCAL GOVERNMENT REFORM

GUIDANCE TO COUNCILS: COMMUNITY PLANNING

FOUNDATION PROGRAMME

CONTENTS Background Annex A - Community Planning Foundation

Programme

GUIDANCE - COMMUNITY PLANNING FOUNDATION PROGRAMME

Background This circular is intended to assist statutory transition committees and the incoming councils during the shadow period in their preparations for the introduction of the duty of community planning in April 2015. It is the fifth in a series of Statutory Transition Committee guidance. The circular is non-statutory guidance and comprises:

• an introduction to the concept of community planning;

• the proposed legislative framework to be introduced in 2015;

• key principles, processes and recommended steps; and

• community planning case studies.

Statutory Transition Committees should use this guidance to start the preparatory work required prior to April 2015 so that new councils are able to fulfill their statutory duty to initiate community planning and produce a community plan.

Northern Ireland Community Planning Foundation Programme

Preparations in Advance of 2015Version 1 October 2013

Contents:

Executive Summary i Introduction:

• Local Government Reform 1

• What is Community Planning? 1

• Local Government Bill – Community Planning Legislation 2

• Community Planning – Context and Reality 3

• Purpose of the Foundation Programme 4

Community Planning Foundation Programme 6 1. Getting Started – The Foundation Framework 6 2. Community Planning and the Community Plan – “The Basics” 8 3. Key Principles 11 4. Key Supports 15 5. Key Processes and Recommended Steps 18 6. Delivering the Building Blocks of Community Planning 26

Key Links: 28

• Pilots and Capacity Building 28

• Shaping Place: Links to Planning and Regeneration 29

• Alignment with Regional Initiatives and Strategies 29

• Performance 30

• Development of Statutory Guidance 31

• Evaluation and Support 31

Appendix 1: Summary of Key Steps 33 Appendix 2: How the Foundation Programme was Developed 35 Annex: Community Planning Case Studies 39

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Executive Summary 1. The Community Planning Foundation Programme has been developed as part of the

preparations for the reform of local government. It is intended to help both Statutory Transition Committees, the new councils and their community planning partners to prepare for community planning in advance of the introduction of the statutory community planning duty in April 2015.

2. Community planning is:

a  process  led  by  councils  in  conjunction  with  partners  and  communities  to  develop  and  implement  a  shared  vision  for  their  area,  a  long  term  vision  which  relates  to  all  aspects  of  community  life  and  which  also  involves  working  together  to  plan  and  deliver  better  services  which  make  a  real  

difference  to  people's  lives.  

 INTRODUCTION

3. This provides a brief context for community planning within local government reform. It describes what community planning is, key aspects of the process, and the potential challenges and benefits it brings. The framework within which community planning will operate is outlined, including the legislation contained in the Local Government Bill. The purpose of the Foundation Programme and how it will support Statutory Transition Committees and the incoming councils in making preparations for community planning is also described. COMMUNITY PLANNING FOUNDATION PROGRAMME

4. The Community Planning Foundation Programme is split into 6 sections: Getting Started – The Foundation Framework

5. This provides a diagrammatic explanation of the outcomes, processes, frameworks and key principles that will inter-relate and influence the community planning process and community plan. Community Planning and the Community Plan – “The Basics”

6. This section describes of the importance of the formulation of a vision and identification of outcomes, and some of the critical factors in creating a community plan for an area. Key Principles

7. The underlying principles that will be necessary for community planning to work are identified as: Civic and Community Leadership, A Focus on Outcomes, Partnership Working, Participation and Engagement, Transparency and Openness, Equality and Diversity, and People Centered Delivery. Key Supports

8. The key supports that are needed for community planning to work are identified as: Good Governance and Clear Accountability (for decision making and delivery),

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Evidence and Learning – Information Gathering and Sharing, Communication, Community Development, and Resources. Key Processes and Recommended Steps

9. Recommended steps to put in place the building blocks for community planning are identified under the following headings: Alignment and Scope, Culture Change and Capacity Building, Governance and Structure which includes partnership and engagement, and Performance and Accountability. DELIVERING THE BUILDING BLOCKS OF COMMUNITY PLANNING

10. The focus of activity is divided into 3 phases. Phases 1 and 2 relate to putting building blocks in place ahead of April 2015, and recommends that Statutory Transition Committees develop a project plan to take forward the preparatory work for community planning. KEY LINKS

11. The key links relate to pilots and capacity building, and describe how the community planning process will inter-relate with planning and regeneration, regional initiatives and strategies, and performance indicators. Learning from the roll-out of the Foundation Programme will assist in the development of statutory guidance. There will be ongoing evaluation and support for the roll-out of the Foundation Programme. APPENDIX 1

12. This contains a summary of the key processes and recommended steps to prepare for the community planning duty. APPENDIX 2

13. This describes how the Foundation Programme was developed. ANNEX OF COMMUNITY PLANNING CASE STUDIES

14. This contains case studies from across the island of Ireland, and background information on Scotland and Wales.

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Community Planning Foundation Programme

Introduction

Local Government Reform

1. Underpinning the reform of local government is the Executive’s vision of:

“…a strong, dynamic local government creating communities that are vibrant, healthy, prosperous, safe, sustainable and have the needs of all citizens at their core.”

Central to the Executive’s vision for the local government sector is the provision of high quality, efficient services that respond to the needs of people and continuously improve over time. Critical to the delivery of this objective will be an effective, statute-based community planning process led and facilitated by the new councils.

What is Community Planning?

2. Community planning is “a process led by councils in conjunction with partners and communities to develop and implement a shared vision for their area, a long term vision which relates to all aspects of community life and which also involves working together to plan and deliver better services which make a real difference to people's lives”.

3. This requires understanding and responding to the long-term needs of local people and communities and delivering better outcomes for the area. The Community Plan will contain a shared vision and agreed outcomes, and will also identify and assign the key tasks necessary to deliver and achieve the vision and outcomes, including monitoring progress and assigning responsibility for delivery.

4. Councils will have a statutory responsibility to lead community planning. Elected members will have an important role in the process, working with the council’s partners to involve local people and communities in the development of the shared vision and its subsequent delivery.

5. A community planning partnership will provide leadership to the process. The council will identify the organisations, central government departments and agencies operating in their area that they will need to help them plan and provide services for their citizens, and contribute to achieving the Executive’s regional objectives. The process of building relationships between the various sectors and people involved will be an important factor in the success of community planning.

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6. The evidence base will provide a baseline upon which decisions can be made and against which progress can be monitored. Quantitative and qualitative information gathered will include census information, progress reports on existing plans, strategies and on service delivery improvements, and survey information. A solid, reliable evidence base will help the organisations and people involved commit to action.

7. Community participation in the community planning process should be open and inclusive, and methods of engagement and consultation should be used that are most appropriate to a particular council’s circumstances. Effective public consultation and engagement will help ensure that the views of the whole community will be taken into account in decision making.

8. The content of the Community Plan, and the challenges it sets out to tackle, will vary considerably from one council area to another. These differences will partly relate to the fact that they are different places, with different problems and possibilities. They will also relate to the different choices and preferences which councils and their communities make about the future of their area.

9. In practice, councils and their partners may find that it is a long term and evolving process, and there will be challenges along the way in seeking to achieve effective partnerships and agreeing and implementing shared objectives and outcomes.

10. Community planning can bring benefits in terms of easier to access, better integrated, local services; more effective collaboration across the public sector; better use of public resources; higher standards of public service; and willingness to innovate and learn from others. Organisations can gain a shared understanding of local issues and they can work together to deliver solutions without duplication. Sharing information between partners to build a reliable evidence base can assist in finding solutions.

Local Government Bill – Community Planning Legislation

11. The Local Government Bill will introduce the legislative provisions to make community planning a statutory process. The legislation will place a duty on local councils to initiate, maintain, facilitate and participate in the process, and on partners (which can be specified by way of subordinate legislation) to participate in and support community planning. Government departments will be required to promote and encourage community planning in exercising their functions. Community involvement will be included in the legislation to ensure that they have their say in the process. The legislation will take effect in April 2015.

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12. Plans will be reviewed at least every four years. Each plan will include objectives and actions to achieve these. The council and its partners will monitor progress in meeting the objectives and the effectiveness of the actions, and are likely to be required to publish a statement on this every two years. The first community plans are expected as soon as possible after there is consensus between the partners on the objectives and actions.

13. The legislation will also introduce a statutory link between community planning and the local development plan to ensure an effective inter-relationship between the two processes. Community Planning – Context and Reality

14. The context for community planning in Northern Ireland is impacted by 2 main factors:

a. the wider programme of local government reform resulting in the number of councils reducing from 26 to 11 and transfer of powers from central to local government; and

b. the unique characteristics of each local area.

15. Local government reform - it is important to recognise that the changes to local government that are being taken forward are far greater than has been the case elsewhere in the United Kingdom. The changes involve rationalising the number of councils, transferring services and powers from central government departments to local government, and providing the new councils with the statutory duty to lead the community planning process. This is in contrast to the introduction of the community planning duty in England, Wales and Scotland. There the councils are much larger than in Northern Ireland and already had a greater range of services and powers. Therefore the extent of the planned changes in Northern Ireland represents a considerable challenge.

The local context - each council area will have its own unique characteristics, and the extent of the diversity within each area will present a challenge to the new councils in ensuring that they take on board the aspirations of different sections of the community. Councils will need to consider how to reach out to their urban and rural communities , bring together the resources to enable them to work together effectively amongst the other pressures and demands on them, and engage with community organisations which may not have the capacity to contribute to the community planning process as fully as they would wish.

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Purpose of the Foundation Programme

16. The Community Planning Foundation Programme has been developed to support local government reform in Northern Ireland (see Appendix 2 for the background). It is intended to help councils and their community planning partners establish the foundations of an effective and efficient community planning process in advance of the introduction of the statutory duty. The programme is not mandatory but it is important that all 11 Statutory Transition Committees, and subsequently the incoming councils during the shadow period, make progress against the steps identified in this document. They will then be in a stronger position to take forward the community planning duty when it comes into force.

17. The Foundation Programme sets out the recommended steps that the

Statutory Transition Committees (STCs) and the incoming councils during the shadow period should take forward to put in place the building blocks for community planning ahead of the statutory duty. The Programme does not seek to implement a full community planning process – that will be led by the new councils, and underpinned by the statutory duty. In summary, the approach is:

Responsibility Focus of Activity

Phase 1: 2013-14

Statutory Transition Committees

Understanding the new council area and building the foundations for community planning: building awareness & capacity, auditing and mapping to inform process

Phase 2: 2014-15

Incoming councils during the shadow period

Developing and negotiating the local approach to community planning: defining outcomes and agreeing the processes and structures to support community planning

Phase 3: 2015 onwards

New Councils

Delivering and implementing community planning: Agreeing the vision, considering the links between the Community Plan and Local Development Plan; delivering outcomes and monitoring performance.

18. Guidance for Phase 1 and 2 are contained in this document. Statutory guidance will be developed to assist new councils with implementing Phase 3, the full community planning process, when they receive the statutory duty in April 2015.

19. The Foundation Programme aims to support an outcomes and people focused approach from the outset and help ensure effective accountability and performance management arrangements. The guidance in this document will assist the STCs and the incoming councils during the shadow period to:

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• identify appropriate models for an efficient and effective community planning process and begin to build relationships and address capacity issues/needs;

• consider appropriate mechanisms to facilitate community engagement;

• identify the data and analysis necessary to support community planning;

• consider the resource requirements to support the operation and effective delivery of community planning;

• consider how the related transferring functions of development planning and regeneration and other initiatives across government can best be integrated into the community planning process; and

• build on existing good practice.

20. The Foundation Programme has been developed by the Pilots and Community Planning Working Group, with central and local government officials working collaboratively. It is intended that the experiences of the STCs and incoming councils during the shadow period in putting in place the community planning building blocks, will also help to shape and inform the guidance that will be issued to support the full introduction of community planning on issues such as:

(1) Creating a plan for the new council area;

(2) Partnerships and shared working;

(3) Memberships and engagement;

(4) Identification of appropriate governance structures;

(5) Creating performance measurement and accountability; and

(6) Linkages between local and central structures.

21. Further guidance may be issued to augment this Foundation Programme as the local government reform programme progresses.

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Community Planning Foundation Programme

1. Getting Started - The Foundation Framework 1. To help make the process of preparing for community planning more

straightforward, the process has been broken into the following component

parts:

• Community planning and the Community Plan – “The Basics”

• Key Principles

• Key Supports

• Key Processes

• Summary of Recommended Steps

2. A diagram that sets the key elements of the Foundation Programme into their

wider context is set out on the following page.

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The Community Planning Foundation Framework

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2. Community Planning and the Community Plan - “The Basics” Vision and Outcomes

3. Community planning is not merely the process of collating a number of existing

plans and practices but rather formulating a deliverable vision for a council area.

It is a major undertaking and involves integrating all the various streams of

public life, weaving these together and producing a statement of the future

direction of the new council area. The community planning process will also

inform the development of a council’s local development plan which will give

effect to the spatial aspects of the community plan.

4. The community planning process should achieve:

• a rigorous analysis of existing conditions in the new council area;

• an integrated view of the social, economic and environmental needs of

the new council area in the context of regional, national and European

policies and strategies;

• a long term vision for the future;

• a clear focus on tackling current reality in ways to achieve the long term

vision; and

• a set of outcomes which can be monitored and measured.

5. The most successful examples of community planning are premised on robust

and vigorous analyses based on sound data and information frameworks. The

community plan then seeks to use the information to determine and agree how

the current situation can be improved for the benefit of all people in the new

council area. The plan should be long term in nature and focus on the desired

outcomes for the new area.

6. By creating a joint partnership focus on outcomes for an area, community

planning has the potential to assist with greater alignment between regional

priorities (as outlined in the Executive’s Programme for Government and

Economic Strategy, for example) and local priorities, creating a more integrated

approach to solving problems and delivering benefits for citizens.

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Creating a Plan for the new council area

7. A community plan has many aspects and facets. Its basic objective is to create a

long term vision which creates communities that are vibrant, healthy,

prosperous, safe and sustainable and have the needs of all citizens at their core.

The plan should seek to maximise resources and create effective and efficient

outcome-focused service delivery.

8. The vision in general should be ambitious and lend itself to the creation of real

and challenging targets across a range of indicators. Successful community

planning will have involved all significant public service deliverers in a council

area and will have involved an effective two-way engagement with the

community.

9. Visioning will require the ability to be innovative, solution focused rather than

problem focused, open, flexible, committed and deliverable. The creation of

such a process is based fundamentally on the need to exhibit leadership in all

sectors of Northern Ireland society, including the civic leadership of elected

members, and to place a better life for citizens at the centre of any discussions

and processes.

10. The long term vision will generally be of at least 10-15 years duration. However,

the crucial aspect of community planning is to translate the vision into shorter

term (4 years or less) plans and actions with clear targets and lines of

responsibility.

11. An effective Action Plan should:

• Link the outcomes to the vision, and set clear targets and measures for success within a limited timeframe;

• Establish clear responsibility lines to the delivery of these targets among the various agencies; and,

• Provide a clear review and monitoring process.

12. In order to understand the potential for community planning to deliver

meaningful change it is helpful to look at previous learning and approaches.

The Annex to this report provides examples of case studies and learning from

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across the island of Ireland and background to community planning in Scotland

and Wales.

