Shared Principles

We recognise the commitment and skills of staff across the Community Planning Partnership. We prioritise support and further development to help them meet future challenges. We understand the impact and outcomes we are achieving, and are deepening our understanding about what lies behind particular areas which are more resistant to improvement. We are therefore in a strong position to direct our collective efforts towards those areas which need more targeted focus. We strive to continually improve our practice to ensure better outcomes for our communities, and recognise those areas we need to develop further. We are aware of the challenges we face in a progressively complex landscape of increasing demand and resource constraints, and conclude that the capacity for continued improvement in Perth and Kinross is very strong.

The Community Planning Partnership has developed nine principles which are at the heart of what we would like to achieve. These principles have been informed by Scottish Government Guidance, and have been identified to shape how we work together.

To achieve this Community Planning Partners agree to operate within a core set of values. These are:-

  • Integrity
  • Social Equality and Justice
  • Openness and Transparency
  • Diligence and Effectiveness

People

How We Work Together

Support Communities to Shape and Deliver Outcomes

 

Vibrant and successful communities are built on the strength and assets of the people and places themselves. The Community Planning Partnership (CPP) will listen to, and work with, the people and communities of Perth and Kinross to design, deliver and improve local public services.

Local Action Partnerships are vital for getting to the heart of needs of the five localities across Perth and Kinross, and sharing priorities with communities, through Local Action Plans.

Community involvement is strong in our area, with a large number of active groups and organisations, which support and help deliver vital services within communities - such as lunch clubs, access networks, and youth groups.    However this doesn’t extend everywhere, and we will learn from many excellent examples, to strengthen volunteering capacity across all communities in Perth and Kinross.

There is an opportunity to use more participatory budgeting and other engagement tools to support communities in taking more decisions themselves, including financial decisions – placing more control, authority and resources in the hands of communities, which are in the best position to know what they need.

How will we change going forward?

  • We will use participatory budgeting to support decisions being made about communities, by the communities themselves.
  • We will deliver a regular programme of engagement events in localities and ensure the priorities of communities are understood by all CPP partners.
  • We will seek community representatives for the Local Action Partnerships in an open and transparent way
  • We will establish Stronger Communities staff teams based in our 5 localities to support communities, in whatever way the communities want to engage with Services.
  • We will make sure all staff based in localities work closely with communities and support communities to shape their own priorities and actions.
  • We will ensure information about CPP and local Action Partnership meetings and business, is open and easily accessible to all – for example through social media and live event streaming.

Better Understanding Our Communities

 

Community Planning Partners already listen to our communities in a range of ways, to help inform our service planning and delivery. We can learn more from our communities, to develop a more detailed view of community strengths, assets, priorities and challenges. Community assets take many forms: local skills and knowledge, local heritage and culture, local community networks (formal and informal) and physical assets like buildings and greenspaces. 

We already share data and evidence about our communities, both between partners, and with communities themselves.  This includes information within Stories of Place sites, to build a strong, shared base of local knowledge.  By developing this sharing approach - particularly with the wealth of information within communities - we can work together to deliver better, community- focussed services.  

How will we change going forward?

  • We will extend our approach to sharing data, research & information between CPP partners and communities.
  • We will explore how Open Data technology can help us to share information & inform priorities, in a more dynamic way.
  • We will encourage increased sharing of information from local people and groups, to help inform the planning and delivery of services by all partners.
  • We will increase the co-ordination of our engagement with communities to ensure we improve our collective understanding of communities’ needs and assets.

Developing our Staff to work with communities

 

Public service workers across all CPP partners and sectors are our most valuable asset. It is through them that we will achieve positive outcomes in our communities, and address stubborn inequities across Perth and Kinross. 

Many of our staff work with communities on a day to day basis.  Others may have less of a direct involvement, however its everyone`s responsibility, regardless of their role, to support the empowerment of our communities.   This will involve promoting new and different ways of working, as we collaborate at local level, and share skills and resources with our communities.  

Strong shared leadership at CPP strategic level, and locality level, is essential to support staff in new ways of working. For years we have worked to develop an authorising environment where staff can be innovative and use their professional judgement, confident of support from their leaders.  We will continue to develop this approach.

 How will we change going forward?

