derry city and strabane district community planning workshop 3

Derry City and Strabane District Community Planning Workshop 3 Report 2015

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Derry City and Strabane District Community Planning Workshop 3 Report 25 February 2015 Everglades Hotel


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Contents

1. Introduction ................................................................................................ 3

2. Update on Process and Progress to Date .................................................. 4

3. Themes and Thematic Groups .................................................................. 5

4. Feedback on Paper B ................................................................................ 7

5. Learning from the Dundee Approach to Community Planning ................... 9

6. Developing Governance Structures ......................................................... 13

Appendix A: Participant List .............................................................................. 14

Appendix B: Themes and Thematic Groups Feedback from Worksheets ......... 17

Appendix C: Overview of Dundee Plan & Governance Structures .................... 21

This Report was produced by Community Places, February 2015.


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Derry City and Strabane District Community Planning Workshop

1. Introduction This is a report of the third Community Planning Plenary Workshop held on 25 February 2015 in the Everglades Hotel. The workshop was facilitated by Community Places as part of its contract with the Department of Environment to support the new councils in preparing for Community Planning. 170 people attended the event which was open to all. A list of participants who signed the register is included at Appendix A. The objectives of the workshop were as follows:

• To update participants on the process and progress to date; • To present and discuss final proposals for Themes and Thematic Groups; • To provide information on the working of and support arrangements for the

Thematic Groups; • To learn about Community Planning delivery and implementation in Dundee; • To discuss the process for developing proposals for Community Planning

Governance arrangements. The Presiding Councillor, Maolíosa McHugh, welcomed guest speaker Peter Allan, Community Planning Manager from Dundee and all participants to the third Community Planning plenary workshop for Derry City and Strabane District Council.


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2. Update on Process and Progress to Date The workshop commenced with Chief Executive John Kelpie who provided a brief recap of the following: • the legislative framework that underpins the new power of Community Planning; • the role of Councils, Statutory Partners and Departments; • the process to date in the Derry City and Strabane District Council which included

a recap on the previous Community Planning workshops held in July and September 2014. The key elements of the Community Planning process that were discussed at these workshops were highlighted: the opportunities and benefits, building on an evidence base, partnership working and engagement.

• the membership and role of the Task and Finish group that was set up at the second workshop

Tony Callaghan, PSNI and member of the Task and Finish Work Group, addressed the Plenary about the achievements of the group through a co-design process with Council, Ilex and Community Places. The outputs of the co-design process were conveyed to the Plenary and copies were included in the delegates’ pack: • Research process agreed (Paper A) • Draft terms of reference for consideration (Paper B) • Agreed agenda for this plenary • Agreed to deliver joint presentations Papers A and B can be found on Derry City & Strabane District Council website at http://www.derrycityandstrabanedistrict.com/community-planning/

http://www.derrycityandstrabanedistrict.com/community-planning/


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3. Themes and Thematic Groups

Themes Gerard McCleave, Ilex, commenced the presentation on themes and thematic groups (Paper B in the delegates’ pack) with an overview of the key principles that will underpin the process:

1. Integration – Social, Economic, Environmental well-being of the district focused on outcomes and people centred delivery.

2. Whole System Approach - Participation and Engagement – citizens at the centre, Civic and Community Leadership, Partnership Working, Transparency and Openness, Equality and Diversity.

3. Robust Evidence Base – Identification of real rather than perceived need, allowing targeted interventions to bring about measured improvements and support ongoing monitoring and evaluation of impacts.

