Working Together for Wellbeing

a Working Together for Wellbeing

Working Together for WellbeingThe report of the Northern Ireland Embedding Wellbeing in Local Government ProgrammeFull Report • September 2021

Pippa Coutts, Hannah Ormston and Jennifer Wallace (Carnegie UK) with Majella McCloskey, Anne McMurray and Melanie Stone (Centre for Effective Services), Colm Bradley and Louise O’Kane (Community Places) and Brendan Murtagh (Queen’s University Belfast)

1 Working Together for Wellbeing

Contentsa. Acknowledgements 3

b. ListofFigures 4

c. ListofTables 4

d. ListofBoxes 4

e. Glossary 5

f. Abbreviations 6

1. Background 71.1 Approach 81.2 AdvisoryGroup 91.3 ApplicationProcess 101.4 Activities 11

2. WellbeinginPolicy:AnOverview 142.1 AGlobalShiftfromGDPtoWellbeing 142.2 APublicServiceShiftfromTargetstoOutcomes 162.3 InternationalLearning 192.4 WellbeingandCommunityPlanninginNorthernIreland 22

3. IntroducingourProjectPartners 253.1 ArmaghCity,BanbridgeandCraigavonBoroughCouncil 253.2 DerryCityandStrabaneDistrictCouncil 273.3 Lisburn&CastlereaghCityCouncil 29

4. WhatweLearntaboutCo-production 324.1 Lesson1:BuildingtheEnvironmentforCo-production 324.2 Lesson2:MakingEngagementWorkinPractice 344.3 Lesson3:InclusiveStructuresandtheCo-productionChain 364.4 Lesson4:Co-producingResourcesandtheImportanceofBudgets 384.5 Lesson5:MakingOutcomesReal 404.6 Lesson6:SupportingSoftandFormalRelationships 424.7 EnablingaNewApproachtoCo-production 43

ISBN978-1-912908-73-8


5. WhatweLearntaboutSharedLeadership 445.1 TheCESSharedLeadershipProgrammeApproach 445.2 DevelopmentofStrategicIndicatorsontheSuccessofSharedLeadership 505.3 RoleofandRelationshipswithCentralGovernment 525.4 RelationshipswithinCPPs 535.5 RelationshipsacrossCPPs 545.6 KeyLearningandActionsforSharedLeadership 55

6. WhatweLearntfromPeer-to-PeerLearning 566.1 TheUseofDataandEvidence 566.2 StatementsofProgress 586.3 WorkingwithCommunities 59

7. WhatNextforCommunityPlanninginNorthernIreland? 607.1 CoreFunding 607.2 LocalGovernmentPowersandResponsibilities 617.3 BuildingRelationshipsbetweenCentralandLocalGovernment 627.4 PooledBudgets 637.5 BuildingRelationshipswiththeCommunityandVoluntarySector 647.6 BuildingRelationshipswithCitizens 657.7 ImprovingLeadershipinEvidence 667.8 SpacetoReflectandLearn 67

8. WhatNextforWellbeinginNorthernIreland? 688.1 Re-committotheWellbeingApproach 698.2 HoldaCitizens’AssemblyonCollectiveWellbeinginaPost-COVID-19Society 708.3 LegislatetoProtecttheWellbeingofCurrentandFutureGenerations 718.4 LegislateforaDutytoCo-operate 728.5 BuildaMulti-sectoralLeadershipCommunitytoDeepenWellbeingPractice 73

9. Endnotes–ReflectionsfromtheCarnegieUKTeam 74

10. Appendix–evaluation 7510.1 TheOutcomeMap 7510.2EvaluationSurveybyCESonSharedLeadershipProgramme 7510.3EvaluationofWiderActivitybyStratagem 78

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a. AcknowledgementsTheEmbeddingWellbeinginNorthernIrelandprogrammeinvolvedaverylargenumberofpeople.CarnegieUKwouldliketoacknowledgethesupportwereceivedfromfriendsandcolleaguesacrosstheUK,Irelandandinternationallyindevelopinganddeliveringthisprogramme.

WeareindebtedtoourAdvisoryGroup,ablychairedandguidedbyAideenMcGinley,whoallvoluntarilygavetheirtimeandconsiderableexpertisetotheprogramme.

Thepeoplewhogavethemosttotheprogrammewereofcoursetheleadofficersfromthethreecouncils,whosesupportforcommunityplanningandcommitmenttopublicservicewasdemonstrablethroughout:

• CatherineMcWhirter,Lisburn&CastlereaghCityCouncil• JennieDunlop,Armagh,BanbridgeandCraigavonDistrictCouncil• RachaelCraigandColmDoherty,DerryCityandStrabaneCountyCouncil.

Thewritersofthisreporthopewehavedonesomejusticetothedepthofworkyouhavecarriedoutunderthebannerofthisprogramme.

WewouldalsoliketoacknowledgetheworkofLaurenPennycook,whoactedasprogrammemanagerforthemajorityoftheproject,andAlisonMansonwhoprovidedhighqualityandcalmcorporatesupportthroughout.


b. List of FiguresFigure1:Cornerstonesofwellbeing 17Figure2:TheWellbeingGoalsforWales 20Figure3:ThethreeProjectPartners 25Figure4:ABCConnected:OurPlanonaPage 26Figure5:PrioritiesforCo-productioninNorthernIreland 33Figure6:ABCCommunityPlanningPartnership 36Figure7:Tak£500–ABC’sParticipatoryBudgetingScheme 38Figure8:LCCCCommunityPlan 40Figure9:LisburnSouthDEAPlaceStandardAssessment 41Figure10:RevisedSharedLeadershipProgramme 46Figure11:RelationshipbasedoutcomeswithinandacrossCPPs 55

c. List of TablesTable1:AdvisoryGroup 9Table2:EmbeddingWellbeinginNorthernIrelandCoreActivities 11Table3:IssuesRaisedbyCommunityPlanningStakeholdersintheGallagherReport 24Table4:Lisburn&Castlereagh’sFiveOutcomes 30Table5:RevisedSharedLeadershipProgramme 47Table6:AverageScores–StrategicIndicatorsofCommunityPlanning(rankedbychange) 51

d. List of BoxesBox1:CarnegieUKDefinitionofCollectiveWellbeing 7Box2:InternationallySignificantWellbeingInitiatives 15Box3:Implementingawholeofgovernmentapproach 18Box4:NewZealand’sApproachtoWellbeing 21Box5:SixLessonsfromtheProgrammeofWork 32Box6:TheGuidetoApplyingCo-productioninCommunityPlanning 35Bex7:ABC:SharedLeadershipinPractice 48Box8:NaturalCapitalAccount:DerryCityandStrabaneDistrictCouncil 57


Co-productionmeansbuildingontheassetsofcommunitiesofplaceandinteresttodeliverbetterwellbeingoutcomesforallbysharingresponsibilitiesandpowerequallybetweenserviceusersandthosewhoadvocateontheirbehalf,andserviceprovidersacrossallsectors.

Commissioningistheprocessthroughwhicharangeofpublicservicesareprocured,primarilyfromtheprivate,socialenterprise,voluntaryorcommunitysectors.

Acommunity of practiceisagroupofpeoplewhoworktogethertoimproveknowledgeandskillsthroughinteractionandlearningthatimprovesservicesandprogrammedeliveryandfindssolutionstocomplexpolicyandsocialchallenges.

Community planningisanintegratedstrategythatbringstogetherthepublic,private,voluntaryandcommunitysectors,resources,policiesandprogrammes.

Enabling environmentmeansputtinginplacethelegislation,policy,structuresandresourcesthatsupportco-productionandcommunityengagement.

Engagementisaboutgoingbeyondparticipationtoinvolvecommunitiesinaninteractiveandrelationalprocessthatgivesthemameaningfulsayinthedesignanddevelopmentofpoliciesandprogrammesaffectingthem,theirareaorsector.

Governancereferstothewayinwhichdecision-makingstructuresworkoutsideformalgovernmentorganisationstoenableawiderrangeofcivicactors,theprivatesectorandspecialintereststomakeandtakedecisionsaffectinganareaorproblem.

Locality plansarearea-basedstrategiesthatcoordinateinvestmentinresponsetotheneedsandprioritiesoflocalcommunities.

Organisationalsilosrefertothepracticeofcentralandlocalgovernmentwhichoftenworkswithinstructural,policyorprofessionaldisciplines.

OutcomeplanninginvolvessettingclearindicatorsabouthowthelivesofpeoplelivinginaCouncilareawillchangeoverthelifeofaCommunityPlan.Bysettingclear,measurableandtimeboundoutcomeindicators,thebeneficiariesofpoliciesandprogrammescanseewhetherandhowtheirliveshavechanged.

Participatory Budgetingisastructuredprocessofdecision-making,inwhichlocalpeoplesetpriorities,takedecisionsandallocatepublic,privateorcharitablefunding.

Prevention aimstoanticipateandrespondtopolicyissuesbeforetheyemergeasmoredifficultandcomplexproblems.

Shared leadership is whereleadershipisdistributedamongstasetofindividualsinsteadofbeingcentralisedinthehandsofasingleindividualwhoactsintheroleofleader

Wellbeing iswheneveryoneinsocietyhaswhattheyneedtolivewellnowandinthefuture.AtCarnegieUKwebelievethatcollectivewellbeinghappenswhensocial,economic,environmentalanddemocraticwellbeingoutcomesareseenasbeingequallyimportantandaregivenequalweight.

Whole of government isanover-archingtermforresponsestoincreasedfragmentationofpublicservicesandawishtoincreaseintegration,co-ordinationandcapacity.

e. Glossary


f. Abbreviations

CES CentreforEffectiveServices

CPP CommunityPlanningPartnership

CVS CommunityandVoluntarySector

ABC ArmaghCity,BanbridgeandCraigavonBoroughCouncil

NISRA NorthernIrelandStatisticsandResearchAgency

PSNI PoliceServiceofNorthernIreland

DCSDC DerryCityandStrabaneDistrictCouncil

ODP OutcomeDeliveryPartnership

LCCC Lisburn&CastlereaghCityCouncil

SCPP StrategicCommunityPlanningPartnership

TAP ThemedActionPlanning

IAP2 InternationalAssociationofPublicParticipation

DEA DistrictElectoralArea

NILGA NorthernIrelandLocalGovernmentAssociation


Overthepasttenyears,knowledgeofwellbeing–anditsapplicationtopolicyandpractice–hasincreasedsubstantially.Wehavebeenproudtobepartofthisinternationalmovementtounderstandtheconceptofwellbeingitself,learningwhatitmeanstopeopleandtogovernments(seeBox1).

WeexperienceeachoftheSEEDdomainsofcollectivewellbeingindifferentaspectsofourlives:ourownpersonalwellbeing–ourqualityoflifeandourgeneralhappiness;thewellbeingofthecommunitywearepartof–whetherwe

havetheassetsandrelationshipsinplacetolivewelllocally;andasasociety–whetherweallhavewhatweallneedtolivewelltogetherandflourish(seeBox1).

OurgeographicalremitalsoprovidesuswithauniqueroleinworkingacrossthefourjurisdictionsoftheUKandintheRepublicofIreland.Inourrecenthistorywehaveworkedtosharepolicyandpracticelearningacrossthesejurisdictionsandtobuildrelationshipsbetweenthoseinnovatingtoimprovewellbeingindifferentfieldsintheirowncountriesandcommunities.

