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THE LOCAL GOVERNMENT IN SCOTLAND ACT 2003
COMMUNITY PLANNING: ADVICE NOTE 1
National Framework: National Priorities
MARCH 2004
Policy Area Number
1. Introduction
2. Partnership for a Better Scotland/Vision for Scotland
3. Best Value
4. Social Justice
5. Community Regeneration
including:
Integrating Social Inclusion Partnerships (SIPS) and
Community Planning Partnership
6. Sustainable Development
7. Local Agenda 21
8. Biodiversity
9. Equalities
10. Health
11. Education
including:
National Priorities in Education
Integrated Community Schools
School Estate
12. Children's Services
13. Lifelong Learning
14. Crime
including:
Community Safety
Domestic Abuse
15. Transport
16. Enterprise
17. Rural Development
18. Culture and Sport
19. National Planning Framework
20. 21st Century Government
21. Scotland's Cities
22. Joined Up Working
23. Local Outcome Agreements
1. Introduction
Community Planning offers considerable potential for the better alignment of national priorities with local priorities. Recent surveys 1 have shown that existing community plans covering Scotland already have recognition of national priorities including health, community safety and the environment. There is also a range of partnership mechanisms which have built up over time relating to national policy initiatives and funding programmes. Some of these sit firmly within the context of the Community Planning framework, others less so.
Recent research 2 has also identified that 'thematic-based' national policy initiatives or guidance at a national level are not always immediately compatible or joined-up with planning and delivery processes at local levels. Community Planning partnerships are grappling to find the best way to integrate other planning systems and partnership structures into the overall Community Planning framework. 3 Although the situation has improved over the last two years as familiarity with which the aims of Community Planning has spread, this remains a challenge for both the Scottish Executive and public bodies.
The statutory underpinning for Community Planning and the recognition of it being the over-arching partnership framework at the local level provides a good opportunity to set out some of the key strands of national policy and approach to which Community Planning partnerships will find it useful to pay regard. It is not the purpose of this Advice Note to repeat the national framework in each and every policy area. 4 However, there are a number of instances where the cross-cutting nature of policy is particularly marked and where Community Planning has a specific role to play in addressing these cross-cutting challenges.
It is important to bear in mind that these are existing policy areas and as national policy and Community Planning develops Community Planning partnerships will have an enhanced role in the development and review of this national framework. This is reflected in the duty on Ministers to promote and encourage Community Planning which will entail taking into account the views of collective Community Planning partnerships in setting policy priorities ( see para 4.1 of Statutory Guidance).
2. Partnership for a Better Scotland / Vision for Scotland
The Scottish Executive has a vision of a Scotland which cares for its people and where opportunities are increasing for everyone, enterprise is rewarded, and where people have confidence in their communities and in public services. Government should focus on the issues that matter the most to people, be outward looking and confident, and deliver real sustainable improvements in our quality of life. The Executive's top priority is to deliver the commitments in 'A Partnership for a Better Scotland' and the outcomes that will benefit Scotland and its people.
The Executive's vision reflects four key areas- growing the economy, delivering excellence in public services, supporting strong communities, and developing an ambitious and confident Scotland. Running through everything it does are themes of better governance and sustainability.
Community Planning is a key method of promoting and sharing best practice in the planning and delivery of public services. Best practice includes putting the user- whether patient, passenger, pupil, or victim of crime - at the heart of public services, making policy for the long term, and encouraging change and improvement. Local communities and frontline staff should be empowered to make the local decisions that will make real changes to the quality of life of Scotland's people.
The need to be more visibly customer focused, to concentrate on the results of the policy and delivery processes from the perspective of the final user of public services, to join up delivery more effectively, and to work closely in partnership across the constituent parts of the public sector is taking on increasing importance, which is reflected strongly in the commitments detailed in A Partnership for a Better Scotland The Scottish Executive is progressing work internally on these (and other) themes as part of its internal programme, 'Changing to Deliver'. The principles are very close to those of Community Planning.
Links / other reading
A Partnership for a Better Scotland
http://www.scotland.gov.uk/library5/government/pfbs.pdf
3. Best Value
There has been a statutory duty on Local Government to 'to ensure that arrangements are in place to ensure Best Value'. The duty of Best Value can be described as:
- making arrangements to secure continuous improvement in performance (while maintaining an appropriate balance between quality and cost) and in making those arrangements and securing that balance, and
- to have regard to economy, efficiency, effectiveness, the equal opportunities requirements and to contribute to the achievement of sustainable development.
The key characteristics of Best Value are:
- Commitment and leadership
- Responsiveness and consultation
- Sound governance at strategic and operational level
- Sound management of resources
- Use of review and option appraisal
- A commitment to sustainable development
- Equal opportunity arrangements
- Joint working
- Accountability
Best Value principles are key to inform and reinforce organisations' efforts towards achieving continuous improvement in the performance of their functions and this should link to Community Planning arrangements and the other key cross cutting Executive policies.
Links / other reading
Guidance on Best Value and what it means for the wider public sector has been drafted and is currently out to consultation - responses requested by 28 November 2003: http://www.scotland.gov.uk/consultations/finance/bestValue.pdf
4. Social Justice
Social Justice underpins the whole range of Executive policies. The success in promoting social justice in recent years has been significantly attributable to the Executive's capacity to tackle complex, multi-faceted problems by working in partnership across Ministerial portfolios and with other organisations and sectors. The renewed attack on poverty and disadvantage, signalled by the commitment to close the opportunity gap, will build upon existing partnerships and partnership working.
Administrative structures will not be allowed to stand in the way of delivering the changes that are required. The Minister for Communities, in addition to her own portfolio role in tackling poverty, exercises a specific co-ordinating role, working with Ministerial colleagues and others to assist them in developing and delivering from their own policy agendas and encouraging and facilitating joint working where appropriate.
Closing the Opportunity Gap: Scottish Budget for 2003-06 describes, by Ministerial portfolio, how the Executive's spending plans for the next three years will target the most disadvantaged groups and communities and help them to realise their potential. The "2002 Social Justice Annual Report" describes how the Executive is tackling poverty and exclusion through a diverse but co-ordinated raft of policy initiatives and provides up-to-date statistics which aim to help inform evidence based social justice policy making.
