Derry City and
Strabane District
Community Planning
Workshop Report
08 July 2014
Everglades Hotel
Derry City and Strabane District Community Planning Workshop Report
2014
This Report was produced by Community Places, 2014.
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2014
Derry and Strabane Community Planning Workshop
1. Introduction
This is a report of a Community Planning Workshop held on 08 July 2014 at the
Everglades Hotel. The workshop was facilitated by Community Places as part of its
contract with the Department of Environment to support new councils in preparing for
Community Planning. The event was open to all to attend and a full list of
participants is included at Appendix A.
The workshop included presentations on and discussion of key elements of
Community Planning in Northern Ireland and good practice from Scottish Community
Planning practice in Dundee and East Ayrshire, presented by Community Places.
The participants also engaged in discussion and reflected on their experience of
partnership working and engagement across the new council area.
2. Workshop Objectives
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To develop a common understanding of the legislative foundations for
Community Planning.
To discuss the opportunities which Community Planning offers.
To discuss our experience of planning and working together in partnership.
To inform a community planning process for the new Council area.
To identify and discuss possible next steps.
3. What we know about Community Planning
The workshop participants completed a Table Quiz which covered key elements of
the new legislative requirements of Community Planning, including the roles and
responsibilities of Councils, Community Planning Partners and Departments;
Community Consultation requirements; and the statutory link between the
Community Plan and the Local Development Plan (landuse or spatial plan).
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4. Table Discussions
Participants were asked to reflect on their experience of planning and working
together in partnership and to identify the benefits and challenges of partnership
working. A summary of participant feedback is presented below – the detailed
responses from each table can be found at Appendix B. Each of the 16 tables
contributed feedback on:
How Community Planning can help to maximise the benefits and address the
challenges of partnership working.
Participation and Community Consultation
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The Community Planning process will enable community representatives to be an
equal partner alongside the statutory agencies.
Better and improved engagement, with better links between statutory partners
and policy.
Inclusivity and ensuring that everyone is involved. We aren’t starting from a blank
sheet.
Community involvement will be constantly on the agenda.
How will the Council deal with issues of geographic isolation across the new
Council area?
Community Planning Process
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Community Planning offers an opportunity for a shared vision between regional
and local stakeholders.
The creation of the new council provides an opportunity to move forward with
Community Planning positively and at a greater scale.
It offers a statutory framework with transparency and openness. Accountability is
essential. We can do more with shared resources. Build on and enhance existing
partnership and collaboration and create a new way forward.
Manage expectations: what can we do which is both practical and achievable;
expectations should not be too high.
Enthusiasm and an opportunity to build capacity of all partners.
The process provides a timely review of The One Plan. We are not starting from
afresh but have the opportunity to review and look at outcomes which are shared
and where there is responsibility to deliver.
Removes duplication, strong focus on outcomes as a benefit, maximise existing
resources and produce a clear articulation of community needs.
Working Together
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Working and planning in partnership provides a wider knowledge base and
expertise to tap in to.
Regular reporting will be important but who will be held responsible if statutory
agencies don’t play their full part? What does ‘have regard to’ mean?
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It provides an opportunity to introduce a new definition of partnership: one which
has shared responsibility avoids gate-keeping and is not just about everyone
having ‘their slice of the cake.’
Shared knowledge and expertise, reduced duplication, greater accountability and
ownership and community ownership.
Workshop attendees were also asked to discuss and feedback on:
How do we build on existing engagement processes in Derry and Strabane?
Strengthen Existing Infrastructure
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Look at existing community infrastructure and strengthen this to make sure it is
inclusive and is able to be active in the Community Planning process.
Ensure rural proofing – share experience and learning in rural areas and areas
outside of Neighbourhood Renewal. Skill communities in rural areas so that they
can be equal partners.
There has been a lot of consultation exercises e.g. Citi Scope as part of the One
Plan which can be built upon. We should excite people about Community
Planning.
Different partnerships already exist, we should expand on good practice and what
has worked e.g. Policing and Community Safety Partnerships; defined need for
Youth and Language officers etc. To improve on existing engagement.