The strategic (and cross-cutting) themes table for the Community Plan which was discussed at the second workshop and refined and agreed by the Task and Finish Work Group, was presented along with 3 high level strategic outcomes under the 3 pillars:- Social Wellbeing – to improve the quality of life of all the people of the DCSD Council area, now and in the future Economic Wellbeing – to grow and sustain the DCSD economy to create more and better employment opportunities for everyone Environmental Wellbeing – to live in a low carbon, sustainably designed and connected region Thematic Groups Ciara Ferguson, Greater Shantallow Area Partnership and Task and Finish Work Group member, introduced the proposed structure and process to develop and work on the themes in the table. This approach was agreed by the Task and Finish Working Group and included the setting up of: • 3 Thematic Pillar Groups - to integrate output from the working groups • 8 Thematic Working Groups – to develop each of the themes to support the

development of the Community Plan • Community Planning Co-ordination Group – to provide technical assistance and

support to thematic groups • Strategic/Community Planning Partnership – to provide strategic direction and

lead the process


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Greater detail was given on the roles, responsibilities and operation of the Thematic Working Groups (set out in detail in Paper B (pages 6-10) of the delegates’ pack). Support to Thematic Working Groups Gerard McCleave concluded by giving details of what supporting information would be given to each of the Thematic Working Groups as follows: • High level socio-economic profile of the area • Analysis of specific themes • Immediate key issues • Any other relevant data/information • Relevant findings from the Citizen Survey 2015


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4. Feedback on Paper B

Community Places, invited participants to discuss at their tables the presentation and Paper B (aided by members of the Task and Finish Working Group sitting at each of the tables) and to give feedback on two questions:

1) Consider is this a broadly acceptable basis for going forward to the next stage?

Participants were supportive overall of the structure and process presented as a means of going forward and developing the Community Plan (see Appendix B for detailed notes from the discussions at the tables);

2) Identify 2/3 key points which should be kept in mind going forward.

Points raised by participants that should be kept in mind going forward with the Community Plan are included in Appendix B.

Those that were mentioned by participants (by way of example) during the discussions were: Build on Existing Partnership Working Does the Community Planning Coordinating Group disappear when the Community Planning Partnership is established? We need to make sure that the existing partnerships are thoroughly engaged in the process, that the statutory agencies play their role, and acknowledge the professionalism of the Community and Voluntary Sector. Colm Bradley said it was his understanding that the Coordinating Group’s role ends when the Plan is agreed. Community Plan Strategic Themes Waste is a big issue and should be a standalone theme rather than within Infrastructure, Energy and Transport. Good communication is essential. Women should be represented across all of the thematic areas. The Environment should be a cross cutting issue. Welcome the proposed pillars and alignment with council structures. Concerned about representation on groups – can people be on more than one group? Will there be a system to allow them to make contributions? Again we need to be inclusive and acknowledge good work which is already there. We also need to have resources to enable delivery. In response Colm Bradley said a person can be on more than one group if they wish. The three pillars are appropriate – there should be a focus on gender. Within the Education and Skills theme there is no mention of shared/ integrated education.


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There is also a specific focus on manufacturing – there should be a broader sectoral focus, not just manufacturing. In terms of Education we need to look at a different system going forward- we have a 40% failure rate at GCSEs. Community Development should be included as a cross cutting theme. We also need to build on the legacy of the City of Culture. Youth unemployment and diversity with our changing demography are key issues. Broadly acceptable, but is there sufficient emphasis on youth? Include positive indicators to measure success. Cross border dimension – funding and resources such as Interreg / Structural Funds. Marginalised young voices and ethnic minorities. Suicide is a massive issue which needs to be addressed; we need to include ‘Youth’ Engagement Community Planning could raise expectations and it is vital that people do not become frustrated. It is vital to go out to those who do not turn up to these events- we will need creative methods to reach out to those people. We need to reach people who are not in the room. Colm Bradley said this is a shared responsibility and that while social media and all other forms of communication are essential we are primarily an oral culture and people will get involved because we (in this room today) encourage them to do so. We need to ensure that we facilitate engagement in Community Planning in the short time available. For example, in the rural area of Strabane infrastructure is not as good and there are fewer paid community workers. There is a degree of scepticism that they may be forgotten – we just need to be mindful of this and ensure we get those voices around the table. Process How do we ensure that when the Community Planning process is finished and the Community Plan emerges that we keep it refreshed. In response Colm Bradley said that under the legislation the Community Plan must be reviewed at least once every four years with progress on outcomes reported every two years. We need buy in from Government Departments at Assembly and at a Local level. Coming out of conflict – we still need to deal with issues of the past.