It is encapsulated in the Executive's core social justice beliefs that people should be supported in building strong, safe communities in which to live and work and that inequality and discrimination have no place in Scottish society. The Executive's approach to community regeneration and equalities are described in more detail below.
Links / other reading
Closing the Opportunity Gap
http://www.scotland.gov.uk/library5/finance/ctog-00.asp
2002 Social Justice Annual Report
http://www.scotland.gov.uk/library5/social/emsjm-00.asp
5. Community Regeneration
Much of the success in tackling social injustice in recent years has been attributable to the Executive's capacity to tackle complex, multi-faceted problems by working in partnership across the public, private, voluntary and community sectors. The Executive's commitment to tackling inequalities between communities and narrowing the gap between the disadvantaged and everyone else, is set out in the Community Regeneration Statement.
This makes it clear that Community Planning offers a new opportunity to improve how community regeneration is delivered in Scotland, by joining up national and local priorities, and by tackling the problems of deprived neighbourhoods, but as part of the wider Community Planning process. This should involve mainstream providers targeting their budgets and programmes more effectively on deprived areas and joining-up their services with the work of smaller community and voluntary organisations. It will also require a greater focus on the needs of local communities and work to make sure that local people have the social capital (skills, confidence, support, networks and resources) to take advantage of and increase the opportunities open to them.
There are good examples of joint working and community involvement and of budgets being brought together so that money can be spent flexibly on what is needed locally, not just on what it has always been spent on.
Links /other reading
Closing the Opportunity Gap: Reporting publicly on how well the Executive as a whole is doing in closing gaps. Scottish Budget for 2003-2006
http://www.scotland.gov.uk/library5/finance/ctog-01.asp
Community Regeneration Statement: Implementation of Action Plan
http://www.scotland.gov.uk/library5/social/crsi-00.asp
Better Communities in Scotland, Closing the Gap
http://www.scotland.gov.uk/library5/social/bcis-00.asp
Integrating Social Inclusion Partnerships and Community Planning Partnerships
Communities Scotland and the Scottish Executive have recently published Guidance on the integration of Social Inclusion Partnerships (SIPs) and Community Planning Partnerships (CPPs). This guidance is now available (see link below).
With SIP funding from the Scottish Executive (60 million core funding in 2003-04) and by working closely with communities, Scotland's 48 SIPs have had many successes in getting people back into work, improving community safety, tackling poverty and improving local services to those communities. The integration of SIPs and CPPs seeks to build on the successes of SIPs and ensure that, where they are working well, they are an integral part of CPPs. It also aims to ensure that local regeneration takes place within the wider strategic context of community planning so that core services and core budgets of public bodies are working together to close the opportunity gap for disadvantaged communities.
The integration of SIPs and CPPs requires CPPs to demonstrate that they are ready to take responsibility for SIP Funds and to develop and implement a Regeneration Outcome Agreement (ROA). The purpose of the ROA is to provide a strategic framework which links national and local priorities for tackling disadvantage with spend and activities, through SIP and partners' mainstream resources, aimed at improving outcomes for disadvantaged areas and groups.
These outcomes should be strongly and directly linked to the national priorities for SIP expenditure of:
- Building strong, safe and attractive communities;
- Getting people back into work;
- Improving health;
- Raising educational attainment; and
- Engaging young people, for example through arts, sport and physical activity.
There is also a 'horizontal' priority concerned with the effective engagement of communities in the process of deciding how priorities are established and addressed at local level.
Links / other reading :
Closing the Opportunity Gap: Reporting publicly on how well the Executive as a whole is doing in closing gaps. Scottish Budget for 2003-2006
http://www.scotland.gov.uk/library5/finance/ctog-01.asp
Community Regeneration Statement: Implementation of Action Plan ( http://www.scotland.gov.uk/library5/social/crsi-00.asp)
Integrating Social Inclusion Partnerships and Community Planning Partnerships http://www.communitiesscotland.gov.uk/communities/upload/SIPsCPPs.pdf
6. Sustainable Development
Sustainable development is not an optional extra. Developing sustainably means ensuring that our actions today do not limit our quality of life in the future. In April 2002, the Scottish Executive published "Meeting the Needs... Priorities, Actions and Targets for Sustainable Development in Scotland", which sets out the Executive's vision for sustainable development in Scotland. This identified three main priority areas of resource use, energy and travel, and sets out a range of actions being taken to address these. It also set out a range of indicators and targets to help us to monitor our progress. Further information on these was published on 19 February 2003 in Indicators for Sustainable Development for Scotland.
In relation to the collective commitment to sustainable development, Community Planning, along with the power to advance well-being, will enable local authorities and their partners to work together in a more holistic way that supports sustainable development. This is recognised in Building a Sustainable Scotland: Sustainable Development and the Spending Review 2002. Community Planning partnerships should ensure that their plans and processes fully consider sustainable development.
Links / other reading:
Sustainable Scotland Network website is currently at http://www.scotland.gov.uk/about/ERADEN/SCU/00017108/ssn.aspx
" Meeting the Needs... Priorities, Actions and Targets for Sustainable Development in Scotland"
http://www.scotland.gov.uk/library5/rural/mtnsd-00.asp
Indicators for Sustainable Development for Scotland
http://www.scotland.gov.uk/pages/news/2003/02/SEEN334.aspx
Building a Sustainable Scotland: Sustainable Development and the Spending Review 2002
http://www.scotland.gov.uk/library5/agri/bass-01.asp
Detailed information on indicators for sustainable development:
http://www.scotland.gov.uk/about/ERADEN/SCU/00017108/indintro.aspx
7. Local Agenda 21
In 1997, the Prime Minister, Tony Blair challenged all local authorities to produce Local Agenda 21 (LA21) strategies by the end of 2000, to outline how they planned to promote sustainable development in their areas. All 32 Scottish local authorities worked, with guidance from COSLA, to ensure that their strategies were complete by the end of December 2000. Some of these strategies link into partnerships' community plans, therefore making the important link with the Community Planning process. COSLA's guidance recommended community involvement as one requirement for delivering LA21. LA21 and sustainable development are not statutory requirements though all 32 local authorities have produced LA21 strategies. For more information see the COSLA website below. The Sustainable Scotland Network (SSN) co-ordinates LA21 activity in Scotland. The network represents a cohesive group of practitioners at Scottish level, active in the development, implementation and monitoring of policies and projects on sustainable development. The SSN will be launching a website at its conference in October 2003.
