Community planning Document

PRINCIPLES & APPROACHES FOR COMMUNITY PLANNING

DERRY CITY AND STRABANE DISTRICT COUNCIL

PREPARING YOUR COMMUNITY PLAN

4th JUNE 2015

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CONTENTS

1. FOREWORD FROM THE CHIEF EXECUTIVE

03.

2. COMMUNITY PLAN STRATEGIC THEMES

04.

3. THEMATIC WORKING GROUP FACILITATORS

06.

4. TERMS OF REFERENCE

07.

5. THEMATIC GROUPS WORKSHOP GUIDANCE

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6. INDICATIVE KEY DATES AND MILESTONES

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1. A FOREWORD FROM THE CHIEF EXECUTIVE

I wish to take this opportunity to thank everyone who has contributed to the Community Planning process to date. I am delighted to advise that over 600 people have given a commitment to participate in one of the eight thematic working groups. This is a clear indication as to the level of importance you give to this exciting new opportunity.

As a result of this immense interest we now have the support of this Councils’ greatest asset - our residents, businesses and community organisations. With your respective areas of knowledge and expertise, along with our statutory partners across the eight themes, we can ensure to take full advantage of this.

Community Planning is a significant and exciting new statutory power which has been presented to your new Council as a result of local government reform. It will help shape the long term strategic direction for the City and Region and enhance the delivery of public services to ensure we are improving the well-being of all of our citizens. It is important to reiterate, your Community plan will be completely bespoke from the other 10 Councils in N.Ireland and will be created by you for your Council area.

Community Planning will provide a form of partnership governance which is evidence and place-based. It will help ensure that by working together and by pooling resources we can improve social, economic and environmental wellbeing for all of our citizens and businesses.

It is important that our residents are fully informed of all of the relevant information and evidence to ensure the Community Plan and Equality Impact Assessment, once devised, is an informed one. With the support of Ilex we have commenced an extensive data gathering process and in addition undertaken a citizen survey of our new Council area to provide the robust evidence base that will underpin the plan. This information will help shape our decision making processes later in the Autumn to ensure that our actions are targeted and our outputs will positively impact those most in need.

Your Council has created an online forum on our website that will provide everyone with the opportunity to input their views and opinions on what should be

considered for the Community Plan. Please visit www.derrycityandstrabanedistrict.com to take part.

You will find that each thematic group has its own forum to ensure you’re involved in specific conversations. The information, once added will be sent directly to the facilitator of the respective working group to ensure they are aware of your input.

Alternatively social media is a key communication platform for us to engage with our residents and we encourage you to visit our Facebook page, Derry City and Strabane District Council or contact us on Twitter through @dcsdcouncil to get involved in these conversations. We have created the #yourcp hashtag for social media throughout the process so please feel free to take part.

If you have any views, comments or questions please forward them to info@derrycityandstrabanedistrict. com, as I continually welcome your feedback.

Please use this welcome pack throughout the Community Planning process, which will provide you with some useful information and guidance along the way.

Once again let me thank you for playing such an active role in helping shape the long term future of our Council area, I trust that you will find it to be a exciting and worthwhile experience.

Yours Sincerely,

Mr John Kelpie Chief Executive Derry City and Strabane District Council

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2. COMMUNITY PLAN STRATEGIC THEMES

STRATEGIC

SOCIAL Wellbeing Health & Communities

EC Bu

EQUALITY CROSS CUTTING: GOOD RELATIONS SUSTAINABILITY RURAL DEVELOPMENT COMMUNICATIONS

Community Development: • Partnership • Shared space • Diversity and ethnicity • Neighbourhoods • Communities

Health and Wellbeing: • •

• • •

Early Intervention • • • • •

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Health education and promotion Promotion, control and enforcement Community safety Sports development Leisure Services

UNICEF Child Rights Family Support Literary & Numeracy Life Stages Child Poverty

En an

• •

• • • • •

Ed

• • • • •

To

• • • •

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tion

ECONOMIC Wellbeing Business and Culture

ENVIRONMENTAL Wellbeing Environment and Regeneration

Entrepreneurship, Enterprise and Regional Competitiveness:

Physical and Environmental Regeneration:

Education and Skills:

Infrastructure, Energy and Transport:

• Job creation • Start-up, inward and

indigenous investment • Innovation, R&D • Marketing • Specialisation & Industry clusters • Social economy • Strategic alliances