Assessing what is working – use of Citi Scope to build baseline foundation; new
opportunity for everyone and to get buy in from the community.
Review and use existing structures. Embed simple structures.
Build on scoping exercises and look at partnerships that have developed more
informally this may be a good avenue to strengthen community development if
given the right support.
Do we need to consider whether the One Plan and Future Search exercises need
to be re-visited?
Inclusive, Meaningful and Innovative Engagement
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Utilise Social Media tools for engagement, to ensure widespread engagement
processes.
Designate champions who are enthusiastic and can show leadership and drive.
Capacity building.
There is a need for engagement at the local level through local forums.
Engagement may need to be different for rural and urban areas. We need to
mainstream and not just focus on Neighbourhood Renewal areas. We need to
focus in areas where people don’t get engaged.
Better communication, especially with the ‘hard to reach’ (old, young, vulnerable)
Meaningful engagement which provides the right information, is reliable,
accurate, and develops a shared understanding of engagement.
Learn from the Scottish National Standards of Community Engagement. Develop
capacity from what is already out there – variety, not one size fits all, respectful,
creative and two way.
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Like council to clarify the engagement process, especially for rural groups. We
would like to see something written down about how council will do that.
Be creative about how we collect data and feedback e.g. arts/drama/ culture.
Engagement linked to accountability and reporting back. What are the issues that
need to be addressed? Sounding board?
New Working Relationships
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There will be new engagement for councillors, a new relationship and greater
insight to Education, Health, Roads, and Planning. Councillors will be stronger
partners and will no longer be looking on.
All partners need to be prepared to embrace change and a different culture of
working.
Has to be clear communication to ensure awareness raising and involvement
through to implementation. This needs to be properly resourced.
Potential to re-examine relations: retain, develop and build new relations which
are fit for purpose.
Greater involvement of the private sector.
5. Concluding Remarks and Next Steps
Reflecting on the workshop content, John Kelpie made a number of closing remarks:
The Table Quiz has highlighted the startling statistics affecting the new Council area
e.g. 40% of 16- 74 year olds are economically inactive. He stated that it was as a
result of such statistics that the new process of Community Planning had to succeed.
The mood in the room supports a focus on ‘Outcomes’ in the Community Planning
process. This would involve: agreeing on outcomes for the new council area and
then identifying what actions are required to lead us to those outcomes. A process
which is evidence based, with baseline information and one where we can measure
progress and know that we are moving things forward.
It will be important to continue to build on collaboration both within the region and
cross border. There is a presumption across the 11 new councils in favour of
collaboration and seeking the right partners to collaborate with to deliver greater
impact.
While collaboration is one thing, statutory participation is another issue that needs to
be resolved. We are stating clearly that whether or not there is a statutory obligation
we will work with partners and also engage with statutory partners through the
Partnership Panel.
Today it was prompted, how will the Council deal with Community Planning? But it is
not just about Council, Council will not design this process alone – we want to codesign the process with everyone in the room and others who were not able to be
here today. It should be simple in structure and form, understandable to our
ratepayers and businesses – not a complex structure.
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Engagement will be essential and someone asked today about ‘rural-proofing’ that
sounds like something which is reactive. We want to make sure that we build rural
proofing into the process from the start.
Next Steps
The proposed next steps were then outlined by Mr Kelpie:
A Workshop Report will be circulated to all participants.
A second workshop will be held on 23 September 2014 where we will hear more
about experience from Scotland. We are starting the process here early, only three
weeks from the formation of the new Council, and the new council and our
councillors ‘get’ Community Planning.
We would like to hear your suggestions on others who should be invited to attend
this second workshop. At the workshop we want to begin to explore and design what
engagement in the process and what the structures should look like and how we can
overcome the challenges of geographic isolation and build our collective approach to
Community Planning.
It is proposed that there will be a third workshop in November 2014 to discuss
Community Planning process proposals.
We will be looking at our own structure, governance and corporate plan and we will
be aligning all of these to the emerging outcomes of the Community Planning
process. Community Planning is at the top of our agenda and will be embedded in
our work going forward.