1.Background

CarnegieUKistheUK’sleadingwellbeingfoundationwitha100-yearhistoryofinspiring,supportingandpromotingwellbeingthroughphilanthropy.Weuseourexpertisetoeffectchangethatimprovespeople’slivesandworkinpartnershipwithindividualsandorganisationsfromallsectorstoadvancetheideas,evidenceandpracticethatmakeadifferencetowellbeing.

Box1:CarnegieUKDefinitionofCollectiveWellbeingWellbeingmeanseveryonehavingwhattheyneedtolivewellnowandinthefuture.Itisamulti-dimensionalapproachtosocialprogressthatgives equal weight toSocial, Economic,EnvironmentalandDemocraticoutcomes.


OneexampleofthiswastakingourmodelofasuccessfulroundtableonwellbeinginScotland1andapplyingittotheuniqueconstitutionofNorthernIreland.TheCarnegieRoundtableonMeasuringWellbeinginNorthernIrelandreportedin2015andinfluencedtheoutcomes-basedapproachandfocusonwellbeinginthedraftProgrammeforGovernment2.

Aroundthesametime,2015,thereformoflocalgovernmentinNorthernIrelandgavethe11newlycreatedlocalauthoritiestheresponsibilityforleadingcommunityplanningprocessesfortheirrespectivedistricts.CommunityPlansidentifyprioritiesforimproving the social, economic and environmental wellbeing oflocaldistrictsandtheirresidents,communitycohesionandlocalqualityoflife,beyondlocalgovernmentelectoralcyclesintothelong-term.TheCommunityPlanshavethepotentialtoactaslocalwellbeingframeworksinwhichlocalauthoritiesandtheirpartnersasCommunityPlanningPartnershipsmusttakeanoutcomes-basedapproachtotheirwork.

IndependentanalysiscommissionedbyCarnegieUKconfirmedthatalloftheCommunityPlans,tovaryingdegrees,adoptedboththelanguageandsubstanceofthewellbeingagendaandtheoutcomesmodel.However,localgovernmentwaschargedwiththeresponsibilityfordevelopingCommunityPlanswithlittlefinancialorothersupport.

AsthepoliticalsituationinNorthernIrelanddestabilisedin2017,CarnegieUKtookthedecisiontoshiftourfocusfromtheNorthernIrelandExecutiveandpublicbodiestolocalgovernment.ThiswasastrategicdecisionthattheTrusteesofCarnegieUKmadetoprovidewhatsupportwecouldtolocaldemocracyandcommunityplanningtoimprovewellbeingintheregion.

1 CarnegieUKTrust(2011)More Than GDP: Measuring What Matters.Availableonlineathttps://www.carnegieuktrust.org.uk/publications/more-than-gdp-measuring-what-matters/

2 Doran,P.,Woods,JandWallace,J.(2015)Towards a Wellbeing Framework for Northern Ireland. Availableonlineathttps://www.carnegieuktrust.org.uk/publications/towards-a-wellbeing-framework-short-report/

1.1 ApproachCarnegieUK’sEmbeddingWellbeinginNorthernIrelandprojectprovidedsignificantfinancialandin-kindsupporttotheCommunityPlanningPartnershipsworkinginthefollowinglocalauthorityareas:

• ArmaghCity,BanbridgeandCraigavonBoroughCouncil

• DerryCityandStrabaneDistrictCouncil• Lisburn&CastlereaghCityCouncil.

TheprojectsupportedtheCommunityPlanningPartnershipstoovercomechallengesinimplementingtheirCommunityPlanwhichtheythemselvesidentifiedaspriorities.Aspartofthisthree-yearprogramme,apeer-to-peersupportmodelwasdevelopedtoallowtheCommunityPlanningPartnershipstolearnfromeachotherandfrominternationalbestpracticeinaddressingsimilarchallenges,andtosharethiswiththeotherCommunityPlanningPartnerships.

Theoverallapproachwastoco-designtheprogrammewiththethreelocalpartners.Intheirapplicationsallcouncilsprovidedinformationonstrengthsandchallenges,whichwerecollatedintopackagesofsupport.ThekeyofficersfromeachCouncilworkedtogethertodevelopapackagethatmaximisedtheimpactofthefundingandsupport.OurpartnerStratagemcarriedoutfeedbackinterviewsonourbehalfthroughouttheprogrammetohelpustailortheprogrammetotheneedsofthepartners.AreportofthishasbeenprovidedinAppendix10.2.

https://www.carnegieuktrust.org.uk/publications/more-than-gdp-measuring-what-matters/



https://www.carnegieuktrust.org.uk/publications/towards-a-wellbeing-framework-short-report/



1.2AdvisoryGroupAttheoutset,anAdvisoryGroupwasestablishedthatincludesrepresentativesfromtheNorthernIrelandExecutive,theNorthernIrelandStatisticsandResearchAgency,civilsociety,andkeystakeholdersfromthewellbeingandoutcomescommunitybasedoutsideNorthernIreland.

TheroleoftheAdvisoryGroupwasprimarilytosupporttheprojectdesignanddelivery,

includingtheapplicationprocessandthedevelopmentofthepackagesofsupportfortheprojectpartners;toprovideeffectivehorizonscanningforissuesrelatingtolocalgovernmentinNorthernIrelandandadviseonthelikelyimpactoftheseontheproject;andtosupportthedisseminationofprojectlearningtootherCommunityPlanningPartnershipsinNorthernIrelandandtheircounterpartsinotherpartsoftheUKandIreland.TheAdvisoryGroupmembersaresetoutinTable1.

Table1:AdvisoryGroup

Name Organisation

AideenMcGinley(Chair) Trustee,CarnegieUK

ColmBradley Director,CommunityPlaces

PaulBraithwaite ProgrammeLeader,BuildingChangeTrust

SiobhanCarey/TraceyPower

ChiefExecutive,NorthernIrelandStatisticsAgency

NicolaCreagh DepartmentforCommunities,NorthernIrelandExecutive(Oct 2018 to Nov 2020)

KieranDonnelly ComptrollerandAuditGeneral,NorthernIrelandAuditOffice

KatrinaGodfrey DirectoroftheProgrammeforGovernmentandExecutiveSupport,NorthernIrelandExecutive(until September 2018)

SorchaHassay DepartmentforCommunities(from March 2021)

NancyHey Director,WhatWorksWellbeing

HelenJohnston SeniorPolicyAnalyst,NationalEconomicandSocialCouncil

BrendaKent Independentconsultant

DerekMcCallan ChiefExecutive,NorthernIrelandLocalGovernmentAssociation

MajellaMcCloskey SeniorManager,CentreforEffectiveServices

PamelaMcCreedy LocalGovernmentAuditor,NorthernIrelandAuditOffice(until April 2021)

JoanneMcDowell NorthernIrelandDirector,BigLotteryFundNorthernIreland

DawnSnape AssistantDirector,Wellbeing,Inequalities,SustainabilityandEnvironment(WISE)Division,OfficeforNationalStatistics

JenniferWallace HeadofPolicy,CarnegieUK

LouiseWarde-Hunter DeputySecretary,DepartmentforCommunities,NorthernIrelandExecutive(until February 2020)


1.3 ApplicationProcessTheCommunityPlanningPartnershipswereinvitedtosubmitanExpressionofInteresttoparticipateintheprogramme.Aspartoftheapplicationprocess,thelocalauthoritieswereaskedtocommittotheprinciplesofopenness,partnershipworking,sharedlearningandparticipation.ApplicantswererequiredtodemonstratesupportfromthelocalauthorityChiefExecutiveandChairoftheCommunityPlanningPartnershipfortheirapplication.ExpressionsofInterestwerereceivedfromall11CommunityPlanningPartnerships.

TheAdvisoryGroupwasconvenedtomakeadecisionontheprojectparticipants.TheAdvisoryGroupselectedprojectparticipantsbasedonthefollowingcriteria:

• DemonstrableawarenessandunderstandingoftheissuesaffectingthecommunitiesandresidentscoveredbytheCommunityPlan

• Demonstrableawareness,understandingandbalanceofprioritiesacrossthedifferentdomainsofwellbeinginthedevelopmentandimplementationoftheCommunityPlantodate

• EvidenceofeffortstoaligntheCommunityPlanwiththeoutcomesframeworkofthedraftProgrammeforGovernment

• DemonstrablecitizenandcommunityengagementinthedevelopmentoftheCommunityPlan,andwell-developedplanstocontinuetoengagecitizensandcommunitiesandtheCommunitySectorinthedeliveryoftheCommunityPlan

• EvidenceofpartnershipworkinginthedeliveryoftheCommunityPlan,withclearexamplesofdifferentpartnerstakingtheleadindeliveryofdifferentaspectsoftheCommunityPlan

• DemonstrablecommitmenttosharinglearningwithotherlocalauthoritiesinNorthernIrelandandcounterpartsacrosstheUKandIreland.

StudyvisitstoeachofthethreesuccessfulareaswereundertakentoidentifykeyissuesfacingeachCommunityPlanningPartnershipandthestrengthsandchallengesinimplementingtheirCommunityPlantodate.


1.4 ActivitiesTable2:EmbeddingWellbeinginNorthernIrelandCoreActivities

June 2018

Support for three Community Planning Partnerships announced AfteranopenExpressionofInterestprocess,thesuccessfulprojectparticipantswereannounced:• ArmaghCity,BanbridgeandCraigavonBoroughCouncil;• DerryCityandStrabaneDistrictCouncil;and• Lisburn&CastlereaghCityCouncil.

September 2018

LaunchofPeer-SupportNetworkTheEmbeddingWellbeingSupportNetworkwaslaunched.ThiswasanewvirtualnetworkforallCommunityPlanningPartnershipsinNorthernIrelandandexternalstakeholderswithexpertiseandaninterestinlocalwellbeing,offeringthemtheopportunitytosharelearning.

October2018

StudyTrip–NewYorkThestudyvisitconsistedofaninternationalseminaronwellbeinginNorthernIreland3,alongsideastakeholderengagementday4withthosewhowereinvolvedinmeasuringlocalwellbeingoutcomesinNorthAmerica.

November 2018

Firstpeer-to-peereventwasheldwithafocusontheuseofdataandevidenceinCommunityPlanning.

February 2019

DataandevidenceforelectedmembersCarnegieUKsupportedNILGAtopilotatrainingsessionforelectedmembersontheuseofdataandevidenceinCommunityPlanning.

March2019 StudyTrip–WalesRepresentativesofthethreeCommunityPlanningPartnershipsprojectparticipantswereprovidedwiththeopportunitytoengagewithWelshpolicymakersandpoliticians,andtofindouthowtheWellbeingofFutureGenerations(Wales)Act2015hasenabledWalestoimprovethewellbeingofcitizens5.

June 2019

Community Places Commissioned CommissionedCommunityPlaces6tosupporttheprojectparticipantsonintegratingco-productionintopublicservicesandofferingcitizensadifferent–moreinclusive,enabling–role,whichutilisestheirstrengthsandcapabilities.

June 2019

Centre for Effective Services Commissioned CommissionedtheCentreforEffectiveServices7toprovidesupportonhowtoshareleadershipwithin,andoutsideof,partnershipstructures–todiffusepoweranddecision-makingabilities;tomaximisecollectiveresources;andtoimproveoutcomeswhicharegreaterthanthesumofthepartners’parts.