13. Experience in other places has shown that some of the key success factors

include:

• Getting the right people around the table;

• Having engaged and effective leaders who are committed to working

together and driving cultural change in their organisations, ie. effective

political and executive leadership;

• Getting buy in from other agencies and building good vertical and

horizontal relationships, including peer pressure between partners to help

create accountability;

• A focus on outcomes with clear accountability and interim performance

measures;

• Integration / alignment between the regional and local level with linkages to

government strategies and priorities;

• Robust area based data and SMART analysis;

• Dedicated resources to develop and oversee the plan delivery including

ongoing support for implementation and investing in capacity in the form of

partnership managers;

• Engaging communities in the process;

• Securing early successes through having a clear remit and a focus on a

small number of key issues;

• Ensuring that the plan drives the councils’ decision making in terms of

investment, grant programmes, regeneration schemes, area planning and

strategic aspects of service delivery; and

• Ensuring that the plan can be localised so that citizens and

neighbourhoods feel its impact and benefit.

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3. Key Principles 14. The underlying principles which will be necessary for community planning to work

effectively are set out below. The following principles have been developed from

best practice, learning from ongoing approaches to community planning within

Northern Ireland and from other jurisdictions, and have also been informed by the

feedback from key partners as part of the engagement on the Foundation

Programme (see appendix 2):

• Civic and Community Leadership.

• A Focus on Outcomes.

• Partnership Working.

• Participation and Engagement.

• Transparency and Openness.

• Equality and Diversity.

• People Centred Delivery.

Civic and Community Leadership

15. Community planning is about developing, articulating and delivering on the

ambition for the future shape of an area. Councils have a unique opportunity in

leading and facilitating the community planning process and this leadership role

will be central to its success. The leadership role for councils is not just about

consulting with citizens and communities but ensuring that there is effective and

genuine engagement. It will require the capacity for innovation and creativity in

responding to local circumstances.

16. The experience and skills of locally elected representatives will be central in the

new council arrangements. Community planning enhances civic leadership by

bringing together statutory agencies and key stakeholders to act in partnership to

secure outcomes that address local issues and needs. It can result in improved

trust in local government; more responsive and accountable decision making;

more accessible and empowered democratic representatives; and more

opportunities for civic leaders to make a difference for the communities they

represent. Councillors will have a critical role in localising as much decision

making as possible and making sure residents know about these decisions.

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17. These new opportunities for civic leaders will also place new demands on them.

A Focus on Outcomes

18. Community planning provides an opportunity to focus on the longer term and

shared outcomes which will benefit the quality of life of communities. Partnership

working towards these shared outcomes should lead to better coordination and

use of resources across the public sector and more effective accountability. It will

enable community planning partners to focus on local issues whilst also ensuring

alignment to regional priorities and strategies.

19. Outcome-focused community planning also has the potential to provide an

effective framework for the integration of the functions transferring to councils under local government reform. By focusing on the long-term goals of local areas

and linking these to regional priorities, community planning can put in place the

effective partnership working necessary for the integration and improvement of

services, effective regeneration of local areas and the implementation of the

reformed planning process.

20. Intermediate goals and measures of success will support the ‘outcomes’

approach and can be more readily monitored and assessed.

Partnership Working

21. Community planning aims to improve the connection between regional, local and

neighbourhood levels through improved partnership working and better use of all

available resources. It recognises that no organisation alone can solve the

problems or exploit the opportunities that exist in an area. This can only be

achieved by working together. There will be significant challenges along the way

in enabling a range of different agencies with different but complementary

missions to come together to develop a shared vision for the promotion of an

area's well-being. It requires commitment from all the partners, not just through

agreement to a strategic vision, but also through action on the ground.

22. Bringing the key public sector agencies together is a necessary part of an

effective community planning process, but is not sufficient on its own to promote

successful community planning. Beyond the public sector there is recognition that

there are a wide range of businesses, voluntary organisations, community and

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other groups which make vital contributions to promoting the social, economic

and environmental well-being of an area.

23. There will also be a need for ongoing changes to culture, attitudes and

behaviours to achieve genuine community focus. Investment in shared capacity

building will be needed and time must be spent on building new relationships and

trust.

Participation and Engagement 24. Effective participation and engagement is a cornerstone of community planning,

and it reflects the Executive’s vision for local government.

25. Engagement is the process of developing on-going, mutually beneficial and two-

way relationships with communities and community planning partners. It is about

giving people access to information and the chance to have a greater say and

influence over what happens in their community. Effective engagement should

encourage and facilitate participation.

26. It is important to note that there is no fixed approach to engagement or

participation. There are many different methods available and it will be important

to select the most appropriate methods for the optimum level of involvement

during the process. However, engagement and participation should be open and

inclusive, and equality considerations should be taken into account and efforts

made to remove barriers to engagement.

27. Effective engagement of communities is a long-term process and is likely to be

most effective and meaningful at a local or neighbourhood level. As communities

will vary considerably between different areas, the challenge facing councils and

their community planning partners will be to develop approaches that best suit

local circumstances.

28. The Planning Act 2011 will place a requirement on councils to produce a

statement of community involvement setting out how the council intends to

involve the community in the delivery of their planning functions, including the

preparation of the local development plan. Participation and engagement is also

recognised as a key underlying principle and process within this Foundation

Programme.

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29. Guidance and good practice in community engagement are set out in the case

studies in the Annex. The Annex also includes the Scottish National Standards for

Community Engagement and examples from Northern Ireland.

Transparency and Openness 30. Community planning requires transparency and openness in relation to the

evidence base used to understand need and set priorities, engaging and involving

key partners and communities, and performance management systems used to

monitor progress and accountability. This is important for securing buy-in to the

process.

Equality and Diversity

31. Community planning should reflect and respect the diversity across Northern

Ireland, and incorporate equality and good relations duties. Understanding the

unique needs and building on the unique strengths of each new local council

district and its communities will be a key feature of community planning.

32. Community planning must not only take into account equality and diversity but it

can also play a key role in championing it. Building equality and diversity into the

community planning process will help ensure that it responds to the diverse needs

of areas and communities.

People Centred Delivery

33. Community planning should be people centred. The wellbeing of an area and the

quality of life of its citizens should be the principal reference point in identifying

the key problems and opportunities in an area. Community planning needs to be

genuinely open to and concerned about peoples’ needs, therefore listening to and

engaging with local people and the organisations that represent their interests will

be important.

34. Moreover, community planning is about finding local solutions for local issues.

Therefore, whilst we can share and potentially transfer good practice, community

planning is about translating that in such a way that it is meaningful and effective

for a particular local area. Flexibility and adaptability will be crucial elements for

successful community planning.

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4. Key Supports

35. This section outlines some of the key supports that are needed for community

planning to work. Like all processes it needs a sound foundation on which to

build. The legislative base and linked regional policies and strategies will provide

a starting point, but additional supports will also be needed. It is recommended

that Statutory Transition Committees and incoming councils during the shadow

period give consideration to the following:

Good Governance and Clear Accountability (for decision making and delivery)

36. The governance and accountability arrangements for community planning are

important to its success, both at the local area and in terms of the relationships

between the local areas and regional agencies and Departments, and with the

Executive. It is needed to support decision-making and delivery, and facilitates

better partnership working to achieve outcomes. Developing and building good

governance and accountability processes will have its challenges given the

breadth of change happening at the regional level and the range of existing and

potential partners and structures that exist locally. Statutory Transition

Committees and the incoming councils during the shadow period should continue

to negotiate this arrangement with regional government as local structures

emerge. This is considered in more detail in the next section on ‘Process’.

Evidence and Learning - Information Gathering and Sharing 37. Information gathering and sharing is essential to the success of community planning

as is joint working between agencies, which should ultimately lead to better

outcomes for all. It is required for a variety of reasons:

• to assess community needs appropriately and accurately;

• to gain a shared understanding of need;

• to provide a basis for joint planning and targeting of resources;

• to assist in performance management and the setting and monitoring of shared targets;

• to improve efficiency and reduce duplication;

• to promote mutual understanding by sharing key organisational information ; and

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• to improve customer service and promote consistency in customer care.

38. One of the first steps to enable the Statutory Transition Committees and incoming

councils to prepare for community planning will be to carry out an information

audit to identify what information currently exists and is required to support

community planning in their new council area. The audit should identify what

information is available currently (such as NISRA held data, council information

and that held by partner agencies) and what gaps exist. It should also identify

examples of good practice in sharing information, the barriers to collating and

using information, and how relevant information can be gathered efficiently and

effectively. This will give each new council area a sound base from which to

develop a strategic approach that will support evidence based decision making

and the monitoring of performance.

39. Community planning brings agencies together and encourages information

sharing and more informed decision-making. In particular, it provides the

opportunity for improved information sharing, not just between public sector

organisations, but also with the voluntary, community and private sectors.

Examples of good practice in the development of information databases and

information sharing can be found in the case studies at in the Annex.

Communication 40. Meaningful and effective communication will be essential throughout the

community planning process. However it will be particularly important during the

early stages in order to build shared understanding and trust, and will be essential

in helping to ensure that the roles of the various partners are well understood.

Community Development 41. To enable all communities to engage and participate in community planning, it is

important that they are equipped with the necessary skills and capabilities.

Community development enables people to come together to influence or take

decisions about issues that matter to them and that affect their lives, to define

needs, issues and solutions for their community, and to take action to help

themselves and make a difference. Therefore adopting a community development

approach will be a key support and enabler in the community planning process.

This is particularly important for those communities not as well equipped to

engage and participate as others.

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Resources 42. Effective community planning should lead to better co-ordination of service

delivery and less duplication of services, thereby resulting in efficiency savings.

This will mean that councils and their community planning partners will be able to

make better use of existing resources. A commitment to share and re-align

resources will be a critical success factor for community planning.

43. Examples of good practice in the pooling and sharing of resources can be found

in the Annex case studies.

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5. Key Processes and Recommended Steps

44. This section explores the key processes which will need to be developed in

preparation for community planning and includes recommended steps that should

be undertaken in advance of 2015. Many of the processes are inter-connected,

but can be grouped as follows:

Monitoring and Review

Performance

and Accountability

Alignment

and Scope

Capacity Building and

Culture Change

Getting Started

Partnership

Engagement

Governance

Supporting Planning and Delivery

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Alignment & Scope

45. Early steps in community planning involve both scoping out the information

already available and also the extent to which that information could be shared in

order to help build a common understanding of the needs and opportunities that

exist in an area.

46. No new council area is dealing with a “blank canvas”, but preparatory work is

needed to understand the new local area and how previous strategies and plans

can be used to inform the new vision and plan. Steps should be taken to ensure

there is an evidence based approach to understanding the new locality and the

needs of the new area and to establish an effective and efficient approach to

information gathering and sharing, essential for informing community planning

decisions.

Alignment & Scope

Recommended Steps

i. A clear audit of the existing plans/strategies for the new council area for all sectors ii. Desk-based collation of existing short, medium and long-term plans and strategies

which currently impact or relate to the new council area. iii. Identify the key issues that will inform the development of the long-term vision

through a fact based audit. iv. Mapping of current priorities, plans, programmes (including service delivery) and

funding as a way of uncovering duplication and gaps in addressing issues. v. Consider and correlate the current information that the councils hold on any aspect of

the new council area. vi. Consider any current information sharing processes between sectors that exist in the

new council area. vii. Research other information sources that may exist which provide information on the

new council area and how easily accessible these are. viii. Seek to identify good/effective practice on information-sharing within the new council

area.

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Culture Change & Capacity Building

47. Community planning challenges traditional ways of working and delivering

services. It requires the development of new attitudes, behaviours, skills and

competencies that will underpin joined-up policy development, effective

partnership working and effective engagement. It will place new demands on

community planning partners, from those in decision-making positions to those

working at the point of service delivery. The early investment in awareness and

capacity building will be essential to bring about the cultural change and skills

needed to deliver community planning.

48. Councillors may fulfil a number of a key roles in the community planning process:

• as members of a community planning partnership, including thematic groups where they may hold a strategic leadership role;

• as members of partnership bodies, where they may assist in considering the contribution of the partner body to community planning;

• as representatives or the “voice” of communities;

• as members of sub-groups or working groups associated with community planning partnerships to which they can contribute their own specialist interests, experience or expertise;

• as representatives on various other bodies with a stake in community planning, such as area or joint committees; and

• through regular liaison with relevant partner bodies on initiatives which can make a positive contribution to community planning processes.

49. Both councillors and members of partner bodies will require support. That could

include:

• regular briefings on key community planning issues and developments;

• capacity building and skill-sharing workshops;

• development of electronic networks, discussion forums and so forth, for

sharing experiences and good practices.

50. Capacity building should be undertaken with all community planning partners.

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Culture Change & Capacity Building

Recommended Steps

i. Undertake initiatives aimed at raising awareness of the issue of community planning and what best practice looks like through a programme to target all those who will play a role in community planning.

ii. Begin a capacity building programme with elected members to raise awareness of community planning and its implications and to begin to equip them with the additional skills to take on this new role.

iii. Consider and organise a number of seminars/conferences, to raise awareness, and to debate and discuss the development of community planning in the new council area.

iv. Identify champions in each partner organisation to help develop the community planning process and to support change management and capacity building within their organisation.

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Partnership Governance & Structure Engagement

Partnership Working

51. The success of community planning will be grounded in the development of

effective partnership working between organisations delivering public services in

the council area and between these organisations and the communities they

serve.

52. The community planning legislation and subsequent guidance may specify which

organisations will be required to participate in community planning. The active

participation of public sector agencies, especially those with significant public

resources, will be required to ensure that community planning works. It is

essential, therefore, that relationships are established with these agencies.

Where existing relationships are well established, these should be further

developed and where not, actively pursued.

53. Community planning involves the creation of a strategic partnership structure

supported by a number of partnerships focussed on themes or particular

communities. Councils should take the opportunity to look at the various

partnership arrangements that are already in place and which may be needed in

the future to ensure that it is not overly complex, and is fit for purpose.

54. Considerable research exists in terms of effective partnership working and this is

set out in the Annex case studies.

Engagement

55. The method used by councils and community planning partnerships to engage

with communities should reflect the circumstances of their particular area. For

example, the structure and working practices of organisations and groups in rural

areas will differ from those in urban areas. As a result, each will require distinct

approaches aimed at achieving broad local ownership of the process.

Individuals, communities and representative bodies should feel that their views

have been listened to and taken into account. Effective local engagement can be

difficult to achieve, so it may be appropriate to try alternative approaches.

Examples of different approaches can be found in the case studies in the Annex.

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Governance - Developing structures to support Community Planning

56. To ensure the community planning process is effective there will be a need for

involvement and participation from a wide range of sectors and organisations.

Many of these organisations are already participating in partnership working

across Northern Ireland delivering noticeable benefits as a result. Building and

learning from these should be natural starting points for the new councils.

Community planning may require a different approach to partnership working, for

example to overcome any tensions that will arise over prioritisation, especially

where there are limited resources.

57. Statutory Guidance will be issued ahead of the introduction of the community

planning duty that will assist with possible governance structures or models to

facilitate community planning. In the interim it is recommended that each new

council area should consider establishing a district-wide Community Planning

Partnership which will have responsibility for creating the vision and key priorities

and for ensuring it is resourced and deliverable. Beneath this, other supporting

structures are likely to be required and may include:

• a small number of thematic partnerships responsible for creating more

detailed plans on specific issues; and

• local area partnership arrangements working with local communities to

ensure the district / thematic plans address the needs of local people.