Community Planning will make a difference, it is a ‘game changer’ and we must
embrace the process. The Council is very positive about leading on the process and
we look forward to working with you all to co-design Community Planning for the new
council area.
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Appendix A: Participant List
Name
Company Name
1.
Adrian Loughery
Derry Healthy Cities
2.
Aileen McGuinness
BBHF
3.
Alan Bresland
Councillor
4.
Alan Young
Translink
5.
Alison Wallace
Waterside
6.
Angela Dobbins
Councillor
7.
Angela Hughes
Ilex
8.
Austin Kelly
Dennet Interchange
9.
Brendan Bonner
PHA
10.
Brian O’Brien
Barry O’Hagan
Rural North West Community Support
Interim Strategic Director Development
DCC
12.
Bronagh Donnelly
Action for Children (CYPSP)
13.
Caroline Devlin
RAPID
14.
Cathy Mullan
H & SWI Manager PHA
15.
Charles Culhoun
TRIAX
16.
Christina McCallion
Chamber of Commerce
17.
Christopher Jackson
Councillor
18.
Christopher Kerr
NW Volunteer Centre
19.
Ciara Ferguson
Greater Shantallow area Partnership
20.
Ciaran Doherty
Ilex
21.
Clare Hood
ILEX
22.
Claudine Christie
Community Places
23.
Colin Devine
NWCN
24.
Colly Kelly
SF
25.
Colm Bradley
Community Places
26.
Colm Doherty
Ilex
27.
Gus Hastings
Councillor
28.
Craig Barr
International School for Peace Studies
29.
Darren Kirby
Greater Shantallow area Partnership
30.
David Ramsey
Councillor
31.
David Wallace
Ilex
32.
Derek Hussey
Councillor
33.
Derek Reaney
Ulster Scots Agency
34.
Des Gartland
Invest NI
35.
Donna McAnenny
Women’s Centre
36.
Dorothy McElwee
NWRC
37.
Dr Eddie Rooney
PHA
38.
Drew Thompson
Councillor
39.
E Montgomery
Irish Society
40.
Eamon O’Kane
Derry Healthy cities
41.
Eddie Friel
University of Ulster
42.
Ellen Cavanagh
Derry City Council
43.
Emmet Lynch
Derry Healthy Cities
11.
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2014
44.
Eoghan Harkin
Derry Healthy Cities
45.
Eric McGinley
Councillor
46.
Fionnuala McKinney
WHSCT
47.
Gary Middleton
Councillor
48.
Geraldine Doherty
TOTH 2010
49.
Gerard Diver
Councillor
50.
Gerard McCleave
Ilex
51.
Gina Gallagher
Strabane LGBT
52.
Hilary McClintock
Councillor
53.
Hugh McNickle
Ilex
54.
Ian Snowden
Inspector Donna
Bowden
DSD
56.
Jacqueline Whoriskey
DCC
57.
Jacqui Barr
International School for Peace Studies
58.
Janine Sayers
Strabane & District CAB
59.
Jim McKeever
Councillorl
60.
Jim Roddy
City Centre Initiative
61.
Joanna McConway
DCAL
62.
Joanne Boyd
Derry City Council
63.
Joe Lusby
Western Trust HSCNI
64.
John Boyle
Councillor
65.
John Kelpie
Derry City and Strabane District Council
66.
John Kerr
Strabane District Council
67.
Judith Gray
Ilex
68.
Karen McFarland
Strabane District Council
69.
Karen Philips
DCC
70.
Karina Carlin
Councillor
71.
Kenny McFarland
Villages Together
72.
Kevin Campbell
Councillor
73.
Kieran McGuire
Councillor
74.
Laura Hamilton
Derry City Council
75.
Linda Watson
CNDA
76.
Louise O’Kane
Community Places
77.
Manus Deery
NIEGA
78.
Maoliósa McHugh
Councillor
79.
Margaret McLaughlin
Dennet Interchange
80.
Martin Reilly
Councillor
81.