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5. Learning from the Dundee Approach to Community Planning Guest speaker, Peter Allan, Dundee Community Planning Manager, outlined how Community Planning practice is implemented in Dundee with a focus on Dundee’s Community Plan themes and outcomes at strategic and local level. He also discussed Dundee community planning partnerships which includes:

• Dundee Partnership Forum that has a wide membership, meets twice a year

and is chaired by the Leader of the Council;

• Dundee Partnership Management Group that has Chief Executive/Key Officer level membership extending from Council to private/business and community & voluntary sector. Chairs of Thematic Groups sit on the Group as well as the Leader of the Council and Leader of Majority Opposition. It meets four times a year and is chaired by the Chief Executive of Council ; and

• Dundee Partnership Co-ordinating Group that has representatives from each public sector partner and Theme Group Chairs. It meets every 2 months and is chaired by Dundee City Council’s Community Planning Manager.

There was an A4 handout summarising the Dundee plan and structures included in the delegates pack (Appendix C). This learning was expanded on through a Q&A session with Louise O’Kane, Community Places, as follows: 1) From what you have heard and seen about the process here in DCSD

council so far what is your impressions and have you any advice?

• Positive in DCSD: Evidence base and up to date data analysis underpinning the Community Plan provides a strong, sound basis for moving forward (and measuring improvement)

• Positive in DCSD: Rate of progress • Advice: Focus on Strategic Priorities • Advice: Dundee learning - Focus on addressing (and investing ) in both positive

and negative, not just negative issues 2) What are the signs that community planning is making a difference that we

should look for in a few years time? • Look for evidence (internally) within the partnership that Community Planning is

working. Ask if a presumption has developed among Partners that Community Planning is the best way of working?

• Look for evidence of change in the way Partners deliver their services whether they are still providing same services in same way (maintaining status quo) or whether they are addressing local community needs differently.

• Look for evidence of rationalisation or reduction in the duplication of services • Feedback from community should be that there is a difference from better

delivery of services.


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3) In some areas of Scotland community engagement in community planning

has not always been effective. On reflection, what more could have been done and what advice would you give us?

• Doesn’t have to be perfect. • Learn from existing good engagement practice in the area. • Use formal and informal mechanisms. • Open and inclusive: Dundee did not have open invitation to working groups, it is

a positive start by DCSD that it is open recruitment for thematic groups. • In Dundee there was openness about budget (no resource with Community

Planning). Ask Community what they need and don’t need and then how best to deliver what is needed.

4) What has been the one thing that has contributed most to building better

partnership working across all sectors? • A clear vision that is shared with all Partners which sets out the direction for

partnership. • Focusing on outcomes not just the needs of individual partners and what they

want to deliver. • Develop a culture of trust and honesty. Must focus on improving the quality of

life for people. This requires the need to be honest about achieving outcomes; if they are not being achieved there is a need to ask what can be done differently.

5) In practice, how do the council-wide community planning and your local

community planning processes fit together?

• In Dundee the strategic priorities of the Dundee Community Plan are translated into priorities and actions at local level through the 8 local plans that sit under the council-wide Community Plan. This is useful as it shows local people how their lives in their local area will improve not just the Dundee area.

• Strategic priorities accord with National priorities set by Government.

6) We are just at the start of discussions on governance. Can you give us some more details on the role of the partnership group, the thematic groups and the local partnerships in the implementation of community planning?

• The Dundee Partnership Management Group is where decisions are taken. This

is a partnership made up of chief executives. There is no single authority in the partnership; it operates through challenge, persuasion and negotiation (although need to demand more of each other to be more effective).

• Chairs of Thematic Working Groups sit on the Dundee Partnership Management Group and Dundee Partnership Co-ordinating Group.

• Local Community Planning Partnerships capture what local people are saying and feed it into the partnership.

Participants asked Peter Allan the following questions:


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1) The Dundee Partnership Management Group is a voluntary coalition. Do you

think it would be beneficial to have Partners set out in statute? No. The problem with the partnership is not participation so much as lack of direction. Some partners have outcomes that are at odds with each other. Direction needs to be clarified by Government.

