Community Planning in Scotland

BACKGROUND

Around since c.1998

Statutory backing since 2003

Duty on certain public bodies

to participate

No single model

Community Planning in Scotland

PURPOSE

Making sure people and communities are

genuinely engaged in decisions made on public

services which affect them

A commitment from organisations to work

together, not apart, in providing better public

services

Community Planning in Scotland

KEY PEOPLE

Community Planning in Scotland

KEY ELEMENTS

Partnership approach

Genuine community engagement

An agreed vision and objectives for area – the Community Plan

Community Planning – positive features in the landscape

• Statutory duty (since 2003) on core local agencies to participate in Community Planning

• Single-tier local government • Ease of communication within and across the

public sector in a (relatively) small country• Strong historic track record of partnership

working, local democratic engagement and active citizenship

• Best Value in local authorities (and beyond) as a core standard for continuous improvement in public service delivery

The principles that underpin Community Planning

• Engagement with the community

• Partnership working• Trust within a framework• Sustainable solutions

Community Planning -the intention

• Better services and stronger communities• Localism – decision-making and ownership

devolved to the most appropriate level• Avoid bureaucracy/duplicating structures• Financial benefits – savings, pooling

resources, accessing additional funding• Increased trust, understanding and co-

operation

Community

Lifelong Learning

Neighbourhood Regeneration

Community Safety

Health & Wellbeing

Jobs/Economy

Sustainability/

environment

Community Planning – a means to an end

Community Planning - an over-arching framework

National Framework / Priorities

Community Planning Priorities

Local / Neighbourhood Priorities

Delivering results - balancing priorities

• Competing national/regional/local priorities

• Different priorities from different government departments/agencies

• Varying inspection, regulation and performance management requirements

• Different groups/areas with varying needs

A new focus on outcomesIn future, it is likely the Executive will:• become more outcome-focused in the use of

resources• spend less time on monitoring how money is spent • spend less time on demanding myriad plans from

delivery agents about how they will go about achieving objectives

• spend more time achieving the headline outcomes• through the detail of an outcome agreement, trust

organisations to decide how they will achieve outcomes

Making the links

Better coordination of services and priorities

Community

Planning

Development

planning

www.communityplanning.org.uk