Mary Casey
Amelia Earhart Society
82.
Mary Hamilton
Councillor
83.
Mary McLaughlin
Walled City Partnership
84.
Mary Thornton
Rural Support Network
85.
Mel Higgins
Ilex
86.
Michael Gallagher
Ilex
87.
Nuala Crilly
NWCN
88.
Odhran Dunne
Visit Derry
55.
PSNI
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89.
Oonagh McGillion
DCC
90.
Paddy Cosgrove
Strabane District Council
91.
Paddy Mackey
WELB
92.
Patricia Bray
Disability Action
93.
Patricia Logue
Councillor
94.
Patrick O’Doherty
Strabane District Council
95.
Patsy Kelly
Councillor
96.
Patti Holly
Martin McCrossan City Tours
97.
Paul Donnelly
DARD
98.
Paul Fleming
Councillor
99.
Paul Gallagher
Councillor
100.
Paul McNaught
DSD – NWDO
101.
Paula Donnelly
Strabane District Council
102.
Pauline Campbell
DSD – NWDO
103.
Pearce Moore
Nerve Centre
104.
Peter Caldwell
YMCA
105.
Prionchas McCaughey
DOE Planning
106.
Rachelle Craig
Derry City and Strabane District Council
107.
Rhonda Hamilton
Councillor
108.
Richard Osterhus
Derry City Council
109.
Rita McDonald
L.C.A
110.
Roisin Farren
RAPID
111.
Ronan O’Donnell
Walled City Partnership
112.
Rosalind Young
Derry City Council
113.
Rosie McCann
FWIN
114.
Ruairí McHugh
Councillor
115.
Sandra Duffy
Councillor
116.
Seamus Ward
BB Health Forum
117.
Sharon Maxwell
Strabane District Council
118.
Sharon Polson
Invest NI
119.
Shauna Cusack
Councillor
120.
Siobhan Sweeney
PHA Health & Wellbeing Improvement
121.
Stephen Gillespie
Derry City Council
122.
Sue Divin
Derry City Council
123.
Susan Doherty
Strabane District Council
124.
Susan Mullan
Derry City Council
125.
Sylvia Burt
Rural Support Network
126.
T Cooper
SF DCC
127.
Teresa Bradley
DCC
128.
Thomas Kerrigan
Councillor
129.
Tina Gillespie
Derry City Council
130.
Wendy Gibbons
Outer West Neighbourhood Renewal
131.
William Lamrock
YMCA
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Appendix B: Participant Feedback
Discussion 1
Benefits of Planning and Working in Partnership
Enhanced understanding of pressures and issues.
Reduce potential duplication and improve co-ordination.
Attaching names to actions.
Efficiency and delivery – people of one mind.
Integrated approach to delivery – joined up.
Report, review, accountability.
Skills and capacity building.
Local Influence.
Potential integration at strategic level.
Process has started and there is an enthusiasm to make it work.
Build on experience of the LSP, One Plan, Neighbourhood Renewal.
Local political engagement and political leadership.
Community Services experience and links.
Lack of duplication/complementarity.
Service user’s satisfaction.
Better more relevant services.
Learning from each other - sharing knowledge/skills/resources/expertise/ideas.
Better knowledge and understanding of each other’s needs and the needs of the community and
people.
Creates innovation.
Opens communication leading to better/stronger relationships – breaks down barriers.
Advocacy.
Buy in/ownership.
Feeling involved.
Dissemination of information.
Challenge, creativity.
Stronger partnerships.
One vision – collective.
Inclusion.
Bottom up approach that ensures community engagement/involvement from the start.
Opportunities to start fresh.
More ideas.
Common goal.
Solve problems/sharing learning.
Clear direction.
Build relationships and trust.
Spins off into spheres of work.
Creative.
Collaborative advantage.
Empowering people.
Greater synergy.
Better use of limited resources available.
Identifying and promoting better practice.
Encouraging people to up their game.
Better, improved outcomes/services/wider perspectives.
Stronger voice, speaking together e.g. funding/lobbying/collaborating.