• Employability • Lifelong learning • New technologies • Manufacturing • Schools, colleges, university

•

Planning and physical regeneration • Villages, town and city centres • Social and Affordable Housing • Natural and built environment • Conservation • Promotion

• Integrated transport • Renewables • Waste • Broadband

Tourism, Arts, Culture:

• Assets growth and promotion • Festivals, Arts and Events • Language development • Creativity

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3. THEMATIC WORKING GROUP FACILITATORS

THEMATIC WORKING GROUP SOCIAL WELL-BEING: COMMUNITY DEVELOPMENT HEALTH AND WELL-BEING EARLY INTERVENTION

ECONOMIC WELL-BEING: ENTREPRENEURSHIP, ENTERPRISE & REGIONAL COMPETITIVENESS EDUCATION AND SKILLS

TOURISM, ARTS AND CULTURE

ENVIRONMENTAL WELL-BEING: PHYSICAL AND ENVIRONMENTAL REGENERATION INFRASTRUCTURE, TRANSPORT & ENERGY

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FACILITATORS Barry O’Hagan Oonagh McGillion Karen McFarland

Stephen Gillespie Angela Hughes / Tina Gillespie Linda Williams

Maura Fox / Karen Phillips Gerard McCleave / Conor Canning

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4. TERMS OF REFERENCE

4.1 Introduction

This paper provides background information on:

inequality or challenge in the short, medium and longer terms.

In agreeing strategic interventions / • the legislation for Local Government proposals and target outcomes for the DC&SDC area, thematic groups Reform and Community Planning; • the role of Thematic Working Groups must take cognisance of actions to be delivered at a local level. in developing the Plan, contributing to the EQIA as well as the outputs Local Area Groups or Partnerships from each thematic group; and are suggested in the draft Statutory • the need for a ‘partnership’ or Guidance. Each Local Area Group ‘organisational’ framework for (number to be determined) would preparing the Community Plan develop and implement a local action based on structure proposals in the plan that directly supports and Draft Statutory Guidance for the contributes to achieving the target Operation of Community Planning. outcomes and overall vision of the Council.

It is intended that the Community Plan for the Derry City and Strabane Development of the Community Plan District Council area should build on will be closely interlinked with the 7 the existing work which has been step EQIA framework to ensure that the done already. Having considered the eventual proposals will have a positive, baseline position and evidence base and measurable, impact on promoting for individual themes, each group equality through economic growth. would consider existing strategic interventions and strategies such as the Strabane Future Search; the One 4.2 Local Government Reform Plan for Derry~Londonderry; the new The Executive’s vision for Local Integrated Economic Strategy for Government Reform is: the Council etc. Each thematic group would also consider and set agreed and “.....a strong, dynamic local measurable target outcomes as well as government creating communities that identify new strategic interventions to are vibrant, healthy, prosperous, safe, address a specific and real need, sustainable and have the needs of all citizens at their core.”

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4. TERMS OF REFERENCE

The objectives of local government reform include bringing decision making closer to communities and citizens; creating a stronger and more effective local democracy; and improving service delivery by influencing place shaping and facilitating greater integration.

The Local Government Act (Northern Ireland) 2014 conferred a new duty of Community Planning on Councils from 1st April 2015. The context for community planning is impacted by 2 main factors: 1. The wider programme of local government reform resulting in the number of Councils reducing from 26 to 11 and the transfer of powers from central to local government bringing together a number of key functions such as planning; urban regeneration and community development, local economic development and local tourism.

2. The unique characteristics of each local area.

4.2.1 What is Community Planning?

Community Planning is ‘‘a process led by councils in conjunction with partners and communities to develop

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and implement a shared vision for their area, a long term vision which relates to all aspects of community life and which also involves working together to plan and deliver better services which make a real difference to people’s lives. ’’ The 2014 Local Government Act requires Councils to initiate and having done so, maintain, facilitate and participate in community planning for its district. Specifically with regard to community involvement, the Legislation states; 1. A Council and its community planning partners must seek the participation of and encourage the persons mentioned in subsection 2. to express their views, and take those views into account, in connection with – (a) community planning (b) the production of a community plan for the district; and (c) the review of community plans.