58. The STCs and the incoming councils during the shadow period and their

partners should develop arrangements which work best for their areas, having

regard to what is already in place and working well, and to the key challenges

facing the area.

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Partnership Governance & Structure Engagement

Recommended Steps

i. Conduct an audit of all existing partnership arrangements in the new council area. ii. Map this existence and seek to identify duplication, gaps and the possibility for more

effective working. iii. Consider models of best practice in partnership working in the new council area and

create a list of key elements which ensure effective working. iv. Consider the current organisation of the business community and private sector in the

new council area and begin a dialogue about their role and participation in community planning.

v. Consider the current organisation of the community and voluntary sectors in the new council area and begin a dialogue about their role and participation in community planning.

vi. Assess current arrangements across the sectors within the new council area for engaging with local people, and use this as a baseline to help develop more joined up community engagement processes.

vii. Map out the current engagement with other public agencies in the new council area and consider the quality of the relationships and the gaps in engagement.

viii. Begin a process of active engagement with the public agencies which are key to the ongoing development of the new council area.

ix. Consider any current models of working at local area level. How effective are they and what is their potential within the community planning process?

x. Use the strategy mapping and audit of existing partnerships to identify and understand the core issues for each new council area and consider how the issues could be used to create a series of thematic partnerships.

xi. Consider what a “fit for purpose” model of partnership would look like to deliver and implement community planning in the area. Consider the roles, decision making and resource allocation processes and accountability, and how partnerships link to the planning and decision making processes of the organisations involved.

xii. Begin a process of engagement on possible structures and architecture.

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Performance & Accountability

59. Under the proposed legislation for community planning councils and their partners will monitor progress against community planning objectives and produce a

statement on progress. Community planning should focus on results rather than process and should ideally be measured in relation to the outcomes it achieves. However, achieving outcomes requires a series of intermediate steps, some taken

by individual bodies and some jointly. Being able to monitor progress and performance calls for robust and sound data/information, as well as integrating performance improvement and accountability frameworks that connect with the

actions of local and central government and key agencies. These are needed to support:

a) an alignment of the use of resources at local and regional level;

b) clarity on accountability for the delivery of actions; c) a focus on delivery; and

d) connecting performance improvement and accountability at the local level with regional outcomes and targets.

60. Elsewhere in the UK a focus on outcomes has allowed greater alignment between regional priorities (such as is outlined in the Executive’s Programme for Government and Economic Strategy for example) and local priorities, creating a more integrated approach to delivering outcomes. The Annex contains an

example of a Scottish Single Outcome Agreement and how national priorities are translated at a local level.

Performance & Accountability Recommended Steps

i. Audit current performance management processes among those organisations operating in the new council area and assess the issues which need to be addressed in attempting to create more coherence and consistency, where appropriate.

ii. Develop a robust performance / data information framework to enable the new council area to monitor and report on progress and performance against the community plan.

iii. Ensure the performance management process is able to monitor progress against outcomes, and embed an outcomes based approach from the outset.

iv. Consider the connections between management frameworks at a local level and emerging regional frameworks.

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6. Delivering the Building Blocks of Community Planning

61. The period up until April 2015 is the opportunity for local government and its

partners to develop capacity, learning and experience in leading a citizen-

focussed, multi-agency approach to community planning. The following phased

approach is recommended as an overall framework:

Phase Focus of Activity Responsibility

2013 -14:

The Building Blocks of

Community Planning

Understanding the new district area and preparing for community planning by:

• Auditing and mapping of existing communities, needs and assets, plans & partnerships etc.

• Developing awareness and building capacity of key stakeholders to participate and engage in the process.

• Developing the processes and identifying the possible structures necessary to support community planning.

Statutory Transition Committees

2014 -15:

The Building Blocks of

Community Planning

Developing and agreeing the “what” and “how” of community planning for the new local area by:

• Refining and negotiating local processes and structures – e.g. governance and monitoring arrangements.

• Continuing to build capacity & participation across sectors.

• Continuing the process of dialogue and engagement to consider community planning outcomes for the new local area.

Incoming Councils during the shadow period

2015

Delivering Community

Planning

Agreeing the approach to Community Planning and implementing the subsequent Community Plan:

• Agreeing the area Vision and publishing the Community Plan. Considering links between the Community Plan and Local Development Plan.

• Delivering against the plan - monitoring & reporting performance.

• Continuous review and development of community planning processes and structures.

New Councils

62. The above table provides a framework within which the STCs and then the

incoming councils during the shadow period can take forward their preparatory

work for community planning. The first phase, led by the STCs, is mainly about

building understanding, awareness, and capacity. The second, led by the incoming

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councils during the shadow period, will take the process forward into negotiating

partnerships, considering outcomes, and establishing structures.

63. In practice the steps are unlikely to be separate and distinct as set out in the

framework, as some themes may be already developed.

64. Once preparations begin, opportunities may arise to identify key outcomes, and to

begin working together on them. This will assist in learning about community

planning and the challenges it presents.

65. It is recommended that STCs develop a Project Plan for taking forward the

preparatory steps for community planning in their area using this framework, with

the involvement of the key statutory partners. The commitment of those partners

to the Programme may be underpinned by a partnership agreement setting out

their respective roles and responsibilities. The STCs will be the lead partner.

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Community Planning Foundation Programme

Key Links Pilots & Capacity Building

1. The Community Planning Foundation Programme provides a framework and

learning platform to develop and refine practical working arrangements, build

new relationships, and inform the development of subordinate legislation and

guidance for the new arrangements.

2. It is the Department’s intention that the 11 council clusters should take forward

the Community Planning Foundation Programme, and they will be provided with

support through the capacity building programme. The Working Group has also

developed a capacity building framework which sets out the skills,

competencies and underpinning knowledge needed by councils and partners to

create and implement effective community plans. The framework is assisting

the Department in identifying key activities to be included in the overall local

government reform capacity building programme.

3. The Department also intends to support the 11 council clusters in taking

forward preparatory work for local development plans, which will assist in re-

coupling the planning and regeneration powers that are key functions

transferring to local government. There is an opportunity for STCs to take

forward some preparatory work for community planning and local development

plans in tandem. For example, community engagement is at the core of both

the creation of the community plan and the local development plan, with the

new Planning Act 2011 requiring a statement of community involvement to be

in place before the preparation of a council’s local development plan. Gathering

information to establish an evidence base will also be mutually beneficial to

both processes.

4. In addition to preparatory work for local development plans, the Working Group

has produced a menu of pilots which will allow local government and its

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partners to test other aspects of delivery arrangements for community planning,

spatial planning and regeneration. The design of the pilot programme reflects

the strong interconnectedness between these three key functions of local

government post reform. The menu of pilots will be issued as part of a larger

research document, which will set out baseline information gathered through a

series of visits to all councils last year (2012). The research document will also

assist with capacity building and will be issued in November 2013.

Shaping Place: Links to Planning and Regeneration

5. The statutory link between community planning and the creation of the local

development plan, together with the transfer of regeneration powers, should

afford councils a real opportunity to place-shape, aligning physical development

with the economic, social and environmental priorities of their areas. These

links will also assist in contributing to the development of communities which

enjoy a better quality of life and are more sustainable. The integration of these

functions should provide a much better insight, perspective and a productive

joined-up approach which optimises the opportunity to make the best use of all

the strengths available.

6. Linking service delivery, long term objectives of an area, and physical planning

and regeneration, will change the way our areas are planned and will bring and

sustainable development into sharper focus.

Alignment with Regional Initiatives and Strategies 7. Northern Ireland Departments are progressing work in a number of areas that,

following the re-organisation of local government, are likely to be key aspects

for consideration in the community planning process. These include:

• Policing and Community Safety Partnerships and the proposed plans

• Transfer of Neighbourhood Renewal programmes to local government

• Transfer of Rural Development Programmes

• Joint working between councils and the new Public Health Agency

• The Social Investment Fund

8. Northern Ireland Executive Ministers are also progressing with cross-cutting

strategies and programmes that are being considered in the context of the

proposed community planning duty on councils. Community planning offers

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potential for the better alignment of these regional strategies with local

priorities. At present some of the strategies which will impact on community

planning include:

a. Together Building United Communities

b. Delivering Social Change

c. The new Public Health Framework

d. The Urban Regeneration and Community Development Framework

9. STCs are encouraged to contribute to any consultation exercises on regional

strategies to ensure that the local perspective is considered.

Performance

10. It is critical that a performance improvement framework is built around each of

the community plans produced. The legislative requirements for the council and

its partners to monitor progress against objectives and actions and to publish a

statement every 2 years will form one element of this. However it is also

important that this reflects progress against outcome agreements across

agencies and between local and central government.

11. Whilst it is difficult to demonstrate performance against long term outcomes, it

is possible that shorter term (interim) indicators could be developed to ensure

that progress is tracked.

12. Based on experience from England, Scotland and Wales, community planning

can only be successful when long term outcomes are agreed amongst the key

agencies involved. However, practice research also indicates that long term

outcomes can be difficult to identify and that realisation of tangible benefits can

also be difficult to measure.

13. The main lesson learnt from this is that key partners, including local

government, must develop a short to medium term performance framework with

a set of shared and agreed performance indicators. This has been attempted in

England, Scotland and Wales on a local level and regional level. The

conclusion from these benchmarks is that a regional performance management

framework with regionally agreed indicators (and locally set targets) is

successful in helping to achieve the community planning outcomes.

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14. There is recognition in Scotland and Wales that the achievement of the

outcomes is not solely down to the community planning partnerships, but a

large part of their success is attributable to the regional governments of the

areas. Given this, it will be important for Northern Ireland to have a consistent

approach to performance improvement across each of the community planning

partnerships.

15. England, Scotland and Wales have all changed their performance management

frameworks after 3 – 5 years and it is important that any regional framework is

flexible enough to be reviewed and changed after the initial bedding-in period.

This flexibility should also include the performance indicators and targets that

have been previously agreed.

Development of Statutory Guidance

16. The Foundation Programme provides for a phased approach to community

planning, and outlines what can be realistically achieved between now and

2015, based on learning here and in other jurisdictions. As described earlier, it

is anticipated that the learning opportunities presented by the range of

approaches adopted by the 11 council clusters will be used to inform the final

statutory guidance.

Evaluation and Support

17. To support the learning process and the sharing of experiences the Department

will:

• Provide further guidance to STCs and their partners as considered

necessary;

• Include key activities to support community planning in the overall local

government reform capacity building programme; and

• Provide communication updates through Reform Inform. 18. An engagement event to raise awareness of the content of the Foundation

Programme will take place in November 2013.

19. The Department will put in place an evidence-based evaluation process to

support the operation of the Foundation programme and the introduction of the

statutory duty by:

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• identifying and sharing lessons learned and best practice;

• identifying any barriers to progress and potential solutions; and

• identifying key issues for the finalisation of the statutory guidance.

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Appendix 1: Summary of Key Steps

Alignment & Scope

A clear audit of the existing plans/strategies for the new council area for all sectors.

Desk-based collation of existing short, medium and long-term plans and strategies which currently impact or relate to the new council area.

Identify the key issues that will inform the development of the long-term vision through a fact based audit.

Mapping of current priorities, plans, programmes (including service delivery) and funding as a way of uncovering duplication and gaps in addressing issues.

Consider and correlate the current information that the councils hold on any aspect of the new council area.

Consider any current information sharing processes between sectors that exist in the new council area.

Research other information sources that may exist which provide information on the new council area and how easily accessible these are.

Seek to identify good/effective practice on information-sharing within the new council area.

Culture Change & Capacity Building

Undertake initiatives aimed at raising awareness of the issue of community planning and what best practice looks like through a programme to target all those who will play a role in community planning.

Begin a capacity building programme with elected members to raise awareness of community planning and its implications, and to begin to equip them with the additional skills to take on this new role.

Consider and organise a number of seminars/conferences, to raise awareness, and to debate and discuss the development of community planning in the new council area.

Identify champions in each partner organisation to help develop the community planning process and to support the change management and capacity building within their organisation.

Partnership Governance & Structure Engagement

Conduct an audit of all existing partnership arrangements in the new council area.

Map this existence and seek to identify duplication, gaps and the possibility for more effective working.

Consider models of best practice in partnership working in the new council area and create a list of key elements which ensure effective working.

Consider the current organisation of the business community and private sector in the new council area and begin a dialogue about their role and engagement in community planning.

Consider the current organisation of the community and voluntary sectors in the new council area and begin a dialogue about their role and participation in community planning.

34

Assess current arrangements across the sectors within the new council area for engaging with local people, and use this as a baseline to help develop more joined up community engagement processes.

Map out the current engagement with other public agencies in the new council area and consider the quality of the relationships and the gaps in engagement.

Begin a process of active engagement with public agencies which are key to the ongoing development of the new council area.

Consider any current models of working at local area level. How effective are they and what is their potential within the community planning process?

Using the strategy mapping and audit of existing partnerships to identify and understand the core issues for each new council area and consider how the issues could be used to create a series of thematic partnerships.

Consider what a “fit for purpose” model of partnership would look like to deliver and implement community planning in the area. Think about roles, decision making and resource allocation processes and accountability, and how partnerships link to the planning and decision making processes of the organisations involved.

Begin a process of engagement on possible structures and architecture.

Performance & Accountability

Audit current performance management processes among those organisations operating in the new council area and assess the issues which need to be addressed in attempting to create more coherence and consistency, where appropriate.

Develop a robust performance / data information framework to enable the new council area to monitor and report on performance against the community plan.

Ensure the performance management process is able to monitor progress against outcomes, and embed an outcomes based approach from the outset.

Consider the connections between performance management frameworks at a local level and emerging regional frameworks.

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Appendix 2: How the Foundation Programme was Developed

The Reform of Local Government

1. The Reform of Local Government is the final strand in the Review of Public Administration and was originally initiated by the Northern Ireland Executive in June 2002. The Review of Public Administration (RPA) involved an extensive review of the arrangements for the accountability, development, administration and delivery of public services in Northern Ireland, the first major re-examination of public services here for 30 years. Significant changes have been implemented within the education and health sectors; with the implementation of the reform of local government now also well advanced. In line with the Executive’s vision of strong local government, the RPA process also included plans to introduce community planning to Northern Ireland.

2. The local government reform programme is overseen and directed by the Minister of the Environment on behalf of the NI Executive and administered through the Department of the Environment. A partnership approach between local and central government was established to take forward the reforms using a 3-tier governance structure as set out below:

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3. The Regional Transition Operating Board (RTOB) established nine task and finish working groups to take forward specific pieces of work, one of which is the Pilots and Community Planning Working Group. The Group’s terms of reference and outline work plan is summarised below:

• Developing and refining practical working arrangements for the integration of community planning, planning, regeneration and other transferring functions with existing council functions across the 11 Council clusters. This includes:

a) the establishment of pilots on Planning and Regeneration in the first instance within an agreed community planning framework; and

b) the introduction of community planning on a non-statutory basis as a forerunner to councils receiving the statutory duty in 2015 within a clear and agreed definition for community planning.

• Contributing to the capacity building programme for local government reform in relation to community planning, planning, regeneration and related issues.

• Monitoring, evaluating and identifying learning from across the areas of community planning, planning, regeneration and other transferring functions, and provide recommendations for guidance and any necessary regional policy, subordinate legislation and standards to the Department of Environment (DOE) and other relevant departments and agencies.