Many hands make lighter work – interagency working.
Bringing all the main players together in one room.
Shared knowledge.
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Grass roots involvement.
Avoid duplication and encourages complimentarily.
Improved performance and Improved probability of success.
Communication.
More accountability.
Agreed priorities to direct resources (better).
Better/improved engagement.
Links between strategies/agendas.
Maximise resources.
Get local things done.
Buy-in ownership (cross community).
Capacity building.
Adds more weight.
Right people.
Neighbourhood Renewal – cross sectional – all voices heard – bottom up approach.
Stronger voice – gains consensus going forward.
Economically feasible.
Collaborative approach – stronger together.
Clarity for service user as to who to approach.
Consistency of approach.
Better quality policies.
Challenges of Planning and Working in Partnership
Funding.
Management of process too many stakeholders. Require input from certain people – if not in
attendance then what?
Getting beyond usual suspects/gatekeepers.
Pre-determined themes.
Limited authority to influence/drive change.
Dovetail with other strategies.
Rural vs. Urban (65% rural population).
Competition between communities and political opinion.
Egos, values, personalities, respect, culture.
Equity and equality.
Participation, sustainability – voluntary vs. requirement.
Local vs. strategic commitment, fit and priorities.
Capacity Building/time/ commitment.
Total lack of co-terminosity.
Manage expectations.
Resources.
Continued engagement and energy.
Pace of Change.
Ensuring community involvement.
Perceptions of hierarchy.
Inclusion.
Departmental participation and resourcing.
Relationships and Trust.
Creating true partnership and maintaining commitment.
Leadership.
Conflicting priorities- want vs. need.
Culture of change.
Isolated community – engagement.
Longer decision making.
Keeping all involved.
Consensus/agreement.
Effective partnerships.
Defining parameters – keeping focus.
Clear roles and responsibilities.
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Individual v organisation.
Sustainability.
Transfer of knowledge skills.
Agreement.
Difference of opinions.
Keeping momentum and motivation going.
Ensuring that the correct partners are around the table.
That the partnership is productive and not just a talking shop.
How to agree/reach agreements.
Power/equality/partnerships never equal.
How to get community involved.
Hidden agendas/conflicts of interest.
Continuous partnership building/trust.
Communication.
Glory hunting.
Gate keeping.
Internal controls.
Logos.
Not always having adequate expertises and how to make it work to ensure involvement .
Conflict of objectives.
Getting consensus on implementing change.
Duplication of effect.
Risk of poor communication.
Personality clashes/exclusion.
Unhealthy competition.
Introvert/extrovert – challenge.
Risk of smaller entities being left behind.
Too many cooks spoil the broth.
Bigger organisations tend to move slower.
Non co-operation/non participation.
Learning to compromise.
Securing resources.
Suspicion/mistrust.
Robust monitoring.
Achieving results.
Need for accurate evidence based information.
Geography urban and rural.
Streamlining.
Duplication.
Agreeing local priorities.
Getting everybody there and turning up.
Carry out agreed actions/deliver.
Agreeing roles and responsibilities.
Identify key stakeholders.
Agreeing priorities/vision.
Work together for community aims.
Geographical isolation.
Council structure.
Location of meetings/services.
Political co-operation.
Improve educational achievement.
Reduce unemployment.
Governance and accountability.
Lack of statutory obligation /central government buy-in.
Aligning local priorities with central government policy.
Prioritisation.
Implementation.
Timeframes – two speeds.
Power balance – shared understanding, common ground.
Change mindset/relationships.
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Composition – balance of power of group.
Lack of shared understanding of partnership working.
Lack of resources – time, people, money.
Failure of a partner to deliver.
Lack trust and commitment.
Failure to plan and policies terms of references.
Lack of consistency of personnel and ownership.
Different partners – different aims.
Unrealistic expectations.
Cynicism.
Status/authority of partnership is ambiguous.
How does Community Planning provide help to maximise the benefits and address the
challenges?
Planning from bottom up – can influence what happens. Established experience of community
engagement. Already established community sector may lead to expectations that are too high.