3. The persons are – (a) persons resident in the district; (b) persons who are not resident in the district but who receive services provided by the council or one of its community planning partners; (c) representatives of relevant voluntary bodies; (d) representatives of persons carrying on businesses in the district; (e) other persons who, in the opinion

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The Draft Statutory Guidance for the Operation of Community Planning, December 2014, demonstrates a clear link between community planning priorities and on the one hand between the Programme for Government and Regional Strategies and on the other hand between Localised / Neighbourhood Priorities with community planning the key overarching framework.

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.

4.3 Framework for Progressing the Community Plan 4.3.1Draft Vision and Key Principles

4.3.2 Roles and Responsibilities 1.

Thematic Pillar and Working Groups

of the council, are interested in the improvement of the district’s social, economic or environmental well-being.

Our draft Vision statement is:

The draft Statutory Guidance presents ‘A dynamic, thriving, prosperous, an option of setting up thematic sustainable City and region with and or working groups to support equality of opportunity for all the preparation of the Community Plan. These groups are one of the achieved through social, economic and key input processes that can be environmental well-being.’ utilised to increase participation and collaboration in the development of A framework for progressing the Community Plan. The groups can community planning should meet the bring the experience, expertise and key principles of; knowledge of stakeholders to bear on the development of the plan. Three 1. Integration – Social, Economic, thematic pillar groups underpinned

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4. TERMS OF REFERENCE

Thematic Pillar Group 1: Social Wellbeing – to improve the quality of life of all the people of the DCSD Council area, now and in the future

i.

Entrepreneurship, Enterprise & Competitiveness ii.

Education and Skills iii. Tourism, Arts & Culture

i.

Community Development ii.

Early Intervention iii. Health and Wellbeing Thematic Pillar Group 2: Economic Wellbeing – to grow and sustain the DCSD economy to create more and better employment opportunities for everyone

Thematic Pillar Group 3: Environmental Wellbeing – to live in a low carbon, sustainably designed and connected region i.

Physical and Environmental Regeneration ii. Infrastructure, Transport and Energy

Scope and Objectives of Thematic Pillar and Working Groups Thematic Pillar Groups

The primary role of the 3 Thematic Pillar Groups is to integrate the output from each of the individual working groups under that pillar. Each of the 3 pillar groups will be convened by a Director of the Council. They will be supported by the Working Group facilitators (see below) who will make up the pillar group.

Thematic Working Groups

The overall objective of the thematic working group is to support the development of the Community Plan and EQIA for their theme / sector and having given due regard to the existing inequalities and considered possibilities to promote equality, define for the Council area clear strategies, with achievable and shared objectives including a prioritised action plan, target outcomes and associated accountabilities.

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Each thematic working group will support the preparation of the Community Plan and EQIA by: • developing an understanding of the needs, challenges and inequalities within the Council area and how these effect, or are affected by, their theme in particular; • developing an understanding of the economy, and of their theme / sector in particular, the issues and challenges that are facing it and which impact on economic growth; • reviewing and analysing existing provision in their sector / theme – What is working well and can be developed further or what is not working so well?

• defining clear, achievable, measurable and shared objectives and strategies, including a prioritised action plan, target outcomes and associated accountabilities for strategic interventions; and • acting as “ambassadors” for the Derry City and Strabane District Community Planning effort.

• Each working group will determine how it can best complete its task. However the principal common methodological points are included at Appendix 2 as a guide for groups.

Outputs • The main outputs of the thematic working groups will be: • a baseline ‘needs analysis’ (as described in paragraph A below); and • a paper / report of the group’s proceedings to the Strategic or Community Planning Partnership (as described in paragraph B below).

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4. TERMS OF REFERENCE

A) Format of a ‘Needs Analysis 1) Existing statistics in relation to respective themes (these must relate to nine categories named under the legislation: gender, religious belief, political opinion, sexual orientation, race, disability status, dependent status, marital status, age.

For example, numbers and % long term unemployed, numbers and % suffering long term limiting illness, number and % with no third level education, etc., etc.).

Clear evidenced identification of groups experiencing inequality and in need of positive measures to promote equality.

2) Current service provision and economic activity related to the respective theme 3) Analysis drawn from Community Enumerators & those experiencing inequality (drawn from research elsewhere) of the effects of deprivation and the underlying causes.

B) Thematic Working Group Report to the Community Planning Partnership Commonality and consistency across themes should be maintained where possible but some themes will have unique requirements. Working Group reports would be expected to include the following: 1. A short statement (one or two sentences) which will articulate an imaginative aspiration for your theme setting both a direction and achievement for the theme over the next 5 years and 15 years in terms of delivering the vision of the Community Plan.