2) Is there integration between the Community Plan and Local Development Plan? Dundee is trying to merge the processes through such as combining engagement for both. Want to re-focus development plans so that they are focusing on people as well as place so that the two plans are focused on improving place and well-being.

3) How do residents feel about the process? Is it a quick turnaround time from

when an issue is raised to when it is fed into the Community Planning process? Issues raised by residents can be fed in quickly to the process through the local partnerships. The process in Dundee is still perceived to be one that is run and delivered by the Council; want to address this misconception now by raising the profile of Community Planning.

4) What are the resource implications? (Existing partnerships in NI depend on funding) In Dundee, everything has to be achieved within the resource that is available. If there is a good idea to be delivered through Community Planning it needs to be developed and realised using the existing resource.

5) Has Community Planning in Dundee made a noticeable difference?

Not yet. On a small scale it can be demonstrated as working but the challenge is scaling this up. Difficulty now is improving when the resource is ever decreasing but that is the challenge. It is also a different, new way of working (15 years in Dundee) so it is only now that any differences/impacts are emerging.

6) Is Community Planning a greater challenge in NI with some key functions (thus

Partners) sitting outside of Council e.g. Housing Executive

There is always tension between Partners, even within Council. Key is establishing agreement on direction of the partnership.

7) Does Dundee have an extensive rural hinterland?

It is an urban area with no rural hinterland. 8) How do we establish a close relationship with Central Government?


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In Dundee the Community Planning relationship between Central and Local Government is through Single Outcome Agreements that Central Government has with each of its 32 local Councils.

9) Are ‘Alcohol & Drugs” and “Monitoring & Evaluation” useful as cross-cutting

themes in Dundee?

Monitoring & Evaluation: Assessment against performance indicators carried out mostly by statisticians across all themes.

Alcohol & Drugs: It is such a big issue in Dundee that it had to be a cross-cutting theme (might not necessarily be same in DCSD). It is linked to all aspects e.g. education, employment and health. Difficult to know if it is effective as a cross-cutting theme due to difficulties in measuring – counting number of people treated is focusing on negative, possibly should try measure prevention? This is the challenge for Community Planning.

A full list of the questions that participants had identified at their tables for Peter Allan is attached at Appendix C. Louise O’Kane and all the participants thanked Peter for his very useful and frank contribution.


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6. Developing Governance Structures John Kelpie, CEO, discussed the challenges and possibilities around the process of developing governance structures such as:

• Need for a Strategic Partnership: Review existing Derry model (the One Plan Strategy Board) and draw upon other models such as Dundee. Consider TORs, election of Chairs etc.

• Whether there should be one Council-wide Community Plan only or a Strategic Council-wide Plan with local based Area Plans?

• Consider the possibility of thematic plans and what structure would be needed to deliver such plans

• Consider the cross-border issue when developing governance structures

• Consider resourcing issues (including diverting existing resources) John Kelpie thanked the Task and Finish Group for all their work to date and advised that he would invite the Task and Finish Group to carry out another piece of co-design work to look at the challenges and possibilities of developing governance structures which will be brought forward in another paper. He proposed that this work be carried out at the same time as the work of the Thematic Working Groups. John Kelpie thanked guest speaker Peter Allan for his contribution to the event. He thanked everyone for their participation and drew attention to Thematic Working Group forms in the delegate packs. He explained that recruitment to the Thematic Working Groups would open and promoted widely and asked participants to complete one before leaving.