3 CarnegieCouncilforEthicsinInternationalAffairs(2018)International Seminar on Wellbeing in Northern Ireland(video)Availableonlineathttps://www.carnegiecouncil.org/programs/archive/wellbeing-northern-ireland

4 CarnegieUK(2018)From NI to NYCAvailableonlineathttps://www.carnegieuktrust.org.uk/blog/from-ni-to-nyc/5 CarnegieUK/BevanFoundation(2019)Study Trip to WalesAvailableonlineathttps://www.carnegieuktrust.org.uk/

publications/study-visit-to-wales/6 CommunityPlaceshttps://www.communityplaces.info/7 CentreforEffectiveServiceshttps://www.effectiveservices.org/

https://www.carnegiecouncil.org/programs/archive/wellbeing-northern-ireland

https://www.carnegieuktrust.org.uk/blog/from-ni-to-nyc/

https://www.carnegieuktrust.org.uk/publications/study-visit-to-wales/

https://www.carnegieuktrust.org.uk/publications/study-visit-to-wales/

https://www.communityplaces.info/

https://www.effectiveservices.org/


June 2019

Peer-to-peerHackathonCarnegieUKhostedahackathontosupporttheCommunityPlanningnetworkinthedevelopmentofeffectivevisualisationandcommunicationofthedataintheirStatementsofProgress.TheStatementsofProgressisareportprovidedtotheDepartmentforCommunitiesandthePartnerships’owncommunitiesontheprogressmadeontheimplementationoftheirCommunityPlans.

December2019

Peer-to-peereventonCollectiveResourcingThiseventwasanopportunitytosharelearning,andtocelebratethepublicationofthePartnerships’firstStatementsofProgress.

January 2020

NewDecade,NewApproachwaspublishedandincludedarenewedopportunitytoimprovewellbeinginNorthernIreland8.ACarnegieUKinfographicoutlinesourprioritiesforthenextstepsfortheExecutive,ontheroleoflegislation,Ministerialoversight,andaligningwithglobalpolicies,inordertoimprovethewellbeingofcurrentandfuturegenerations.

March 2020

MajordisruptionduetoCOVID-19pandemicwithprojectactivitymovingonlinefortheremainderoftheprogramme.

September 2020

Peer-to-peerlearningevent:workingwiththecommunitypostCOVID-19DelegatesfromacrossNorthernIrelandhadtheopportunitytoshareexperiencesofemergencyresponsestothepandemicandheardfromlocalgovernmentandvoluntaryorganisationsacrosstheUK.

May2021 EmbeddingaWellbeingFrameworkinNorthernIreland:AcontributionfromCarnegieUK9 waspublishedinresponsetotheNorthernIrelandExecutive’sProgrammeforGovernmentConsultation.Inthispaper,wecalledontheExecutivetogofurtherandputthewellbeingoutcomesapproachonastatutoryfootingtoensuretheirpermanence.

September 2021

Publicationofthefinalprojectreportsbringingtogetherthekeyfindingsfromthecourseoftheproject,andrecommendationsfortheNorthernIrelandExecutiveandCommunityPlanningPartnerships.

8 CarnegieUK(2020)New Decade, New Approach infographic. Availableonlineathttps://www.carnegieuktrust.org.uk/publications/new-decade-new-approach-and-a-renewed-opportunity-to-improve-wellbeing-in-northern-ireland/

9 Ormston,H.,Pennycook,L.andWallace,J.(2021)Embedding Wellbeing in Northern Ireland: A contribution from Carnegie UK Trust to inform discussions around the Programme for Government Consultation. Availableonlineathttps://www.carnegieuktrust.org.uk/publications/embedding-a-wellbeing-framework-in-northern-ireland-a-contribution-from-carnegie-uk-trust-to-inform-discussions-around-the-programme-for-government-consultation/

https://www.carnegieuktrust.org.uk/publications/new-decade-new-approach-and-a-renewed-opportunity-to-improve-wellbeing-in-northern-ireland/

https://www.carnegieuktrust.org.uk/publications/new-decade-new-approach-and-a-renewed-opportunity-to-improve-wellbeing-in-northern-ireland/

https://www.carnegieuktrust.org.uk/publications/embedding-a-wellbeing-framework-in-northern-ireland-a-contribution-from-carnegie-uk-trust-to-inform-discussions-around-the-programme-for-government-consultation/




Thesupportwasco-designedwiththeprojectparticipantstoensurethatitisbothstrategicforthedecision-makersintheCommunityPlanningPartnershipsandrelevanttothepractitionersworkingtodeliverprojectsdesignedtoimprovewellbeingincommunities.

AkeyaspectofthemodelusedbyCarnegieUKforthisprojecthasbeentheongoingengagementwithcivilservants,localgovernmentofficers,non-governmentalorganisationsandpoliticalparties.Asathree-yearproject,wewerekeentoensurethattheemergingfindingscouldbeincorporatedintopracticeassoonasfeasible.Fromcross-jurisdictionallearningsymposiumstoworkshops,toolkitsandlearningmodules,wesupportedlocalpolicymakersandpractitionerstoexplorewhatworksasanapproachandintheirlocalareas.

Asadevelopmentprogrammemuchoftheactivityproposedtotakeplacein2020wasexpectedtobeface-to-face.AstheCOVID-19pandemicreachedtheUKandlockdownscommencedinearly2020itwasclearthatwewouldbeunlikelytobeabletomeetinperson.Indiscussionwithalltheprojectpartners,wetookthedecisionnottostoptheprogrammebuttoextendthetimetablesignificantly.Thisallowedourdeliverypartnerstoshifttoonlinewebinarsandmeetingsandcontinueengagingwithlocalgovernmentanditspartnersthroughthisunprecedentedtime.Throughoutthisreport,referencesaremadetotheimpactofthepandemiconlocalgovernmentanditspartners.


10

2.1 AGlobalShiftfrom GDPtoWellbeing

Thereareanumberofphrasesusedtodescribeinitiativestoimprovemeasurementofsocialprogress:BeyondGDP,sustainabledevelopment,humandevelopment,happiness,wellbeing(orhyphenatedaswell-being).Overtime,themostcommonlyassociatedterminpublicpolicyhasshiftedtowardswellbeing(seeBox2).Theseinitiativesshareacommontarget–toreducetheemphasisonGDPasshorthandfortheprogressofsociety.

Spurredonbythe2007IstanbulDeclarationtherewasanexplosionofBeyondGDPinitiatives.InFebruary2008,PresidentNicolasSarkozyofFranceaskedJosephStiglitz,AmartyaSenandJeanPaulFitoussitoformtheCommissionontheMeasurementofEconomicPerformanceandSocialProgresstoreviewhowstatisticsareusedtomeasureprogressintheeconomyandinsociety.Ithadthefollowingobjectives:toidentifythelimitsofGDPasanindicatorofeconomicperformanceandsocialprogress,includingthe

10 Stiglitz,J.,Sen,A.,andFitoussi,J-P.(2009)Report by the Commission on the Measurement of Economic Performance and Social Progress. Availableonlineatwww.stiglitz-sen-fitoussi.fr

problemswithitsmeasurement;toconsiderwhatadditionalinformationmightberequiredfortheproductionofmorerelevantindicatorsofsocialprogress;toassessthefeasibilityofalternativemeasurementtoolsand;todiscusshowtopresentthestatisticalinformationinanappropriateway(Stiglitz,etal.,2009)11.

TheCommission’s2009reporthasbeenhugelyinfluential.Itbuildsonanincreasingvolumeofacademicandprofessionalliteraturelookingathowtoimprovemeasurementofeconomicperformanceandwidersocialprogress.TheunifyingthemeoftheStiglitz-Sen-Fitoussireportisthatthetimeisripeforourmeasurementsystemtoshiftemphasisfrommeasuringeconomicproductiontomeasuringpeople’swellbeing.

In2011,UNmemberstatesunanimouslyadoptedaresolutionnotingthatGDP“wasnotdesignedtoanddoesnotadequatelyreflectthehappinessandwellbeingofpeopleinacountry”.Theyinsteadinvitedcountries“topursuetheelaborationofadditionalmeasuresthatbettercapturetheimportanceofthepursuitofhappinessandwellbeingindevelopmentwithaviewtoguidingtheirpublicpolicies”.

11 Ibid

2.WellbeinginPolicy: AnOverview

What we measure affects what we do; and if our measurements are flawed, decisions may be distorted. Stiglitz,etal.,200911

http://www.stiglitz-sen-fitoussi.fr


Sincethen,theOECDhasledinternationaleffortstoimprovemeasuresofprogressthroughitsBetterLifeinitiativeandnowthroughtheWISECentre12.Theprogrammeincludesonlineinteractivetoolstocomparewellbeingacrossmemberstatesandguidanceonmeasuringwellbeing.

Untilthispoint,muchofthe‘action’aroundwellbeingwasatanation-statelevel.Asthemovementmatured,moreinterestwasgeneratedatregionallevel.InOctober2014,theOECDreleased How’sLifeinYourRegion? thefirstanalyticalreportonwhichtheirregional

12 CentreonWell-being,Inclusion,SustainabilityandEqualOpportunity(WISE)https://www.oecd.org/wise/

wellbeingtoolisbased13.Itprovidesacommonframeworkformeasuringwellbeinginregions,andguidancetopolicymakersatalllevelsonhowtousewellbeingmetricsforimprovingpolicyresults,basedonlessonsfromregionsthathavebeenusingwellbeingmetricstoimprovetheimpactofpolicy14.Therearenowalsoincreasingnumbersofinitiativesatsecond(federal/devolvedlegislatures)orthirdtiergovernment(municipalities)15.

13 OECD(2011)How’s Life? Measuring WellbeingOECD,Paris14 Coutts,P.andWallace,J(2017)Sharpening our Focus:

Guidance on Wellbeing Frameworks in Cities and Regions CarnegieUKTrust

15 GlobalHappinessCouncil(2018)Global Happiness Policy Report 2018NewYork:SustainableDevelopmentSolutionsNetwork

Box2:InternationallySignificantWellbeingInitiatives

1968 RobertKennedyspeaksofthefailuresofGDPasameasureofsocialprogress

1987 UnitedNationsBrundtlandCommissionreports

1992 UNpublishesfirstHumanDevelopmentIndex

2000 MillenniumDevelopmentGoalsagreedbyUN

2004 1stOECDWorldForumonStatistics,KnowledgeandPolicyheldinPalermo,Italy

2007 IstanbulDeclarationonMeasuringSocialProgress

2009 PublicationofStiglitz-Sen-FitoussireportonMeasuringEconomicPerformanceandSocialProgress

2011 OECDlaunchesBetterLifeinitiative

2012 UNpublishesWell-beingandHappiness:DefiningaNewEconomicParadigm

2012 UNresolutiononInternationalDayofHappiness

2014 SocialProgressIndexlaunched

2014 How’sLifeinYourRegion?launched

2018 GroupofWellbeingEconomyGovernmentslaunched

2018 GlobalDialogueforHappinessheldattheWorldGovernmentSummit

2019 TheNewZealandTreasurylaunchesfirstWellbeingBudget

2019 LordJohnBirdlaunchesbidtocreatenewUKWellbeingofFutureGenerationsBill

2020 CarnegieUKpublishesfirstcollectivewellbeingindexforEngland

2021 TheRepublicofIrelandGovernmentpublisheditsfirstwellbeingframework

https://www.oecd.org/wise/


2.2APublicServiceShiftfromTargetstoOutcomes

AstheBeyondGDPmovementwasbeginningtochangeitslanguagetowardswellbeing,aparalleldevelopmentinsocialpolicywasalsonudginggovernmentsinthesamedirection.Bythemid-2000s,theliteraturewasshiftingawayfromsupportforNewPublicManagementtowardswholeofgovernmentapproachestopublicpolicy.

