Community Planning - call for views

https://communityplanning.dumgal.gov.uk/article/24051/Community-Planning
https://www.dumgal.gov.uk/

• The Community Planning Partnership Board and Executive Group were reviewed in 2016 to ensure they were fit for purpose to deliver the new legislative requirements, and have been refreshed every year thereafter, as part of an annual Improvement Plan. This has meant that our arrangements are monitored and up to date to reflect the appropriate contributions of partners.
• Development of a Community Planning Partnership Participation & Engagement Working Group in 2017, which brings together leads for engagement from across a wide range of organisations. It shares practice, planning of engagement activity and also arranges multi-agency training, with over 200 officers trained to date. Arising from this programme, Dumfries and Galloway was named as the UK Council of the Year in 2019 by the Consultation Institute for its investment in staff development
• Participation Requests and Community Asset Transfers have been developed by all public sector partners as required by the legislation, with the Council being at the vanguard in Scotland and receiving positive feedback from Community Transfer Bodies about the support they have received, as detailed in the surveys contained in the Annual Reports

Community asset transfers - Dumfries and Galloway Council (dumgal.gov.uk)
Participation Requests - Dumfries and Galloway Council (dumgal.gov.uk)
Information and engagement – NHS Dumfries & Galloway (nhsdg.co.uk)

• New methods of engagement have been developed, including within the Council: Community Conversations, Ward Events, and Participatory Budgeting

Community Conversations - Dumfries and Galloway Council (dumgal.gov.uk)
Ward Events - Dumfries and Galloway Council (dumgal.gov.uk)
Working Our Way Out of Poverty Participatory Budgeting Funding - Dumfries and Galloway Council (dumgal.gov.uk)

• Creative/artistic approaches have also been implemented for engagement work, including through ‘What We Do Now?’ project and our ‘Remembering Together’ COVID Memorial work
What We Do Now – The Stove Network
Remembering Together - Dumfries & Galloway Unlimited (dgunlimited.com)

• New strategies and Guidance have been introduced in a number of partners, including Dumfries and Galloway Council Community_Participation_and_Engagement_Strategy.pdf (dumgal.gov.uk)
the Health and Social Care Partnership Participation and Engagement Strategy; the Parental Involvement Strategy; and the Youth Participation and Engagement Strategy Youth Participation & Engagement Strategy 2022-2027 (moderngov.co.uk) and they have associated performance monitoring frameworks which sees public reporting on progress – for example in Dumfries and Galloway Council, the number and type of Consultation Mandates approved.

• The D&G Participation and Engagement Network has been established and refreshed – a form of Citizens Panel
Information and engagement – NHS Dumfries & Galloway (nhsdg.co.uk); and Climate Emergency Citizens Panel is also being set up by the Council with a £50k investment Citizen's Panel on Climate Change - P4P

• A co-produced Commission on Representation and Engagement was established in 2016 and its current Outcomes are until 2024. It was a finalist in the Scottish Government’s GoScotland Procurement Awards in 2019 Agenda for Communities Committee on Tuesday, 5th October, 2021, 10.30 am - Dumfries and Galloway Council (moderngov.co.uk) (item 6)

• A number of participation and engagement groups have been established and refreshed over the seven years since the Empowerment legislation was introduced including the Tackling Poverty Reference Group (winner of COSLA Gold Award in 2018 Dumfries and Galloway Council Strikes Gold at Excellence Awards - DGWGO); the Dumfries and Galloway Youth Council; and Listen2Us, for Care Experienced young people.

• The “Communities Model” has been developed through extensive engagement and is now being embedded within the work of D&G Council. It has four components:
- Empowering communities and individuals
- Focusing on local
- Addressing inequalities
- Maintaining high standards

• A new approach in the Health & Social Care Partnership bringing a range of key local services together within 8 communities (Home Teams).

• The Third Sector Interface has held a series of Roadshows around the region where organisations can come along and engage with the Interface staff and each other. Our events - Third Sector Dumfries & Galloway (tsdg.org.uk)

• A Development programme for Community Councils which has included: updating the Scheme of Establishment; a monthly Newsletter which shares examples of good practice, and has been commended by the Improvement Service Community councils - Dumfries and Galloway Council (dumgal.gov.uk) ; and a series of webinars and training courses.

• Review of Local Rural Partnerships, in place since 2000 and replaced by four Locality Hubs in September 2020, chaired by the Third Sector Interface 11_09_20_CPP_Board_Papers.pdf (dumgal.gov.uk).