Fully integrating sustainable development into the daily work and thinking of a large organisation is not easy. The inclusion of sustainable development as a Best Value consideration will assist in this process (see Best Value guidance).
Links / other reading:
COSLA guidance on LA21
http://www.cosla.gov.uk/index.asp?pageId=10001AAF0-11253315
8. Biodiversity
Biodiversity is the environmental third of sustainable development, with social and economic considerations making up the other two thirds.
The forthcoming Nature Conservation (Scotland) Bill has recently undergone consultation. In its draft form it proposes a general biodiversity duty on all Scottish public bodies and office holders. This duty will oblige all public authorities to "further the conservation of biodiversity in the course of exercising their functions and in doing so act with reference to the aims and objectives of the Scottish Biodiversity Strategy".
At the national level, the Scottish Biodiversity Forum is assisting in the development of the Scottish Biodiversity Strategy to co-ordinate and integrate biodiversity action with other sustainable development activity. "Towards a strategy for Scotland's biodiversity: Biodiversity Matters" was published on 25 February 2003 and issued for consultation on 14 March 2003. Developed at the request of Ministers, the Strategy sets out a clear 25 year vision for biodiversity in Scotland, outlining the relevance of biodiversity to Scotland and highlighting the importance of our natural resource to the economy and improved quality of life. Implementation plans focusing on Rural, Marine and Coastal and Urban sectors are being developed to take the strategy forward, along with key indicators to allow progress to be monitored and ensure that the Strategy's key aims are met.
Local Biodiversity Action Plans (LBAPs) were proposed as a way of stimulating effective local action for national priorities identified in the UK Biodiversity Action Plan, as well as for species and habitats which are particularly cherished or valued locally. The approach is based on the premise that everyone has a stake in their local environment and the quality of life it supports and in this it is closely linked to the LA21 process. In Scotland there is a Local Biodiversity Officer, or Council representative, who co-ordinates a partnership to deliver these biodiversity targets in each Local Authority area. They have a wealth of experience in engaging local communities and involving them in action for their local environment. Community Planning Partnerships should consider local biodiversity, ensuring the adequate protection of local, national and internationally important habitats and species for local enjoyment. Biodiversity should be integrated into plans as a fundamental part of sustainable development.
Links / other reading:
The Scottish Biodiversity Forum (2003) Towards a Strategy for Biodiversity: The Resources and Trends
http://www.scotland.gov.uk/library5/environment/bior-00.asp
The Scottish Biodiversity Forum (2003) Towards a Strategy for Bio-diversity: Developing Candidate Indicators
http://www.scotland.gov.uk/library5/environment/bioi-00.asp
Scottish Bio-diversity Group, A Flying Start: Local Biodiversity Action Plans in Scotland
http://www.scotland.gov.uk/library3/environment/fslb-00.asp
Towards a strategy for Scotland's biodiversity: Biodiversity Matters
http://www.scotland.gov.uk/library5/environment/biom-00.asp
9. Equalities
The Equality Strategy outlines the Scottish Executive commitment to mainstreaming equality in policy making across the public sector. Consultation and engagement with equality groups is a key strand of the Equality Strategy. Effective consultation and engagement with groups such as disabled people, women, minority ethnic communities, faith groups and lesbian, gay, bisexual and transgender communities is essential in order to develop inclusive policies and deliver services that meet the needs of all stakeholders.
Links / other reading:
Good Practice Guidance on Consultation with Equality Groups provides advice on how to consult with equality groups
http://www.scotland.gov.uk/library5/social/gpgc-00.asp
Good practice guidelines on translation, interpreting and communication support are also available
http://www.scotland.gov.uk/library5/social/sticf-00.asp
The Equality Strategy
http://www.scotland.gov.uk/library3/social/wtes-00.asp
10. Health
Although NHS Scotland leads on healthcare interventions, health itself is so fundamental to all that we do and is affected by so many factors that it is everyone's business. As stated in the White Paper, " Towards a Healthier Scotland" people's underlying life circumstances and lifestyles need to be improved if significant improvements in health and reductions in health inequalities are to be secured. Therefore, assessments of potential health impact should inform decisions across a broad sweep of topics, not just those that are specifically directed at health improvement. Community Planning, particularly through Joint Health Improvement Plans will provide a vital framework within which this process can take place.
The White Paper affirmed mental health as a priority for the NHS in Scotland. " Our National Health" committed the Executive to looking for ways to overcome the stigma which can attach to poor mental health, and to developing a national framework to address unacceptably high rates of suicide - especially among young men. " Choose Life, a National Strategy and Action Plan to Prevent Suicide" was launched in December 2001.
Improving health necessitates a collaborative working amongst a range of partners. Guidance to NHS Boards on Local Health Plans makes reference to Joint Health Improvement Plans (JHIPs). " Our Community's Health -Guidance on the Preparation of Joint Health Improvement Plans" was issued in January 2002. The expectation is that all Community Planning partners will take actions from these plans into their own planning processes.
Published in March 2003, " Improving Health in Scotland The Challenge" states that although Scotland's health is improving, it is not happening fast enough. Major health inequalities persist in our society and improving Scotland's health requires a step-change, by both society and individuals. The Challenge, the first in a series, provides a strategic framework for the period to mid-2004, to support processes needed to deliver a more rapid rate of health improvement. Effort is focused in four priority areas: early years; teenage transition; the workplace; and communities. The Executive's Partnership Agreement recognises health improvement as a key cross-cutting policy and stresses the important role Community Planning Partnerships have to play in providing the framework for a shared plan for health improvement in every local authority area.
The Community Care and Health (Scotland) Act 2002 is complementary to the Local Government in Scotland Act 2003 in that it allows for NHS Scotland and local authorities to move funding between bodies, delegate functions and pool budgets to create integrated services. The Joint Future Agenda is increasingly referred to as an example of Community Planning in action working within the over-arching framework. It takes a distinct suite of health, housing and social care services and applies the principles of partnership working to the assessment, planning, resourcing and management of community care services to achieve better outcomes for patients, services users and carers .