NewPublicManagementbeganduringtheearly1990sbutrosetodominanceintheUKduringtheNewLabouryearsof1997-2010.Itselfareactiontotraditionalpublicadministration,akeyaspectofNewPublicManagementwasitsfocusonmeasurement(theotherelementsincludedmanagementandmarkets).OthercountriessuchasNewZealand,Canada,DenmarkandtheNetherlandsalsousedthisapproachextensively16.

Duringthistime,theapproachoftheUKGovernmentwastosettargetstobereached,forexampleimprovingwaiting-listtimesorincreasingtheproportionofyoungpeoplegoingintohighereducation,butincreasinglyitwascriticisedfor‘hittingthetargetbutmissingthepoint’.AfurthersetofproblemswithNewPublicManagementwasitstendencytowardsfragmentation.Departmentalsilosandsilomentalityareendemicacrosspublicservices,withmanypolicyinitiativesfocusingsolelyongettingcivilservantstoplantogethermoreeffectively.Bytheearly2000sandtheestablishmentofthedevolvedadministrations,NewPublicManagementwasseentohavereachedthelimitsofitseffectivenessandpublicserviceswerebeginningtodisplaybehaviourswhichwerecreatingmistrustwithinthepopulation17.

16 Colgan,etal.,(2016)A Primer on Implementing Whole of GovernmentDublin:CentreforEffectiveServices

17 OECD(2017)Trust and Public Policy: How Better Governance Can Help Rebuild Public TrustParis:OECD

Anewapproachwasrequiredandgovernmentsbegantoexperimentwithinnovativewaysofworking.In2020,CarnegieUKpublishedananalysisofCommissionsandInquiries18thatidentifiedsixareasofcrosscuttingrecommendations.Thesearethecornerstones of a wellbeing approachtogovernment:

1. Prevention:Awellbeingapproachrequiresproblemstobeidentifiedandrespondedtobeforetheybecometooentrenchedanddifficulttoresolveormitigate.Thelostopportunitiesofinterveningtoolateareoftenrecognisedascostlyfortoday’spublicpurse.Butmorefundamentally,theyarecostlyforoverallwellbeing.

2. Participatorydemocracy:Theanalysisdemonstratesthatsocialprogresscannotbeunderstoodwithoutengagingpeopleaboutwhatmatterstothem,andthatwellbeingcannotbe‘doneto’people.

3. Equalities:Inequalityandexclusionareareasofsignificantwellbeingchallengeformanycountriesandregions.Theyarenotalwaysvisibleinthestatisticswhichmeasurepopulationaverages.

4. Localism:Therearerepeatedcallstocreateanewrelationshipbetweencentral,regionalandlocalgovernment,basedonasharedunderstandingoftheirobjectivesandallowingforlocaltailoringtosuittheneedsandprioritiesofindividualcommunities.

5. Integrationofservices:Governmentsareincreasinglyrealisingthatthesolutionstowickedandcomplexpolicyproblemscanonlybefoundbyworkingtogether.Eachpartofthesystem(education,health,housing,andsoon)isdependentontheotherstoachieveitsobjectives.

18 Wallace,J.etal(2020)Gross Domestic Wellbeing (GDWe): An alternative measure of social progress. Availableonlineat https://www.carnegieuktrust.org.uk/publications/gross-domestic-wellbeing-gdwe-an-alternative-measure-of-social-progress/

https://www.carnegieuktrust.org.uk/publications/gross-domestic-wellbeing-gdwe-an-alternative-measure-of-social-progress/




6. Long-termism:Recognisingthatweoperatewithfiniteresources,thereisagrowingacceptanceoftheprinciplethatpolicymakingshouldnotbenefitcurrentgenerationsattheexpenseoffutureones.Althoughtheimplicationsoftheclimateemergencywerenotfullyoradequatelyconsideredinallofthereviews,anumberofexampleshavebeguntoidentifypoliciesandinterventions(onactivetravel,greenspace,thefoodenvironmentandenergyefficiency)thatcouldbothreduceinequalitiesandmitigatetheeffectsofclimatebreakdown;indoingsotheydemonstrateambitiontoachievepositiveoutcomesrightacrosstheSEEDdomainsandpreventnegativeconsequencesforgenerationstocome19.

19 Ibid

Takingawellbeingapproachtopublicservicesandgovernancemorewidelyrequiresasignificantshiftinthinkingwithinthecivilservicesandpublicsectorprofessions.ThisisdescribedbytheCentreforEffectiveServicesasawholeofgovernmentapproach(seeBox3).Wholeofgovernmentapproachesgofurtherthanjoined-uporinteragencyworking;theyensurethatallstakeholdershavethesamevisionandstrategicpriorities.

Localism

Prevention

Equalities

Participatory democracy

Integration of services

Long-termism

Cornerstones of Wellbeing

Figure1:Cornerstonesofwellbeing

Box3:Implementingawholeofgovernmentapproach(MajellaMcCloskeyandAnneMcMurray,CentreforEffectiveServices)

Awholeofgovernmentapproachaimstointegratetheinvolvementofstakeholdersacrossnetworksatnationalandlocallevelinsupportofachievingbestoutcomes.

For the successful involvement of a range of agencies in [policy] implementation and service delivery, it is paramount that those agencies are involved in the development of the policy in the first place20

Akeydimensionofchangefromthisperspectiveisanunderstandingofandattentiontoculturalfactorssuchasnorms,valuesandbeliefsinasystem.AccordingtoFixen,etal.,“theessenceofimplementationisbehaviourchange”whetherinrelationtopolicyorpractice21.

Theliteratureonpolicyimplementationsuggeststhatkeysuccessfactorsinpolicydevelopmentandimplementationincludeaclearevidencebasetosupportthepolicy,activeconsiderationoftheimplementationchallenges,andaTheoryofChangethatmapsthecausalpathwayfromwherethingsaretowheretheyneedtobe22.

Implementationapproachesgenerallyidentifykey‘drivers’orenablersformakingchange:

• Structures:Asetofpracticalstructuresorarrangementsareneededtomakecommunityplanninghappen,shapedbyitspurpose,andforthelifetimeoftheinitiative.Communityplanningwhichisintendedtobringaboutsignificantlong-termchangemayneedmorestronglyembeddedsystems,includinglegislation,organisationalredesign,newprocessesandnewcompetencies23.

20 Metcalf,A.(2011).PresentationtotheCentreforDefenceandStrategicStudies,Canberra,November2011.CitedinPublic Sector Governance in Australia,byMeredithEdwardsetal.,ANUPress,2012,JSTOR,Availableonlineatwww.jstor.org/stable/j.ctt24h92b.19.

21 Fixsen,D.L.,Naoom,S.F.,Blasé,K.A.,andFriedman,R.M.(2005).Implementationresearch:asynthesisoftheliterature.Availableonlineathttp://nirn.fpg.unc.edu/sites/nirn.fpg.unc.edu/files/resources/NIRN-MonographFull-01-2005.pdf

22 Williams,P.(2002).Thecompetentboundaryspanner.Publicadministration,80(1),103-124.

23 deBrí,F.,andBannister,F.(2010).Whole of Government: Beyond Silos and Toward ‘Wicked Problems’. Proceedings of the 10th European Conference on E-Government:NationalCenterforTaxationStudiesUniversityofLimerick,Ireland17-18June2010

• Work Processes:Communityplanningdependsonthealignmentofcoreworkprocessessothatthesearesupportiveofawholeofgovernmentapproach.Keyprocessesforalignmentincludeaccountabilitysystems,budgetsandinformationmanagement,andaccordingtoa2006OECDreport24,themanagementofcriticalgapsintheseareas.

• Political and Administrative Leadership:Sharedleadershipisseenasaspecialisedkindofleadershipthatenablespeopletomanagethecomplexinstitutionalarrangementsthatwholeofgovernmentworkrequires.Leadershiphastofocusonbuildingandsustainingrelationships,managingcomplexityandinterdependence,andmanagingmultipleandconflictingaccountabilities25.

• Culture and Capacities:Thekeypersonneloperatingininter-organisationalsettingsare‘boundaryspanners’.Thenetworkingskillsoftheeffectiveboundaryspannerincludecapacitytocultivateinter-personalrelationships,communication,politicalskills,andanappreciationoftheinterdependenciesinvolvedinunderstandingandsolvingcomplexproblems.Empathy,reciprocityandtrust,andanabilitytoseetheproblemfromthesocialandvaluesperspectiveofotherstakeholdersarekeycapacities.Collaborationisanotherkeycapacity,andittakesonaspecificmeaningincommunityplanning.

Todothiseffectively,asharedvisionofthetypeofsocietywewishtohaveinthefuture,andinparticularthevisionforthepublicsector,arefundamentalrequirements.Leadershipisseenascriticaltoeffectivepolicyimplementation26.

24 OECD(2006)Whole of Government Approaches to Fragile States.DACGuidelinesandReferenceSeries.ADACReferenceDocument.

25 Fafard,P.(2013)Health in All Meets Horizontal Government.FirstInternationalConferenceonPublicPolicy.Grenoble,France.Availableonlineathttp://www.icpublicpolicy.org/IMG/pdf/panel_61_s1_fafard_final.pdf

26 Ibid


http://www.jstor.org/stable/j.ctt24h92b.19

http://www.jstor.org/stable/j.ctt24h92b.19

http://nirn.fpg.unc.edu/sites/nirn.fpg.unc.edu/files/resources/NIRN-MonographFull-01-2005.pdf



http://www.icpublicpolicy.org/IMG/pdf/panel_61_s1_fafard_final.pdf

http://www.icpublicpolicy.org/IMG/pdf/panel_61_s1_fafard_final.pdf


2.3InternationalLearning

2.3.1 North America

InOctober2018,aspartoftheEmbeddingWellbeinginNorthernIrelandproject’scommitmenttopolicylearning,theprojectparticipantstookpartinastudyvisittoNewYorkandmetwithpolicymakersandpractitionersinvolvedinthedevelopmentandimplementationofthefollowingwellbeingframeworks:

• TheCityofSantaMonicaWellbeingProject27providedvaluablelearningonengagingwithcitizensbeyondtheusualplaces,spaces,andsuspects.

• TheCommunityFoundationsofCanada28,demonstratedthepowerofannualreportingoncommunitywellbeing.

• GrossNationalHappinessUSA29relayedtoourparticipantsthatdataaloneisinsufficient.Dataneedstobeframedandcommunicatedeffectivelyforittobepowerful.

• MeasureofAmerica30,providedvaluablelearningontheneedtohavetheaudienceattheforefrontofplanstocommunicatewellbeingdata.