4. The Working Group subsequently established three ad hoc groups – Pilots, Capacity Building, and Community Planning Foundation – to assist in the delivery of the work plan. The Community Planning Foundation ad hoc group was instructed to: i. Develop the “framework within which councils, departments, statutory bodies

and other relevant agencies and sectors can work together to develop and implement a shared vision for promoting the well-being of their area based on effective engagement”;

ii. Review of community planning practice in Northern Ireland; iii. Review the original Community Planning Foundation Programme to ensure

that it is still fit for purpose (see paragraph 6 below); iv. Make recommendations to the Working Group on any adjustments required

to the Community Planning Foundation Programme; v. Advise the Working Group on the mechanisms that should be in place and

make any recommendations as necessary to inform and help shape the regional legislation and guidance.

Developing the Foundation Programme

5. In 2008, during the previous preparations for local government reform, a Strategic Leadership Board (SLB) chaired by the Minister of the Environment was supported by three policy development panels which were established to support the implementation and development of policy. The SLB and the policy development panels were made up of elected representatives from the five main political parties supported by senior officials from those departments transferring functions and senior advisors from local government.

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6. One of the policy development panels (the panel on governance and relationships - PDP A) developed a Foundation Programme to support councils in their preparations for the introduction of community planning. This programme was endorsed by the Strategic Leadership Board in October 2009. The stated aim of the programme at that time was to ensure that councils were at a suitable stage of preparedness by May 2011.

7. The first step for the newly established Pilots and Community Planning Working Group therefore was to review the Foundation Programme as developed by the policy development panel. The group considered that the Programme was largely still relevant and appropriate but that it needed updated to reflect the developments regionally and locally since the programme had been developed, including the Big Lottery Fund-funded pilot work (note: Community Places evaluation of the pilots on behalf of Big Lottery Fund and subsequent toolkit which can be found at: http://www.communityplanningtoolkit.org/).

8. Other aspects that the ad hoc group considered needed to be updated within the previous Foundation Programme included:

-­‐ Providing a clear definition of community planning that is understood across all sectors and stakeholders;

-­‐ Capturing experience from across Northern Ireland in terms of the development of community planning since 2011 and reflect learning from other places;

-­‐ Reflecting the changed economic and financial environment (e.g SIF); -­‐ Placing a stronger emphasis on outcomes, and linking the Programme to

Delivering Social Change;

-­‐ Aligning to a performance management framework being developed as part of the local government reform proposals.

9. The review of the Foundation Programme including a series of workshops were held as follows:

• Local government / elected members (NILGA) – 25th January 2012 • Government Departments and Statutory Agencies – 25th February 2013 • Community and Voluntary – 26th February 2013

10. Given that wider and ongoing stakeholder sessions would be held as the community planning process developed, for example, to examine structures, planning process, representation etc.; a relatively small but representative number of key stakeholders were invited to the engagement workshops held in February 2013 to act as an initial ‘sounding board’. Facilitation was provided by Belfast City Council. Both workshops followed the same format.

11. A summary of the key issues / feedback from the workshops is provided below:

• Need to develop a shared understanding of what community planning means and show how it will be different.

• Focus on outcomes and the difference the plan will make to an area – develop a people focused delivery mechanism and do not ‘over-engineer’ the process.

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• It is essentially a change management process within a complex environment and not starting from a clean sheet. Leadership will be required at all levels.

• It needs strong accountability, governance and structures, supported by a shared performance and accountability framework.

• It needs to secure shared ownership and should not be seen as a local council programme. The importance of partnership working was stated.

• Importance of participation and engagement, linked to transparent and accessible processes.

• Importance of evidence-based decision making and building on existing good practice.

• Importance of ongoing capacity building jointly across the sectors and for elected members.

• It must be aligned to spatial planning and regeneration, with a strong link to transfer of planning and regeneration functions.

• It must encourage and support the alignment / integration of plans, strategies, resources and delivery, and ideally move towards single outcome agreements and securing efficiencies and effectiveness without losing local focus.

• It cannot be a ‘one-size fits all’, and should reflect the diversity across Northern Ireland and build community development as not all areas have equal capacity.

• It is important to communicate effectively and manage expectations. It will be a long term process with no ‘additional’ resources.

12. An editing subgroup was tasked with redrafting the 2009 Programme to reflect the emerging developments and feedback above, culminating in the production of the Northern Ireland Community Planning Foundation Programme – Preparations in Advance of 2015.

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Annex:

Community Planning Case Studies

Contents: Northern Ireland and Republic of Ireland 1. Armagh, Banbridge and Craigavon – An Integrated Approach to Community

Planning 2. Ballymena - Community Cluster Concept 3. Belfast - Big Lottery Fund Community Planning Pilot and Area Working Groups 4. Derry / Londonderry - One City, One Plan, One Voice (ILEX) 5. Newry & Mourne - Development Management Planning site 6. Omagh & Fermanagh - Big Lottery Fund Community Pilot Project 7. Louth Age Friendly County: Sharing the Journey Scotland and Wales – background to community planning 8. Community Planning in Scotland 9. Community Planning in Wales

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1. Armagh, Banbridge & Craigavon - An Integrated Approach to Community Development Background Councils have a statutory remit for community development and as part of this they provide a range of practical and financial support to their community and voluntary sectors. Under current funding arrangements every council in Northern Ireland is required to produce a Community Support Plan in full consultation with the local community in order to be eligible for grant aid from the Department of Social Development (DSD). In preparation for the implementation of the Review of Public Administration staff responsible for Community Development in Armagh City and District Council, Banbridge District Council and Craigavon Borough Council came together to consider how they could best support the community and voluntary sector across all three areas. As a starting point they commissioned a scoping study of the sector – “The State of the Community and Voluntary Sector in Armagh, Banbridge and Craigavon Council Areas”. The Scoping Study commenced in February 2009 and included consultation with council staff, representatives from key statutory agencies, other stakeholders, and community and voluntary sector organisations. It has provided an overview of the voluntary and community sector, and highlighted the key issues of concern and needs within the sector from the perspective of all those consulted. Lead Agency and Key Partners Key Partners: Armagh, Banbridge and Craigavon Councils, together with the Voluntary & Community Unit of the Department for Social Development Lead Authority for the research: Banbridge Involving Local Communities As part of the Scoping Study, questionnaires were sent to 600+ voluntary and community groups across the Banbridge, Craigavon and Armagh area. In total, 84 questionnaires were returned. In addition, 43 groups were contacted by telephone. Feedback from the questionnaires and telephone consultation with groups, and feedback from the statutory agencies and other key stakeholders consulted highlighted a number of key issues for the sector. Stakeholders consulted highlighted the following:

• Activities groups were involved in supporting the broad aims of promoting

community engagement, developing local skills and, where appropriate, addressing issues of concern.

• A quarter of groups employed full time staff and one third employed part time (some of these groups employed both). However the majority were reliant on between 6 and 20 volunteers (on average).

• Of the 59 groups that provided information on annual running costs, the majority had annual costs of under £5,000.

• The majority of funding came from councils, fundraising and donations, the Health Trust, income generation, and subscriptions.

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• A wide range of organisations provided practical support. Key issues highlighted through feedback included:

Resources • Concerns about the implications of reductions in overall funding for smaller groups. • Acknowledgement that the availability of limited resources may result in more co-

operation and collaboration to make best use of resources. • Acknowledgement that due to reductions in Peace funding there may be a greater

demand for funding from Government sources including Councils who themselves face greater constraints and become more accountable.

• Recognition that funders need to ensure that funding is allocated to groups on the basis that they meet identified need and match key policies and strategies and that they demonstrate partnership working and value for money.

• Acknowledgement that funders need to collaborate at a more strategic level to minimise duplication and maximise complementarity.

• Suggestions that grant aid procedures should be commensurate with the amounts sought.

• Acknowledgement of the need for a heavy emphasis on volunteers in the future. • The need to ensure succession planning for voluntary and community groups. • The need to make best use of facilities. Other Support for the sector • Concerns about the demise of the support organisations - to support local groups

and act as link with statutory sector. • The need to ensure that there is a well organised support infrastructure for the

sector. This links with the DSD Strategy for Support Organisations. Options include:

• One network organisation or a network consortia for the whole new Council area operating via Government grants and/or membership fees.

• Councils providing practical support through their Community Services teams. • Groups organising themselves into a Community Forum (to provide a voice,

lobbying fora etc).

Other issues

• The need to get beyond the “gatekeepers” and overcome apathy. • Concerns about the relative strength of the Banbridge community infrastructure post

RPA. • The need for better connections with the private sector and to the wider general

public. • The impacts of the implementation of the RPA. • The need for more collaboration and co-operation in terms of sharing ideas,

knowledge, skills, resources and in terms of project and service delivery - this will be

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a long term process for the sector. • Statutory and other support organisations should seek to co-operate on a more

formal basis in future to ensure that they provide holistic support in a way which minimizes duplication and makes best use of resources.

• There should be a means by which key statutory organisations and the community and voluntary sector can have effective two-way communication.

• The sector will need on-going training/mentoring on committee skills, supporting volunteers, fundraising, managing employment issues, good relations, planning, administration, financial management, etc.

• The sector will need to effectively measure its impacts in order to demonstrate its value, which in turn could lead to more sustainable support for the sector. The sector needs training and support in this.

• Funding providers need to be more output focused. • The need for a broader understanding of Community Planning.

Resources The research was part funded by DSD. Armagh, Craigavon and Banbridge Councils also contributed.

What we did The research into the State of the Sector included:

a) Reviewing Community Support Plans. b) Identifying the key elements required for the successful sustainability of the current

community and voluntary sector in their respective council areas in the context of need, as well as planning ahead for the amalgamation of the three councils (and their respective communities) into one larger council area.

c) Taking into account the complexities that this will bring to the sustainability of these wider communities, and suggesting ways as to how communities can work better and smarter together, examining the internal and external policies and strategies that influence the delivery of the Community Support function across the area of remit.

d) Further providing robust information on the key areas that the Community Services/Development function needs to focus on, in the run up to and beyond RPA.

e) Clearly identifying the major factors that may have an impact on the delivery of the Community Support function in the wider context of the larger council area.

f) Suggesting a vision for Community Support; the type of area we are trying to create, and what we will need to do to achieve it. The research will clearly outline a range of objectives, and a plan of action to help achieve them, both up to and beyond RPA.

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Achievements Key achievements to date include:

• Production of a comprehensive report into the state of the community and voluntary sector in Armagh, Banbridge and Craigavon.

• A further piece of research commissioned into “Planning for a Sub-regional Support Structure within the ABC Council Area”. This research had commenced but due to RPA being postponed remains incomplete. However, since the revitalisation of local government reform, this is now being reviewed by staff tasked with managing the Community Services function in the ABC area.

• Tri–Council Community Support Plans produced on an annual basis, containing area specific actions as well as shared collective actions across the proposed ABC council area.

• Scoping of grant aid programmes undertaken with recommendations for review • Discussions regarding Advice Services and how they may be commissioned in

the future. • Banbridge specific – Formation of 4 Locality Forums and 1 Interagency Forum. • Banbridge specific – Production and distribution of E-zine to inform the sector. • Banbridge specific – Training on capacity building & lobbying skills for the

sector. • Banbridge specific – Information sessions with the sector on local government

reform. Lessons Learned

• At strategic level there is a need for more co-operation and collaboration between funding providers and organisations which provide practical support to the voluntary and community sector.

• All three Councils will need to align their support for the sector, come 2015 when local government reform has been implemented.

Given the issues highlighted above, the main priorities for the three Councils should be: • To ensure best use of, and equal access to, facilities. • To review use of Council grants. • To ensure groups can access small grants. • To support strategic/important projects which have clearly identified needs and

which cannot obtain funding or match funding from other sources. • To ensure that funding providers collaborate so that best use is made of the

resources available. • To ensure that there are effective support structures for the sector. • To encourage volunteering. • To ensure that volunteers, and staff, have the skills they need to effectively fulfill

their groups’ objectives. • To ensure that there is co-operation and networking among groups at a local level.

The three Councils cannot fulfill these roles without co-operating with a range of other key

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stakeholders. Therefore the councils’ primary role in community support should be a strategic and leadership role, giving the sector the direction, communication mechanisms and co-ordinated support that it needs to undertake its role effectively. The three Councils need to position themselves as the “co-ordinators” of the support and funding bodies. This will not involve influencing other funding providers or support agencies decisions, rather advising on how they can be made to ensure complementarity and best use of available resources to meet clearly identified need. Further Information: Contact Person & Publications Mr Liam Hannaway, Chief Executive, Banbridge District Council Liam.hannaway@banbridge.gov.uk www.banbridge.gov.uk “State of the Sector 2009 Report” Tri-Council Community Support Action Plans

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2. Ballymena - Community Cluster Concept

Background

Community clusters provide an opportunity for community and voluntary groups to come together to share physical, human and financial resources. The aim of a community cluster is to coordinate public services and support within an evidence based needs analysis. Within Ballymena there are four geographical clusters which cover the entire Borough. This encompasses nearly all of the community groups based in Ballymena (over 30). These community groups, individually, have agreed to become involved and sign up to a community cluster network concept. Each of the participating community groups are placed within one of the four geographic clusters and work side by side with the elected members from those wards. The clusters have been established geographically using the ward structure and are made up of two urban and two rural clusters, namely:

• Bann Maine West (rural) • Ballymena East Rural (rural) • Ballymena South (urban) • North Ballymena (urban)

The four community clusters create a true synergy within and between these 30-plus community groups and within and between the four cluster areas. This community cluster concept encourages and facilitates active and proactive collaboration at community level and between community and public sector services. They create an opportunity to build and strengthen cross community relationships, deal with real community issues and build community capacity across the Borough. Each community group within a cluster remains autonomous, but within the four cluster concept they make joint decisions on shared resources, programmes and opportunities, thus stretching the public pound and ensuring that services are improved. The overarching aims of the community cluster concept include: • To build stronger, self-reliant and sustainable communities. • To integrate the community sector into Council’s Community Planning framework. • To improve opportunities for the community sector to gain access and have a clear voice

for the delivery of all public services, facilities and support. • To ensure that the community are engaged in identifying their needs and priorities, within

a limited resource, and to prioritise at a local level key areas of public spend needed at a community level.

• To strengthen the Community’s ability and position to draw down external funding. • To promote community participation and improved networking opportunities with groups

and individuals within and between the four cluster areas. • To build community capacity within and across the cluster. • To create a better collective identity for the Ballymena community. • To strengthen community influence on community issues. • To act as a vehicle and focal point for public services in terms of delivery, analysis,

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consultation responses etc. All community clusters work to an agreed Annual Priority and Action Plan that has been jointly developed and agreed between the elected members and the community. All members of the cluster have signed up to deliver on these priorities and actions, as the key needs of the community. The community clusters meet monthly to discuss progress, resolve issues and monitor outcomes, and they also build strong, lasting relationships at these meetings. This is community planning in action, where the community work with the council and the wider public sector to identify their needs and are involved in prioritising these needs against allocated resources. This also manages community expectations.