The Health White Paper, " Partnership for Care", emphasises the need for patient focus and public involvement in the delivery of health services and the need for redesign and modernisation of health services, with delivery as close as possible to the patient. It also gives a renewed impetus to managed clinical/care networks. Effective public involvement in health service delivery is intended to go well beyond traditional models of consultation, and Community Planning partners will potentially have a key role to play in supporting and making an input to involvement. There may be room for shared approaches to involvement through the Community Planning partnership. Clinical/care networks that cross a number of local authority areas will require to have relationships to a number of Community Planning partnerships .
Links / other reading:
2nd Scottish Executive Annual Report on Drug Misuse (Jan 2003)
http://www.drugmisuse.isdscotland.org/publications/local/ardm03.pdf
Scottish Executive Drug Strategy: " Tackling Drugs in Scotland-Action in Partnership"
http://www.scotland.gov.uk/library/documents-w7/tdis-00.htm
Scottish Executive Alcohol Problems Website
www.scotland.gov.uk/health/alcoholproblems
Smoking Kills - A White Paper on Tobacco
http://www.archive.official-documents.co.uk/document/cm41/4177/4177.htm
Community Care: A Joint Future
http://www.scotland.gov.uk/health/jointfutureunit/
Community Care and Health (Scotland) Act Guidance
http://www.scotland.gov.uk/library5/health/ipjw-00.asp
"Let's make Scotland More Active" Strategy for Physical Activity in Scotland
http://www.scotland.gov.uk/library5/culture/lmsa.pdf
" Towards a Healthier Scotland"
http://www.scotland.gov.uk/library/documents-w7/tahs-00.htm
Guidance on Joint Health Improvement Plans:
http://www.show.scot.nhs.uk/sehd/publications/DC20020116OurCommHeJointHIPs.pdf
" Choose Life, a National Strategy and Action Plan to Prevent suicide"
( www.scotland.gov.uk/library5/health/clss-00.asp)
"Improving Health in Scotland The Challenge"
http://www.scotland.gov.uk/library5/health/ihis-00.asp
The Community Care and Health (Scotland) Act 2002
http://www.scotland-legislation.hmso.gov.uk/legislation/scotland/acts2002/20020005.htm
The Health White Paper, " Partnership for Care",
http://www.scotland.gov.uk/library5/health/pfcs-00.asp
11. Education
Investment in education is an investment in our children and young people - our most valuable asset. Our schools have a vital role in developing the potential of our children, giving them a sense of self-fulfilment and equipping them for adult life. The Executive's overarching aim is to give every child and young person the best possible start in life through delivering the National Priorities for Education, and closing the gap for those who are not sharing the general level of attainment and well-being. " Building a Better Scotland: Spending Proposals 2003-2006" sets out how the Executive is working to deliver this aim through key objectives and targets for closing the opportunity gap, building capacity and ensuring excellence.
National Priorities in Education
The " Standards in Scotland's Schools etc. Act 2000" set out the new school improvement framework. This Act introduced the idea of setting 'National Priorities in Education' as aspirations towards which all schools in Scotland should be working. After a consultation exercise, five National Priorities (NPs) were agreed in December 2001 under the following headings: Achievement and Attainment, Framework for Learning, Inclusion and Equality, Values and Citizenship and Learning for Life.
Under the terms of the 2000 Act, authorities are required to publish annual statements of improvement objectives, taking account of the five National Priorities, and schools in turn have to produce annual development plans taking account of their authority's improvement objectives. The Executive would expect authorities to take account of the decisions of Community Planning partnerships in their annual statements of improvement objectives.
Performance measures and quality indicators have been set for each outcome within the five Priorities as part of the process of monitoring progress, and targets are set locally for some measures after consultation between authorities and schools. Authorities and schools are encouraged to introduce their own measures and indicators to ensure that they are locally relevant and provide good evidence of the National Priority outcomes. Some national quality indicators are still in development. The Executive will be taking account of Community Planning in completing the development of indicators, especially the indicator on citizenship. Again, the Executive would expect Community Planning partnerships to be able to influence any choice of local indicators, measures and targets within the school improvement framework. Support materials for schools and authorities, including data and interesting practice is available on the National Priorities web-site.
Integrated Community Schools
The Integrated Community Schools approach (previously known as New Community Schools) is central to our policies for closing the gap, driving forward better integrated services for, in particular, the most disadvantaged children. Developed initially through a pilot programme, the approach is now being rolled out across all our schools, with a completion date of 2007. This is closely linked with the drive to have all schools as Health Promoting Schools by the same date. It requires professionals from a range of services - formal and informal education, social work, family support and health promotion and improvement - to work together to help children and young people to overcome the barriers to learning and positive development.
While these are the core services, other agencies will have much to contribute to the successful delivery of the approach and should be encouraged to participate. These may include the police, the voluntary sector, local GP practices and local childcare providers. Integrated Community Schools are expected to forge strong relationships with parents and with the wider communities which they serve. The development of active parental and community links may also afford opportunities to participate for sporting and cultural organisations, youth clubs, community learning and development and further and higher education establishments.
Integrated Community Schools lie at the heart of their local communities, and it will be important for Community Planning partnerships to play an active part in the development and delivery of the approach in their areas. Further information on Integrated Community Schools can be accessed at the link below.
School Estate
The Scottish Executive and local authorities are working to improve the school estate in Scotland: the Executive and COSLA jointly published a strategy for the school estate " Building our Future: Scotland's School Estate" in February 2003. Its primary objective is to deliver better public services to children and communities through the school estate. This approach identifies users' needs as a core driver, and delivery will require a joined up approach to service delivery within local authorities and across Community Planning partnerships. Local authorities are developing school estate management plans to implement this strategy.
Links / other reading:
"Building a Better Scotland: Spending Proposals 2003-2006"
http://www.scotland.gov.uk/library5/government/babs-00.asp
Statutory Instrument on the 5 National Priorities :
www.scotland-legislation.hmso.gov.uk/legislation/scotland/ssi2000/20000443.htm
National Priorities website
http://www.nationalpriorities.org.uk
Further information on Integrated Community Schools can be accessed at:
www.scotland.gov.uk/education/newcommunityschools
Further information on the school estate can be accessed at:
http://www.scotland.gov.uk/about/ED/Schools/00016238/page1906934335.aspx.