ThestudytripwastimedtocoincidewithanInternationalSeminaronWellbeinginNorthernIreland–acollaborationbetweenCarnegieUKandtheCarnegieCouncilforEthics31.TheseminarexploredthepoliticalcontextinNorthernIreland;showcasedwiderperspectivesoutsideofcentralandlocalgovernment;identifiedcontactsforpotentialfuturecollaboration;andhosteddiscussionsin

27 SantaMonicaWellbeingProjecthttps://wellbeing.smgov.net/

28 CommunityFoundationsCanadahttps://communityfoundations.ca/vitalsigns/community-vital-signs/

29 GrossNationalHappinesshttp://gnhusa.org/30 MeasureofAmericahttp://www.measureofamerica.org/31 SenatorGeorgeMitchell:InternationalSeminaron

WellbeinginNorthernIreland–YouTube9October2018.Availableonlineathttps://www.youtube.com/watch?v=8cKWrM-PbnQ

aninternationalsetting.However,thedivergencebetweenthepoliticalpartieswasstark,andtheresponsibilitybestowedoncommunityplanningasoneofthefewleversavailabletoimprovewellbeingoutcomesinapoliticalandpolicyvacuumdemonstratedtheexpectationsofandpressureonthePlanstoencompassallpublicservices.

2.3.2 Wales

InMarch2019,asecondstudytripwasmadetoWales.Duringthevisit,thegrouphearddirectlyfromSophieHowe,FutureGenerationsCommissionerforWales.SheopenedherpresentationwithaquotefromaUNspokesperson:

We hope that what Wales is doing today the world will do tomorrow. Action, more than words, is the hope for our current and future generations.

SheexplainedthattheWellbeingandFutureGenerations(Wales)Acthadarisenfroma‘nationalconversation’,TheWalesweWant.TheActwaspassedbytheNationalAssemblyin2015andshebecamethefirstCommissionerin2016.TheActcoversmostpublicbodiesinWales,fromtheWelshGovernmenttolocalauthorities,healthboards,emergencyservicesandenvironmental,sportsandartsorganisations.Whilethechallengeforthemvariesdependingontheirrole,thecoreprincipleisthesame–decisionsmustbe‘futureproofed’toachieveabetterandlastingqualityoflifeforall.

https://wellbeing.smgov.net/

https://communityfoundations.ca/vitalsigns/community-vital-signs/

https://communityfoundations.ca/vitalsigns/community-vital-signs/

http://gnhusa.org/

http://www.measureofamerica.org/

https://www.youtube.com/watch?v=8cKWrM-PbnQ





Figure2:TheWellbeingGoalsforWales

Therearesevenwellbeinggoals(Figure2).Thesearetobeachievedthroughfivedistinctivewaysofworking:

1. Longterm:balancingshort-termneedswhilesafeguardingtheabilitytomeetlong-termneeds

2. Integration:consideringhowapublicbody’swellbeingobjectivesimpactoneachgoal

3. Involvement:involvingpeoplewithaninterestinwellbeinggoalsandensuringthattheyreflectthediversityofthearea

4. Collaboration:actingincollaborationwithotherpeopleororganisationstohelpmeetwellbeingobjectives

5. Prevention:preventingproblemsoccurringorgettingworse,toachievewellbeingobjectives.

Thecommissionerexplainedthatadefinitionof‘prevention’hadrecentlybeenagreedwiththeWelshGovernment,andthatitsdraftbudgetfor2019/20hadbeenappraisedagainstthisunderstanding.Atlocallevel,bodiesarerequiredtoworktogetherthroughPublicServiceBoards,whichmustundertakeawellbeingassessmentandprepareawellbeingplan.Althoughthe

legislationandguidanceisrelativelyrecent,thereisalreadysomeevidenceofchangehappeningontheground.ThiswasreflectedinthewaythatPublicServiceBoardswereworkinglocallyandintheinfluencethecommissioner’sofficehadbeenabletobringtobearonpolicyatanationallevel,suchasherinterventionsonenvironmentalpermitsandontheprioritiesofcitydeals.

2.3.3 New Zealand

Atthesecondpeer-to-peereventinDecember2019,participantsheardfrom theHon.GrantRobertson,NewZealandMinisterofFinance,MinisterforSportandRecreation,andAssociateMinisterforArts,CultureandHeritage.TheMinisterprovidedanoverviewofNewZealand’srecentwellbeingbudget;thegovernment’swiderwellbeingapproach;andthecorrespondingreformswhichNewZealandisimplementingtotheirfinancesystem(seeBox4).

TheNewZealandGovernmentislookingtosolvecomplex,intergenerationalproblems.Thewellbeingbudgetisafirstimportantsteptoaddressingsomeofthechallengesfaced.Thewellbeingbudgetispartofanoverallprogrammetoputthewellbeingofcitizensattheheartofeverythingthegovernmentdoes.Achievinggenuineandenduringchangerequiresthepublicsectortomovetowardsanewwayofthinking.


Awellbeingapproachincludesthreefundamentalchallenges,asbelow:

1. Takingawholegovernmentapproach:breakingdownagencysilosandworkingtogethertoassess,developandimplementpoliciestoenablewellbeing.NewZealandisreformingStateSectorlegislation,whichwillnowbecalledthePublicServicesAct.

2. Intergenerationaloutcomes:theneedtofocusnotonlyonpresentgenerations’needs,butalsoontheimpactonfuturegenerations.

3. Theneedtomovebeyondnarrowmeasuresofsuccesstotrackprogressagainstbroadermeasures,alongsidetraditionalindicatorsinthebudget.

StatisticsNewZealanddevelopedanewsetofmetricscalledIndicatorsAotearoaNewZealand32.Theyprovideanover-archingsourceofstatisticsformeasuringNewZealand’s

32 StatsNZ(2020) Indicators Aotearoa New Zealand – Ngā Tūtohu Aotearoa. Availableonlineat https://www.stats.govt.nz/indicators-and-snapshots/indicators-aotearoa-new-zealand-nga-tutohu-aotearoa/

wellbeingandacomprehensivesweepofoverahundredsocial,cultural,environmentalandeconomicindicators.

ThereformofNewZealand’spublicfinancesystemaimstoreducetheriskaversioninherentinpublicservicesandpromoteinnovation.ThereisaneedforapublicfinancesystemthatenablesthepublicservicetopositivelyassistandimprovetheintergenerationalwellbeingofNewZealanders;increasethetimeandfocusonstrategicmanagementofpublicfinances;andshiftthesystemtowardsimprovingintergenerationalwellbeing.NewZealandrecentlyamendedthePublicFinanceActtorequiretheMinisterofFinanceandallgovernmentdepartmentstoreportonchildwellbeingandchildpovertyreductionateachbudget.Atthetimeofthebudget,theMinistermustdiscussprogressmadeinlinewithmeasuresandlegislation.Inaddition,theActwasamendedtorequireallgovernmentstosetwellbeingobjectivesandexplainhowobjectivesguidebudgets.Theyarerequiredtoreportperiodicallyonthestateofwellbeing,toensurethatitisanenduringapproach.

Box4:NewZealand’sApproachtoWellbeingIn2019NewZealanddelivereditsfirstwellbeingbudgetwhichsignalledanewapproachandasignificantchangefromtraditionalbudgets,focusingprimarilyoneconomicdatausinganarrowrangeofindicatorssuchasGDP.Thewellbeingbudgetaimstoplacewellbeingatthecentreofeverystepofthebudgetprocess,fromsettingprioritiestoanalysingpolicyproposals,weighingupthetrade-offsandmakingthedecisionsthattheGovernmentmustultimatelymakeinabudgetprocess.Thewellbeingbudgetfocusedonfivepriorityareas,asbelow:

1) Supportingmentalwellbeing2) Reducingchildpovertyandimprovingchildwellbeing3) LiftingMaoripopulations’skills,incomeandopportunities4) Supportingathrivingnationinadigitalage5) Creatingopportunitiesforproductivebusinessesandregionstoachieveasustainableandlow

emissionseconomy.

TheprioritieswereselectedusinganevidencebaseofindicatorsfromNewZealand’sLivingStandardsFrameworkdashboard,alongwithadvicefromkeystakeholders.Theframeworkhasindicatorsonwellbeing,andhasasimilarstructuretotheOECDframework,allowinginternationalcomparisons.

https://www.stats.govt.nz/indicators-and-snapshots/indicators-aotearoa-new-zealand-nga-tutohu-aotearoa/




2.4WellbeingandCommunity Planning in Northern Ireland

TheCarnegieRoundtableonMeasuringWellbeinginNorthernIreland,apartnershipbetweentheCarnegieUKandQueensUniversityBelfast,wasestablishedin2013.IttookitsleadfromtheStiglitz-Sen-FitoussiCommission.The18memberscomprisedcivilservantsandindividualsfrombusiness,thethirdsector,youth,academiaandlocalgovernment.FromtheoutsettheRoundtableidentifiedtheneedtoencourageanewnarrativeorvisiondrawingonthelanguageofwellbeing:

In order to move forward, we need an idea of where we are going and one that resonates with citizens. Wellbeing provides an easily understood concept which can form the basis of a new approach to the relationship between citizens and government, focusing on assets and shared responsibilities between citizens, communities, government and the private sector. The concept of wellbeing can be used to link the everyday experiences and priorities of people with the sometimes remote and often opaque world of policymaking and politics.33

Followingextensiveengagementwithcivilsocietyandthroughparallelengagementfromthechildren’ssectoronoutcome-basedaccountability,theNorthernIrelandExecutivepublishedanoutcome-basedProgrammeforGovernmentin2016.TherehavenowbeenthreeiterationsofthisProgrammeforGovernment,thefirstandsecondbothissuedin2016,andathird‘workingdraft’thatcoveredtheperiodwhentheStormontgovernmentcollapsed34.Thedevelopmentofthewellbeingapproachwashamperedseverelybythelengthyperiod

33 Doran,P.,Woods,JandWallace,J.(2015)Towards a Wellbeing Framework for Northern Ireland. Availableonlineathttps://www.carnegieuktrust.org.uk/publications/towards-a-wellbeing-framework-short-report/

34 NorthernIrelandExecutive(2018)Working Draft Programme for GovernmentBelfast,NIExecutive

ofsuspensionofStormontfrom2017to2020.Atthetimeofwriting,anewProgrammeforGovernmentwithupdatedandrevisedoutcomesisbeingdeveloped.

TherehasbeenmorestabilityatlocallevelinNorthernIreland.TheLocalGovernmentAct(NorthernIreland)2014gavetheelevennewlycreatedlocalauthorities(downfrom26)theresponsibilityforleadingcommunityplanningprocessesfortheirrespectivedistricts.Indoingsotheymustidentify:

(a)long-termobjectivesforimprovingthesocial,economicandenvironmentalwellbeingofthedistrict

(b)long-termobjectivesinrelationtothedistrictforcontributingtotheachievementofsustainabledevelopmentinNorthernIreland.

Thepurposeofthereformoflocalgovernmentwastocreateefficiencysavings(tobereinvestedintoservices),strengthenthecoherenceoflocalpublicservicesandprovidelocalgovernmentwiththekeyroleinrelationtocommunityplanning35.Thelanguageofsustainabledevelopmentandwellbeinginthelegislationcannothavebeenaccidental.However,giventhepaucityofcommentaryonthisaspectofthechange(withmostreportsfocusingonthereductionofcouncilentities),thetransformativenatureofthelegislationmaynothavebeenfullyrealiseduntilsomewayintoimplementation.

