Delivering Community Planning A Pilot 2012 Preface

In December 2009, the Big Lottery This report provides a summary of the work Fund tendered for the delivery of three of the Belfast pilot. It explains what we pilot projects on Community Planning did and the lessons we learned. It outlines some of the key pieces of work undertaken in and a separate including the development of a Belfast model Published January 2012 by but linked support contract to capture Belfast Community Planning Consortium of Community Planning. c/o the learning and good practice. Chief Executive’s office The report represents the culmination of City Hall, Belfast The main purpose of the projects was to an 18 month project which would not have BT1 5GS support the voluntary and community been achieved without the hard work and sectors to participate more meaningfully in commitment of a wide range of people and Email: [email protected] the emerging Community Planning process organisations, many of whom have been in Northern Ireland. The overall aim was developing the foundations necessary for Additional copies are available on request or from to provide a model and a toolkit of good Community Planning on which this project the Belfast City Council webpage which also contains practice in Community Planning that will has been built. We commend them for the further information about Community Planning: help to ensure the genuine engagement significant contribution they have made to www.belfastcity.gov.uk/communityplanning of these sectors in the emerging the development of Community Planning Photography formal processes. in Belfast and indeed Northern Ireland. Copies in alternative formats are also available GRID Image on request from Belfast City Council at the Christopher Heaney address above. Elaine Hill

3 We would also like to acknowledge the role However this is not the end of the process. of the Big Lottery Fund in making this We believe that Community Planning will What’s in this report? possible and in displaying its confidence in make a difference and we look forward to the potential of Community Planning. building on the work and the relationships already developed, to deliver a workable and The legacy of this project is already being effective model of Community Planning that felt – whether it be in the form of the Belfast leads to real improvements in the quality of Strategic Partnership’s Framework for Action life for all the people of Belfast. This report is based on the results of a • Describes the work of the Belfast or in the relationships established between Community Planning Consortium in the Consortium and the Belfast City The Belfast Community pilot project delivered on behalf of the delivering the project, including its Council cross-party reference group Planning Consortium BIG Lottery Fund during 2010 and 2011 capacity building work with stakeholders on Community Planning. by the Belfast Community Planning and engagement with the community

consortium. The project’s main aim and voluntary sectors; was to work with the community • In particular, outlines the experience and voluntary sectors to support their of the consortium in working with the meaningful participation in the planned new Belfast Strategic Partnership to use implementation of Community a Community Planning approach in Planning in Northern Ireland. the development of their framework for health and wellbeing; This final public report of the project: • Based on the learning from the project, • Describes concepts and approaches proposes the necessary elements required associated with Community Planning in to deliver Community Planning in Belfast other places and how these might inform (‘the model’) and; its delivery in Belfast; • Presents a series of next steps to prepare Belfast for forthcoming Community Planning responsibilities.

4 5 Preface 3-4

What’s in this report? 5

Contents 1. Introduction 9 Background 10-11 A focus on health 12 Building capacity 12 A model for Community Planning 13

2. The Belfast Community Planning Consortium 15

The Steering Group 16 Cross-Party Reference Group 17

3. Building capacity for Community Planning 19

Introduction to Community Planning course 20 Insight seminars 22

4. Action research: A framework for health and wellbeing 25

Developing the framework for action 26 Evaluation 29

5. The Belfast Community Planning model 31

Engagement on the draft model 32 The model and elements 34 Making the model work 40 Additional support for Community Planning 42

6. What next? 45

Recommended next steps 45

Online resources 46

6 7 Introduction

At the end of 2009 the Big Lottery Fund publicly The driver behind the tender for tendered for the delivery of three pilot projects the project was the planned on Community Planning in Northern Ireland. implementation of Community Planning across local authorities in The main purpose of the projects was to Northern Ireland in 2011. While this support the voluntary and community sectors implementation has been delayed, to participate more meaningfully in the Community Planning remains an emerging Community Planning process in important strand in the work of local Northern Ireland. authorities and its partners elsewhere.

