Community Planning how to
make the system work
How Scotland is governed
Scottish Parliament has powers over
Health,Housing Economy Education,Justice
Scottish Executive is the govt and civil service
32 all purpose Councils-run Education, Housing,
Planning, Social Services,Transport, Arts, Police
14 Health Boards responsible for
planning,running and managing health
14 Local Enterprise Boards
Scotland since devolution- new agenda
Social Justice becomes an overarching policy
Concerns about high levels of income/health
Desire by Scottish Executive to be inclusive
Partnership working across public agencies, with
communities and vol sector now core activity
Recognition that new ways of involvement and
engagement vital to tackle long term challenges
What is Community Planning?
New form of local involvement, and engagement
between national and local priorities
Local Authorities are the lead organisation in
managing the process but in partnership
A Community Planning Partnership must be in
place and include Health, Enterprise Police
Community and voluntary sector organisations
need to be seen as equal partners
To be local fora for community engagement
Aims of Community Planning
Ensure people and communities are genuinely engaged in
the decisions made on public services which affect them.
A commitment from organisations to work together, not
apart, in providing better public services.
To establish over-arching framework helping to co-
ordinate other initiatives.
And where necessary acting to rationalise and simplify a
To improve the connection between national priorities and
those at regional, local and neighbourhood levels.
Community Planning diagram
How should it operate?
The Community Planning Partnerships should
:Develop and set out a joint vision.
Set out outcomes for the process of partnership working
and service improvements.
Allocate resources to achieve agreed outcomes.
Streamline the arrangements for planning and delivery .
Share appropriate information between partners.
Ensure engagement and not just consultation
Theory to practice– a case study
Dumfries and Galloway large rural area facing
ageing and declining population
Low wage, low skill, farming/tourism base
Good relationships between agencies but still
silo working and suspicision
Intractable issues beyond scope of one body
Small town decay
2001 Foot and Mouth – the “tipping point”
What happened next?
Clear leadership from top by key players
Community Conference called to draw up strategic
objectives and priorities for action
Sign up to common aims -3 thematic areas
Healthy and Safe, Inclusive Communities and
Enterprise and Learning drive the plan
Big focus on involvement as well as problem
How did it function?
Joint Board focus on strategy and decisions
Senior Mgt Team of big 4 implementing
Community Partnership advising/reviewing performance
on themes and process
Local Rural Partnerships basis of local action and
involvement across sectors
Annual review of progress and direction and feedback
Streamlined activity and decision making across D+G
What has worked well
Seen as a process not an event-the day job
Evidence that multi agency working delivers
Tangible improvements across key areas of
concern Drugs, Youth Crime, Town brandng
Committed leadership from CEOs
Strong involvement strategy ngos at top table
Consistent joint /working/policy/investment
D+G vision rather than organisation’s objectives
Some outstanding issues
There can tensions around national targets eg
NHS versus local control
The thematic forums have varied in performance
Sometimes a debate about who has the
Community sector capacity can limit involvement
Needs to ensure it add value and not just another
task for busy managers/organisations
Thoughts from a near neighbour
Is a cultural not organisational change
Needs to focus on shared agendas/decisions
Effective on multi-layered problems
Challenges the silo mentality in organisations
Community sectors must be equal partners
Not just consultation but involvement!
Think of communities as assets not resource
Can be liberating for politicians