TheresultantCommunityPlansextendbeyondthelocalgovernmentelectoralcyclewithsixplanslookingforwardasfaras2030,andfourto2032.ThePlansactaslocalwellbeingframeworksinwhichlocalauthoritiesandtheirpartnersasCommunityPlanningPartnershipsmusttakeaccountofwellbeingatalocalandNorthernIrelandlevel.Asearlyas2017,therewereconcernsthatsupportforimplementationhadbeenlimitedtostatutoryguidancefortheoperationofcommunityplanningfromtheNorthernIrelandExecutive,andlimitedfundingforCommunity

35 OECD(2016)Public Governance Review of Northern IrelandParis:OECD




Placestoprovideshort-termsupport36.NILGAhadcalledformorebudgetarycertaintytosupportlonger-termcouncilinvestmentdecisionsdesignedtoassistinthedeliveryoftheProgrammeforGovernmentandcommunityplanning37.

2.4.1 Developments since 2017

ByMajellaMcCloskeyandAnneMcMurray,Centre for Effective Services

SeveralrecentreportshaveidentifiedthechallengeofimplementingcollaborativepublicpolicyinNorthernIrelandandtheseareworthexamininginthecontextofcommunityplanning.Inaddition,previousmechanismstosupportreformandcollaborationinNorthernIreland’spublicsectorhaveyieldedhelpfullearningaboutthechallengesofthistypeofwork.PivotalPublicPolicyForum38hasoutlinedsomeofthechallengesforgovernmentinNorthernIrelandindeliveringtheNewDecadeNewApproachdeal39.Itsreporthasdescribedthelackofsharedvision,issueswithcompetenceintheNorthernIrelandCivilServiceand“thefact[that[departmentsarefundedinsilos”,andcallsforgreaterengagementwithagenciesandorganisationsoutsidecentralgovernment:“TheExecutiveandcivilserviceshouldenablethisengagementbymakinginformationandopportunitiesavailable,forexampleinthedevelopmentoftheProgrammeforGovernment”.

AreportfromDeloitteexaminedtheimpactandlearningfrominvestmenttoenablecollaborativeandinnovativeactioninthepublicsectorandstressedthatcollaborationisnecessaryto

36 CommunityPlaceshttps://www.communityplaces.info/37 Seeforexample(2016)NILGA Response to Draft

Programme for Government (PfG) Consultation Availableonlineathttp://www.niassembly.gov.uk/globalassets/documents/executive-office/draft-pfg-2016-21/pfg-consultation/nilga.pdf

38 PivotalPublicPolicyForum(2020)Good Government in Northern Ireland. Availableonlineathttps://www.pivotalppf.org/our-work/publications/3/good-government-in-northern-ireland

39 IrishGovernmentandUKGovernment,(2020)New Decade New Approach. Availableonlineathttps://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/856998/2020-01-08_a_new_decade__a_new_approach.pdf

achieveoutcomesandensureservicesmeettheneedsofserviceusersandshouldbecomethe’norm’40.ThisreportdescribesinvestmentbyAtlanticPhilanthropiesatasystemiclevelinNorthernIrelandandhighlightstheneedtobuildinnovativecapacityandapproaches,aswellassharedbudgetarypracticesandincentivesforcollaborativebehaviours.

AnindependentevaluationoftheGoalProgrammeforPublicServiceReformandInnovation,whichwasajointinitiativebetweengovernmentdepartmentsinIrelandandNorthernIrelandandtheCentreforEffectiveServices,outlinesanumberoffactorsthatsupportedtheintroductionofreformsinthepublicsector41.Thereportindicatesthatdistributedleadership,whichisalignedandcascadedthroughouttheorganisation,isimportantforimplementingpublicservicereformandsupportingcollaboration.Italsoreferstotheappropriateuseofexternalsupportstoenablereform,particularlyinenablingtheuseoftoolsandtechniqueswhich,forexample,supportedevidenceuseandcollaboration.Theevaluationalsodescribestheimportanceofappropriategovernancearrangementsasanenablerofchangeandcollaboration.

ThesereportsdemonstratethesignificantchallengesfacingNorthernIreland’spublicsectorinmeetinggrowingdemands,aswellasanincreasingbodyoflearningnowavailabletothepublicsectortoenablecollaborationinachievingoutcomes.Thisincludesdataonapproachesandmechanismsthathaveenabledreformtobesuccessfullyimplemented.

In2019,theGallagherreportoncommunityplaceswasalsopublished.FundedbytheStrategicInvestmentBoardNorthernIreland

40 DeloitteandSocialChangeInitiative(2020)Shifting Gear Accelerating Public Service Transformation: Opportunities for Northern Ireland. Availableonlineathttps://www.socialchangeinitiative.com/shifting-gear-accelerating-public-service-transformation-opportunities-for-northern-ireland

41 Boyle,Retal(2019)Evaluation of the Goal Programme for Public Service Reform and Innovation. Availableonlineat https://d1j85byv4fcann.cloudfront.net/cesdownloads/Summative_Report_CES_Final-26.11.19.pdf?mtime=20210210184719&focal=none

https://www.communityplaces.info/

http://www.niassembly.gov.uk/globalassets/documents/executive-office/draft-pfg-2016-21/pfg-consultation/nilga.pdf



https://www.pivotalppf.org/our-work/publications/3/good-government-in-northern-ireland



https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/856998/2020-01-08_a_new_decade__a_new_approach.pdf




https://www.socialchangeinitiative.com/shifting-gear-accelerating-public-service-transformation-opportunities-for-northern-ireland




https://d1j85byv4fcann.cloudfront.net/cesdownloads/Summative_Report_CES_Final-26.11.19.pdf?mtime=20210210184719&focal=none




thereportconcludesthatcommunityplanninghasmadesomesignificantprogresssinceitsintroduction,particularlyinestablishingpartnershipsineachareaandin“agreeinganddeliveringactionplans”42.HoweverthereareanumberofareaswherefurtherattentionisneededtoenablecommunityplanningtohavegreaterimpactinNorthernIreland.Theseincludestrengtheningleadershipacrossallpartnersandembeddingcommunityplanningintothecorporateandplanningstructuresofallpartners.TheGallagherreportalsoproposesrefiningthescopeofCommunityPlans,sothatresourcesarenotspreadtoothinlyandresourcesandeffectiveapproachesareutilisedwheretheycanmakebestimpact.Thereportproposesrefiningandmakingbetteruseofevidenceanddatatoinformandguideplanningandaction.ItalsohighlightsanumberofcommunicationchallengesforCPPs,indescribingtheirpurposeandengagingthelocalcommunityintheCPPprocesses.

42 Gallagher,J(2019)Towards a Programme of Support for Community Planning in NI.StrategicInvestmentBoardNorthernIreland

Thesefourareasofactionforcommunityplanningaretypicalofthetypesofimplementationchallengesfacedbyjoinedupor‘wholeofgovernment’approaches.Wholeofgovernmentisanover-archingtermforresponsestoincreasedfragmentationofpublicservicesandawishtoincreaseintegration,co-ordinationandcapacity43.Theefforttoreducesilosandtoavoidhavingdifferentpoliciescutacrossandundermineeachotheriswhycommunityplanningcanbedescribedasawholeofgovernmentapproach.

Theliteraturesuggeststhatwholeofgovernmentpolicyimplementationbeginsatthepolicydevelopmentstage;itisatthisstagethatpolicymakerscanascertainthatawholeofgovernmentapproachisagood‘fit’fortheparticularpolicychallenge,andlaythegroundworkforsuccessfulimplementation.

NorthernIrelandisatapointwherenewapproachesneedtobeimplementedeffectivelyinordertomeetthegrowingneedsofserviceusersandimprovewellbeing.

43 Ling,T.(2002).Delivering joined–up government in the UK: dimensions, issues and problems.Publicadministration,80(4),615-642.

Table3:IssuesRaisedbyCommunityPlanningStakeholdersintheGallagherReport

TOPIC AREASTOBEADDRESSED

Leadership,PerformanceandResources

• Scopetostrengthenleadershipacrossallstakeholders.• Performanceframeworkcouldbeenhancedtoenablegreatercentralandlocalalignment.• Partners’performancenotcurrentlymeasured.Needbetterlinkageintocorporate/businessplans.

• Councilscarryingthefinancialburden,partnersstrugglingtocontribute.Financialmodelunsustainableinthelongerterm.

ScopeofPlans • Bydefinitionverybroad–hardtofixallproblemssimultaneously.Strainsresourceswhenspreadtoothinly.

• Needsomeprioritisation–tohelpshowimpactlocally/regionally.• Highlightbestpracticeandnewapproaches,laboratoryoflearningforothers.

UseofDataandEvidence

• Multipledataissues–lackofusefuldata,toomuchdata,howbesttousedatatoshapeservices.

• Toomuchduplicationofeffort,morecentralsupport.• Benefitsinmorecollectiveapproachtoevidencegathering.

CommunicationsandCommunityInvolvement

• Needmoreclarityonwhatcommunityplanningisandtoimprovevisibility.• Approachestocommunityinvolvementvaryconsiderably.• Roleforallpartnersincommunityinvolvement.• Howbesttomanageexpectationsandidentifymodelsthatworkwell.


3.1 ArmaghCity,Banbridgeand Craigavon Borough Council

ThefirstCommunityPlanforArmaghCity,BanbridgeandCraigavonBoroughCouncil(ABC)wascalledConnectedanditsvisionisthatby2030:

Wehaveahappy,healthyandconnectedcommunity,avibrantandsustainableeconomyandappealingplacesforliving,workingandlearning.

Itcontainsninelong-termoutcomes,arrangedaroundthethreestrategicthemesofCommunity,EconomyandPlace,andthreecross-cuttingthemesofConnectivity,EqualityandSustainability(seeFigure4).Thepurposeoftheplanistoprovideaframeworktoimprovethequalityoflifeofpeopleandtoimprovethewellbeingoftheborough.

3.Introducingour ProjectPartners

Aspartofanopenprocess,alllocalauthoritiesinNorthernIrelandwereinvitedtosubmitexpressionsofinteresttotakepartintheEmbeddingWellbeingprogramme.Theprocessaskedthemtocommittotheprinciplesofopenness,partnershipworking,sharedlearning,andparticipation,andtheywererequiredtodemonstratesupportfromtheirChiefExecutiveandChairoftheCommunityPlanningPartnershipfortheirapplication.

TheAdvisoryGroupreviewedalltheexpressionsofinterestreceived,onefromeachcouncilareainNorthernIreland.TheywereaskedtoselectthreePartnershipsthatwerebest-placedtosharelearningonimprovinglocalwellbeingoutcomesacrossNorthernIrelandandtheUKandIrelandmorewidely.

TheAdvisoryGrouprecommendedthattheprogrammesupporttheCommunityPlanningPartnershipsworkinginthelocalauthorityareasofArmagh,BanbridgeandCraigavonBoroughCouncil;DerryCityandStrabaneDistrictCouncil;andLisburn&CastlereaghCityCouncil(seeFigure3).

Figure3:ThethreeProjectPartners

Derry City and Strabane

Armagh, Banbridge and Craigavon

Lisburn & Castlereagh


TheCommunityPlanwasdevelopedthroughaseriesofthematicworkshops,whichwerepubliclyadvertisedandopentoall,andwhichwereinspiredbytheFutureSearchmethodology.Workshopparticipantswerelocalresidents,communityandvoluntaryorganisations,communityplanningpartners,otherstatutoryagencies,localbusinessesandcouncillors.Together,theylookedatevidencethroughcomprehensivebaselinereportsandusedtheirownexpertiseandlocalknowledgetoworktowardsconsensusontheaspirationsofandprioritiesfortheborough.