2. Introduction and background – a concise background to the sector which includes the most relevant baseline information, key issues and challenges along with opportunities and strengths on which to build.

3. Strategies and Objectives with a view to delivering the vision: a) Initial objectives for delivery within 5 years; b) Longer term objectives over a 15 year period;

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4. Likely impact of the theme on the overall pillar and on the plan as a whole and how the strategies and objectives would positively impact on the promotion of equality that leads to an economically vibrant and sustainable region.

5. Top three to five priority strategic actions identified for implementation or significant advancement within the next five years.

6. A summary of how the sector can contribute towards the other cross-cutting themes – Good Relations, Sustainability, Rural Development; Connectivity and Access and Communications.

7. An action plan – see below In order to ensure consistency across each of the sectoral working groups the following format for the action plan should be used:

Key Priority Theme: Strategic Objective: BASELINE; TARGET OUTCOME & ACTION

LEAD PARTNER

TIMESCALES

RESOURCES REQUIRED & POTENTIAL SOURCE

8. Recommendations for performance targets and key result areas, including targets on how these will promote equality

9. A list of Key Stakeholders and/or beneficiaries 10. Outstanding issues • e.g. if there are areas on which agreements have not yet been reached, or areas where the necessary capacity for delivering is not yet committed

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4. TERMS OF REFERENCE

Community Planning is an evolving process. As outlined in the Draft Statutory Guidance for the Operation of Community Planning (December 2014) “it has the ability to improve the connection between national priorities and those at regional, local and neighbourhood levels”. Longer term, our ambition is to have a ‘Partnership Agreement’ or ‘Outcome Agreement’ aligning and linking Programme for Government outcomes with our Community Planning priorities and outcomes.

Timescale

The work of the thematic groups will commence on June 4th 2015 and is due to complete during early Autumn 2015.

Selection of Co- Chairs for Thematic Working Groups: Each Working Group will be supported by a facilitator identified by the Community Planning team in the Council. The role of the facilitator is to support the group for example, organising meetings; providing research and coordinating and facilitating interaction with other working groups where relevant.

Each working group will also select Co-Chairs. Co-Chairs should have a clear understanding of the theme – its current performance, its recent development and its potential along with a sound understanding of how the theme impacts on the development and improved wellbeing of the Council area, sufficient to steer and challenge the work of the Group and to draw conclusions from it.

The main roles and responsibilities of the Co-Chairs will include: • Ensuring Group focus on the task at hand, participation, debate and conclusion on key recommendations • Ensuring that the Group fulfils its responsibilities as a key contributor to the EQIA and Community Plan ; • Identify external support and expertise required by the Group • Ensuring the delivery of the Thematic Report by early Autumn.

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It is expected that the Co-Chairs will exhibit a range of skills and abilities including: • Well-developed leadership skills - ability to provide energetic direction, adopt a strategic overview and steer the work of the Group.

• Drive and determination, sound judgement and decisiveness.

• Ability to think clearly and analytically and grasp complex issues.

• A strong networker with excellent interpersonal, communication, presentation and influencing skills.

• The ability to contribute positively to debate and work effectively as a team leader.

• The ability to provide informed independent advice on the theme.

• The personal credibility to represent the Group and to establish constructive working relationships with other stakeholders in the Community Planning process.

• Professionalism, impartiality, integrity and objectivity.

2.

Community Planning Coordination Group

The role of the Community Coordination Group is to provide a technical support resource to each thematic group to build the required capacity to assist in developing plans/proposals to promote equality through economic growth and improved service provision. This support resource would include: • Providing research; • Assisting in testing proposals and outcomes identified by the thematic groups for the extent to which they deliver the vision and ambition for the Community Plan; and • Assisting thematic groups to develop their Reports.

The preparation of the Community Plan would be driven primarily by the Community Planning Coordination Group, Chaired by the Chief Executive of the Council and include support from organisations / sectors as in necessary during the process including Ilex, statutory partners, social partners – community and voluntary sector, and the private sector.

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4. TERMS OF REFERENCE

• Providing research; • Assisting in testing proposals and outcomes identified by the thematic groups for the extent to which they deliver the vision and ambition for the Community Plan; and • Assisting thematic groups to develop their Reports.

The preparation of the Community Plan would be driven primarily by the Community Planning Coordination Group, Chaired by the Chief Executive of the Council and include support from organisations / sectors as in necessary during the process including Ilex, statutory partners, social partners – community and voluntary sector, and the private sector.