12. Children's Services
Ensuring better integrated children's services is a key priority for the Scottish Executive. A Cabinet Sub-Committee on Children's Services, chaired by the First Minister, is driving this agenda forward.
The October 2001 report " For Scotland's Children; Better Integrated Services for Children", produced for the Executive by an independent team of secondees from local authorities, the NHS and the voluntary sector, set out the importance of better integrated services.
Since the report was published, developments have included the issuing of guidance on more integrated planning for children's services and the release of resources from the Changing Children's Services Fund to encourage better joint working by the statutory and voluntary sectors. Legislation taken forward by the Scottish Parliament's Education, Culture and Sport Committee, to establish a Commissioner for Children and Young People can be found at the link below.
The importance of joint working has since been particularly highlighted in the report " It's everyone's job to make sure I'm alright: Report of the Child Protection Audit and Review" drawn up by Scottish Executive and seconded staff, published in November 2002. The Executive has developed a five point action plan in response.
Links / other reading:,
"For Scotland's Children; Better Integrated Services for Children",
http://www.scotland.gov.uk/library3/education/fcsr-00.asp
Legislation to establish a Commissioner for Children and Young People in Scotland
http://www.scottish.parliament.uk/parl-bus/legis.html#71
" It's everyone's job to make sure I'm alright: Report of the Child Protection Audit and Review"
http://www.scotland.gov.uk/library5/education/iaar-00.asp
13. Lifelong Learning
The Scottish Executive launched its strategy for lifelong learning: "Life through Learning; Learning through Life" on 11 February 2003. The lifelong learning policy for Scotland is about personal fulfilment and enterprise, employability and adaptability, active citizenship and social inclusion. Lifelong learning is mainly about the training and learning that people can achieve after they leave school. The Executive want to make it possible for more young people to stay on at school or college. The Executive want all pupils and students over 14 to gain work-based vocational learning and enterprise experience. Lifelong learning covers the whole range of learning. That includes formal and informal learning and workplace learning. It also includes the skills, knowledge, attitudes and behaviours that people acquire in their day-to-day experiences.
There are a number of organisations that can play an important role in furthering lifelong learning within community planning processes - Further Education Colleges, Higher Education Institutions, Scottish University for Industry, learndirect scotland, Careers Scotland and the Enterprise Networks. (See the section on "Enterprise" for details on the role of the Enterprise Networks.)
FE colleges are engaged in a variety of activities to meet the diverse needs of their local and wider communities. Geographically, they are also well placed at the physical heart of their communities, spread throughout Scotland. FE colleges are encouraged to give particular priority to the principle that further education is a key to social and economic inclusion. They are charged with increasing access to and participation in further education, particularly for those from disadvantaged backgrounds. They are central to their communities and therefore have an important role to play in community planning.
Higher Education Institutions are very conscious of their contribution both locally and nationally to the economy and the cultural and social fabric of Scotland. They train various professionals, including doctors, nurses, social workers, teachers, architects and lawyers. They have considerable expertise in research and consultancy to put at the disposal of responsible bodies.
Scottish Ministers encourage participation in community planning through issuing annual guidance letters to the Scottish Further Education Funding Council and the Scottish Higher Education Funding Council. These letters set out Ministerial policy objectives which the Councils are expected to address when deciding on how to distribute public funds to institutions.
Links / other reading:
FE Guidance Letter
http://www.scotland.gov.uk/library5/education/feguidance03-04.pdf
HE Guidance Letter
http://www.shefc.ac.uk/whatsnew.htm
learndirect scotland has a particular role to promote and support learning. It has a particular remit to promote learning in areas of social exclusion and for small businesses. It supports a national network of local learning centres that put the needs of the learner first. Community lifelong learning initiatives should make full use of these learning centres. learndirect scotland can, therefore, make a particular contribution to the community planning process. They can offer advice and support on strategies to develop lifelong learning from a community perspective. They can also act as partners in taking such strategies forward.
For further information on the work of learndirect scotland see the Scottish University for Industry Corporate Plan. http://www.scottishufi.co.uk/downloads/plan.pdf
Careers Scotland is the national all-age guidance organisation established on 1 April 2002. It aims to deliver realistic and informed careers information, advice and guidance to all young people and adults in Scotland. Careers Scotland aims to contribute to the Executive's commitments across the education, economic development and social inclusion fields; and its all-age focus means it has a key role to play in the lifelong learning arena.
Careers Scotland - http://www.careers-scotland.org.uk
Lifelong Learning Strategy http://www.scotland.gov.uk/library5/lifelong/llsm-00.asp
'Determined to succeed: A Review of Enterprise in Education - Evidence Report'
( http://www.scotland.gov.uk/library5/lifelong/reer-07.asp)
HE Review - http://www.scotland.gov.uk/who/elld/hereview.asp
Scottish Further Education Funding Council - http://www.sfefc.ac.uk
Scottish Higher Education Funding Council - http://www.shefc.ac.uk
Scottish University for Industry - http://www.scottishufi.co.uk
learndirect scotland - http://www.learndirectscotland.com
14. Crime
National targets have been agreed between the Scottish Executive, the Association of Chief Police Officers in Scotland and the Scottish Police Authorities Forum. Although these have been publicised as national targets for the police service, progress against them will depend on the active engagement of other partners alongside police forces. The targets are for reductions in traffic accident casualties; reductions in serious violent crimes and an increase in the clear-up rate for these crimes; reductions in housebreaking and vehicle crimes; increases in drug seizures and in detentions of drug supply crimes; and an increase in the detection rate for racially aggravated crimes. Reducing the general public's fear of crime is also seen as a high priority.
Community Safety
Community Safety Partnerships are local authority led and normally include police, fire, health, voluntary sector, business sector and community interests. There is a partnership established in all 32 local authority areas. The Community Safety Partnership Award Programme was introduced on 1 April 2002 and gives all partnerships a share of 12 million over 3 years to assist them in identifying and addressing local community safety priorities. The Award is made up of 2 elements: a 'Formulated Award' based on population share and crimes per head of population and a 'Variable' Award based on progress and quality of Partnerships' community safety strategies and action plans.