Within this section: Background 10-11 A focus on health 12 Building capacity 12 A model for Community Planning 13

9 Background ‘…the process through which public sector The Belfast pilot was expected to deliver on a The BIG Lottery Fund’s other two pilots were organisations work together and with local number of objectives: awarded to Derry City Council (covering National government introduced the concept communities and the voluntary sector, to Derry and Strabane council areas) and the 1. To enable local councils, the voluntary of Community Planning in the 1990s and identify and solve local problems, improve Rural Development Council (covering the and community sectors, and other in other parts of the UK there is a legal services and share resources.’ Fermanagh and council areas). An stakeholders, to gain a fuller understanding requirement on councils to lead Community additional ‘support’ contract was awarded of Community Planning through testing Planning. Under the Northern Ireland Using the Scottish model as a guide, there to Community Places to draw together the and modelling Community Planning Review of Administration (RPA), it was is an assumption that local councils, such as learning from all three pilots and to develop processes; intended that local councils here would also Belfast City Council and their partners, will a sustainable toolkit to support the voluntary become legally responsible for Community have the capability in place to fully engage 2. To engage key stakeholders in pilot and community sectors in participating in Planning. However, when the RPA was with local communities in the process of Community Planning projects ahead of Community Planning. suspended in June 2010, the work to extend planning and delivering local public services. formal structures; Community Planning to Northern Ireland And that these organisations can work in 3. To build and increase networks and was delayed. More recently, the NI Executive, partnership to deliver such services in an strategic alliances; in its 2011 draft Programme for Government, integrated and effective manner. has signalled its intention to introduce a 4. To enable meaningful collaboration ‘Duty of Community Planning’ on local In part response to this a Belfast Community between the Statutory Transition Committees councils by 2015. Planning Consortium, led by Belfast City (as proposed in the Review of Public Council, successfully bid for one of the BIG Administration) and various partners in Currently definitions and approaches to Lottery Fund’s tenders. The consortium also the Community Planning process; Community Planning differ slightly across included the city’s five Area Partnership 5. To increase understanding of the role of England, Scotland and Wales. At the moment Boards and the not-for-profit organisations, the voluntary and community sectors in there is no official definition of what Community Places. The results of its eighteen Community Planning; and; Community Planning will be in Northern month project are contained in this report. 6. To empower the voluntary and community Ireland but it seems likely that it will be sectors to participate in Community similar to the Scottish model which Audit Planning. Scotland defines as:

10 11 A focus on health Building capacity A model for Community Planning The model was based on the learning and practice gathered during the life of the While the consortium could have approached The consortium’s approach was constructed Another planned legacy of the project was project, particularly the experience of working Community Planning in a variety of ways, it with the understanding that capacity building the development of a Community Planning with the Belfast Strategic Partnership on the chose to take a citywide thematic perspective was required across all sectors. model that would identify the necessary creation of their framework. The project also on the subject of health. elements and processes required to deliver ran a specific engagement programme with Capacity building with representatives of Community Planning in Belfast. members of the voluntary and community At the time the new Belfast Strategic the voluntary and community sectors, with sectors to test and shape the final content of Partnership (BSP) was developing a health councillors and with statutory sector staff The model that emerged does not propose the model. and wellbeing framework for the city and the was the golden thread which ran through the any particular organisational arrangements consortium recognised that this could present project. The impact of this work is likely to for Community Planning (such as formal The model is based on the understanding an opportunity to test aspects of Community be felt beyond the life of the project and will partnership arrangements or the creation of that the approach in Belfast should be based Planning in a real-world situation. Belfast has provide a basis for on-going work towards supporting bodies). It also doesn’t attempt on three drivers: considerable health inequalities and suffers the wider implementation of Community to describe what a final ‘community plan’ for 1. A strong, genuine engagement with from some of the lowest of health outcomes Planning in Belfast. Belfast might look like. These will ultimately people about the services they receive; in the UK. The project would work closely with be shaped by the final RPA legislation and the Partnership and its new Belfast Health guidance. What the model can usefully do 2. A commitment by organisations and Development Unit (BHDU). is identify the critical factors for applying a communities to work in partnership; Community Planning approach in any given 3. A commitment to integrated service The consortium’s steering group was planning circumstance that is adaptable to delivery by organisations in the city. expanded to include members of the city’s the emerging legislative framework. health agencies. A key aim for the project was to test how the voluntary and community sectors could participate most effectively in the process of developing the framework.

