Community Planning how to make the system work by tyh12035

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									Community Planning how to
  make the system work


            Brian Cavanagh
            Clifden Consultancy
How Scotland is governed

   Scottish Parliament has powers over
    Health,Housing Economy Education,Justice
    Transport
   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
    theme
   Concerns about high levels of income/health
    gaps
   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
    cluttered landscape.
   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.
   Monitors progress.
   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
  solving/service improvement
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
    to/from communities
   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
    “mandate”
   Community sector capacity can limit involvement
    and engagement
   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
    drain !
   Can be liberating for politicians

								
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