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Appendix A: Participant List Armstrong Pat - Western Trust Barr, Fergal - The Insideout Programme Barr, Iain - Waterside Theatre Barr, Sean - WELB Boyle, John - Councillor Bray, Patricia - Disability Action Bresland, Allan - Councillor Brolly, Collette - PHA Brown, Vincent -

Callaghan, Tony - PSNI Campbell, Alison - NWRC Campbell, Pauline - NWDO Casey, Mary - Into the West Connelly, Joanne - Medicare Group Craig, Raymond - NWRC Cregan, Janice - Fujitsu Davdson, Karen - Ballymacgroarty Hazelbank Community Partnership Deane, Sarah - Tyrone GAA Devine, Colin - NWCN Devine, Danielle - Triax Devlin, Caroline - RAPID Divin, Sue - DCC Dobbins, Angela - DCC Doherty, Geraldine - Hillcrest Trust Doherty, Joan -

Doherty, Susan - Strabane DC Donnelly, Paul - DARD Dunne, Marie - WHSCT Finley, Stephen - NITB Fox, Maura - Planning Service Garnon, Jacqueline - NW Volunteers Centre Gibbons, Wendy - Outerwest Neighbourhood Renewal Partnership Gillespie, Stephen - DC&SDC Gormley, Ann - Enagh Youth Forum Hamilton, Mary - Councillor Hamilton, Stephen - Ass. Director Probation Board NI Harkin, Gerard - Strabane & District Caring Services Healy, Kathleen - Community Foundation NI Heaney, Seamus - Old Library Trust Herron, Tara - Invest NI Hickey, Ailbhe - NIHE Hogg, Bill - Strabane & District Western Trust Hood, Francis - Sion Stables Hood, Claire - Ilex Hughes, Declan - Medicare Group Hughes, Paul - Enagh Youth Forum Hume J - NWTP Humphrey, Margaret - Castlederg Youth Forum


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Kavanagh, Liz - Barnardos Kee, James - Walled City Tattoo Kelly , Colly - Councillor Kelly, Sarahlee - Tyrone GAA Kennedy, Colin - DCC Kerr, James - Verbal Arts Centre Kirby, Darren - Outernorth N'Hood P'Ship Lamberton, Charles - Triax Logue, Judi - Eden Place Arts Centre Luezak, Aggie - NICEM Lunch, Dermot -

Mackle, Meabh - Tar Abhaile MacNiallais, Donncha - Culturlann Ni Chanian McCaul, Kathleen - NWRC McCauley, Pat - Wave Training Centre McCloskey, Keelin - The Consumer Council Mahon, John - WHSCT Health Improvement Dept. Maxwell, Janet - Strabane & District Western Trust McAllistair, Avril - NIHE McBride, Declan - Transport NI McCallion, Elisha -

McCartney, Martin - Maydown CAS McCartney, Robert - Transport NI McCaul, Kathleen - NWRC Mc Cauley, Pat - Wave Training Centre McGillion Oonagh - DCC McClintock, Georgina - Sion Mills Community Centre McClintock, Hilary - Councillor McColgan, Jim - RAPID McElwee, Dorothy - NWRC McFarland, Karen - Derry City & Strabane District Council McFarland, Kenny -

McGonagle, Johnnie - Medicare Group McGovern, Kevin -

McGuiggan, Mary - McHugh, Ruari - Councillor

McIlwaine, David - PSNI McNaught, Paul - DSD McNickle, Hugh - Ilex McNulty, Kevin -

McQuitty, Ian - DSD Melarkey, Martin - Nerve Centre Montgomery, Edward - Irish Society Morton, Ivor - PSNI Mullan, Karen - Hillcrest Trust Murphy, Leo - NWRC Elma Newberry - NIHE O'Brien, Brian - NW Community Support Newtownstewart O'Doherty, Patrick - Strabane District Council O'Donnell, Eamon - Enagh Youth Forum


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O'Hagan, Barry - DCC O'Hare, Dermot - Outerwest Partnership O'Kane, Eamon - HSCNI O'Neill, Maura - Western Trust O'Neill, Maeve - The Rainbow Project Packer, Matt - Centre for Contemporary Art Peto, John - Nerve Centre Phillips, Karen - DCC Quigley, Dermot - Councillor Reaney, Derek - Ulster Scots Reno, Bobby - Strabane Ethnic Community Association Reno, Sophia - Strabane Ethnic Community Association Rooney, Eddie - HSCNI Scarlett, Gemma - DCC Singe, Inder, Dr - Punjabi & Foyle Ethnic Minority Spear, Gordon - Castlederg Youth Forum Spratt, Irene - Ulster Scots Dev. Officer Stewart, Teresa - Strabane A.Y.E Sweeney, Siobhan - HSCNI Wallace, Alison - Waterside Neighbourhood Partnership Wallace, David - Ilex Williams, Linda - DCC