12 13 The Belfast Community Planning Consortium

The consortium was established The members of the consortium were: in January 2010 for the purposes • Belfast City Council (lead partner) of competing for one of three BIG • The five Belfast Area Partnership Boards Lottery Community Planning pilot - North Belfast Partnership projects in Northern Ireland. - South Belfast Partnership - East Belfast Partnership The project was based on the assumption - West Belfast Partnership that a formal duty of Community Planning - Greater Shankill Partnership would be introduced in Northern Ireland in • Community Places June 2011 and on research that suggested that the voluntary and community sectors were under-resourced to participate in Community Planning on an equal footing.

Within this section: The Steering Group 16 Cross-Party Reference Group 17

14 15 The partners brought together many The Steering Group This capacity building work, and the stronger The Strategic Policy and Resources individual strengths and assets. relationships that have developed during the Committee set up a Cross-Party Reference The consortium set up a steering group to project, were an important outcome. Group to provide a political forum to discuss • The Area Partnerships have been working guide the pilot project. Reflecting the focus and test emerging ideas and concepts across the city for more than a decade on the theme of health, the membership relating to Community Planning and to and have relationships across the local Cross-Party Reference Group was expanded beyond the original partners. make recommendations to the Committee voluntary and community sectors on a It included: regarding a Community Planning framework range of interests and projects. Belfast City Council’s Strategic Policy and for Belfast. The group’s membership included • Belfast City Council Resources Committee is its principal • Community Places, a not for profit committee with responsibility for council councillors from the six parties represented organisation, has spent a number of years • The five Belfast Area Partnerships, strategy including Community Planning. on Belfast City Council. exploring the implications of various including their health development This committee also acted as the council’s aspects of Community Planning for workers RPA transition committee. The BIG Lottery The consortium has had a strong and fruitful Northern Ireland. • Community Places Fund had initially intended for pilot projects relationship with the group, sharing ideas • Belfast City Council had already begun to on the Community Planning model and • Belfast Health & Social Care Trust to liaise closely with each relevant transition explore the implications of Community committee but when the RPA was deferred the implications for the council. This work Planning and, as the likely lead partner • Public Health Agency in June 2010 the transition committees also facilitated stronger links between the consortium’s members and councillors. in any future Community Planning • Belfast Health Development Unit were also stood down. arrangements, were in a position to examin the political and operational The steering group provided leadership to the realities of implementing the approach. project. In addition, given the diverse nature of the group and its links across the statutory, community and voluntary sectors, it also presented a vehicle for substantial capacity building work. In a series of workshops, evaluations and meetings, the group explored the concepts and implications underpinning Community Planning and worked to unpack the elements required for a Belfast model.

16 17 Building capacity for Community Planning

Building capacity with representatives of Specific activities were developed the voluntary and community sectors, with to provide capacity building councillors, and with statutory sector staff opportunities. These included: was the golden thread which ran through the • The development of an project. From the outset the steering group was accredited, three day course ‘Introduction to Community adamant that capacity building was required Planning’ across all sectors and not just within the • voluntary and community sectors. This was Delivery of Insight seminars showcasing a diverse range of particularly important in terms of the likely existing Community Planning cultural change required within statutory approaches. agencies to effectively embrace a core tenet of Community Planning, namely community engagement and involvement.

Within this section: Introduction to Community Planning course 20 Insight seminars 22