Eachoftheninelong-termoutcomesintheplanhasassociatedpopulationindicators,atotalof19inall,tomeasureprogresstowardsachievingtheoutcomeovertime,andalsoshort-termoutcomeswhicharetheprioritiesforthefirstfouryearsoftheplan.Theplanincludesthestorybehindeachoutcome,whyitisimportantandwhatpeoplesaidaboutitduringthedevelopmentoftheplan,aswellaskeystatisticswhichprovideabaselineforhowtheyaredoingoneachoutcome.

AtthepointofjoiningtheEmbeddingWellbeinginNorthernIrelandprogramme,ArmaghCity,BanbridgeandCraigavonBoroughCouncilhadaNorthernIrelandStatisticsandResearchAgency(NISRA)statisticiansecondedtoworkwiththemtohelpunderstandtheevidencebasefortheNorthernIrelandExecutiveDraftProgrammeforGovernment,andtomaximiseopportunitiestoalignthepopulationindicatorsinourCommunityPlanwiththeindicatorsintheProgrammeforGovernment.Therefore,theywereabletoselectpopulationindicatorsthatwererelevanttotheaspirationsofthecommunity,andassomearealsobeingusedtomeasureprogresscentrally,theywereabletocreateagoldenthreadbetweenthetwo.

TheCommunityPlanningStrategicPartnershipadoptedanapproachthatcombinedthreeinterconnectedelementsofpartnershipworking,communityengagementandusingevidence:

• Partnershipworking–everythingdoneinthenameofcommunityplanningintheboroughisoverseenbypartofthecommunityplanninggovernancestructure,withopportunitiesforpartnerstoleadonactionsandthematicworkstreams;

• Communityengagement–undertakeninlinewithourCommunityEngagementStrategy.Thepartnershiphasagreedtodevelopacollaborativeframeworkforcommunityplanning.Thiselementoverlapswithpartnershipworking,asawiderangeoforganisationsincludingthosefromthecommunityandvoluntarysector(CVS)andbusinessareactiveparticipantsintheactionplanningteams,andthiswillbefurtherdevelopedthroughtheCommunityandVoluntarySectorPanel;and

• Usingevidence–usingevidencefromengagement,research,statisticsandevaluationtodetermineprioritiesandwhatworks.UsingstatisticsandOutcomesBasedAccountabilityperformancemeasurestomeasurebothprogressovertimeandtheimpactofactions.

Figure4:ABCConnected:OurPlanonaPage


Thisapproachhasinformedtheborough’sprocessfordevelopingthematicactionplanstodelivertheoutcomesintheplan.PartnersledeachthematicworkinggroupthatdevelopedtheCommunityPlanandcontinuedtolead,aseachthematicactionplanningteamwaschairedbyastatutorypartner.In2020thePartnershipsetasideitsthematicactionplanstofocusitsenergiesonresponsetoandrecoveryfromthepandemicthroughthedevelopmentofa12monthCOVID-19Response&RecoveryPlan.TheplanincludedtheTAK£500ParticipatoryBudgetingprojectandthethreesharedleadershipprogrammessupportedthroughtheEmbeddingWellbeinginNorthernIrelandproject.TheParticipatoryBudgetingandsharedleadershipprogrammesequippedcommunityplanningpartnersandcommunitieswithresources,skillsandconnectionsthathelpedthemtorespond.

Inadditiontotakingpartinthecollectiveprogrammesonco-productionandsharedleadership,ABCalsoreceivedthefollowingbespokesupportfromtheEmbeddingWellbeinginNorthernIrelandprogramme:

• SupportforthedevelopmentoftheirCommunityEngagementStrategy

• DevelopmentofGoodPracticeinCommunityEngagement

• LeadershipandEngagementforCommunityPlanningTrainingSessionsdeliveredbyDrClaireBynnerfromGlasgowUniversityandDrOliverEscobar,UniversityofEdinburgh(bothpreviouslyWhatWorksScotland)

• 3SharedLeadershipProgrammes.

3.2DerryCityandStrabaneDistrictCouncil

TheStrategicGrowthPartnership(CommunityPlanningPartnership)forDerryCityandStrabanewasformedinJuly2016toprovideoverallgovernanceandoversightofthecommunityplanningprocess.ThisPartnershipisco-chairedbythecommunityandvoluntary,businessandstatutorysectorsalongwiththeMayor.Thestatutorypartnersnamedinthelegislationarejoinedbypoliticalrepresentatives,centralgovernmentdepartments,thecommunityandvoluntarysector,Chairsofthe8LocalAreaGrowthPartnershipBoardsandkeyregionalsupportpartners–suchasUlsterUniversityandtheNorthWestRegionalCollege.

DerryCityandStrabaneDistrict(DCSD)StrategicGrowthPlan/CommunityPlanwasdevelopedasaresultofaco-designprocessandlaunchedinNovember2017.Theagreedvisiondefinedwithintheplanistobeathriving,prosperousandsustainableCityandDistrictwithequalityforall.Theplan’smissionistoimprovethesocial,economicandenvironmentalwellbeingofallcitizensandtodosoinasustainableway.

Over15,000peoplewereengagedtoagreethefollowingeightoutcomes:

EconomicWellbeing:1. Wearebetterskilledandeducated2. Weprosperthoughastrong,sustainableand

competitiveeconomy3. Weliveintheculturaldestinationofchoice

EnvironmentalWellbeing:4. Welivesustainably–protectingand

enhancingtheenvironment5. Weconnectpeopleandopportunities

throughourinfrastructure

SocialWellbeing:6. Welivelong,healthyandfulfillinglives7. Weliveinashared,equalandsafe

community8. Ourchildrenandyoungpeoplehavethebest

startinlife.


In2018whenDerryCityandStrabaneDistrictCounciljoinedtheEmbeddingWellbeingprogramme,adraftPartnershipAgreementwasinplaceforthePartnershipwhichstatedthatthoseofficersattendingmeetings“willbeexpectedtospeakauthoritativelyfortheirorganisationsandcommitthemtoagreedcoursesofaction”.Indoingsopartnersdemonstratetheircommitmenttothecommunityplanningprocessbybeingaccountableforthesuccessfuldeliveryofactionswhichcontributetoachievingtheiroutcomes.

TheyhadalsodevelopedtheeightoutcomesandeightcorrespondingOutcomeDeliveryPlans.OutcomeDeliveryPartnerships(ODPs)havebeenestablishedtoimplement,deliverandreportontheactionsintheStrategicGrowthPlan.MembershipoftheODPscomprisesallthepartnersresponsibleforthedeliveryofactionswithinaparticularoutcome.StatutorypartnerswithintheODPshaveagreedtoleadontheimplementationandbenamedas‘ActionLeads’forspecificactions.

WhilstthisCommunityPlan/StrategicGrowthPlantakesastrategicviewofthewholeDistrict,italsorecognisesthatitisimportanttoconnecttotheneedsandaspirationsatamorelocallevelwithinneighbourhoodsandcommunities.Aspartoftheco-designprocess,eightlocalareabasedCommunityPlanshavealsobeendeveloped.LocalresidentsandstatutoryandsupportpartnersgavetheirviewsonhowpublicservicescouldbebetterprovidedintheirowncommunityareasandidentifiedlocalactionsalignedtotheStrategicPlanthataddresslocalneeds,reduceinequalitiesandimprovewellbeing.ImplementationofthelocalareaGrowthPlansisoverseenbyeightareabasedLocalAreaGrowthPartnershipBoards.

Brexitpresentsuniquechallengesandopportunitiesforacityanddistrictstraddlingacrossjurisdictionalborder.DCSDCandDonegalCountyCouncilpublishedresearchinFebruary201744outliningthatwhiletheresultsofBrexitwill

44 DCSDC/DonegalCountyCouncil(2017)Initial Analysis of the Challenges and Opportunities of Brexit for the Derry~Londonderry North West City Region. Availableonlineathttps://www.derrystrabane.com/Subsites/Strategic-Growth/Publications

haveadifferentialgeographicalimpactacrosstheseislands,theeffectsontheNorthWestRegionmaybesignificantandsustainedunlesscoherent,decisiveandmitigatingactionsaretaken.Strongcrossbordercollaborativearrangementshavebeenputinplace.ThemodelisCouncil-ledandisfoundedonaprincipleofpartnershipbetweenlocalandcentralgovernment,withplace-makingatitscoreandwithafocusondrivingregionaleconomicgrowthandinvestment,physicalandenvironmentaldevelopmentandsocialandcommunitycohesionandwellbeingacrosstheNorthWest,inparticulartheDerryCityandStrabaneDistrictandDonegalCountyCouncilareas.AtastrategiclevelitcomprisestheNorthWestStrategicGrowthPartnershipwhichincludestheChiefExecutivesofbothDonegalCountyCouncilandDerryCityandStrabaneDistrictCouncil,theMayor/CathaoirleachofeachCouncil,andrepresentativesfromthekeygovernmentdepartments,NorthandSouth,withabriefineconomicandregionaldevelopment.ThisbodyplaysakeyroleinsupportingcentralgovernmenttodeliverontheNorthWestGatewayInitiativeandintrackingkeycentralgovernmentinvestmentsrelevanttothegrowthoftheNorthWestRegion.MoreoversimilarcollaborationswiththeCentreforCrossBorderStudiestocreateACommonChapterforCollaborationensurethatgrassrootscommunitiesarealsoengagedindialoguetoscope,mitigateandcapitaliseontheopportunitiesandchallengespresentedbyBrexit.

Inadditiontotakingpartinthecollectiveprogrammesonco-productionandsharedleadership,DerryCityandStrabanealsoreceivedthefollowingbespokesupportfromtheEmbeddingWellbeinginNorthernIrelandprogramme:

• SupportforthecreationofaninnovativeNaturalCapitalAccount.

• SupporttowardsthecommunicationandmarketingofthefirstStatementofProgress.

• SupportforaYouthParticipatoryBudgetPilot.• SupportforthedevelopmentofaCommunity

EngagementStrategy.

https://www.derrystrabane.com/Subsites/Strategic-Growth/Publications

https://www.derrystrabane.com/Subsites/Strategic-Growth/Publications


3.3Lisburn&CastlereaghCity Council

Lisburn&CastlereaghCommunityPlanningPartnership’sfirstCommunityPlanisdescribedasaplanforimprovingthelivesofeveryonewholivesandworksintheareabybuilding“anempowered,prosperous,healthyandinclusivecommunity”.

Theirapproachcanbesummarisedasfollows:

• People:ThefocusoftheplanisfirmlyonthepeoplewholiveandworkinLisburn&Castlereagh.Wewillknowiftheplanisworkingifpeople’sliveshavechangedforthebetter–betterhealth,betterwork,bettereducation,betterchildhood,betteroldage.

• Place:Whereweliveandthecommunitieswebelongtoarecrucialtoourwellbeing.Thisplanaimstohelpuslivewelltogetherinplaceswherewefeelasenseofprideandbelonging.

• Partnership:Communityplanningisanewapproachtopartnershipbetweenpublicbodiessuchashealth,education,sport,policeandthelocalcouncil;partnersworktogethertowardscommongoalsalongsideotherorganisationswhowanttomakeLisburn&Castlereaghabetterplacetoliveandworkin.