3.

Strategic or Community Planning Partnership

The draft Statutory Guidance for the Operation of Community Planning suggests Councils could establish a Strategic Partnership Board or Community Planning Partnership to lead the process. A Strategic or Community Planning Partnership might draw its membership from elected members, council officials, statutory community planning partners, community and voluntary sector and the business community.

The role of a strategic partnership should be to provide strategic direction and oversight of the Plan preparation; support, encourage and pursue joint working; consideration of key strategic issues; and approval of the Community Plan.

A Task and Finish Group are currently co-designing governance and implementation structures for the Community Plan. The Task and Finish Group are due to report in September 2015.

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CHRONOLOGY AND SEQUENCE OF THE EQIA PROCESS

Appendix 1

The recognised seven step EQIA process is set out below: 1. Defining the aims of the policy.

2. Consideration of available data and research.

3. Assessment of impacts.

4. Consideration of measures which might mitigate any adverse impact; and alternative policies which might better achieve the promotion of equality of opportunity.

5. Consultation on the actual impact of existing policies and the likely impact of proposed policies.

6. Decision by public authority and publication of report on results of equality impact assessment.

7. Monitoring for adverse impact in the future and publication of the results of such monitoring.

In practice we will conduct the EQIA process in developing proposals for the Community Plan as follows:

Section A – Laying Foundations: • Quantitative analysis on inequality produced • Qualitative analysis following community data collection and analysis which identify causes and effects of inequality – Community Enumerators • Review and analysis of existing service provision and current and projected economic activity – Working Groups Outcome - Baseline Analysis of Inequality (e.g. economically, educational, housing etc across the 9 named groups of Section 75 (1)) produced which will lay foundations for developing targeted proposals across all pillars

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CHRONOLOGY AND SEQUENCE OF THE EQIA PROCESS

Section B – Developing Proposals: • Groups develop Thematic Plans with targeted objectives to promote equality which are developed under oversight of Community Planning Partnership • Community Plan developed with targeted objectives to promote equality.

Each working group has the opportunity to continue contributing to this document Outcomes • Strategic proposals developed for the Community Plan above are targeted to promote equality.

• Initial draft of objectives from working groups for discussion by the Community Planning Partnership

Section C – Conclude Impact Assessment • Assessing proposals for contribution to promoting equality • Assessment of proposals to take place through the Co-ordination team, Thematic Pillar Group and Community Enumerators Outcomes • Formal feedback received from assessing groups regarding proposals’ ability to promote equality to enable mitigating measures and alternative proposals to be developed • First Draft of EQIA and Community Plan

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MU

Section D – Consideration of Mitigating of Alternative Proposals • Opportunities for mitigating measures and alternative proposals to better promote equality identified • Amendment of the draft Community Plan as required Outcome – A Draft Community Plan that has been agreed by the Community Planning Partnership for Public Consultation

Ever and for t com area Plan abou Cou expr of m

CLE

Part

Section E – Public Consultation •

Public consultation on both Community Plan and EQIA

Outcome – A sufficient consultation period held at an appropriate and agreed time that proactively seeks the views of those who live in the Council area, particularly those identified as experiencing inequality

Section F – Final Plan • Production of a final plan that has paid due regard to the submissions and evidence collated during the public consultation period Outcome - A final plan that has measurable targets to promote equality

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Appendix 2

METHODOLOGY Each thematic working group will determine how it can best complete its task.

However the principal common methodological points are as follows. Each group should: • Convene for their first meeting on June 4th 2015.

• Bring expert and local insights and added value to the community planning process • Consider and give due regard to quantitative and qualitative analysis of existing inequalities (through for example, statistics, labour market trends, the statistics and analysis of the Community Enumerators) • Use existing and new research and other evidence, (for example the One Plan, the Programme for Government, Strabane Future Search etc), consider advice of the private sector, central government departments / the wider public sector and the community sector to develop an understanding of the economy, the issues and challenges that are facing it and impacting on equality and regional economic growth, both generally and in their sector in particular.

• Consider the roles and responsibilities of all statutory, public, private and voluntary/community sectors in relation to improving the sector including the effectiveness of current policies, strategies, programmes and structures, with a view to identifying elements that work well and should be developed further and those things that could be done more effectively. This analysis will consider all data, and pay due regard to data relating to inequality.