18 19 However, the project’s approach to capacity Introduction to Community Planning course The content of ‘Introduction to Community Day 3: Engagement and Community Planning building went beyond these specific activities, Planning’ course was: with all partners agreeing that the ongoing A bespoke ‘Introduction to Community Planning’ An examination of the importance of communication, engagement and involvement course was developed in partnership with the Day 1: Understanding Community Planning engagement in effective Community Planning contributed to building capacity. Inherent University of and piloted as a broad and how theory is put into practice. within this was the building of relationships means of building capacity across all sectors An introduction to the concepts, context and and trust, which could only really be achieved (but with a specific goal of recruiting participants approach to Community Planning in the UK, The course was delivered by a variety of by working together in a practical sense. The from the voluntary and community sectors). Northern Ireland and, specifically, Belfast. external speakers and lecturing staff from steering group was keen that opportunities The course had a Belfast focus and was the University of Ulster with experience of were available throughout the project to important in terms of general capacity building Day 2: Building the capacity for Community Planning across Northern Ireland, improve understanding, skills development not just in terms of knowledge and skills. Community Planning GB and the . It provided and partnership working in a shared significant opportunities to develop multi- environment. This three day accredited course was piloted An exploration of the roles and responsibilities sector relationships, to enhance the with two groups. There were 51 participants, of those involved at partnership, organisational understanding of each other’s work, and The impact of this work is likely to be felt 26 of whom were from the voluntary and individual levels in Community Planning to develop a shared set of values and beyond the life of the project and will provide and community sectors. The course was and identifying the skills and competencies competences. a basis for on-going work towards the wider significantly oversubscribed reflecting a required to participate effectively. Attendees implementation of Community Planning significant interest from all sectors. were encouraged to reflect on their own The course is being evaluated and assessed in Belfast. potential roles in future Community Planning for its future sustainability and value. Initial processes within Belfast. feedback indicate that participants enjoyed and valued the course and noted in particular the usefulness of the cross-sector approach.

20 21 Insight seminars Community Planning and Local Area Working Integrated locality planning in Mount Vernon Planning cycles in the statutory sector Belfast City Council’s approach to local area The Public Health Agency is leading a pilot This seminar was created in response to In addition to the formal ‘Introduction to working is ensuring that council services that uses an assets-based approach to involve demand, primarily from voluntary and Community Planning’ course the project also can respond, and adapt to, the needs of local local people and stakeholder agencies in the community sector representatives, for more organised a series of five Insight seminars communities. This session gave examples of redesign and delivery of better, more locally information on the planning cycles of the which showcased a range of approaches to this approach in action; how it had benefited appropriate and managed services. This statutory agencies. It provided an overview local Community Planning; investigated a communities; and the importance of a session described its approach which has of the Council’s, Belfast Health & Social city-wide example from the Derry City Council strong evidence base when delivering local included assessing the resources being spent Care Trust and the Local Commissioning area; and explored the challenges of aligning area services. by statutory agencies in Mount Vernon and Group’s planning cycles. Feedback indicated planning processes in the health and local how, when there are no additional financial a significant interest in a follow-up session government sectors. Integrated Services for Children and resources, existing spending can be re-aligned to this seminar. Young People (ISCYP) or re-allocated to fit more closely with the These events were held throughout the The ISCYP project has had an positive impact needs of local people. city and were well-attended. The feedback on the lives of vulnerable children, young showed good levels of satisfaction in terms people and families across west Belfast One City, One Voice, One Plan of improving understanding and exploring including the Greater Shankill area. Adopting This seminar shared learning from the the ideas and concepts of Community an ‘outcomes focused’ approach the project Derry / Londonderry regeneration experience. Planning and increased awareness of has sought to engage meaningfully with Aideen McGinley, chief executive of the existing approaches. people at all stages of its development and ILEX regeneration company, outlined the has delivered improved, integrated services experience of developing the city’s ‘One City, The seminars also provided opportunities for the area. This session outlined the One Plan, One Voice’ regeneration plan. to engage people in the wider work of the approach taken by the project, describing In particular the seminar focused on the project, in particular the development of some of the lessons it has learned and the innovative ‘Future Search’ technique that the Community Planning model. challenges it faces. was utilised in the development of the plan.

22 23 Action research: A framework for health and wellbeing

Given the size and complexity of Belfast, Belfast has considerable health inequalities the consortium decided at an early and suffers from some of the worst levels of stage that the project should focus deprivation and health outcomes in comparison to the rest of Northern Ireland. Developing a on a single theme to test Community strategic Community Planning approach to Planning processes in a manageable, improving health provides a number of real-world situation. A number of challenges and substantial scope for learning options were considered and it was especially in terms of aligning strategic agreed that the pilot should focus structures and securing local joined up delivery. The health theme therefore was seen on health. as a microcosm of Community Planning.