Lead Agency and Key Partners

Ballymena Borough Council leads on the community planning framework across the Borough. This process ensures that all key partners are actively engaged in the community cluster concept. This includes Council, and the Elected representatives, the wider public sector and over 30 community groups. The community groups’ capacity ranges from very new groups to the long established, and includes groups with varying ranges of skills, capability and capacity. The skill, capability and capacity is shared within and across the four clusters, resulting in improvement for all. Elected members, as civic leaders, have been the central key link in establishing the cluster concept and they remain a central and integral part of the cluster way of thinking and working. The Chairperson is a focal role of the community cluster concept, and in the four clusters, the chair is a community representative. The Chairperson is elected by the cluster, with everyone having their say. The chairperson represents the priorities and issues of that geographical cluster at the Ballymena Community Planning Strategic Alliance. The Community Planning Strategic Alliance is the overarching partnership through which all the key public sector partners engage at Chief Executive/Director level, and is chaired by an elected representative, supported by the Chief Executive of Council. Involving Local Communities Ballymena Borough Council initiated the community cluster concept. They involved local communities by hosting collective meetings with all key community/voluntary groups operating in the Borough, illustrating the concept of clustering and the benefits and the opportunities to be had. Throughout the establishment of these clusters, a process of continued community engagement was had with, for example, meetings with individual communities and the clusters, to define cluster names, boundaries , groups involved, general management of clusters and most importantly, devise Action Plans to be delivered. The overall community planning process was communicated and agreed with and by our communities, working side by side with the elected members. Elected members, throughout the process, were central to some critical conversations with individuals and communities. Capacity building continues around community planning with the elected members, the four clusters and the Chairperson continues. The key to the community cluster concept is that communities have a clear voice and they have an input into the services they need, understanding that there are resource implications and limitations. Resources The community cluster concept requires a full commitment from elected members, as civic leaders. The concept also requires time and commitment from the community and a willingness to engage. In terms of setting the model up, the cost is mainly down to time, including the time of the Chief

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Executive and key senior staff. Officers continue to work with each cluster to establish effective operational processes and good governance structures. No funding was provided in the first year, but Council have now provided approximately £20,000 per cluster to allow delivery, by the cluster, of their action plans and lever for additional funding. As the benefits of a community cluster concept grow, it is clear that community confidence in clustering is high, and action plans are becoming more ambitious and are being delivered upon by the community. The community is openly and willingly placing its own resources behind this concept, only two years on. What we did Ballymena Borough Council liaised with the local communities and identified with them the real opportunities of community planning and community clustering. They did this through engagement events, Training Needs Analysis and mentoring programmes for the community to ensure they expressed their views on better ways of working and delivering for themselves. The clusters were formed on a phased basis, with Phase 1 setting up two clusters - 1 urban and 1 rural. Following a review with the elected members and the community, they were deemed a success. The community cluster concept has now rolled out Phase 2 – the introduction of the further two clusters. Council provided governance arrangements, advice and support in setting up each cluster, support on development of action plans and support in capacity building for all. Council continues to work closely with each cluster, with designated officers for each cluster providing support, guidance and advice on the action plan. Council’s Capital Enabling Scheme was launched in July 2012 in response to the community clusters’ requirement for minimal pump priming money, to allow them the opportunity to secure major external funding interventions. This has tested the cluster concept and Council are delighted that the clusters have recognised the advantages of working together to deliver benefits to their localities, and to gain access to external funding. Achievements

1. Community Engagement in Community Planning Framework The community is working effectively with the council and other public sector stakeholders to identify needs and priorities against limited resources. 2. Securing increased resources with the community The capacity of the community has increased to the scale where they have secured more funding externally by sharing resources, joint funding applications and sharing experiences. 3. Projects Delivered Numerous programmes have been delivered by the clusters, including: • Youth and the elderly programmes across these communities. • Health based programmes, including Community Pharmacy programmes. • A Good Morning Scheme, with consideration to moving into domiciliary care having

been implemented. • Employability and Training programmes for the unemployed. • Good Relations and Peace III based learning opportunities. 4. Community Culture of Shared Learning • Sharing Experience – many experienced community groups have assisted and guided

the work of the newer, less experienced, community groups. • Sharing information between groups – there have been a number of shared suppliers

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passed between groups e.g. printers/electricians, etc. and large savings have been made by groups through using a shared insurance supplier and discussions around banks and fees.

• A central and shared administrative resource has been accessed by the four clusters. 5. Good Relations The establishment of the community cluster concept has seen the communities and individuals with different cultural, religious, political and social backgrounds come together to work and support each other to address need within these different localities. This has built and strengthened community relations. 6. Communication • Excellent communication systems have been established within and across the 4

clusters and the 30+ Community Groups. • Monthly meetings take place with representatives from the 4 community clusters to

share learning, experience and to build relationships. • Websites have been developed with a page for each area and other helpful resources. 7. Capacity Improvement Across all community groups and the 4 community clusters, capacity and capability has improved and is being further built upon on a month by month basis. 8. Information Systems • An evidence-based approach has been used to identify need including, e.g. use of

NISRA data. • Financial systems have been established to allow community clusters to control costs

and budget control. • A detailed database of information has been set up in relation to youth, senior citizens

and relevant organisations that offer services to the community, ie community signposting.

• Regular surveys are carried out by the community to ascertain changing needs and priorities of citizens.

Lessons Learned

1. Community Planning must be learned and fully understood by the community clusters to ensure that they continue to engage and play a realistic part in the process.

2. Elected members are key and critical to being involved in each community cluster. 3. It took longer than we first thought to get all the community groups signed up, but this

was time well spent. 4. Communication is the key to success. 5. The methods of engagement need to be tailored according to specific requirements of

targeted communities. 6. It takes time to partnership build, especially with communities that have historic

differences. This cannot happen overnight and communities must feel fully involved in order to embrace progress.

7. Reflection, capturing outcomes and celebration are very important.

Further Information: Contact Person & Publications

Organisational contact – Anne Donaghy, Chief Executive, Ballymena Borough Council Tel: 028 2566 0300 Email: Anne.Donaghy@ballymena.gov.uk

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3. Belfast – Big Lottery Fund Community Planning Pilot and Area Working Groups

Background – Big Lottery Fund Community Planning Pilot The Belfast pilot was one of three community planning pilots funded by the Big Lottery Fund. The project ran for an 18-month period between August 2010 and March 2012. The aim of the pilots were to develop a better understanding of community planning and to support the voluntary and community sector in Northern Ireland to participate more fully in any future community planning processes. The Belfast pilot focused on 3 key areas:

• Practical application / testing of community planning approaches at a citywide thematic level i.e. health–working with the new Belfast Strategic Partnership (BSP) to develop their action framework

• Capacity Building Programme • Developing a Belfast Model of Community Planning

Lead Agency and Key Partners A Belfast Community Planning Consortium was set up to bid for the funding – Belfast City Council was the lead partner, the other partners in the Consortium were the 5 Belfast Area Partnership Boards (BAPs) and Community Places. As the project developed, a wider partnership (Steering Group) was established involving the Public Health Agency, the Belfast Health & Social Care Trust and the Belfast Health Development Unit. Involving Local Communities • A range of interactive workshops and seminars were held. An initial planning workshop

was held with voluntary and community sector representatives in July 2011 to assist in the design of both the engagement programme and the capacity building course.

• Development of website and wiki page (hosted by the council), information flyers and stakeholder lists.

• Involvement of the BAPs as a key partner – pivotal role in linking to voluntary and community sector and communities.

• Key factor – building on Belfast’s already extensive voluntary and community sector by working with existing groups e.g. the BAP Health Forums, who have a wide cross-sectoral membership, played a key role in bringing local needs and understanding to the development of the BSP framework for action priorities.

Resources The project was funded by the Big Lottery Fund (approx £140k) which enabled:

• A dedicated Project Co-ordinator to be appointed –a critical success factor for the project.

• Venue hire, logistics and catering etc to host seminars and events. • The development of a bespoke training programme on community planning. • Evaluation and learning support.

In–kind costs were provided by Belfast City Council and the other partner agencies. What we did Voluntary and community sector & Framework for Action: • Analysis of existing research and intelligence to inform initial prioritisation of local health

issues. • Stakeholder workshop held in June 2011 to review initial analysis and to propose a set of

high-level priorities for the Partnership to consider for inclusion in its Framework for Action.

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Capacity Building Programme: • Established a Cross-Party Reference Group on Community Planning – to provide political

direction, strategic alignment and also to help champion and build capacity in the role of elected members.

• Developed a three day bespoke course ‘Introduction to Community Planning’ (University of Ulster accredited).

• Delivered 5 Insight seminars showcasing a range of existing Community Planning approaches.

Draft model: • Collaborative development of a community planning model to identify and agree the

necessary elements and processes required to deliver Community Planning in Belfast. Engagement programme involved: -­‐ 2 workshops targeted at the voluntary and community sector (which included speakers

from the voluntary and community sector in Scotland), 1 targeted at the statutory sector and 1 with the council’s Cross-Party Reference Group.

-­‐ a wiki-based website (online collaboration tool) to new ideas and comments. • Hosted a final project conference and presented the draft Belfast model in January 2012.

Achievements • The findings from the stakeholder workshop have formed the primary content of the BSP

Framework for Action on Addressing Life Inequalities – the evaluation of the engagement process was largely positive with recommendations to the BSP on how it can build on the project’s work.

• ‘Introduction to Community Planning’ course was delivered to 51 people from a range of sectors – participants indicated increased awareness and understanding of community planning and a greater readiness to participate. The opportunity to network across sectors and the increased cross-sector understanding was particularly welcomed.

• The 5 insight seminars were well supported and feedback was very positive – many stating improved awareness and increased understanding of community planning.

• Final project conference was held – attended by over 200 delegates and keynote speech from Minister.

• Development of a draft community planning model – a wide range of methods were utilised leading to a significant number of stakeholders involved in the consultation of the model.

Lessons Learned • Focus plans and activities on areas which maximise collaborative gain – i.e. addressing

difficult issues which require a partnership approach rather than seeking to encompass all issues. Negotiated and agreed outcomes were developed that make a demonstrable difference for communities.

• It did not start from a blank sheet – there is a need to align and take account of existing processes and be flexible. City-wide community planning and plans need to link with both local and thematic plans.

• Building meaningful partnership structures and processes takes time and patience. It is important to carefully clarify and re-clarify roles and responsibilities and be realistic about inputs and resources to be contributed.

• Balancing the urge to "act" with long-term opportunity for partnership planning and collaborative gain - community planning is unique in that it is not a short-term initiative.

• The partnership building process needs to be inclusive of all sectors, and communication across and within sectors and structures needs to be prioritised and resourced on an

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ongoing basis. • A much more strategic and systematic approach to community engagement and

consultation needs to be developed and agreed for the city. Early work on identifying suitable community representation (processes and structures) needs to be undertaken prior to the formal establishment of new structures.

• Engagement methods need to be carefully selected and tailored to each stakeholder type/situation.

• Capacity building is needed for participants from all sectors and seems to be most effective when delivered on a cross-sectoral basis. Community development support will be crucial.

• The legislation for community planning must be framed in such a way as to enable sharing of information and data across organisational structures. In the absence of this, co-production and alignment will be much more difficult to achieve.

• No planning process is resource neutral - a dedicated resource for community planning should be identified and needs to be seen by all as belonging to the Partnership and not any one partner.

• Political leadership is important. • Reflection and capturing the learning have been valuable, and how to maintain learning

moving forward.

Background – Area Working Groups In February 2012 Belfast City Council launched its draft Belfast Investment Programme – a city wide initiative which set out what Belfast City Council, both on its own and with others, was going to do to help Belfast cope with the economic downturn. This included: • Investing £150 million on physical improvements to buildings, places and spaces. • Investing over £34 million to support the local economy and to help local people develop

skills / experience. • Investing over £29 million to support local communities and neighbourhoods to help make

places more attractive where people can feel safe and be more active. • Saving £20 million by 2015 by running the Council more efficiently.

When developing the draft Investment Programme, party leaders within Council made it clear that that all parts of the city must benefit from this investment, and that as well as major projects there should also be local community projects right across the city. This also reflects the Investment Programme and council’s supporting principles. A new Local Investment Fund (LIF) was therefore created to support the delivery of key regeneration projects in neighbourhoods. Where practical it will also complement other private and public sector funding streams including OFMDFM’s £80 million Social Investment Fund, DSD’s Neighbourhood Renewal Fund and Sports NI’s Community Capital programme for sports facilities. To ensure that local regeneration and LIF projects were governed by clear and transparent processes and connected to local need, Area Working Groups (AWGs) were established on a north, south, east, west and Shankill basis. The AWGs are made up of the elected members representing each of these areas who will act as community advocates and facilitating community engagement in their local areas. The role of the AWGs is to identify the key priorities and recommend LIF projects for their areas. This local dimension will provide a focused and more joined up approach within neighbourhoods, delivering improved outcomes for local people. Lead Agency and Key Partners Belfast City Council elected members – civic leadership role.

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The Investment Programme was built on the concept of collaboration and partnership and to succeed will need to involve a wide range of government, statutory, business and voluntary and community sectors. The AWGs were developed to support collaborative working at the local level and, in their current form, operate as an internal process based around the elected members of Belfast City Council. The AWGS will be a key way for council, through our elected members, to connect and engage with local communities and to develop and support joined-up partnership working at the local level. It is a method of working rather than a specific project. Involving Local Communities The AWGs are still at a relatively early stage of development – they are and will continue to evolve as part of our wider approach to preparing for community planning. For example, work is underway to consider how best to develop the connection to local communities through supportive consultative mechanisms, perhaps leading to the creation of area consultative committees. During the consultation process as part of the draft Investment Programme, engagement sessions were held with local people, groups and organisations to help identify potential projects that could be supported through the Investment Programme. We outlined a number of potential partnership projects in the draft document and have been engaging with local groups and Government Departments to identify others. As a result over 200 local project proposals were forwarded to the AWGs for consideration. Council officers then met personally with those groups wishing to propose projects to prepare the project proposal form, which have been submitted to the relevant AWG for consideration. Resources £5 million was set aside for the Local Investment Fund which has now been apportioned evenly across the city. At present, the north, south, east and west areas of the city have been allocated just over £1.25million each, with a proportionate amount of just under £500,000 for the Shankill area. The LIF will be a dynamic process, administered and assessed on a rolling basis through the AWGs. Additionally each area will develop its own area plan to pull together internal and external developments and programmes and projects with a view to developing a more joined-up and holistic approach centered on clearly defined and understood local need. What we did The Council’s formal committee and decision-making process is based around core functions, but to enable a more structured, visible and coherent conversation which focused on the cross-cutting needs of local areas we established five AWGs reporting to the council’s principal decision making committee. Recommendations and regular performance and update reports from each of the AWGs are brought to the Committee ensuring decisions are in keeping with the Council’s formal governance structure. The initial purpose of the AWGs was to help develop our connection to local areas and ensure that all parts of the city would benefit from city and local regeneration through the Investment Programme and more specifically the Local Investment Fund. The AWGs used an agreed prioritisation matrix to guide decisions in relation to proposed LIF projects and to ensure there is a consistent basis for assessing projects with all projects tested for their feasibility, deliverability, affordability and sustainability, as well as their capacity to contribute to ‘quality of life’ outcomes as described in the Council’s corporate objectives. As the process has developed, the AWGs have expanded their approach and are now beginning to look at local area working in a more holistic fashion. The AWGs have taken on a pivotal role in helping to collate a local response to the Social Investment Fund and how the various investment opportunities within it could be better joined-up and connected. Longer term they will be looking to develop area plans, focusing in the first instance on a coordinated

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approach internally within council. The scope to develop these into cross-sectoral area plans under community planning will also be explored. To help the transition to area planning and delivery the Council, through the AWGs, is also looking to develop “area intervention projects”. These intervention projects will develop and test collaborative working at the local level in response to need as identified by local communities. Work is currently well developed on an area intervention in the Lower Falls / Divis area with the West Belfast AWG. A key first step for each AWG was to develop a sound evidence base and shared understanding of the needs and assets within the area. Area profiles were therefore developed based on existing data and information - these were then critically reviewed by each AWG using a SWOT style analysis. Achievements • Allocation of bespoke money to local areas through the LIF process. • Establishment of a formal process to enable a comprehensive and joined discussion of key

issues affecting local areas that was not otherwise happening given the traditional structure of council. This provides an opportunity to begin the process of deliberation on how best to balance local and city needs.