Domestic Abuse
Tackling domestic abuse requires a unified response. This includes effectively co-ordinated partnership at local levels. Within each partnership it is important to build on existing good practice and ensure that the work of multi-agency forums on domestic abuse and community safety partnerships is effectively integrated into the Community Planning process. Preventing Domestic Abuse: A National Strategy has been published and is available at the link below.
Links / other reading:
Community Safety Partnership Award Scheme
http://www.scotland.gov.uk/library5/justice/cspa-00.asp
"Preventing Domestic Abuse : A National Strategy"
http://www.scotland.gov.uk/library5/social/pdaa-00.asp
15. Transport
The Transport Delivery Report, " Scotland's Transport: Delivering Improvements", published in March 2002, set out the Executive's strategic vision for transport over the next ten years and beyond. This report highlighted the key transport challenges facing Scotland: tackling urban and inter-urban congestion, improving accessibility and integration, and completing vital missing links in the transport infrastructure. " Building Better Transport", published in March 2003, provided an update on progress across the range of transport projects with regard to: economic growth, greater accessibility, better integration, new ways of working and future developments. " Building Better Transport" also describes the development of a transport investment strategy, which will facilitate a longer-term approach to financial planning.
The Partnership Agreement, "A Partnership for a Better Scotland", signed in May 2003 sets out the national priorities for transport for the second term of the Scottish Parliament. It highlights the importance of transport to a thriving economy and strong communities. It contains an ambitious list of proposed infrastructure improvements to the transport network including: reopening the Airdrie to Bathgate railway; completing the central Scotland motorway network (M8 and M80 upgrades, M74 completion); rail links to Edinburgh and Glasgow airports; completing the Aberdeen Western Peripheral Road; construction of the Borders railway; and improved ferry links to mainland Europe. The proposed reopening of the Stirling-Alloa-Kincardine railway is an example of integrated transport: it connects the people of Alloa to the rail network, it gets freight off the roads and diverts freight trains away from the Forth rail bridge, allowing for greater passenger services from Edinburgh to Fife. These and other policy commitments are designed to bring about a modern, safe, efficient and sustainable transport system.
In September 2003, the Executive published "Scotland's Transport - Proposals for a New Approach to Transport in Scotland: a Consultation" which takes forward the Partnership Agreement commitment to bring forward proposals for a new transport agency, tentatively called "Transport Scotland". The agency is expected to be responsible for delivering the major transport infrastructure improvements, coordinating the national concessionary fares schemes and the development of effective regional delivery partnerships. The Executive already works closely with local authorities, not least through the four Regional Transport Partnerships covering the Highlands and Islands, north-east Scotland, west Scotland and south-east Scotland. The consultation considers the options for enhancing these regional bodies since they seem to be effective in taking a strategic view of the transport needs of their areas.
By the end of 2006, spending on transport will reach 1 billion per annum, of which 70% will be targeted on public transport (outlined in September 2002 Budget at link below). Overall spending on transport will have risen by over 50% from 2002/3 levels. Spending through the Integrated Transport Fund, which supports schemes providing easier, simpler travel, will increase to 300 million per annum by 2006. By the end of the decade, this investment will have delivered major improvements to Scotland's transport infrastructure.
Links / other reading:
"Scotland's Transport: Delivering Improvements"
http://www.scotland.gov.uk/library3/transport/stdi-00.asp
"Building Better Transport"
http://www.scotland.gov.uk/library5/transport/bbtr-00.asp
"A Partnership for a Better Scotland"
http://www.scotland.gov.uk/library5/government/pfbs-00.asp
"Scotland's Transport - Proposals for a New Approach to Transport in Scotland: a Consultation"
http://www.scotland.gov.uk/library5/enterprise/stnats-00.asp
September 2002 Budget
http://www.scotland.gov.uk/library5/government/babs-11.asp
16. Enterprise
The Framework for Economic Development published in 2000 set out the overarching approach to delivering long-term sustainable economic growth. A Smart Successful Scotland, published in January 2001, gives strategic direction to the key delivery agencies, Scottish Enterprise and Highlands and Islands Enterprise. It highlights the priority areas for economic development, in which Scotland must develop in order to achieve economic success in the medium to long term. These are grouped into strategic themes: growing businesses, global connections and skills and learning. The Enterprise Networks are pursuing these objectives in a way which is sensitive to local needs and opportunities.
Following the Enterprise and Lifelong Learning Committee's review of local economic development in 2000, Local Economic Forums (LEFs) were introduced in each of the 22 Local Enterprise Company areas in Scotland to tackle overlap and duplication in business support services. This has led to a better joining up of services and a simpler and more cohesive structure in local economic development. Forums are facilitating better partnership working between local authorities, local enterprise companies, the higher and further education sectors, the employment service and business representative bodies such as the Federation of Small Businesses and the Scottish Chambers of Commerce.
Each Forum has produced an action plan to address overlap and duplication. These are now in the final stages of completion. Forums have progressed to a more strategic level to produce joint local economic development strategies that are coherent with A Smart Successful Scotland and provide the economic dimension of the Community Planning process. The next stage in the strategy development process is to prepare and agree action plans to implement the strategy documents.
From their inception, Forums have been seen as major contributors to the economic dimension of community planning. The established mechanism of Local Economic Forums provides an appropriate level of engagement with key partners in local economic development, with business representation at their heart. LEFs are examples of community planning in action, balancing local discretion and national priorities by tailoring business services to the specific needs of a community.
Links / other reading:
"Smart Successful Scotland"
http://www.scotland.gov.uk/library3/enterprise/sss-00.asp
National Guidelines for Local Economic Forums
A national overview of the strategies
http://www.scotland.gov.uk/about/ELLD/ENT/00016201/StrategyOverviewPaper.pdf
Links to the 22 local economic forum strategies
http://www.scotland.gov.uk/about/ELLD/ENT/00016201/localforum.aspx
17. Rural Development
Improving the delivery of services to rural communities has been at the heart of the Executive's rural development policy over the past three years, and was highlighted as a priority issue in our vision statement, " Rural Scotland: A New Approach", published in May 2000.
The Executive are taking forward the recommendations of the Scottish National Rural Partnership's report, " Services in Rural Scotland", which set out how service providers - in the public, private and voluntary sectors - can improve delivery and access to services in rural areas. A progress report (see links) has recently been issued and this envisages an important role for Community Planning partnerships.
