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 outcomes In 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