Reassure people in rural areas, balance expectations, rural proofing but also consider urban needs.
Joined up thinking.
Identification of agreed priorities/ synergy of plans.
Sharing of expertise/ resources/ learning.
Better use of resources.
Joint responsibility.
Allow for earlier monitoring of outcomes/ impact.
Feedback on service provision/ experience.
Signposting and awareness of services.
Active and informed Community and Voluntary Sector.
Principle of open invite for involvement at start.
Statutory duty on all Departments to participate.
Given that the Act requires participation and community consultation – community representatives will
feel as an equal partner in a statutory process with some teeth.
Statutory framework- it has to be done!
Transparency/ openness.
Accountability.
Shared Resources – make existing resources do more.
Build and enhance existing partnerships and collaboration.
Relationships – opportunity to rebalance and create a new way forward.
Greater responsibility to engage – duty – local involvement.
Defines partners, issues.
Transparency and accountability – communication.
Assisting in prioritising resources.
Resource sharing – remove duplication.
Shared vision and responsibility. (encompassing communities citizens local stakeholders regional
stakeholders).
Ensures that community planning is constantly on the agenda and on people’s minds as it is now
enshrined in government..
Ensures co-ordinated approach from all statutory partners.
Ensures community involvement (but also a challenge – how do you ensure community
involvement?).
Gives the opportunities to challenge inaccuracies and deal with them and put appropriate measures in
place.
Provides opportunity to build a community plan that will benefit the Derry/Strabane area (a holistic
approach that looks at all areas of development).
Statutory participation.
Outcomes focused.
Regular reporting.
Learning from best practice.
Adopting a “can do” approach.
Increased communication provides a framework to allow community ownership and makes everybody
involved accountable for their piece.
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By working together.
Value partners.
To name the new council.
To ensure equality between urban/rural and city councillors.
Everyone engaged from concept to delivery – implementation.
Cross sectoral representation.
Ensuring agreement at key milestones.
Achievable outcomes – shared and agreed.
Sharing experience and expertise.
Targets – clear.
Timely – fresh start.
Change mindset.
Address overarching issues (greater scale).
Agreement – education and training on partnership required.
Bigger range of agencies /organisations/groups.
Ensures collective approach.
Allows communities to make their needs clear.
Maximises resources – need better measurement/evaluation of existing inputs.
Status of partnership and role of members set out in law.
Discussion 2: How do we build on existing engagement processes in Derry and Strabane?
Embrace this change for the better.
Promotion and communication to all citizens.
Common goals and outcomes that people can sign up to.
“Citi- Scope” Survey used as baseline foundation.
Let residents know what RPA is all about.
Use Social Media.
Certainty in DCC ‘One Plan’ – how do we revisit or review and extend?
Local Engagement: building on Partnership Boards, local forums, rural networks, enterprise agencies,
interface forums etc.
Ensure effective engagement through the transition arrangements/discussions.
Transition committees – super council- clear message to support engagement and community
planning.
Build on Peace Partnerships and Rural Development Partnerships.
Build on the strong Community Services Sectors/services within the two councils.
Build on the existing infrastructure which exists through partnership boards.
What relationships will exist after the formation of the new Council?
Re-evaluate who the required stakeholders will be.
Contract based relationships – retain, create, develop relationships that are fit for purpose.
Make the rate player aware of services that exist in the district.
Provision of central information point for Council and other statutory agencies.
Consistent service delivery.
Uniformity.
Assess what is already there and working.
Rural proofing.
How will the Council engage with the community and voluntary sector?
How was this group constituted and how does it reflect the community?
Less than 1/3 reflects the community here today, who was invited?
Wide ranging engagement.
Recognition that there are strong and positive structures already in place e.g. Neighbourhood
Renewal, City Strategy Board, Chamber of Commerce, Area Partnerships etc. Map and review
(SWOT) these, fine-tune and reinvigorate dormant structures e.g. Civic Forum.
Communications Strategy is crucial to target all audiences and stakeholders and to ensure their
awareness and involvement – implementation of the strategy is the key challenge, resource it
properly.