Recommendations on measuring poverty and social exclusion and ways of promoting social inclusion in rural areas are set out in the report, " Poverty and Social Exclusion in Rural Scotland". The report highlights two particular issues - access and visibility which distinguish social exclusion in rural areas from that experienced in urban areas. Ministers have endorsed the action set out in the report and action is being taken forward across the Scottish Executive and externally.
Local Rural Partnerships (LRPs) are affiliations between communities, and public, private and voluntary sector organisations in locally defined areas of rural Scotland. There are currently over 60 LRPs across rural Scotland. The main aims of LRPs are to empower rural communities to make decisions and take action to address issues within their local area. The Executive has supported LRPs to link with other local partnerships and particularly with Community Planning structures.
Links / other reading
The Executive has funded the development of a Rural Community Gateway website run at arm's length and is a resource for Scotland's rural communities, allowing them to access information and share knowledge and experience.
http://www.ruralgateway.org.uk
The Scottish Rural Partnership Fund provides grant funding to support the development of rural communities throughout Scotland to empower rural communities to make their own decisions and to take forward projects that meet local needs.
www.scotland.gov.uk/ruralpolicy
"Rural Scotland, A New Approach"
http://www.scotland.gov.uk/library2/doc15/rsna-00.asp
Progress Report on " Services in Rural Scotland"
http://www.scotland.gov.uk/library2/doc15/rsna-00.asp
"Poverty and Social Exclusion in Rural Scotland"
http://www.scotland.gov.uk/library3/society/pser-00.asp
18. Culture and Sport
Culture and sport make a major contribution to improving the quality of life for individuals and communities across Scotland. They also exert a strong beneficial impact on a wide range of other policy areas, for example, health, education, rural and urban regeneration, social inclusion, enterprise and sustainable development.
Organisations which make culture and sport provision, including the local authorities, already liaise with colleagues and other providers operating in health, education and a range of sectors where the cross-cutting influences of this provision are being developed. The early round of Community Plans showed evidence of themes such as 'health and wellbeing' which sought to promote physical activity, while some Plans indicated a commitment to the arts. Overall, however, there is still some way to go before culture and sport deliver their potential impacts within the Community Planning process. The Executive and the relevant national agencies are acting to address this in a number of ways.
The culture and sport agencies - including the Scottish Arts Council and sportscotland - are examining ways to increase their active engagement with Community Planning. In May 2003, the agencies met with representatives from the Community Planning Implementation Group, from local authorities and relevant agencies to discuss ways to develop their contribution to the process. This will be followed by a major Conference hosted by the Executive, COSLA and VOCAL early in 2004, at which the contribution of culture can be further explored.
Culture
Arts and cultural activities have a unique ability to develop life-skills such as self-confidence, communication, social interaction and creative problem-solving. Their special capacity to contribute positively to quality of life can also be harnessed to excellent effect by local authorities seeking to advance individual and community well-being.
The National Cultural Strategy includes key priorities :
- to work with COSLA and others to promote effective local partnerships between groups of local authorities and key local bodies to provide a wide range of local cultural activities in line with local priorities.
- to embed cultural strategies within the local Community Planning process and community learning plans, forming links with key local agencies.
A joint working group of the Scottish Executive and COSLA developed guidance for local authorities on the implementation of the National Cultural Strategy. This was published in March 2003. It stresses the role of partnerships and states that it is good practice for local authorities to promote cultural provision within Community Planning, for the well-being of communities and individuals.
The guidance also recommends that a single overarching cultural strategy should be developed at local authority level - planned and delivered with the framework of Community Planning; and Best Value principles should guide the delivery of cultural provision.
Another joint working group of the Executive, COSLA, SoLACE and VOCAL is now addressing a work programme to build on the guidance, including: fuller advice on developing cultural strategies; a self-assessment tool and audit; and good practice examples.
Links / other reading:
National Cultural Strategy:
http://www.scotland.gov.uk/nationalculturalstrategy/docs/cult-00.asp
Scottish Executive and COSLA guidance on Cultural Strategy
http://www.scotland.gov.uk/library5/culture/incsgla-00.asp
Sport
Sport 21 2003-2007 is the updated strategy for sport in Scotland, published during March 2003. The strategy has been drawn up following consultation with key partners, with various interests to reflect the key role which sport has to play in the nation's health, education, prosperity and quality of life. The updated strategy is relevant to those required to deliver and develop sport in Scotland. Three long term visions for Scotland continue to underpin the Sport 21 strategy:
- A country where sport is more widely available to all.
- A country where sporting talent is recognised and nurtured.
- A country that achieves and sustains world class performance in sport.
One of the strategy's 11 key targets for 2007 is that every local authority area's Community Planning process will have contributed to achievement of the other 10 targets. This recognises the key role the Community Planning process can play in co-ordinated local delivery of sport. The engagement of key local sports organisations in the Community Planning process can ensure that partner organisations are aware of the cross-cutting benefits that sport delivers to local communities. The six Area Institutes of Sport are a good example of local authorities, health, Higher and Further Education bodies and sports bodies working in partnership to help talented athletes fulfil their potential. This model can be developed and extended through the Community Planning process to ensure sport plays its full part in the health and well-being of communities.
Sport has a key role to play in tackling the low levels of physical activity amongst all sectors of the population. The Physical Activity Strategy, published in February 2003, presents new targets for levels of physical activity to be achieved by 2022 and a strategic framework for delivery. The strategy recommends that local Community Planning partnerships are given political support and enough resources to help them co-ordinate and put into practice actions and support for the development of physical activity. Other recommendations also seek to strengthen the local infrastructure by means of Community Planning.
Links/other reading
Sport 21
http://www.sportscotland.org.uk/contents/sportspolicy/sport21intro.htm
Physical Activity Strategy for Scotland " Let's Make Scotland More Active"
http://www.scotland.gov.uk/library/culture/lmra-00.asp
19. National Planning Framework and Review of Strategic Planning
One of the key outcomes of the Review of Strategic Planning is the decision to prepare a national planning framework. The framework will be a non-statutory planning policy document covering the whole of Scotland. It will provide strategic guidance on how the country should develop spatially over the next 25 years, and how the planning system can assist in delivering that development. The framework will focus on the themes of economic development, transport, housing and social justice, rural development, sustainable development and energy. The preparation for the framework is currently underway and is involving continuous stakeholder engagement. Key points are:
- It will indicate how different parts of Scotland can play to their strengths to contribute to the overall success of the Scottish economy.