  • We will develop and implement an organisational development programme for the CPP to build a shared understanding of new ways of working, the community empowerment agenda, and locality working. This will allow key staff groups to understand more fully what their role is in working together, and supporting our communities.
  • We will develop a series of joint CPP partners` events in each locality, to share knowledge, establish networks of contacts, develop joint working and develop a shared understanding of local priorities.
  • We will share with staff across partners the tools to help staff engage with communities to help support their activities (using tools such as the National Standards for Community Engagement and Place Standard).
  • We will share partners` expertise and resources by opening up our training and development opportunities to each other.

Processes

How our partnerships improve outcomes

Shared Leadership and Accountability

 

Making the difference rests with our leadership  - at all levels of the CPP,  from strategic area- wide level,  to locality level. 

Working together, CPP partners have created, and are committed to, a collective vision for our area, and our communities.  This is built on a shared understanding of local needs, circumstances and opportunities.  The CPP will continue to apply effective support, challenge, and scrutiny to our progress, founded on strong mutual respect, alongside a willingness to address improvement needs where these arise.

We are driven by a consistent focus on performance, and monitoring our progress towards the strategic objectives of the Community Plan.  

We will maintain our collective attention to the connection between leadership, employee engagement and cultural conditions, to ensure our organisations and staff collectively perform at their best, for our communities.

How will we change going forward?

  • We will ensure that partners are committed to shared leadership - working together with each other, and our communities
  • We will make sure we have an appropriate balance of  Community Planning leadership roles between partners
  • We will make sure CPP governance arrangements remain effective, in the changing context of community empowerment and public service reform
  • We will make sure our Outcome Delivery Groups remain effective in delivering on their respective objectives
  • We will hold the CPP Board meetings in localities, which are open to the public.

Focus on Performance and Improvement

Measuring our performance, and sharing this with partners and communities, means we will know whether we are improving people’s lives, narrowing the inequalities gap, driving continuous improvement in service delivery, and achieving best value for public resources.   Measuring what is important (not just what is easy to measure) is vital to informing what needs to improve. This continuous focus on performance review represents an important part of the CPP`s leadership and accountability to our communities.

We will continue our developments in research and performance management to ensure our evidence-based approach is strong.   A focus on evidence gathering and review will inform what needs to improve.  Evidence will drive our priorities, plans, actions and spend. 

As part of a positive leadership culture at all levels, we need to ensure data and evidence is challenged, and performance targets are adjusted or reviewed in light of what data and evidence actually tells us.

Self-evaluation is embedded into our partnership working, and extending robust self-evaluation and self- awareness will help us to understand our strengths and areas for improvement

How will we change going forward?

  • We will ensure partners regularly scrutinise and challenge our shared performance data.
  • We will develop our shared performance & reporting framework between partners to show how the Community Plan and Local Action Plans are being delivered.
  • We will create an on-line performance dashboard, which can be shared with partners, Action Partnerships, and communities; and give transparent accountability for our shared performance.
  • We will extend the use self- evaluation as a tool to identify strengths and areas for improvement

Effectively Use Resources

Community Planning Partners control a significant level of resource, in terms of finances, staff, and other assets, such as buildings.  Our service delivery arrangements are complex; nonetheless, in working towards our shared strategic objectives, the CPP will have a clear ‘line of sight’ of the total level of public resource, and how this contributes to delivering the strategic priorities of the Community Plan.

The CPP will continue to develop our understanding of how our collective resources support shared local priorities.  Together we   identify whether our resources are sufficient, and in the right places, to enable us to meet our objectives. We support this by making sure our employees are empowered to make decisions about sharing resources, and to try new joint working arrangements, where they believe this will improve service delivery, and make best use of resources.

The CPP will work with communities over new legal powers and opportunities for greater empowerment, such as community asset transfer of our buildings to local control;  participation requests for greater involvement in our services; and participatory budgeting.

How will we change going forward?

  • We will continue to develop our shared understanding of priorities, and ensure links are made to how priorities are resourced, working in partnership.
  • We will share learning from joint resourcing actions which have already progressed, such as within Health & Social Care integration.
  • We will extend joint resourcing initiatives across a range of service delivery areas, and share the learning from these between the partners.
  • We will support our communities unlock greater control through powers such as asset transfer and participation requests.