• Pilot “area interventions” agreed – results already visible within the pathfinder pilot within Lower Falls / Divis (community clean-ups, family fun / awareness sessions, joint collaborative structures developed amongst the statutory, community and voluntary sector partners).

Lessons Learned The AWGs are an ongoing, dynamic process – we are only beginning to capture the learning. This section will be updated as the process develops. However, initial feedback suggests that elected members have welcomed the focus on local areas and are keen to formally develop these relationships and processes necessary to make this work. Key challenges around managing resources and expectations, aligning various projects and programmes, and the different cultures and structures that go with this will provide valuable learning for community planning. Further Information: Contact Person & Publications Contact person: Patricia Flynn, Strategic Policy & Planning Officer, Belfast City Council

flynnp@belfastcity.gov.uk Website: www.belfastcity.gov.uk Big Lottery Fund contracted for three Community Planning Pilot Projects and a Learning, Support and Toolkit contract won by Community Places. For more information, please visit http://www.communityplanningtoolkit.org/

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4. Derry / Londonderry – One City, One Plan, One Voice (ILEX )

Background ‘One City, One Plan, One Voice’ – the Regeneration Plan for Derry / Londonderry 2020 was guided and led by Ilex and provides an overall regeneration framework for Derry City and which integrates wider community development and well being issues within a plan for economic, physical and social renewal. It was recognised that the economic, physical and social transformation of the city needed to be integrated, and those who should benefit most must be part of the process of creating the plan, its implementation, decision making and monitoring of progress and impacts. Preparations started in 2007 based on a community planning model and the Strategy Board will become the Community Planning Board. What we did

A Future Search event was carried out which involved around 120 people. The City identified 12 sectoral areas and 12 sectoral working groups were formed involving over 400 people from all sectors and citizens from across the Derry City Council area to assess what is working well, what is not working well and what are the inequalities/challenges/needs in the short and medium to long term, and identification of actions to address these challenges and inequalities. The innovative Ilex Citi-scope project trained 83 local people as researchers to gather views from hard-to-reach groups, with a particular focus on Section 75 groups. An evidence base was prepared using CitiScope which gathers quantitative and qualitative data. A NISRA statistician was seconded to ILEX to assist with data gathering. In preparing the draft plan a Terms of Reference for all involved in the regeneration process was agreed. The draft plan was published with two children’s versions (circulated to all 22,000 children) and a summary document was sent to all households in the Derry City Council area (46,000 households). This was part of an interactive method of engagement to gain various viewpoints including those from the business and voluntary and community sector. Econometric modelling was used to look at impacts of various proposed actions / initiatives. From the sectoral working groups, 189 actions were split into foundation actions (which the City could progress on its own) and the game changers. Five transformational themes and 11 catalyst programmes are identified as “game changers” for the city and region. The plan was published in June 2011 and commitments are included in the Programme for Government and Economic Strategy for Northern Ireland. The OECD (Organisation for Economic Co-operation and Development) reviewed the plan and prepared the report Delivering Local Development in Derry/ Londonderry: Inclusive Growth through One Plan.

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5. Newry & Mourne - Development Management Planning site

Background Newry and Mourne Community Safety Partnership (CSP) was faced with tackling widespread anti-social behaviour and criminal damage centered around the Halloween period. The Impact on communities was severe and the demand on the resources of the statutory sector was also extensive and costly – approximately £169k over a 3 day period. The CSP opted to take a community planning/participatory type approach to examine the causes behind the problem with partners and the community in advance of Halloween 2008. This commenced in Annalong with profiling the area, engaging the voluntary and community sector and statutory sectors to gain agreement on the problem, and on the real needs of the area looking at underlying causes, and then collaborated to develop a solution. Lead Agency and Key Partners Newry and Mourne Community Safety Partnership (CSP) The Development Management Planning site - key partners: Newry and Mourne District Council, PSNI, Northern Ireland Fire & Rescue Service, NIHE and Southern Health and Social Care Trust. The partners meet as a Strategic Planning Group on a quarterly basis and will form the basis of the Newry and Mourne Community Planning Partnership along with the community and voluntary sectors. Involving Local Communities Community Sector – wide range including youth club leaders, football coaches, the clergy, local business people, boxing club coaches, band masters etc in order to promote a participatory approach to development in the area. A report developed through this participatory activity which recommended a phased approach to an intervention process. A group of interest was formed (later constituted into a committee) and a level of capacity building undertaken for the community representatives involved. Resources Scoping and intervention activities were funded by the Department of Justice through the Community Safety Partnership. The Development Management Planning Site (Datahub) running costs are shared between Partners at a cost of approximately £7k per annum. What we did

The paper based profiling of the area and the examination of the data to explore the causes behind the issues resulted in good partnership working and collaboration across all sectors. Voluntary and statutory sector partners met to agree a coordinated approach to support a community led initiative. Working together on an agreed programme of work meant that duplication was avoided and significant impact achieved for the community - improved community spirit, improved environment and wellbeing, and it also provided an opportunity for other development activity.Although not the primary aim of the intervention, the statutory sector secured a reduction in costs by addressing underlying causes collaboratively. However, the paper based data analysis was a lengthy and difficult process though important nevertheless in providing an evidence base on which to build a sustainable intervention with positive impacts for the community. To underpin a participatory, community planning approach across the District, key issues needed to be addressed:

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• The need for a robust manner to identify collective areas of need that was ‘user friendly’. • To reflect need in urban and rural areas in a balanced manner. • A means to identify developing trends. • A means for capturing community intelligence. • A tool to promote collaboration.

This led to the development of a unique and innovative tool to assist with evidence based decision making across the whole District, taking account the urban and rural differences. It is officially known as the Development Management Planning site (www.nmdmp.com), but more commonly called the ‘Datahub’. It is a web based datahub that maps, in a layered format, data received from the statutory sector partners on a quarterly basis and from the community sector via incident report forms. Launched on 4 July 2012, the ‘datahub’ presents information from a range of partner organisations. A key aspect of the site is that it also allows for information from the community sector to be input and digitally mapped alongside statutory sector information. Data is mapped at District, Electoral Ward and Super Output Area level. It provides up to date, live information input quarterly directly from partner organisations. This means that change, such as impact of interventions, can be tracked in real time.

• The site shows where the areas of need are on colour maps, what the need is through coloured reports and how this relates to the community through the profiles section.

• The site supports a strategic planning process, promoting collaboration around clearly identified areas of need, and allows all sectors to effectively target resources to meet evidence based need.

• The evidence also promotes discussion between partners to reduce duplication of service delivery where, for example, Council and Housing Executive provision may overlap. It promotes better joint working.

The use of the site resulted in an increased level of collaboration, better targeting of resources and a reduction in duplication. Achievements

This demonstrated that, targeting interventions where most needed and in the right way could result in long term positive impact for local communities and reduced financial costs to the statutory sector. The results of a collaborative, outcomes focused approach were significant - a 40% reduction in anti-social behaviour over 2 years, a reduction in call outs for the Northern Ireland Fire & Rescue Service (saving £160k), and a reduction in Council maintenance costs etc. The benefits obtained by contributing to the running costs of the site and the resultant collaboration on issues, far outweigh the costs of working in isolation, as evidenced by the Annalong example above. The site has improved strategic collaboration among the partners signed up to and supporting the development of the site. Since 2010, increased levels of collaboration have resulted in reduced injuries caused by fireworks, reduced levels of antisocial behaviour in areas targeted, reduced vehicle thefts in areas targeted, and increased levels of community capacity. Health inequalities have begun to be addressed. The well being of local communities has been improved as endorsed by David Gordon from the Lower Mourne Community Safety Initiative. The maps and tables provide a clear, easily understood approach for analysing the information on the Datahub site. By comparing data and looking at trends in visual format it is much more

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straightforward to agree areas that need collaborative interventions.

Lessons Learned

An evidence led approach has encouraged partners to collaborate to address ‘cause’ rather than ‘symptoms’ with significant results. It has provided a firm foundation on which to build a community planning process and one of its key features is that the information is up-to-date, being provided by Partners every quarter. The following are the objectives for the Development Management Planning process and site: 1. To effectively and efficiently establish need, produce consistent evidence of same and to

subsequently direct resources from a singular or shared statutory perspective to create financial and social benefits.

2. To increase the levels of collaborative working across Newry and Mourne and to encourage shared servicing where it is both financially and socially beneficial to do so.

3. To engage and maintain the identifiable involvement of communities in all areas of Newry and Mourne and to measure the impact of that involvement through the interface reports on the site.

4. To provide ongoing evidence through the management of data which will ensure cross agency projects with measured outputs and impacts withh maximum community benefit.

5. To improve the targeting and delivery of street level services and community experiences across the statutory partnership.

6. To utilise programme outputs and learning in the pursuit of a community planning exemplar for all.

The Development Management Planning site or Datahub will provide a clearer ‘picture’ of need as the number of partners providing data to the site increases. As feedback is received from those using the site, it will continue to evolve and improve. It is the aim of Newry and Mourne District Council and its Partners to reframe development and our approach to it to ensure we meet the needs of everyone and particularly the most vulnerable. Further Information: Contact Person & Publications Contact person: Heather McKee - email heather.mckee@newryandmourne.gov.uk The Development Management Planning Site (Datahub) can be viewed at www.nmdmp.com

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6. Omagh and Fermanagh - Big Lottery Fund Community Pilot Project

Background

In August 2010, the Omagh and Fermanagh cluster through the Engage consortium, was successful in its bid to the Big Lottery Fund. As each council had different requirements for the pilot separate projects were undertaken. In Omagh, the project provided support to the Council in undertaking a review of the Omagh Community Plan, whilst in Fermanagh it provided support to the Council in undertaking a programme of community engagement as part of the development of the Corporate Strategy. In 2007, Omagh District Council published the Omagh Community Plan and established a formal community planning partnership. The plan and partnership were the culmination of approximately 18 months work in which the concepts and principles of community planning were explored and developed by the Council and its partners. This work continued to be adapted to enable new strands, including land and spatial planning, economic development, village and gateway action plans, and the associated implementation and monitoring structures to be put in place. The Omagh Community Plan, and the subsequent land use framework, Omagh Towards a City Vision 2025, continue to be the Council's core strategic documents, and the corporate plan and other key strategies, are fully complementary to these.

Lead Agency and Key Partners

The community planning pilot project was led by the Engage Consortium and included the Rural Development Council, DCP Strategic Communications, DPP and Streets UK. The Engage Consortium submitted the application and the key partners were Omagh and Fermanagh District Councils. A joint project steering group was established, and shared learning/evaluation events were provided.

Involving Local Communities

As part of its original community planning work, Omagh District Council had a network of community partners which were involved in the main partnership, the thematic steering groups and area action teams. This involved a combination of formal, community networks with paid employees, volunteer community associations and community advocates. Elected members were also instrumental, both as representatives of communities and as points of access to communities. Various methods of communication (face to face, focus groups, telephone, online surveys) were used to elicit community interest and engagement. These models and structures were evaluated as part of the Lottery project, and a formal conference was held to assess the effectiveness of the various structures. In Fermanagh, a range of techniques were used to engage with the community: a mailshot, advertisements in the local press, attendance at community events, focus groups and an on-line facility to provide consultation feedback. Officers from Fermanagh District Council also trained community representatives to act as facilitators within their own groups or areas.

Resources

Omagh District Council provided financial resources of approximately £25k per annum for the 18months leading to the publication of the community plan and the establishment of the partnership in 2006/07 and 2007/08. When the Big Lottery Fund became available, this funding secured the services of the Engage consortium and the only additional resource provided by the council was officer time.

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A budget of £15k was allocated to the project by Fermanagh District Council which covered printing, advertising, hire of venue, logistics and catering to host meetings and events. There was a considerable reliance on support from staff within the Council which was covered by normal operational budgets.

What we did

• Facilitated an independent Project Steering Group in each area compromising representatives of the community, voluntary and local government sectors to advise and contribute to the work of the pilot.

• The delivery of a programme of capacity building seminars for the community and voluntary sector in Omagh and Fermanagh and a community planning conference to increase knowledge in the pilot area.

• Undertaking a review of the Omagh Community Plan and supporting Fermanagh council on expanding its programme of community engagement for its draft Corporate Plan.

• The completion of a survey of community and voluntary sector organisations and individuals in order to establish a baseline profile of community planning awareness and to identify additional ongoing support needs within the area.

• Bespoke training for the vol-comm sector was provided, which included guest speakers from Scotland, Ireland and England. A particular focus was on the setting of targets, and how community planning can maximise resource sharing and prioritisation.

A full evaluation report has been produced. From an Omagh District Council perspective, the pilot allowed the council to re-engage with the voluntary and community sectors and to assess the continuing relevance of the themes and structures of the community plan.

Achievements • The development of a localised ‘toolkit’/guide to assist any community representative or

organisation who would like to help their community understand and engage more effectively in community planning.

• community and voluntary sector representatives took an active role in the pilot. • There was a high level of awareness of community planning existing in the community and

voluntary sector but there was less clarity as to how this translates in practice. • The pilot successfully raised the awareness and understanding of the potential scope of

community planning across a range of sectors in Omagh and Fermanagh. • The pilot was successfully delivered, and both Omagh and Fermanagh councils were able

to apply the learning to their own requirements. • From an Omagh perspective, the project provided validation of the original community

plan and structures. Lessons Learned • There is a need for improved working between councils and the community and voluntary

sector in developing local structures and engagement activities. • There needs to be agreement of how and what level the community and voluntary sector

can be represented in community planning structures and that different approaches are needed in different areas. It is particularly important to recognise the disparate needs of different rural areas.

• There needs to be clarity in legislation on the required input from the statutory sector and on the ‘primacy of plans’.

• The need for an ongoing resource to support the community and voluntary sector and councils in both the development and delivery of community planning.

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• A recognition of engagement with the wider community as a central aspect of community planning, and for this to be adequately planned and resourced on an ongoing basis.

• Most organisations were dissatisfied with their ability to influence local decisions but partnership working is already an integral part of local service delivery within the area.

• The local Community Planning structure needs to be agreed before embarking on formal engagement and capacity building in order to ensure clear, consistent messages.

• The needs of rural areas are significantly different and this needs to be factored in to communication methods, as well as delivery structures.

• External facilitation, while helpful, cannot replace the key role of councils in coordinating the delivery of the process.

• Target setting should be considered in the context of what is actually achievable. Our work was based on voluntary participation, and until there is a statutory requirement for participation it is difficult for community planning partnerships to hold anyone to account in a meaningful way.

• The process is time consuming, and there needs to be sufficient willingness on all partners for the plan and structures to be sufficiently flexible to respond to change and new circumstances.

• Community planning can also include small projects as well, and sometimes these are more meaningful for the community.