- The broad consensus emerging from consultation so far, is that the framework should focus on a limited number of key spatial issues of national importance.
Key issues are strategic transport, infrastructure, spatial aspects of economic development strategy; and energy, water and telecommunications infrastructure.
Another key outcome of the Review of Strategic Planning is the proposed changes to development planning, including the removal of requirements for structure plans covering all parts of Scotland. Instead, for the city regions, there will be strategic development plans and local development plans. For the rest of Scotland there will be a single tier development plan. Scottish Ministers will prescribe those Councils that will be required to work jointly to prepare city region plans.
It is in intended that there will be a statutory requirement to establish a joint committee to oversee the preparation of the strategic development plan and a dedicated team. All development plans will contain an action plan that should be updated every two years, the aim of which is to improve the level of commitment to the plans by other public and private bodies responsible for delivering much of the plan. It will be important to establish and maintain links between community plans and action plans from the outset.
Links /other reading
Review of Strategic Planning
http://www.scotland.gov.uk/planning
20. 21st Century Government
The 21st Century Government agenda seeks to modernise the delivery of public services. The vision is of a Scotland where the delivery of public services and public information are characterised by their:
- Citizen focus.
- Choice of means of access.
- Convenience.
- Effectiveness.
- Continuous improvement.
The 21st Century Government Unit within the Scottish Executive is responsible for e-government/modernising government agenda, as part of the drive to improve public services across Scotland. The Unit is also responsible for the Modernising Government Fund (MGF) which aims to take forward projects involving innovative provision of improved public services, focusing on the citizen's needs.
Links / other reading
21st Century Government website:
http://www.scotland.gov.uk/government/c21g/
21. Scotland's Cities
Scotland's future is bound up with the future of its six cities and their surrounding city-regions. In recognition of this, the Scottish Executive published a policy statement in January 2003 entitled " Building Better Cities: Delivering Growth and Opportunities". This statement builds on the findings of the Review of Scotland's Cities, launched by the First Minister in December 2000, and outlines a framework to address the issues our cities will encounter as each faces a complex and distinctive set of challenges and opportunities. A key theme of the statement, and of the analysis which underlies it, is the importance of partnership.
To implement the Review, the Scottish Executive commissioned each of the city local authorities, and the Highland and Stirling Councils, to facilitate the development of a strategic, 10-year city-region agreement - the City-Vision. Each of the six City-Visions has been developed by the Community Planning Partnership and will form a key component of each local Community Planning framework.
Many of the issues to be addressed - such as transport, economic development and land-use planning - require a perspective spanning the entire city-region. As part of the implementation of each City-Vision, the Executive will look to city-based Community Planning Partnerships to take active steps to draw together the wider city-region view with region-wide partners such as neighbouring authorities and communities.
Building on the good work the cities have already undertaken in partnership with the Executive, in July 2003 the Executive approved a 90 million City Growth Fund, which is intended to enable the cities to start work on turning their City-Visions into reality.
Links /other reading
" Building Better Cities: Delivering Growth and Opportunities"
http://www.scotland.gov.uk/library5/finance/bbcs-00.asp
"Better Cities, New Challenges - A Review of Scotland's Cities - The Analysis"
http://www.scotland.gov.uk/library5/society/rsca-00.asp
"Building Better Cities: Guidance and Next Steps"
http://www.scotland.gov.uk/library4/FCSD/POLUnit/00016092.aspx
SE News Release announcing the allocation of the City Growth Fund
http://www.scotland.gov.uk/pages/news/2003/07/SEFD036.aspx
22. Joined-Up Working
All organisations involved in public service delivery have a responsibility to be joined-up - both within their organisations and with other organisations and service providers.
The Scottish Executive fully recognises the benefits of a joined-up approach to policy development and policy implementation and should strive to set an example in being joined-up in its own processes, including its relationship with other bodies and groups. The Duty on Ministers ( see Statutory Guidance 1, paragraph 4) includes a commitment to develop mechanisms within the Executive and its agencies to ensure that they are joined-up in setting priorities and in communicating to agencies and/or Community Planning partnerships the means of delivering those priorities. There are already developments within the Executive to take this process forward.
The need to be more visibly customer focused, to concentrate on the results of the policy and delivery processes from the perspective of the final user of public services, to join up delivery more effectively, and to work closely in partnership across the constituent parts of the public sector is taking on increasing importance, which is reflected strongly in the commitments detailed in " A Partnership for a Better Scotland". The Scottish Executive is progressing work internally on these (and other) themes as part of its internal programme, "Changing to Deliver". The principles are very close to those of Community Planning.
23. Local Outcome Agreements
Local Outcome Agreements (LOAs), in making the link between national priorities and local implementation based on the achievement of outcomes, can be a useful tool for better joined-up working between agencies and for involving and responding to the needs and aspirations of communities. There have already been a series of pilot LOAs between the Scottish Executive and local government. Agreements are signed between the Executive and individual authorities concerned, setting out clear targets on how the council will contribute towards the national priority. In return local authorities receive additional flexibility in the use of funds and reduced reporting requirements.
Specific LOAs have been established for adult literacy, the Rough Sleepers Initiative, the Better Neighbourhood Services Fund (see below), community care services for the elderly and Children's Services.
Pilot authorities have found it very helpful to see a clear statement of Executive priorities and have been willing to challenge themselves to propose better achievements on these outcomes in return for more freedom about the means of achieving them. The further development of the LOA approach is being taken forward with the Executive and local government.
As an example the Better Neighbourhood Service Fund (BNSF) which runs from 2001-2004 is providing 90m over three years to improve core services in Scotland's most disadvantaged areas. Twelve local authorities and their community planning partners are piloting LOAs which set out what they will do through BNSF to achieve a range of defined and quantifiable outcomes. Local communities have been involved in the development and monitoring of these LOAs and there is an on-going research programme to ensure that the lessons from BNSF and the LOA approach.
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