Within this section: Developing the framework for action 26 Evaluation 29

25 Developing the framework for action and it also has five community members, The steering group agreed that where In advance the stakeholder workshop, the who were nominated through an informal appropriate initial engagement should project collated and synthesised of health Proposals to create a strategic health cross-sector process. The Partnership is be with existing structures and as a priorities that would be considered in partnership and health and wellbeing chaired by the Chief Executive of Belfast consequence the Belfast Area Partnership the workshop. As the majority of Health framework for Belfast were at an early stage City Council. Health Forums, who have a wide cross- Forums had already identified local priorities when the project was being designed. This sectoral membership, were approached to (incorporating those from Neighbourhood provided an opportunity for the consortium At its first meeting in February 2011 the contribute to this role. Renewal Partnerships), the Belfast Area to support the piloting of a Community Partnership agreed to adopt a Community Partnership Health Workers were asked to Planning approach in a real-world situation. Planning approach, partnering with the The project designed an initial planning submit these to be considered alongside A number of strategic developments had Community Planning project to assist its and engagement process to assist the survey questionnaires completed by taken place but engagement with the development of a four year framework for development the Framework for Action. In members of the Belfast Strategic Partnership voluntary and community sectors had action to address life inequalities in Belfast. particular the project proposed a process to and the Belfast Health Development Unit's been limited and was an acknowledged The Partnership was committed to drafting distil and rationalise priorities to be included existing interim plan. As a consequence area for improvement. this plan within 12 months. in the Framework. This was agreed at the a key local dimension was brought to the April 2011 Belfast Strategic Partnership development of priorities. The Belfast Strategic Partnership was The steering group determined that its work meeting and its main vehicle was to be a established in early 2011; this is an initiative on health should build on, and be informed stakeholder workshop to be held in June 2011. of Belfast City Council, Belfast Health & by, recent and existing research, community- Social Care Trust and the Public Health led surveys and strategic reports. A scoping Agency. It is a multi-agency partnership of paper was prepared which enabled initial over 40 senior level stakeholders. The five analysis and prioritisation of health issues. Belfast Area Partnerships are represented

A Framework for Action

26 27 In collaboration with the Belfast Health In addition to the key priorities identified, Evaluation ‘worked well’ and that overall, the Framework’s Development Unit the project planned, six cross-cutting themes were also agreed: priorities and cross-cutting themes reflected organised and resourced the stakeholder The project commissioned an independent the discussions that took place. • Addressing poverty related issues workshop on 28 June 2011. This was attended evaluation to assess how effective the by over 100 people from a mixture of sectors. • Building community capacity engagement process had been for this The evaluation identified three underlying needs for more effective engagement: a This facilitated workshop proposed a set of • Organisational development first stage of developing the Partnership’s high-level priorities for the Partnership to Framework for Action. participation structure that enables community consider for inclusion in its Framework • Active Belfast and voluntary sector representatives to become more aware of Belfast Strategic Partnership for Action. • Healthy Ageing Two surveys were used, one at the end of the initial stakeholder workshop in June 2011 activities; greater understanding within • Health and health equity in all local policies The findings of that day have formed the and the other when the draft Framework these sectors of the process of prioritisation; primary content of the Framework for Action was ready for circulation (October 2011). and greater capacity across all sectors to learn The initial process, designed and implemented on Addressing Life Inequalities which the The evaluation was not of the Framework from other related initiatives, for example by the project, ensured that relevant partners Neighbourhood Renewal Partnerships. Belfast Strategic Partnership endorsed at its per se, but rather of the engagement process (and in particular the voluntary and community September 2011 meeting. The key priorities that contributed to its formulation. sectors) were involved at the early stages of The majority of respondents (88%) felt this (which will now be taken forward in thematic the development of the Framework. The evaluation utilised the Scottish Standards first stage engagement was at least ‘partially working groups) are: for Community Engagement to elicit feedback effective”. Just under one half (44%) identified • Addressing mental health and emotional and to provide a baseline for the Belfast the engagement as “quite” or “very good”. wellbeing Strategic Partnership on its engagement with This is a useful baseline and, while recognising the voluntary and community sectors. The the engagement process is in its ‘early days’ • Addressing issues of life long learning follow-up survey provided useful information the recommendation would be to improve • Addressing alcohol and drug related issues on the associated barriers and capacity issues on this current level to a best practice aim of 65% perceiving the Partnership’s future • Focusing on early years and early for future engagement. engagement to be “quite” or “very good”. interventions In general those attending the stakeholder • Regenerating living places and workshop felt that the engagement process, healthy spaces