Specific area/ neighbourhood based representation is key with local input and local hubs/area
forums/fora.
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Integration/co-ordination of consultation exercises.
Co-ordination of communication messages.
Highlight benefits – promote engagement – respond.
Capacity building to promote wider engagement.
Citi-scope – citizen portal – forum – apps?
Ensure that it is done right from the start – Have enthusiastic/energetic champions to ensure the
successful partnerships that are already built are sustained and built on.
Consensual Development Plan – based on needs in the community – directed from the involvement
of all in particular the community groups/residents etc.
Good communication links – store information – utilise media more effectively.
Co-operation – value existing partnerships and the existing engagements that have been developed.
Two way – top down and bottom up.
The existing engagement to be seen as the foundation to build on to improve communities moving
forward in the future.
Evolving process – constantly reviewing it.
Good leadership.
Designated “Community Plan Champions”
Involvement of all including residents/communities not affiliated to any group or partnerships.
Inclusivity.
Workshops – togetherness.
Clear and effective communications strategy – appropriate for respective. groups/communities, be
creative, but also sectorally – you don’t have to be sitting at the table to participate – resource the
communities strategy.
Consider gaps e.g. BME voice to make sure all communities of place and communities of interest e.g.
children and young people can be engaged and making it relevant.
Public Information /media/newsletter.
Civic events e.g. good relations events.
Forum meetings/public meetings.
Structures – enchanting and improving these/building in flexibility.
Report back – building in accountability.
Partnerships – identify and expand best practice e.g. youth officer, language officer
PCSPs – stakeholders/agency buy in.
Urban/rural – equity and equality to be underpinning principal.
Engagement at community/local level – How good currently?
Engagement of councillors – new relationship especially with planners.
Need local forums – grass roots level, geographical e.g. rural, urban areas. Mainstream c/v – not just
Neighbourhood Renewal areas.
Council services need to be delivered in local areas – close to people.
Councillors and officers will have a new insight/influence to education, health, roads, policing etc.
Engagement should be ongoing – not just at outset.
Learn from and build on consultation from “one plan”
Incorporate existing strategic plans.
Expand on the learning of NHR – i.e. rural and non NHR areas.
Make sure right people are involved across sectors.
One Plan/Regeneration Framework.
Neighbourhood Renewal/Rural Regeneration Plans; Investing for health, Public Health Partnership.
(Brought together under one plan to check the currency of content/duplication/overlap/gaps).
Diversity – build off (Reshape the cultural process for engagement to capture the wider area to be
inclusive – especially Rural/Urban split and access to services)
Use of new technology to get input to and deliver services out. Need to ensure equity across
geography/age/disadvantaged groups. Need “real” feedback from residents not groups.
Harness the skills and knowledge out there already – introduce creativity in the data collection
process.
Improve existing structures e.g. local delivery system, strategy board, regeneration forum.
Utilise and build on citi-scope to meet needs of Community Planning.
Encourage greater ownership and responsibility for delivery.
Harder to reach people – old, young vulnerable.
Are structures in place – fairly simple. Review and improve and imbed
Greater involvement of private sector and central government.
Engagement relies on having information (accuracy, format, reliability).
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Derry City and Strabane District Community Planning Workshop Report
2014
Shared understanding of engagement – purpose – outcomes (not tokenistic!!) (Whose
responsibility??)
Engagement principles (Scotland).
Varied – simple – cross sectoral – resourced.
Respectful – flexible – creative – two way. .
Help informal partnerships become more formalised.
Look at best practice models that already exist.
Ensure section 75 groups are around the table – not just tokenism.
Training and support systems should be made more available to harder to reach groups.
Fully accessible meetings /venues/materials.
More equity than just equality.
Try and eradicate negative engagement.
Ongoing model training and evaluation of time bound groups.
Fully meaningful engagements with proper outcomes and feedback.
Tension between official stats and community perception of issues.
Use one plan/future search as basis going forward.
On-line resources – sounding board.
Need to manage expectations of communities.
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