 

Prevention

Where we will make an impact

Focus on Preventative Action

 

Prevention is about doing the right things at the right time, to make a real difference in peoples` lives.  When our services focus on prevention and early intervention, we support better outcomes for people, as well as making more sustainable use of public resources.  Effective preventative and early intervention approaches can help to reduce demand for very intensive and expensive services which often deal with the response - rather than tackling the cause of the impacts on individuals, families and communities. 

Whilst we can demonstrate many examples of preventative initiatives through our joint working, we have the opportunity to extend this approach, to systematically embed preventive interventions across all our services.   Raising our collective understanding of the importance of preventative approaches, alongside data/research into the factors which impact on prevention, are vital parts in developing our shared sense of purpose, and new approaches to address inequalities. 

How will we change going forward?

  • We will work together to address issues early, to ensure they do not lead to negative outcomes for individuals, families and communities - in doing so, we can break the cycle of inequality.
  • We will jointly analyse opportunities to extend our current approach to prevention.
  • We will investigate and share best practice around prevention, related to our local priorities.
  • We will develop a series of multi-agency preventative actions, and share the learning from these across partner agencies, based on thorough analysis of the data and knowledge of issues.

Tackling Inequalities

 

Narrowing inequalities gaps, and building family and community capacity, are challenges which sit at the heart of our strategic planning.  The importance of this approach is strengthened by the new socio-economic duty for public bodies - to show that we understand the key inequality gaps that exist, and that we are taking action on them in the decisions we make.   

Through the Fairness Commission, we have developed a strong understanding of households and communities within our area, experiencing significant inequalities of outcome, which impact on their quality of life.  

Many communities, individuals and families, across both our urban and rural communities, are affected by inequalities in income, health and employment opportunities. Our large geography with a relatively low and widely dispersed population, makes inequalities sometimes difficult to identify and address.  Inequalities apply also to communities of interest, and at individual household or family level. It is the inter-connected nature of inequalities that make them so difficult to address, requiring complex support to be applied by partners.

We have an important role to remove conscious or unconscious bias, to ensure that all CPP partners recognise the barriers (which may not always be immediately obvious) faced by communities and individuals in accessing services.

How will we change going forward?

  • We will deliver on the recommendations of the Fairness Commission.
  • We will work with communities of both geography and interest to identify their views on inequalities, and, importantly, build their own capacity to address inequalities, with the support of CPP partners and Local Action Partnerships.
  • We will monitor our progress in achieving the outcomes which will narrow the inequality gaps identified by the Fairness Commission.
  • We will share our approach to meeting the new socio- economic duty, to help our decisions in addressing poverty and inequality.

Promoting Equality

Promoting equality requires all of us to work to eliminate discrimination, advance equality of opportunity, and foster good relations between communities through the delivery of our services. We will support staff at all levels to develop an understanding of equalities that celebrates and promotes diversity,  supports the nine equality protected characteristics, and treats everyone with dignity and respect (including colleagues and customers).

Our duties to promote equalities will be demonstrated not only through service delivery, but also through shared values, leadership, human resource practices and organisational culture.

How will we change going forward?

  • We will commit all partners to work together to reviewing jointly their action plans on equalities, and in identifying local issues for joint action.
  • We will commit to partnership-wide policies/strategies being subject to equalities impact assessments.
  • We will ensure that where possible partners will share information and good practice on equalities activities, and share joint staff training & development on equalities issues.
  • We will ensure Equalities and Diversity induction and refresh training is a mandatory for all CPP staff, with particular emphasis on the messages arising from the Fairness Commission.

 

Case Studies

Community Empowerment

Aberfeldy came together as a community to take ownership of their town hall, providing space for communities to use.

Understanding Communities

This video shows how the North Muirton community came together to develop a local action plan

Developing Staff

This video shows the important role of local public servants play in improving outcomes for communities.

Promoting Diversity

This video shows people from diverse communities coming together

Effective Working

This video shows how services working together leads to better outcomes for communities.

Focus on Prevention

The Wellbeing Fair was a series of events to promote and celebrate wellbeing across Perth and Kinross.

Tackling Inequalities

This video shows men coming together in the Carse of Gowrie to gain new skills and make new friends.

Useful Information Scottish Government- Community Planning Scottish Government- Community Engagement Audit Scotland: Turning Ambition into Action Audit Scotland: Community Planning an Update Commission on the Future Delivery of Public Services "Christie Commission" 2011

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