28 29 The Belfast Community Planning model

This chapter presents the emerging During the work of the project recurring model and provides a description themes, challenges and core principles were of how it was developed and how it identified. These were informed by the action research with the Belfast Strategic might be taken forward. The model Partnership and the wider engagement represents a significant output by the around Community Planning approaches. project but more work will be required The steering group explored how these could to develop a final version with the be drawn together and packaged to enable necessary supporting processes, discussion and critical examination by other structures and competencies for stakeholders in the city. This provided the nucleus and concept for the emerging model. delivering Community Planning in Belfast.

Within this section: Engagement on the draft model 32 The model and elements 34 Making the model work 40 Additional support for community planning 42

30 31 Engagement on the draft model The voluntary and community sectors The project also set up a wiki-based website workshops included contributions from to encourage users to contribute their own Given the project’s central aim of supporting Harriet Eadie, Director of the Edinburgh ideas and content to the development of the voluntary and community sector participation Volunteer Center and the chair of the model. Wikis are online tools that support in Community Planning, the steering group Edinburgh Compact Partnership and Bryan easy-to-use online collaboration. Training designed an engagement programme to Poole, the manager of the Fife Council sessions were organised for anyone wishing ensure that the emerging model fully reflected for Voluntary Services who both drew on to contribute to the wiki. the learning and knowledge of this sector. their considerable experience of Community If the model was to have robustness, or if it Planning in Scotland and contributed There were a large number of ideas, was to be applicable in the real world, it was greatly to building capacity. experiences and concepts generated during important that it drew on the experiences of the engagement programme. These were those who have previously grappled with the The statutory sector workshop explored the collated and fed into this draft of the model. challenges of Community Planning in the city. likely obligations facing these organisations as a result of the introduction of Community An initial planning workshop was held with Planning and facilitated discussion on how representatives from the voluntary and an emerging Belfast model might help. It community sectors in July 2011 to assist in included a presentation from a representative the design of both the engagement programme of the Department of the Environment and the capacity building course. The final who gave an update on the introduction of engagement programme included two Community Planning in Northern Ireland. workshops aimed specifically at the voluntary and community sectors, with a third workshop A further event was held with the council’s targeted at the statutory sector. Cross-Party Reference Group to allow councillors an opportunity to comment and contribute to the model.

32 33 The model and elements The model does not identify a specific order in which each element would be applied in The consortium’s model is based on the a planning process. In any given scenario concept that, independent of any legislation the starting point is likely to be influenced or statutory requirements to create a by existing circumstances. For example, a Acknowledging community plan, using a Community planning process may originate from a strong the context Planning approach in the design and delivery political imperative with civic leaders driving Effective Civic of public services is the best way of ensuring change. Alternatively, the drive may have partnership leadership that these services will be effective and efficient. come from the commitment to deliver on working & ownership shared outcomes that have been identified Thus the emerging model does not propose as the result of previous engagement any particular organisational arrangements with communities. Or perhaps priorities Evidence Inclusion & knowledge & communication for Community Planning in Belfast (such have emerged during a drive for service Community as formal partnership arrangements or integration. Planning supporting infrastructure). It also doesn’t attempt to describe what a final ‘community Whatever the starting point the model Assets & Focusing plan’ for Belfast might look like. These will encourages people to analyse the inevitable building on outcomes be shaped by the final Review ofPublic inter-connections and dependencies capacity Administration legislation and guidance. between these and the other elements in Integrating Resourcing the model. For example, shared outcomes services Central is the vision of making a difference are likely to be dependent on processes and improving the lives of people living and that support inclusion and robust evidence working in Belfast. In achieving this the gathering which in turn are dependent on model identifies nine essential elements, other elements. Examining each of these whose dynamic interaction will ensure relationships encourages a well-designed successful Community Planning and result planning process that is both robust and in achieving the positive transformation inclusive, and which utilises existing assets. in communities and the services delivered to them.