• A Place Planning Partnership was established in June 2021 CommunityPlanning - Working Groups and is co-ordinating all types of locality planning including the new statutory Local Place Plans Local Place Plans that can influence the Council’s Local Development Plan; and Place Plans required as part of our Borderlands Growth Initiative Place Programme Place Programme | Borderlands (borderlandsgrowth.com)

Tackling inequalities
Through our LOIP Annual Reports we have evidenced good progress in achieving the eight Outcomes – the Reports comprise both quantitative data drawn from local data and national comparisons; and qualitative data in the form of case studies and personal testimonies. CommunityPlanning - Local Outcomes Improvement Plan and Locality Plan (dumgal.gov.uk)

The agreement of a new Strategy for Poverty & Inequalities and Partnership in March 2021 CommunityPlanning - Poverty and Inequalities Partnership has strengthened partner arrangements and led to a more targeted approach to help tackle poverty based on research/evidence, with the new Partnership agreeing a Monitoring and Evaluation Framework and Action Plans agreed..
Each statutory partner fulfills its requirements to develop and agree a set of Equality Outcomes with the engagement being undertaken jointly between DGC and NHSD&G and the H&SCP in Jan-March 2022; and the Outcomes are discussed and monitored by a Community Planning Partnership Equality and Diversity Working Group.

The CPP Board has identified 12 key Strategies and Plans that contribute to the LOIP Outcomes of reducing inequalities; and at each quarterly meeting of the Board, performance is scrutinised to monitor progress across all aspects (e.g. economy, children, housing, transport)

Cost of Living
Cost of Living increases has been a key element of the work of the Poverty & Inequalities Partnership to ensure initiatives and support for this group of vulnerable people is co-ordinated and funding reaching those most in need..A new website has recently been launched to ensure all key information is easily accessible and in one place:
Cost of Living DG - Cost of Living (dumgal.gov.uk)

The Third Sector Interface is co-ordinating the development of Warm Spaces and ensuring they are promoted through their innovative DGLocator app DGLocator Find a service in Dumfries and Galloway
The Cost of Doing Business is a focus for the work of the Regional Economic Partnership to ensure initiatives and support for businesses and social enterprises is co-ordinated.
Individual partners have developed their own website information and work programmes to support their staff, customers and other stakeholders in dealing with the Cost of Living increases.

Another example is Wheatley Group's ‘Here for You’ initiative Here for you in difficult times | Wheatley Homes South (wheatleyhomes-south.com)

Cost-of-Living Support - Dumfries and Galloway Council (dumgal.gov.uk)
Dumfries and Galloway Council has also established an officer Board which reports through the Leaders Panel to Full Council.

Preventative approaches
Strategic partnerships such as the CLD Partnership, Regional Economic Partnership, Poverty and Inequalities Partnership and Children’s Services Strategic Partnership adopt early intervention approaches.

Early intervention and prevention are key areas recommended for scrutiny by the Community Planning Executive Group in the annual reports of the key partnerships that contribute to the LOIP.

LOIP
In addition to tackling the inequalities faced by children, unemployed people, the LOIP has focused on some issues which may not otherwise have had such a high profile. Examples include:
Refugees – creation and support for Resettlement schemes for Syrians, Afghans and Ukrainians since 2016 CommunityPlanning - Resettlement Project Board (dumgal.gov.uk)
Physical connectivity – the creation and support for a Community Transport Public Social Partnership Partnership | Community Transport Dumfries and Galloway (communitytransportdg.co.uk)
Digital Connectivity – exacerbated by COVID with exclusion research work led by the Third Sector Interface Digital Exclusion - Third Sector Dumfries & Galloway (tsdg.org.uk)
Locality Plan
The Locality Plan combined geographic communities with a community of interest which is people sharing food
It led to the establishment of a Regional Food Sharing Network, co-ordinating local food sharing groups. The Annual Reports demonstrate success in achieving the Outcomes which include:
- experience in volunteering with food sharing being a stepping stone to employment
- participating in food sharing activity building confidence and helping with social isolation and mental health problems.

The region responded well to the Pandemic and the “single focus” really brought partners together through a “Community Support Cell.”
Collaborative working across Partners has improved around key issues, however day to day operational pressures (i.e. Health and Social Care; support to Refugees) sometimes has led to capacity issues within organisations and this is being looked at as part of a Mid Term Review of our LOIP/Locality Plan and Community Planning model.

Response
• The partnership working in place through the CPP Board, Executive Group meant that there were strong relationships already embedded across Elected and Appointed Members and officers which complemented the activity of the Local Resilience Partnership, responsible for leading and managing the declared Emergency.
• The Council’s decision-making structure included a ‘Community Support’ Cell which brought in partners at a very early stage and ensured a co-ordinated partner response to key issues on the ground such as food, delivery of medicines, connectivity and energy, particularly for our most vulnerable people e.g. those most isolated due to age, location, language or other reasons.
• The Regional Food Sharing Network, established as a result of the Locality Plan on Food Sharing, was able to step up quickly - co-ordinate food deliveries and identify funding requirements for food items and volunteers (e.g. travel expenses).
The Tackling Poverty Reference Group and Equality and Diversity Working Group members were able to advise on the priority issues relating to energy, communications and housing needs.