• Contribute to a qualitative and quantitative ‘needs’ analysis across the thematic groups which will be used to develop targeted proposals to promote equality.

• Consider the ‘needs’ analysis and agree on the outcomes required of their sector that promote equality through economic growth and improved service provision. These outcomes should incorporate delivering the objectives of Good Relations, and Sustainability.

• Assess whether current service provision can deliver these outcomes, identify gaps in provision and agree on a short list of possible additional strategic actions/interventions required to deliver these outcomes.

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• Make recommendations as to the strategic actions/interventions required to drive forward economic growth across the Council area through improving the sector, by whom and set against agreed timescales. Recommendations will include “quick wins”, key performance measures and steps required to ensure that progress is monitored effectively.

• Complete their work and deliver their report by early Autumn.

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5. THEMATIC GROUP WORKSHOP GUIDANCE

The task of each Working Group is to prepare a paper recommending council wide strategic outcomes and actions to achieve these outcomes. The group will be assisted by a facilitator and work within the principles set out in Appendix A. The focus is on outcomes for the whole of the council area (taking account of the wider North West region). Local plans will flow from the Community Plan and work will begin on these later in the year.

The Community Plan is about identifying the major strategic outcomes for the area and joining up service and programme planning across partners and sectors. It is not about duplicating or replacing the plans of individual partners.

It should thus contain outcomes and actions which can best be achieved through collaborative working. The facilitator will assist each group to identify those actions which are high priority and should thus be recommended for inclusion in the Community Plan.

The Thematic Pillar Groups (convened by Council directors) will enable communications between the working groups and seek to achieve integration and alignment. The Community Planning Working Group will prepare papers and give advice and support to each of the working groups.

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Preliminary Meeting

Tasks

Date

Half Day

1. Recap on workshops’ programme and the Principles 2. Outline the role of Chair / Co-Chair 3. Discuss and agree main strategic issues which should be considered within the Working Group’s theme (see table).

4. Consider facilitator’s list of existing strategies/plans. These will be considered during preparation of a Paper for workshop 1 on current strategic priorities and outcomes.

5. Consider current baseline statistics relevant to both Theme Pillar and Working Group theme.

6. Elect Chair / Co-Chair 7. Agree dates and venues for Workshops 1, 2 and 3.

4 June

Main Issues to be considered.

Current Situation Baseline Data.

Planning Ahead

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5. THEMATIC GROUP WORKSHOP GUIDANCE

Workshop 1

Tasks

Date

Half Day

1. Consider any additional baseline analysis information and survey/ focus group findings.

2. Discuss Paper prepared by facilitator on current strategic priority needs and outcomes and associated planned strategic actions (as set out in existing strategies and plans).

3. Draw on this paper and on baseline information to identify key strategic council wide priorities and needs.

4. Initial identification of up to three strategic long-term (10-15 years) outcomes.

5. Confirm workshop decisions and remind people what will be done in preparation for and at Workshop 2.

By end of June

Use Outcomes Planning Model: Strategic Priority needs and Long-term (10-15 years) Outcomes

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Workshop 2

Tasks

Date

Full Day

1.

By end of August

Strategic Outcomes and Output actions

2.

3.

4.

5.

Discuss paper (prepared by facilitator from Workshop 1) on strategic priority needs and up to three long-term outcomes and possible associated medium- and short-term outcomes.

Consider what indicators will need to be measured to assess progress towards these outcomes and feasibility of measuring same.

Revisit outcomes at point 1 if indicator measurement problems are foreseen.

Agree strategic long-, mediumand short-term outcomes.

Identify Outputs (actions and participants) In order to progress towards the outcomes consider: (a) who actions should reach and benefit (informed in part by the evidence from Workshop 1). Who (people, groups, businesses etc) needs support, new opportunities, engagement etc? (b) what currently planned actions (presented in the scoping paper prepared for Workshop 1) will help these people/businesses/ groups (as appropriate) achieve the outcomes; (c) what additional actions need to be undertaken so that these people/businesses/ groups (as appropriate) will achieve the outcomes?

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5. THEMATIC GROUP WORKSHOP GUIDANCE

Workshop 3

Tasks

Date

Half Day

1.

By end of September

Action Plans, Lead Partners and Recommendations

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Discuss paper prepared by the facilitator from Workshop 2 (on outcomes, indicators and output actions) and any associated opportunities/ obstacles.