34 35 Acknowledging the context Focusing on outcomes Evidence and knowledge Assets and building capacity

This element is based on the understanding Successful planning results in tangible Evidence can be both the quantitative data Organisations (including statutory and that the existing context will have implications change that benefits people and communities. relevant to making decisions around assets, the voluntary and community sectors), for how a Community Planning approach is Such an approach involves working from an priorities and commitments, and the rich communities and individuals have many developed and applied. Those applying the early stage with those involved, including qualitative information that can be drawn strengths, talents, skills and resources that model need to adapt their approach to best the end users, to identify shared, long term from personal experience, engagement, can contribute to success in community fit with such things as local environment, aspirational outcomes. It is important to research and learning. planning. It is likely though that there will be communities, existing statutory obligations, map the causal relationships between these some gaps or areas that need strengthening pre-agreed commitments, existing structures outcomes and the interventions to deliver It is not only the collection, storing and to ensure an effective contribution and or thematic initiatives. This approach them, along with identifying the indicators sharing of such evidence but also the ability to participation occurs. It’s important to be discourages the creation of additional to measure their impact. This also includes use it appropriately to make informed decisions. aware of the assets and capacity that exist new processes or structures if existing a commitment to monitor and evaluate the and are required for success and to support arrangements are adequate (or can be approach taken to deliver intervention. a culture of capacity building. adapted to achieve the same aims). Civic leadership and ownership Inclusion and communication This includes the governance arrangements At the heart of Community Planning is a under which Community Planning must commitment to meaningful engagement, operate (for example, under the Local involving people in all aspects of the approach Government Reform proposals local authorities from the outset of the planning process. in Northern Ireland will have political An inclusive, participatory approach, that responsibility for leading on Community emphasises communication with communities Planning). However, this element also and between partner organisations, is not addresses the wider leadership responsibilities an optional extra – it is essential to success. and commitments by organisations (both In most circumstances services will be more statutory and the voluntary and community effective if those who use them are involved sector), communities and individuals in in their design. making Community Planning work.

36 37 Resourcing Effective partnership working

Community Planning is usually not about A successful Community Planning creating additional funding or budgets. model may or may not include an official Rather it is about the flexible use and sharing partnership structure (such as the Belfast of budgets towards agreed joint outcomes Strategic Partnership) but it’s likely that in with resources committed and reflected in the current environment, any approach will individual stakeholder plans. A Community require the support of a variety of existing Planning approach often requires an or new formal and informal partnership understanding of how existing resources are arrangements that work well at different committed and their combined impact in levels (strategic, thematic, local). Partnership particular circumstances. working requires a suite of skills and competences. It is also a recognition that while many of the approaches to Community Planning may Integrating services well be adaptations of existing approaches, there is likely to be a resource implication for Most effective interventions that contribute design and delivering Community Planning to long term outcomes are likely to be particularly in support of engagement and delivered by a number of statutory, community capacity building. and voluntary organisations working together. While the integration of existing service delivery is one of the aims of Community Planning it is also likely to be the key to its success. Community Planning is ensuring that these are planned, designed, delivered and evaluated in an environment that is conducive to shared approaches.

39 Making the model work • The need for effective representation 2. In its current form the model is not (and • Commitment from statutory partners, including addressing how the voluntary was not designed to be) a planning or • Promoting the importance of political During the engagement programme on the and community sectors, geographical evaluation tool. However, it does offer a leadership; development of the model there was broad communities or communities of interest useful structure against which such tools consensus amongst those involved that can be properly represented in an could be developed to: • Focus on outcomes and clear it represents a fairly comprehensive and emerging structure. accountability; • Create an outcomes-based flexible approach to applying Community • The private sector should have a role in performance management framework; • The alignment and rationalisation Planning in Belfast. any plan for a city but how can this role of the multiple existing strategies • Assist in the planning process in terms be expressed within the model? and plans in Belfast; There are many challenges in relation to its of helping identifying key linkages and successful implementation and there was • How to integrate local or neighbourhood mutual dependencies between each of • The recognition of the unique Belfast much constructive feedback from a range of priorities within a citywide vision? the elements. context in which the model would be implemented. partners on what needs to be addressed in • How to implement Community Planning 3. The model would benefit from the the future development and implementation approaches in an environment when there development of a framework for delivery 4. An emphasis on ‘collaborative gain’ should of the model. There were a number of key is likely to be no additional resourcing? issues identified: that encourages: be the priority of Community Planning. That is, ensure the focus of Community Feedback also provided suggestions as to • Utilisation of existing work and use • The need to confirm the legislative Planning is on those areas where a how the model should be developed to enable of existing relationships; framework in which Community Planning collaborative partnership-based approach it to take forward Community Planning: in Northern Ireland will operate; • Application of a community will offer the greatest benefits. • A commitment by all partners to development approach; 1. The model proposes that at the heart of consistent and meaningful engagement; Community Planning is the broad aim of • Formal memoranda of understanding • How to address the cultural shift within ‘making a difference’ to people’s lives in or other agreements that are organisations required to implement the city. This needs defining to create a underpinned by principles of equality Community Planning. This is particularly shared vision of Community Planning. and respect; relevant for statutory agencies.