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Appendix B: Themes and Thematic Groups Feedback from Worksheets Consider is this a broadly acceptable basis for going forward to the next stage? • Yes but:

Concern that “one plan” revisited (déjà vu) Community key but other partners need to be connected more Build on learning of similar processes in recent years

• Key is populating groups with right people (Section 75 representation)

Appropriate Co-Chairs (criteria for Co-Chairs) Key is process for membership of Co-Chair Bottom up approach - ensure they (grassroots/public level) are in the groups Accessible Communication

• Yes • Three pillars are appropriate

Gender – could be overarching – within social wellbeing Shared education not mentioned Economic Wellbeing – Why mention just one sector, i.e. manufacturing, should be sectoral focus instead

• General headings are but feel other points may need to be included to ensure not

restrained • Content • Lack of reference to cultural potential and experience (e.g. CoC (City of Culture) legacy)

Not enough new thinking (well worn language) Suggestion – CC (cross-cutting theme): Culture

• Is emphasis on youth sufficient – should it be a cross cutting theme? “Children and

Young People” • Yes – but ambitious – summer holidays?? • Broad outline fine, devil in detail

Buy-in from Departments, Communities and Agencies • Yes – need to ensure integration between each of the thematic groups

Linking to regional targets – ambition – single outcome agreements • General Yes –

Could we give Mother Nature an identity (as Bolivia have done) so that she can be protected throughout all the themes? Is the community planning co-ordination group the same as the Strategic and Community Planning Partnership? Does the Community Planning Co-ordination Group disappear and is replaced by the Strategic and Community Planning Partnership once the plan is in place?


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• Yes Community Development/Involvement must become a cross-cutting theme (see Dundee model) Under theme/group ‘Infrastructure’ needs to be sub-divided into: -Waste and sustainability -Resource management -Circular economy Environmental Strategic Theme needs to be strengthened with broader inclusion of local environmental themed groups Moving towards a zero waste strategy for the North West

• Tried and tested model – it works.

Some concerns about realism of timescale Recognise that a lot of information is already gathered Have to be focused – keep people on board

• Yes • Yes • Concern re ‘size’ of survey – number of questions

Pillars match Council’s thoughts – ok Contribution to differing groups?

• We think that the structure looks quite good, however some concerns regarding the

issues that affect more than one theme – threat of “silos”. There must be opportunities for flexibility across the pillars. The suggestion was made that a matrix approach would be beneficial.

A) Identify 2/3/ key points which should be kept in mind going forward. • Maintaining statutory partner/departmental connectivity

Programme for Government buy-in Don’t let new silos develop Qualifications and skills – is this what’s meant by “education and skills”? – why not learning and skills? How to manage cross-cutting issues across council structures Accountability/resources/role (leader/facilitator/monitor) Innovation – be serious about doing it differently

• Disability Vs all workshop

Questionnaire Programme for Government Equality Impact Access – Evaluation of all sections and themes Themes are very broad: Health, Education and Promotion Each section/organisation has set priorities and outcomes to be delivered. How does the Community Plan works its priorities with these existing priorities? How does the Plan influence Planning for Government Rurality engagement

• Dealing with the past – Coming out of conflict Keeping in mind structures already in place i.e. Neighbourhood Renewal/Rural Development (maintaining good practice)


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Services/resources based on need Keeping community involved/consulted

• Always 40% failure – look at a different system within GCSEs (not meeting needs of

children Addressing people not in this room, can’t make it today. How do we reach these people not paid to be here?

• To ensure pillars can work across each other if relevant.