Further Information: Contact Person & Publications

Further information/contact person: Alison McCullagh, Head of Development, Omagh District Council Email: alison.mccullagh@omagh.gov.uk

Margaret McMahon, Policy Development Officer, Fermanagh District Council Email: margaret.mcmahon@fermanagh.gov.uk

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7. Louth Age Friendly County: Sharing The Journey

Background

Between September 2006 and March 2007 Dundalk Institute of Technology (DkIT) carried out research in Dundalk as part of the World Health Organisation (WHO) Age Friendly Cities Network global research. The study produced recommendations across the 8 framework programme areas of WHO, Buildings and Outdoor Spaces, Transport, Housing, Respect and Social Inclusion, Social Participation, Communications, Civic Participation and Community and Health Services. The report recommended that an action plan should be developed to make Dundalk an Age Friendly town where people can live safe, fulfilling lives with improved quality of life. (WHO Age Friendly Cities Project Dundalk, Ireland, Sept 2007) Following the Dundalk study and the delivery of the Great Northern Haven, a unique housing project led by Louth Local Authorities and supported by HSE North East and Dundalk Institute of Technology, Louth volunteered to be the pilot for the first Age Friendly County Project extending its remit to the whole county. County Manager Mr Conn Murray convened a meeting of the invited stakeholders to discuss the relevancy of the project and the commitment required. It was agreed to keep the Age Friendly Programme consistent with the eight framework programme areas of the WHO Age Friendly Cities Programme. This meeting was followed by a facilitated session where key core principles were agreed as follows:

• A recognition that older people are critical contributors to our society and a resource, not a burden, to society;

• Communities that find imaginative ways of capitalising on the diverse assets of older adults can find ways of addressing many of their complex challenges and providing much needed services;

• A commitment to the direct involvement of older people in deciding priorities, shaping actions and bringing about change;

• An emphasis on improving the physical environment, and the understanding that where we live greatly affects how we live;

• An awareness that Age Friendly principles and practice create environments and communities that benefit all age groups, not just older people;

• A linked awareness that everyone has an interest in these developments, because we all hope to be older in time, and hope to live in a community and a society that respects, includes and cares for us; and

• A determination that Louth will set standards and lead the way for other counties.

Lead Agency and Key Partners

Louth Age Friendly Alliance.

Involving Local Communities The aim of the Louth Age Friendly County Project is that all agencies work together to promote and maintain the best possible health and well-being of older people, and to make the county itself a great place in which to grow old in. At the launch of the Louth Age Friendly County Project (Nov 2008), during the workshop consultation sessions, older people identified having an umbrella group to represent the voice

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of older people in the Project as a priority. Lists of older people‘s groups in the county were compiled from the Community and Voluntary Forum Register. A letter was sent to all parish priests in the county with a short questionnaire to identify older people‘s groups who were not registered with the Community and Voluntary Forum and advocacy groups for older people such as Meals on Wheels, Community Alert etc. Interviews were carried out on local radio publicising the dates of the consultation sessions. The findings from the consultation sessions identified the constitution of the Forum as follows:

1. Older People‘s Groups 2. Advocacy Groups for Older People 3. Nursing Homes (2 members, one to represent patients and one to represent management) 4. Individuals.

The older people wished to facilitate the maximum representation of older people at all meetings whilst recognising the problems facing them in attending on a scheduled basis. It was agreed that the group would be registered, and not a person‘s name, so that if the person was not available to attend the group could send a replacement. The group would have 2 people nominated (a buddy model). The structure of the Forum was presented to the second conference on Louth Age Friendly County in March 2009 for approval. Shortly after that the Louth Older People‘s Forum voted 2 representatives onto the Age Friendly Alliance and has voted representatives onto any subgroups set up during implementation of the strategy.

Resources

Atlantic Philanthropies. Louth Local Authorities Resources (two full-time staff members).

What we did

As a result of the workshops carried out at the launch of the Age Friendly Project in November 2008 a document called “Your Views” was compiled and sent to all participants containing feedback. The feedback was aligned to the eight framework programme areas of the WHO Age Friendly Cities study. This document formed the basis of the draft Louth Age Friendly Strategy. At the second Age Friendly Conference held in March 2009 the draft strategy was presented and went through its first consultation process during workshops held during the conference. Following that first consultation process, four subsequent consultation sessions were arranged for Drogheda, Ardee, Dundalk and Carlingford. During these consultation sessions the Baseline Survey was piloted. The Ardee session was devoted to the voice of vulnerable older people. A room was obtained in Moorehall Lodge Nursing Home in Ardee and patients from the nursing home were assisted to attend. Residents from Moorehall Lodge Retirement Village also attended and all disability groups operating in Louth were invited. Invitations were also sent out to St Brigid‘s Psychiatric Hospital and St Mary‘s Drumcar. The feedback was collated and the draft strategy was amended and presented to the Louth Age Friendly Alliance, the Louth Older People‘s Forum, the Louth County Development Board, Louth County Council, Dundalk Town Council, Drogheda Borough Council and Ardee Town Council. Finally, the Strategy was launched on 6th November 2009 at a full conference with workshops.

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At the launch of the Strategy older people were asked to identify priority areas for action. The areas identified were:

1. Safety and Security 2. Housing Adaptations 3. Home Care 4. Transport 5. Volunteering

The Louth Age Friendly County Project is constituted in the Louth County Development Board Structure and is supported by Louth County Council as is required by the WHO Global Age Friendly Cities Network. In 2013 the Louth Age Friendly Alliance agreed to review the Strategy with the view of re-affirming the commitments and scaling actions up to a higher level. Please refer to www.louthagefriendlycounty.ie for further information.

Achievements • Louth Age Friendly County Brand. • Louth Age Friendly Website – www.louthagefriendlycounty.ie. • Older People’s Forum Action Plan. • Louth Age Friendly Business Forum Action Plan. • Louth Garda Division Strategic Plan for Older People. • List of Trusted Tradesmen and Pricing Schedule. • Louth Age Friendly Transport Action Plan. • Taoiseach’s Award for Excellence. • Ardee Age Friendly Town. • First Age Friendly Consumer Fair.

Many actions have been delivered under all of the above action plans including Age Friendly recognition schemes under the Business Plan, pilot personalised transport scheme under the Transport Plan, register of older people under the Garda Plan, development of Positive Ageing Week town programmes in Dundalk and Drogheda, Men’s Sheds, Good Morning Drogheda, Good Morning Louth (friendly call service), intergenerational projects and many more which can be viewed on www.louthagefriendlycounty.ie. The ultimate success was achieved in June 2012 when Sharing The Journey won one of the 20 bi-annual prestigious Excellence in Public Service Awards presented by An Taoiseach, Enda Kenny. Following the success in Louth, 16 other counties have adopted the Louth model and it is hoped that by 2016 all 26 counties will have launched the Age Friendly County programme.

Lessons Learned

The following have been agreed. Underlying Principles:

• Operating within existing structures and maximising collaboration between key stakeholders.

• Finding the voice of Older People. • Developing a model that can work in any City/County.

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Vision: v County Louth will be a great place to grow old in, enjoyed and appreciated by everyone for

its quality of life. v People of all ages benefit when communities are designed to be age-friendly, and when

older people live healthy, active and fulfilled lives. v Older people’s talents, life experience and wisdom are valued and tapped into v To increase the participation of older people in the social, economic and cultural life of the

community, for everyone’s benefit. v To improve the health and well-being of older people in the county. v To show how services and supports for older people can be made more responsive,

caring, professional and accessible, through imaginative and cost-effective partnerships.

Further Information: Contact Person & Publications Contact person and contact details: Mary Deery, Louth County Council, County Hall, Millennium Centre, Dundalk, Co Louth: Tel: +353429324389: E-mail: mary.deery@louthcoco.ie

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8. Community Planning in Scotland Background The statutory framework for Community Planning is set out in the Local Government in Scotland Act 2003. The Act places duties on:

• Local authorities - to initiate, facilitate and maintain Community Planning, including consulting and cooperating with communities;

• Core partners - Health Boards, the Enterprise Networks, Police, Fire and Regional Transport Partnerships - to participate in Community Planning; and

• Scottish Ministers - to promote and encourage Community Planning. Community Planning is delivered by local Community Planning Partnerships (CPPs). There are 32 CPPs - one for each local authority area in Scotland. As well as the statutory partners a wide range of other organisations such as Jobcentre Plus, Further and Higher Education institutions and Scottish Natural Heritage are involved in CPPs, as are the third and private sectors. Third sector participation in CPPs is delivered through the third sector interfaces that have been established in each local authority area. Definition of Community Planning The Local Government in Scotland Act 2003 defines community planning as:

"a process... whereby public services in the area of the local authority are planned and provided after consultation and (on-going) co-operation… among all public bodies... and with community bodies"

The aims of Community Planning in Scotland are: • making sure people and communities are genuinely engaged in the decisions made on

public services which affect them; allied to • a commitment from organisations to work together, not apart, in providing better public

services. There are two further key principles in addition to the two main aims outlined above:

• Community Planning as the key over-arching partnership framework helping to co-ordinate other initiatives and partnerships and where necessary acting to rationalise and simplify a cluttered landscape;

• the ability of Community Planning to improve the connection between national priorities and those at regional, local and neighbourhood levels.

The Scottish Government describes Community Planning as a process which helps public agencies to work together with the community to plan and deliver better services which make a real difference to people's lives.

Community Planning – Review and Development Commission on the Future Delivery of Public Services – The Christie Commission In November 2010 the Scottish Government set up a Commission to develop recommendations for the future delivery of public services in Scotland. The commission was established in response to increasing financial pressures and ongoing social inequalities – its focus was on how public services could be reformed to improve outcomes for the people of Scotland. The Christie Commission, as it became known as, produced its report in June 2011 and made a number of recommendations designed to deliver more people focused, efficient

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and effective public services that delivered better outcomes and improved quality of life. As a result of this report, the Scottish Government undertook a review of Community Planning. At the heart of the review has been the desire to establish a genuine step change in the outcomes approach and partnership working across public services in Scotland. In March 2012, following that review, the Scottish Government and COSLA published a shared Statement of Ambition setting out a vision and key principles for the future of community planning, which was endorsed by the Scottish Government and COSLA and published on 15 March. This put Community Planning at the heart of an outcome based approach to public services in Scotland and made clear that effective community planning arrangements will be at the core of public service reform. Work to produce detailed proposals for change based on the Statement of Ambition is now underway. Statement of Ambition “Effective community planning arrangements will be at the core of public service reform. They will drive the pace of service integration, increase the focus on prevention and secure continuous improvement in public service delivery, in order to achieve better outcomes for communities. Community planning and Single Outcome Agreements will provide the foundation for effective partnership working within which wider reform initiatives, such as the integration of health and adult social care and the establishment of single police and fire services, will happen.” (Scottish Government/COSLA Statement of Ambition, 15 March 2012) Single Outcome Agreements (SOAs) Since 2007, the Scottish Government has been moving its public services to an outcomes-focused approach to performance. The principles of effective partnership working and localism have been integral to the way in which the outcomes-based approach is pursued in Scotland. The Government's National Performance Framework (NPF), published in November 2007, underpinned partnership working towards shared outcomes and provided the first opportunity for Scotland's entire public sector to align their priorities and business planning processes, with a single purpose and set of national outcomes to improve the quality of life and opportunities of the people of Scotland through increasing sustainable economic growth. A Single Outcome Agreement (SOA) is an agreement between a Community Planning Partnership and Scottish Government which sets out the priority outcomes for each area, and how the CPP will work towards achieving them. It also shows how the stated local priorities contribute to agreed national priorities. Under this process, each CPP enters into an SOA with the Scottish Government, setting out the local outcomes that the CPP aims to deliver. The CPP has flexibility to choose those local outcomes according to local needs and priorities, but is expected to show how those local outcomes are aligned to the National Outcomes set out in the National Performance Framework. The first set of SOAs were agreed in 2008. Last year, the Scottish Government and COSLA carried out a joint review aimed at improving the ability of community planning partnerships and SOAs to respond to and deliver the Christie recommendations and the objectives of the public service reform programme. The Scottish Government and COSLA have issued joint guidance for CPPs in preparation of their new SOAs based on that approach. In terms of that guidance, drafts of the new SOAs are to be submitted to Scottish Government by 1 April 2013 and finally agreed by 28 June 2013. The 2012 Guidance to Community Planning Partnerships on Single Outcome Agreements sets out how CPPs will mobilise public sector assets, activities and resources, together with those of the voluntary and private sectors and local communities, to deliver a shared and binding ‘plan for place’.

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Community Engagement and Empowerment

The Scottish Government have stated that the role of Government is to help communities to work together to fulfil their potential. Effective engagement with communities therefore is at the heart of Community Planning. This is demonstrated by the Scottish National Standards for Community Engagement, which were developed for the Scottish Executive by the Scottish Community Development Centre (SCDC) and the recent consultation on the proposed Community Empowerment Bill. (http://www.scotland.gov.uk/Topics/People/engage/HowToGuide) National Standards for Community Engagement The standards set out best practice principles for how government and public bodies engage with communities, and are supported by a toolkit and indicators to help ensure each stage in the engagement process is robust and meaningful. The standards were launched in May 2005, and although they are not compulsory they are considered good practice and have been widely adopted by CPPs and in other areas of government. They have been widely endorsed by the statutory, voluntary and community sectors and are recommended by Audit Scotland as good practice. The standards and support materials are available from the Scottish Community Development Centre. The community engagement planning tool VOICE is underpinned by the Standards.

1. INVOLVEMENT: we will identify and involve the people and organisations who have an interest in the focus of the engagement.

2. SUPPORT: we will identify and overcome any barriers to involvement. 3. PLANNING: we will gather evidence of the needs and available resources and use this

evidence to agree the purpose, scope and timescale of the engagement and the actions to be taken.

4. METHODS: we will agree and use methods of engagement that are fit for purpose. 5. WORKING TOGETHER: we will agree and use clear procedures that enable the

participants to work with one another effectively and efficiently. 6. SHARING INFORMATION: we will ensure that necessary information is communicated

between the participants. 7. WORKING WITH OTHERS: we will work effectively with others with an interest in the

engagement. 8. IMPROVEMENT: we will develop actively the skills, knowledge and confidence of all the

participants. 9. FEEDBACK: we will feed back the results of the engagement to the wider community

and agencies affected. 10. MONITORING AND EVALUATION: we will monitor and evaluate whether the

engagement achieves its purposes and meets the national standards for community engagement.

Community Empowerment and Renewal Bill In June 2012 the Scottish Government consulted on a range of ideas for a proposed Community Empowerment and Renewal Bill, designed to strengthen community participation and support independent action from communities across Scotland. The consultation was structured around three areas:

• Strengthening Participation - sought views on potential measures to ensure a greater emphasis is placed on improving community participation and promoting best practice in the design and delivery of services that meet the needs and aspirations of local

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communities. • Unlocking Enterprising Community Development – sought views on potential new powers

that could be introduced to enable communities to have access to assets which could be a catalyst for unlocking community empowerment, enterprise, and increasing social capital.

• Renewing our Communities – sought views on legislation that could be introduced to bring vacant or underused property back into use.