40 41 Additional support for community planning 1. Community Engagement - guidance 3. Outcomes - this part of the Toolkit 4. Aligning Plans and Processes - issues on good practice in planning for explains the value of having agreed and covered here include the challenges and Community Places was awarded a separate engagement; on-line tools for designing clear outcomes for Community Planning benefits of aligning (joining-up) plans additional contract by the Big Lottery Fund and delivering community engagement; and provides guidance for community and services at local, programme and to provide learning and support for those outlines the strengths and appropriateness planning partners on developing them. strategic levels. These are illustrated involved in Community Planning. of various methods. with examples including participatory budgeting, Total Place and local services One outcome is that Community Places is 2. Working Together - identifies the value joint management initiatives. developing an on-line toolkit for community and realities of effective partnership planning. The toolkit describes the core working and how to assess partnerships. For more information features of community planning and will Also provides guidance on the challenges www.communityplaces.info provide examples of good practice and links community and voluntary groups encounter to further resources. The toolkit focuses on in working with and trying to influence the following themes: the public and private sectors.

42 43 What next?

This report has provided a summary 2. To engage with the Department of the of the activity and learning of the Environment on development of guidance Belfast BIG Community Planning for Community Planning and to work with the department and other partners pilot project. It has outlined some of towards implementation. the key pieces of work undertaken 3. To develop a framework for delivery of the including the development of a Belfast emerging Community Planning model model of Community Planning. and to apply it across another thematic/ geographical area. The report represents the culmination of an 4. To develop synergies with key areas of 18 month project which will need to be built related work eg community development, upon to implement effective Community consultation and engagement. Planning across Belfast prior to the introduction of the formal duty. 5. To develop a route map for the implementation of the formal duty of Recommended next steps Community Planning in Belfast.

To ensure the continuing development of Although the timeframe for introducing effective Community Planning in Belfast the the formal duty is not yet known, Belfast Consortium proposes the following: City Council, as the organisation which will have statutory responsibility for Community 1. To continue building on the relationships Planning, is committed to taking this work established through the project especially forward collaboratively, building on the the engagement with the voluntary and foundations laid by the consortium through community sectors. this project. 45 Online resources

BIG Lottery Fund Northern Ireland Belfast Health Development Unit www.biglotteryfund.org.uk/northernireland www.belfastcity.gov.uk/healthandwellbeing/ unit.asp Consortium and steering group members Public Health Agency Belfast City Council www.publichealth.hscni.net www.belfastcity.gov.uk/communityplanning Other sites North Belfast partnership www.northbelfastpartnership.org Department for the Environment Minutes and membership of the Community East Belfast Partnership Planning sub-group www.eastbelfastpartnership.org http://tinyurl.com/7c98lya

South Belfast Partnership Board Scottish Improvement Service www.southbelfast.org Scottish government Community Planning resources West Belfast Partnership www.improvementservice.org.uk/ www.westbelfast-partnership.com community-planning/

Greater Shankill Partnership Dundee Partnership www.greatershankillpartnership.org Interesting case study of how Dundee has put Community Planning into practice. Community Places www.dundeepartnership.co.uk www.communityplaces.info/community- planning.html Edinburgh Compact Partnership www.edinburghcompact.org.uk Belfast Health and Social Care Trust www.belfasttrust.hscni.net Fife Council for Voluntary Services www.cvsfife.org 46 Job no BCC 4440 www.belfastcity.gov.uk/communityplanning

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