How do we ensure that Community Plan is constantly updated? How do we ensure these groups have the right people on them? How do people be encouraged to take part? Budgets identified early on to deliver – make sure ££ is available. Drugs and alcohol separate themes? Dundee Ensure community workers are involved (may need funding where none exists- even one or two days to build and keep relations built in the area for community involvement and facilitate/communicate with communities. If you lose those key community workers because of lack of funding you lose knowledge/skills and contracts) Community capacity building Young people – specific Job centre and colleges – not on original list of partners

• Integration of local communities

Size of working groups • Community Development as a CC (cross-cutting) theme (Rural Development)?

Youth unemployment Diversity +ve – more holistic communities

-ve – trends around prejudicial behaviours e.g. racism • Reflects groups rural make up. Rural representatives as part of group. Rural mindset to

fore/balanced representatives - community/statutory – gender/religion – rural/urban Highlight accessibility issues to make services available to all/rural Include positive indicators to measure success.

• Use of remote meeting technology to facilitate/encourage more attendance/representation Community engagement/buy in – minimise travel from remote locations (volunteers)

• Reduce the barriers to participation – particularly within Voluntary Sector /capacity to

engage Ensure plan is also focused on rural areas (rural proofed!!)

• Make sure already existing partnerships are thoroughly engaged within the delivery

process Ensure that statutory agencies are monitored for continued involvement Keep in mind with going forward that professionalism that community and voluntary groups have must be recognised, that the professionalism must be recognised and their current service provision.

• Good communication – including Women’s Groups – representation in groups

Lots of things do exist – need improved Environmental awareness throughout all themes Cross-Border communication


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Young people involved – specifically youth clubs/forums/schools/church groups Greater representation from ethnic minority groups Promotion of rural tourism and minority sports (Particularly kayaking and canoeing. Increasing use and access to Lough Foyle and Enagh Lough)

• Challenge will be to engage other statutory partners who work regionally

Plain English – think of audience (young peoples’ plan?) Needs to be interlinked in tandem with the development of the Local Development Plan Need mechanism for regular review to enable change Need top down feedback to inform of decisions and progress as well as bottom up feedback on progress

• Consideration for the existing sect oral working groups from “one plan” – what happens

to them? What about all the good work done and planned? What’s relationship between Community Planning and the one Plan? Can this be clarified? Innovation as a cross cutting theme – can it be to the fore of thinking amongst thematic groups? Concern about conflicts of interest of potential chairs? Concern that “TSN” is not explicitly mentioned – should be a “cross-cutting” theme.

• Inclusive process

Support for thematic Working Groups (Admin etc.) Small catchment familiar area for enumerators (honest responses) Good communication with wider community

• Inclusiveness – VPs

Resources to enable delivery/expectation Getting buy in from hard to reach (needs)

• Themes have to be flexible to allow them to be cross cutting e.g. volunteering is not taken into account. Also, housing for example is relevant to more than one theme. Critical need for inclusivity - everybody being involved. Environmental pillar – could do with more specific access to services (consumer services) Need for mobile signal/broadband/4G etc. is critical


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Appendix C: Overview of Dundee Plan & Governance Structures


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Questions for Dundee Community Planning Manager (from Participants) • What was the most challenging obstacle to getting up and running and what would you

say was your most measurable outcome? • Relationship with Government? How does Community Plan fit with plan for government

– within the Assembly? • How successful the alcohol and drug partnership as a cross cutting theme and

monitoring and evaluation – how is it working or could it be included in communications as that theme?

• How helpful has the central government in Scotland been to your process? • How do we manage expectations on bigger outcomes/capital projects (e.g. more social

housing/infrastructure/new schools) in present economic climate? • How can we deliver without ££££? – resources – LT planning

How do you convince communities to work towards a community plan, if there’s no extra resources/money? What’s in it for them? How did Dundee resource their plan?

• Golden Thread/integration between Community Plan and local Development Plan – what

are the links /how do they influence each other? • In your area:

Do you have a large rural area? If so, have you encountered any difficulties in incorporating the needs of urban and rural?

derry city and strabane district community planning workshop 3

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