The initial consultation closed in Sep 2012. This exploratory consultation will be used to inform the development of a draft Bill which will then be consulted on in Summer 2013. A summary of the preliminary consultation and the responses are available at http://www.scotland.gov.uk/Topics/People/engage. The Scottish Government has recently set up a new website: www.our-great-ideas.org which seeks to help people to improve lives in their community by sharing ideas and successes. This website will celebrate community projects that have made a difference. Audit Scotland and (Scottish) Improvement Service

Community Planning is examined as part of the Audit of Best Value and Community Planning, on a cyclical basis. In 2011 Audit Scotland undertook a performance audit to assess the effectiveness of community planning. The audit focused on economic development and assessed the impact of community planning in delivering improved outcomes. The report was published in November 2011. The Improvement Service The Improvement Service was set up in 2005 to help improve the efficiency, quality and accountability of local public services in Scotland by providing advice, consultancy and programme support to councils and their partners. The Improvement Service is a partnership between COSLA and the SOLACE. It is a Company limited by guarantee. Its stated purpose is to help councils and their partners to improve the health, quality of life and opportunities of all people in Scotland through community leadership, strong local governance and the delivery of high quality, efficient local services. Its key role is to encourage good partnership working (collaborative gain); to identify and share good practice.

Summary of Learning –Study Visit 2012 (Belfast City Council) As part of Belfast City Council’s preparations for community planning, a two-day study trip to Scotland was organised by the Cross Party Reference Group on Community Planning, involving elected members, council officers and representatives from the Belfast Area Partnerships (building on the capacity work initiated through the Big Lottery Fund Community Planning pilot). The trip was funded through Peace III. The purpose of the study visit was to learn from colleagues in Scotland (elected members, officers, and community leaders) who have been directly involved in community planning. The study trip was structured as follows: National Perspective: Derek Mackay, Minister for Local Government & Planning and Carrol

Herbertson, Strategic Policy Manager (Scottish Government) Local & Neighbourhood: (a) Edinburgh City Council and Craigmillar Community Hub and;

(b) Dundee City Council and Starthmartine/Ardler Community Cafe General insights from Scotland:

• Community planning is continuing to evolve – community planning in Scotland today is significantly different from that introduced in 2003.

• There is still a long way to go and there are a number of challenging questions for national / local / neighbourhood relations (e.g. Single Outcome Agreements and the link

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between local and strategic priorities); the financing of community planning and the pooling of resources. Structures and systems will be important in addressing these.

• Implementation is highly differentiated across Scotland and within council areas (difference is expected and encouraged reflecting the diversity between council areas).

• A statutory basis is necessary to implement community planning but it is not sufficient. To be successful it also requires a culture change across all sectors.

• There is a practical importance of data collection, sharing and prioritising, and a number of challenges require addressing to ensure effectiveness in these areas.

Scottish Government – Key Learning: • Importance (and influence) of a Ministerial champion. • Need for a clear definition of community planning and the importance of using legislation

if necessary to support participation. • Importance of a clear and defined relationship between Central and Local Government

in the delivery of community planning e.g. concordat. Edinburgh - Key Learning:

• Role of members e.g. Neighbourhood Partnerships convened by councilors. • Consideration of how communities could be represented in local community planning

partnerships (in the absence of structures such as Community Councils) and how local people can be brought into decision making via Councillor-led local partnerships.

• Delegation of funding to local areas. • Provision of local facilities to co-locate staff and services to enable integrated working. • Role of Council community development staff in supporting community planning. • Importance of data, outcomes measures and meaningful perception surveys.

Dundee – Key Learning: • Community planning as a way of linking regional, local and area priorities. • Devising a community planning framework that links city (strategic) and local community

planning is important as is the relationship between city-wide and local priorities. • Utilising existing Council officers in supporting local community planning partnerships

through community development and engagement. • Linking social and physical regeneration and consideration of how the transfer of

regeneration function with link with community planning. • Consideration of what support and guidance may be required for local community

planning partnerships to operate effectively. • Importance of involvement by senior officers to show support for and validity of local

community planning partnerships. • Managing expectations - recognising approaches that are inclusive and preventative will

require time to develop and yield results. Further Information: Contact Person & Publications Website: http://www.scotland.gov.uk/Topics/Government/local-government/CP

http://www.improvementservice.org.uk/community-planning http://www.scdc.org.uk/national-standards-community-engagement/

Further information is available through: • The Community Planning Statutory Guidance

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• The Community Planning Advice Notes

• The Improvement Service Website

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Figure 1: Dundee Single Outcome Agreement

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9. Community Planning in Wales

Background The Welsh Government's vision for identifying, developing and delivery of services is built on a vision of promoting openness, partnership and participation. Achieving this vision demands active participation from all parts of society and empowering people to make a difference. In developing its agenda, the Welsh Government is committed to:

• Openness. • Partnership and participation. • Public services.

• Equality. • Reflecting difference across Wales.

A key element of this is its partnership arrangements with local government. Local Government Partnership Scheme The Local Government Partnership Scheme requires the Welsh Government to consider the interests of local government in all aspects of its work. In determining what should be included in the local government scheme, the Welsh Ministers must take into consideration any advice which has been given, and any representations which have been made to them by the Partnership Council for Wales. Partnership Council for Wales The Partnership Council for Wales (PCfW) is intended to promote joint working and co-operation between Welsh Government and local government. It provides the political accountability and leadership for public service reform and collaboration, and drives the pace of improvement of public services in Wales. The PCfW is chaired by the Minister for Local Government and Communities. Its key responsibilities are: • encouraging dialogue between the Welsh Ministers and local government on matters

affecting local government in Wales, in accordance with Sections 72 and 73 of the Government of Wales Act 2006; and

• providing collective political accountability for action to improve the effectiveness and efficiency of public services.

Wales Programme for Improvement The Wales Programme for Improvement (WPI) was introduced in Wales in 2002 as statutory guidance to local authorities on how they should discharge their Best Value duties – it represented a new approach to supporting improvement in the delivery of services. Greater flexibility for local authorities was introduced in 2005 when new statutory guidance was issued. The WPI evolved further still with the Local Government (Wales) Measure 2009 - http://www.opsi.gov.uk/legislation/wales/mwa2009/mwa_20090002_en_1. This new improvement regime differed from best value in the following ways:

• It established a broader definition of improvement. Rather than focusing on economy, efficiency and effectiveness, it requires authorities to set their own improvement objectives. These can be any actions which tend to improve any combination of: -­‐ strategic effectiveness (i.e. delivering the authority’s community strategy); -­‐ service quality and/or availability; -­‐ fairness (i.e. equality and social inclusion); -­‐ sustainability; -­‐ efficiency; and

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-­‐ innovation. • It gave authorities a broad power to collaborate with each other and with other bodies to

attain their objectives, and requires them to consider using it. • It allows authorities more flexibility in generating, using and reporting performance data

and other forms of intelligence about how well local needs are being met.

Local Government (Wales) Measure 2009

Under the Local Government (Wales) Measure 2009 a local authority must initiate, and having done so, maintain and facilitate a process known as community planning. The local authority should have a leadership role in this process and should be supported by their community planning partners. Prior to this Measure, the community planning process was regulated by Part 1 of the Local Government Act 2000. The Welsh Government replaced the provisions of the Local Government Act 2000 for three main reasons.

1. The previous regime relied on the production of community strategies as documents – the Welsh Government felt that this emphasis was wrong: any serious attempt to address the many, complex and interacting issues that local communities face over the longer term should involve continuous processes of understanding, reflecting on, planning to improve, and actually improving, wellbeing. While community strategies will remain important, by encapsulating local partners’ priorities and allowing them to be held accountable for them, the 2009 Measure and related guidance places more emphasis on community planning as a process rather than on the production of community strategies containing conclusions.

2. The 2000 Act applied only to local authorities. While local authorities were under a duty to consult others as they saw fit, there was no requirement on other bodies to be involved in developing the strategy, still less in delivering it. This proved to be a weakness and the issues and challenges that need to be addressed over a 10-15 year timeframe are rarely within the remit of local authorities alone. The Measure instead creates a common duty to co-operate on all major local agencies.

3. Despite the best intentions contained in community strategies, there was often only limited follow-through and delivery. The Welsh Government felt that strategic objectives which were not manifested in visible and shorter-term change are not satisfactory as they raise expectations, and diminish the credibility of the organisations involved. The Measure therefore also requires local authorities and their partners to identify and carry out actions which aim to realise community strategy objectives.

A diagrammatic representation of community planning in Wales is attached as diagram 1 on page 77.

Statutory Guidance - Collaborative Community Planning The Local Government (Wales) Measure 2009 gave the Welsh Government the power to issue statutory guidance to assist local authorities on how they discharge their duties under the Measure. Two sets of guidance were issued: Part 1 provides guidance on the Wales Programme for Improvement (i.e. short term in focus) whilst Part 2 provides guidance on community planning for all community planning partners (long term focus). The guidance aims to provide support and guidance to local authorities and to community planning partners participating in the community planning process, and covers the following key issues:

• Purpose.

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• Community Planning: Membership and Structures. • Setting objectives and actions. • Formulating and publishing the strategy. • Monitoring, reporting and review. • Engagement & Scrutiny.

Definition of Community Planning The guidance defines community planning as the process by which a local authority and its partners develop, define and deliver a set of priorities for improving local wellbeing over a 10-15 year period. The main principles are as follows:

(i) the emphasis should be on community planning as a continuous process, rather than the production of a community strategy as a static document;

(ii) that process entails all local partners deliberating on open and equal terms to reach a consensus about:

(a) objectives for improving social, economic, and environmental wellbeing of the area over the next 10-15 years;

(b) the actions which will tend to deliver those outcomes; and (c) the partners which will undertake those actions.

(iii) that consensus should capture objectives and actions which are distinctive to the area and which have been discussed and negotiated with local citizens, communities and their leaders;

(iv) that consensus is documented and published, including what actions will be taken and by whom to deliver the outcomes, this being the community strategy. The local authority, on behalf of the participatory bodies, should account for these outcomes; and

(v) visible implementation of the strategy, and reviewing and accounting for progress in doing so, will be fundamental. Periodically, community planning partners should assess the progress which they have made individually and collectively, in discharging the commitments in the community strategy. This progress should be publically reported and it is recommended that it be the subject of a local scrutiny process.

Link to community planning guidance: http://wales.gov.uk/docs/dsjlg/publications/localgov/100706part2en.pdf

Community Strategies

The statutory guidance issued under the 2009 Measure (Part 2: Community Strategies and Planning) requires local authorities to produce a community strategy – “Once a local authority and its community planning partners have reached a consensus on their community strategy objectives and actions, a local authority should produce a community strategy capturing that consensus”. This revised guidance seeks to strengthen the role of the community strategy as the overarching plan for a local authority area. It aims to provide support and guidance to local authorities and their community planning partners in the development, delivery, monitoring, reviewing and reporting of a community strategy. The guidance states that a community strategy should have 6 basic components:

• a long-term vision (10 to 15 years) for the area focusing on the outcomes that partners aim to achieve;

• a prioritised action plan identifying shorter term priorities and activities that will contribute to the achievement of the long-term vision;

• a clear, shared and equal commitment from community planning partners to implement

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the action plan, and proposals for doing so; • arrangements for monitoring, scrutinising and accounting publicly for the implementation

of the community strategy action plan, and for periodically reviewing the community strategy;

• arrangements for coordinating the work, and actions, of the community planning partners, local service boards and the other key thematic partnerships towards delivering their objectives; and

• details of how the community strategy is complementary to neighbouring strategies, details of any joint projects and how the strategy has been developed in the regional context as set out in the Wales Spatial Plan (this process should also work in reverse).

Community strategies are intended to bring together all those who can contribute to the future of communities within a local authority area, to agree on the key priorities for the area and pursue them in partnership. As such, the preparation and implementation of community strategies will involve the local authority and a wide range of organisations in the public, private and voluntary and community sectors as well as local people. The agreed strategy should be promoted as the key strategic spatial strategy for the local authority area and processes should be in place to ensure that other local strategies and plans support and are complementary to its delivery, or do not undermine it. It should integrate and add value to action across organisational, sectoral and partnership boundaries and also across geographical boundaries by relating to the community strategies of neighbouring areas and its relationship with the Wales Spatial Plan. This can be achieved by ensuring that community strategies get to the essence of local issues and problems by strengthening their own spatial dimension and targeting action where it is most needed. (See diagram 1 at the end of this case study). The guidance is supported by a series of Advice Notes that aim to illustrate how community strategies may work in practice and to facilitate the sharing of experience. These Advice Notes will be issued on a rolling basis and then updated regularly to reflect new developments. There are currently 7 advice notes on the website on issues such as Sustainable Development, Environment and Climate Change, Governance, and Partnership and Scrutiny: http://wales.gov.uk/topics/localgovernment/partnership/commstrategies/advicenotes/?lang=en The revised guidance builds on practice and research including a 2006 Welsh Assembly commissioned national evaluation of the effectiveness of the first round of community strategies – ‘People, Plans and Partnerships: A National Evaluation of Community Strategies in Wales’ and the 2007 Government consultation / response to this – “Local Vision, Preparing Community Strategies”. The report made a total of 29 recommendations on issues such as statutory duties, revised Guidance, strategic priorities, resources, policy integration and performance management frameworks. See: http://wales.gov.uk/topics/localgovernment/partnership/commstrategies/?lang=en

Outcome Agreements Outcome Agreements exist between each individual local authority and the Welsh Government and will last for three years, ending in March 2013. They contain ten over-arching strategic themes originally taken from the One Wales document, and, where possible, reflect an authority’s existing or identified improvement objectives. They are linked to a pro-rata grant, which will be paid to an authority according to the level to which it has achieved the outcomes in its Agreement. The aim of the Outcome Agreements are to: • Provide an outcome-focused approach to local and national performance management, that

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is clearly aligned to the Assembly Government’s strategic priorities but retain a local focus; • Set a more effective accountability framework by incentivising improvement and the delivery

of quality local outcomes; and • Streamline and strengthen relationships between the Welsh Government and local

government, reducing the administrative overhead and facilitating the delivery of efficiency savings.

The Outcome Agreement prospectus details how local authorities and the Welsh Government should work together to develop and subsequently monitor the Agreements. The Prospectus, along with all 22 outcome agreements and high level summaries, can be accessed by using the links below:

• Local Authority Outcome Agreements (Prospectus and detailed Agreements) • Summaries of the Outcome Agreements

Data Unit Wales The Data Unit was established in 2001 as a public sector, not-for-profit company to provide advice, guidance, training and support to local government in Wales around data and statistical issues. Its main customers are Welsh local authorities. Much of the support is provided at no direct cost to local authorities as part of an arrangement with the Welsh Local Government Association, but it also offers support to other sectors and the general public. Its aim is to support improvements in services by collecting, processing, interpreting, analysing and disseminating data effectively. A wide range of data available via InfoBaseCymru, which is a national information system that provides easy access to a wide range of data locally and nationally on Wales. The system allows the data to be viewed in maps, tables and local area reports. It contains information on how well local authorities are performing across a range of services, along with a range of data about the local area. The information covers a range of themes including: people (census, and population and migration data); economy; education; health; housing; environment; transport; and community safety. InfoBaseCymru holds and displays data about Wales from local authority level to a local area (lower super output area) level.

Further Information: Contact Person & Publications Websites: Welsh Government: http://wales.gov.uk/topics/localgovernment/?lang=en Datahub: http://www.dataunitwales.gov.uk/ Publications: Collaborative Community Planning - This is the statutory guidance on community planning issued by the Welsh Assembly Government under Part 2 of the Local Government (Wales) Measure 2009.

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Diagram 1 - Community Planning Process in Wales

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Diagram 2 – Local Government Measure (from Flintshire County Council)

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Table 1 – Cardiff Outcome Agreement Summary