Most of the Local Resilience Groups are also Community Councils and so the network of Community Councils and good relationships was able to mobilise this very grassroots support and again, funding needs were able to be quickly assessed, and using the existing Community Council grant formula was agreed.
As a result, Dumfries and Galloway Council agreed the allocation of its initial Scottish Government funding on 27 March 2020 which meant that third sector organisations had access to funding at the very start of the Pandemic crisis and this was frequently cited as very positive support in sustaining them during the following months. Agenda for Ad Hoc COVID-19 Sub Committee on Friday, 27th March, 2020, 10.30 am - Dumfries and Galloway Council (moderngov.co.uk)

• As a part of the Community Support Cell, four Locality Hubs were established to provide an immediate response to issues on the ground with barriers being removed and resources being utilised across partners flexibly.

• A new approach to Visitor Management was developed and funded, with local groups getting actively involved in welcoming and managing wild campers, mobile homes, outdoor hospitality. Major Festivals and events. Communications and consistent branding was developed and made available to local groups. Visit Dumfries and Galloway - Dumfries and Galloway Council (dumgal.gov.uk)

• Post the Pandemic, a range of evaluative reports were produced, with stakeholder engagement, including:

Priorities for Dumfries and Galloway Council including for staff:
Agenda for Dumfries and Galloway Council on Thursday, 16th December, 2021, 10.30 am - Dumfries and Galloway Council (moderngov.co.uk)
Impacts of Covid 19 on Young People
And importantly winning a COSLA Excellence Award – Stronger Communities – especially in light of Covid
COSLA Excellence Awards 2022 | COSLA
COSLA Excellence Awards Winners 2022: Dumfries and Galloway Council - YouTube
Legacy
• Updating of Plans and Strategies to reflect the COVID Recovery Plan - All 12 Key Plans and Strategies were reviewed by their relevant partnerships and refreshed as required to reflect the Partnership Recovery Plan.

• The Locality Hubs were so successful that they have developed into the ongoing geographical forums for the CPP structure.
CommunityPlanning - Locality Hubs (dumgal.gov.uk)
• The annual review of our CPP Board and Executive Group and the Mid Term Review of the LOIP and Locality Plan currently underway are informed by the COVID Pandemic experience where the strong focus of shared purpose forged stronger relationships, gave a sharper prioritisation and dynamic that we want to build on for the future

A review is always helpful given that it’s now seven years since the legislation and Guidance was developed, and particularly taking into account the unprecedented financial and staffing challenges facing statutory partners, the more established position of Third Sector Interfaces and the new opportunities (for example Place Plans) and challenges (for example Cost of Living increases) now facing our communities.

Community Planning aligns well with the Public Health Priorities and the Community Planning Improvement Board Strategic Plan because they were developed with the principles of the empowerment legislation as part of their journey.
Also at national level, it is important that the Guidance for the new statutory Local Place Plans and other statutory requirements reflects the existing Guidance and gives flexibility to individual CPPs to interpret them for their own local requirements.
At local level, our CPP Principles and LOIP set the framework; and our CPP Performance Management Framework https://www.dumgal.gov.uk/communityplanning/media/9023/Community-Planning-Performance-Management-Framework-2021/pd
sees strategic partnerships voluntarily submit an annual report to the CPP Executive Group/Board which provides an opportunity for alignment and sharing of good partnership practice; and quarterly reports on the 12 key Strategies and Plans to support alignment with the LOIP.

The Council contributes staffing and financial resources as executive support for the CPP Board, Executive Group, six of the eight key strategic partnerships and the four Working Groups; the Health and Social Care Partnership and South of Scotland Enterprise each contributes staffing and financial resources as executive support for one key strategic partnership; and the Third Sector Interface contributes staffing resources to support the four Locality Partnerships. NHSD&G makes a financial contribution to the overall work programme of the CPP.
Over 30 partners contribute Elected/Appointed/Board member and staff time to participate in the meetings and activities of the eight key strategic partnerships, four Working Groups and four Locality Partnerships.

This is a partnership response and so yes, being in our Community Planning Partnership does have an influence on the priorities and therefore spend and decision-making of individual partners.

Our Executive Group held a series of sessions where each partner outlined their financial planning arrangements and challenges to better understanding alignment of resources

It is appropriate that as new bodies are created – for example Public Health Scotland and South of Scotland Enterprise and existing ones amended that their legislative basis includes their inclusion in Schedule 1 of the Empowerment Act. There is therefore no requirement for any review of the legislation as this happens on an ongoing basis.