2. Agree (with any amendments) the paper.

3. Assess the actions to identify: - High priority actions requiring high level partnership working (and which thus should be recommended for the Community Plan) - High priority-low partnership actions (which can and should be taken forward by a single partner’s corporate/business plan and be recommended for the Community Plan because they are high priority) - Low priority-low partnership actions (which should not be in the Community Plan - and perhaps are not needed at all) - Low priority-high partnership actions which are good for building partnership working but less useful for achieving outcomes (and may thus be recommended for the Community Plan because improving partnership working is needed and valuable) 4. Identify one lead statutory partner for each strategic long term outcome.

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PRINCIPLES AND APPROACHES TO KEEP IN MIND MUTUAL RESPECT

Everyone who is giving up their time and energy for this work wants the people and communities of the Derry and Strabane area to benefit from Community Planning. There are differing views about how to achieve this and Council wants all of these views to be expressed and heard in an environment of mutual respect.

CLEAR COMMUNICATION

Participants in the Thematic Groups come from a variety of backgrounds and experiences. Jargon free, clear communication will help understanding and show respect for differences within the Group.

FOCUSED AND EFFECTIVE ENGAGEMENT

The programme of workshops has been designed to make best use of everyone’s time and the facilitators and chairs have been asked to keep the discussions productive. The papers which will be provided will aid focused and evidence informed engagement.

FOCUS ON STRATEGIC OUTCOMES AND ADDED VALUE

Appendix A:

whole council area. Work on local issues and plans will begin later in the year. Groups are thus tasked with identifying outcomes which will bring benefits across the whole area. Such outcomes are likely to need collective action by a range of bodies and will thus provide added value through joint efforts.

OPENNESS TO NEW IDEAS AND BEING REALISTIC

There is a tension between new ideas and realism. Where this is a healthy tension planning benefits. Productive plans are a mix of what is achievable and the ambitious.

OPENNESS AND TRANSPARENCY AND RECOGNISING CONSTRAINTS

All participants will endeavour to share as much information as they can about the services they provide, the challenges and constraints involved and the prospects for change. This may sometimes mean that statutory and other partners will be sharing unwelcome news and uncertainties.

They will be given the opportunity and encouragement to do so and respected for their frankness.

Each Thematic Group will focus on the needs and priorities for the

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Who must be reached for the short term outcomes to be achieved?

What do we need to do in order for those individuals / groups to accomplish the shortterm outcome?

ASSUMPTIONS

Participation

Outputs Activities

‘Implement Forward’

What resources do we need?

Inputs

What preconditions must be met for the ultimate goal to be reached?

Medium Term

EXTERNAL FACTORS

What preconditions must be met for the medium term outcomes to be achieved?

Short Term What is the ultimate goal?

Long Term

Outcomes – Impact

‘Plan Backwards’

OUTCOMES PLANNING LOGIC MODEL Appendix B:

priorities

SITUATION

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6. INDICATIVE KEY DATES AND MILESTONES

Launch of thematic working groups

4th June 2015

Establishment of Transitional Community Planning Partnership

Summer 2015

Draft Strategic Community Plan

Autumn 2015

Commence Local Plans

Autumn 2015

Public consultation

Early 2016

EQIA completed

Early Spring 2016

Launch of Strategic Community Plan

Late Spring 2016

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7. NOTES

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2. COMMUNITY PLAN STRATEGIC THEMES DERRY CITY AND STRABANE DISTRICT COUNCIL

MUTUAL RESPECT

Everyone who is giving up their time and energy for this work wants the people and communities of the Derry and Strabane area to benefit from Community Planning. There are differing views about how to achieve this and Council wants all of these views to be expressed and heard in an environment of mutual respect.

CLEAR COMMUNICATION

Participants in the Thematic Groups come from a variety of backgrounds and experiences. Jargon free, clear communication will help understanding and show respect for differences within the Group.

FOCUSED AND EFFECTIVE ENGAGEMENT

The programme of workshops has been designed to make best use of everyone’s time and the facilitators and chairs have been asked to keep the discussions productive. The papers which will be provided will aid

This information is available upon request in a number of formats including large print, Braille, PDF, audio formats (CD, MP3, DAISY) and minority languages.

For further information on alternative formats please contact Tel 028 71 253253 text phone: 028 7137 6646 or e-mail equality@derrycityandstrabanedistrict.com 32.

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COMMUNITY PLANNING

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