• Wellbeing:Theplanisbackedbylegislationrequiringittoimprovethesocial,economicandenvironmentalwellbeingofLisburn&Castlereagh.ThePartnership’swellbeingvisonisforanempowered,prosperous,healthyandinclusivecommunity.

• Sustainability:Theplanisaboutmakinglifebetternowinawaythatdoesn’tcompromisethesocial,economicandenvironmentalwellbeingoffuturegenerations.Sustainabledevelopmentisthefirstcoreprinciplerunningthroughthisplan.

• Equality:Inequalityunderminesthewellbeingofpeople,ourcommunities,oureconomyandourenvironment.Reducinginequalitiesisthesecondcoreprinciplerunningthroughtheplan.

• Participation:Theabilitytofullyparticipateinademocraticsocietyisvitalforourwellbeing.Thisplanandtheactionsitwillgeneratedependonthefullinvolvementofcitizens,communitygroupsandbusiness.Thisistheplan’sthirdcoreprinciple.

• Outcomes:ThisCommunityPlantakesanoutcomesbasedapproachbasedonevidenceofwhatisneeded.Thismeansthatthefocusisfirmlyonthechangeswewanttoseeasaresultoftheworkwedo:realchangesinthequalityoflifeinLisburn&Castlereagh.

• Actions:Theactionsthatthisplangenerateswillallcontributetooneormoreoftheoutcomes.TheywillbetheresultofcollaborationbetweentheCommunityPlanningPartnerssharingideas,experienceandresourcestoproducebetteroutcomes.

• Accountability:Regularpublicreportingwillenablepeopletoseehowallthoseinvolvedaremakingprogress.

Theplanisconstructedaroundfivethemes,eachwithanoutcome(alignedwiththeProgrammeforGovernmentoutcomes)andanumberofsupportingoutcomes(seeTable4).ThepublicconsultationontheDraftCommunityPlangavethepartners,communitiesandindividualsthechancetodiscusstheproposedvision,mission,outcomesandactionsinmoredetail.Aswellasgivingfeedbackonthedocumentitself,peoplediscussedwhattheCommunityPlanmeanttothem,theirfamilyandcommunity.Organisationsidentifiedwhatroletheycouldplayinimprovingwellbeing.Thefeedbackwasreceivedthroughpublicmeetings,workshops,focusgroups,anonlinesurvey,letters,emailsandfeedbackboxes.


Table4:Lisburn&Castlereagh’sFiveOutcomes

Theme Outcome SelectedSupportingOutcomes

1:ChildrenandYoungPeople

Ourchildrenandyoungpeoplehavethebeststartinlife.

• Allchildrenandyoungpeoplehaveanequalchancetofulfiltheireducationalpotential.

• Childrenandyoungpeopleinneedandlookedafterchildrenexperiencestabilityandpositivetransitionsintoadulthood.

• Thepositiveroleofchildrenandyoungpeopleinthecommunityisvaluedandencouraged.

2:TheEconomy Everyonebenefitsfromavibranteconomy.

• Thebenefitsofgrowthanddevelopmentaredistributedfairlyacrosssociety.

• Thereisagoodjobforeveryonewhoneedsone.• Peoplepossesstheskillsneededtosecure

employmentand/orstartabusiness.

3:HealthandWellbeing

Welivehealthy,fulfillingandlonglives.

• Goodhealthwillnolongerbedependentonwhereweliveorwhatincomewehave.

• Peopleofallagesaremorephysicallyactivemoreoften.

• Weenjoygoodmentalhealth.

4:WhereweLive Weliveandworkinattractive,resilientandpeoplefriendlyplaces,protectingthelocalandglobalenvironment.

• Neighbourhoodsaredesignedandregeneratedtopromotewellbeing.

• Everyonelivesinanaffordablehomethatmeetstheirneeds.

• Wehaveaccesstoessentialservices,shops,leisureandworkplaces.

5:OurCommunity Weliveinempowered,harmonious,safeandwelcomingcommunities.

• Publicservicesareenhancedthroughco-designandco-production.

• Thereisparticipationandvolunteeringinpublicandcommunitylife,arts,cultureandsportbypeopleofallbackgrounds.

• Wefeelasenseofbelonginginourlocalneighbourhoods:urban,suburbanandrural.


TheStrategicCommunityPlanningPartnership(SCPP)hasoverallcontrolofthecommunityplanningprocessandagreesandapprovestheactionstobedeliveredbyfiveThemedActionPlanningGroups(TAPGroups).Thesecomprisestatutoryandsupportpartnersandrepresentativesfromthecommunityandinterestgroups,andeachTAPGrouphasachairpersonfromapartneragencyortheCouncil.

APartnershipAgreementcommitstheSCPPandTAPGroupstoshareinformation,capturewhatisnew(butacknowledgeswhateachpartnerisalreadydoing),andinitiateactions.TheactionssetoutintheActionPlanhavebeendevisedasaresultofcollaborativeworkinganddemonstratethatbyworkinginpartnershipandsharinginformationnewwaysoftacklingproblemscanbedeveloped.Eachactionisinterdependentwithotheractions.EachactionintheActionPlanhasaleadpartnerandanumberofnameddeliverypartners.Thecommunityplanningprocessaimstostrengthenthevoiceofindividualsandthecommunitybyinfluencingprioritiesandultimatelyimprovingthedeliveryofpublicservicesthroughco-designandco-production.Toactionthis,thecouncilisdevelopingaCommunityForumwhichwillformpartoftheStrategicCommunityPlanningPartnershipstructure.Membersofacommunitystakeholderforumwillbedrawnfromacrossnon-governmentalorganisationsandcommunityandvoluntarysectororganisations.

AtthepointofjoiningtheEmbeddingWellbeinginNorthernIrelandprogrammeLisburn&CastlereaghCityCouncil(LCCC)wasbeginningtoexplorehowthisForumwouldoperatetoensureproactiveengagementbetweenmembersoftheForumandcommunityplanningpartnersandtomovebeyondinformationsharingandconsultation.Similarly,aYouthCouncilhadbeenestablishedtoenableyoungpeopletobeinvolvedwiththeCommunityPlanactionsandmorewidelyinthedecisionsthataffecttheirlives.

TheLCCCareasharesboundarieswiththefiveneighbouringcouncilsandthereisahostofinter-relationshipsbetweencouncilareas.Lisburn&CastlereaghhasworkedcollaborativelywiththeCommunityPlanningPartnershipsinneighbouringcouncilareastoensureoutcomesaresymbioticandcomplementary.

Inadditiontotakingpartinthecollectiveprogrammesonco-productionandsharedleadership,Lisburn&CastlereaghCommunityPlanningPartnershipalsoreceivedthefollowingbespokesupportfromtheEmbeddingWellbeinginNorthernIrelandprogramme:

• SupportforexploringthedevelopmentofanemergingCommunity,VoluntaryandSocialEnterpriseinfrastructure

• Supportforaco-productionengagementprojecttodeveloplocalityplans

• MeasuringtheimpactofVitality,alocalwellbeingprogramme.


ThischapterdrawsoutthelearningfromtheEmbeddingWellbeinginNorthernIrelandprogrammeandinparticularhighlightstheprogressthathasbeenmadeintermsofgoodpracticeinengagementandco-productionbutalsothedevelopmentneedsofpartners,inparticularthecommunityandvoluntarysector.Examplesorsupportingevidenceareshadedinthetexttohighlightthevalueoftheempiricalworkwiththecouncilsandhowthesehaveshapedthelearningthemes.Sixlessonsarehighlightedalthoughtheseareclearlybroadanddonotaimtocapturealltheeffectsandbarriersindeliveringeffectiveco-productionandengagement.Eachoneisdrawnfromtheinitialsymposium,thethreecouncilprogrammesandthefinallearningworkshop,andemphasisestheneedforfurthersupportinco-production,engagementandwellbeingand,critically,therelationshipbetweenthem.

4.1 Lesson1:Building the Environment for Co-production

Thereisageneralcommitmenttowellbeingandengagementascentralcomponentsofcommunityplanningbutitwasalsoacknowledgedthatprogresshasbeenslowacrosscouncilareas.

StakeholdersinvolvedintheCo-productionSymposiumforexample,feltthatthereneededtobeastrongerenablingenvironmentacrosslocalauthorities,statutoryorganisationsandsectorstodeliverwellbeingoutcomesinparticular.

TheworkwiththethreecouncilsandinparticulartheSymposiumemphasisedtheneedtobetterconnectco-productiontothewellbeingagendaandespeciallytheneedsofthemostvulnerableplaces,groupsandsectors.Thisemphasisedarangeofrelatedissues:

4.WhatweLearnt aboutCo-production

ByColmBradley,LouiseO’KaneandBrendanMurtagh(CommunityPlaces)

Co-productionwasidentifiedbytheprojectpartnersasoneofthekeyareasforactivityduringtheEmbeddingWellbeingprogramme.Thisincludedsharedactivitiesonunderstandingandworkingwithco-productionandbespokesupportfortheprojectpartnersprovidedbyCommunityPlaces.ThischapterwasproducedbyCommunityPlacesafteraprogrammeofworkonco-productionincommunityplanningthatinvolvedbackgroundresearch,stakeholderengagementandworkacrosscommunityplanningprocessesinthreeareas.


Figure5:PrioritiesforCo-productioninNorthernIreland

Box5:SixLessonsfromtheProgrammeofWorkLesson1:Buildingtheenablingenvironmentforco-productionmeansputtinginplacethelegislation,technicalcapacityandresources(includingtime)toensurethatitdeliversmeaningfulwellbeingoutcomes.

Lesson2:Makingengagementworkinpracticemeanscommittingtoagreedprinciples,operatingstandardsandguidancetoensureeachactorcandeliveroutcomesinacollectiveandreinforcingway.

Lesson3:Inclusivestructuresareneededtoembedco-productionatastrategicandoperationallevelandtoensurethatengagementisthebasisforprioritisingissues,deliveringprogrammes(acrossthemesandgeographicareas),measuringprogressandbuildingapartnershipculture.

Lesson4:Co-producingresource-basedoutcomesbyensuringthatcapitalandrevenuebudgetsarealigned,integratedandinfluencedbythecommunitiesthataremostaffectedbydecisions.

Lesson5:Makingoutcomesrealbyensuringthatitischangesinthequalityofpeople’slivesandinparticulartheirindividualandcollectivewellbeingthatdrivecommunityplanningprocesses.

Lesson6:Thesuccessofco-productionandengagementisdependentoninterpersonalrelationships,acontinuousprocessofsharedlearning,andsoftandformalnetworksthatneedtobenurturedanddevelopedoverthelifeofthecommunityplanningprocess.

The enabling environment

Technical assistance

Time and commitment

Best practice

AclearandagreedpolicyframeworkAlegislativeframeworkforco-productionacrossgovernmentMoreeffectiveadvocacyandsellingtheconcept

ToolkitstosupportpracticeAquick-guideaccessibletousersinvolvedintheprocessEngagedsupportthroughouttheprocess

Timeandpatiencetoplanforanddeliverco-productionLeadershipatastrategicandoperationallevelTrustandmutualcommitmenttoeffectaculturalchange

ExperienceandexamplesfromotherplacesSharingpracticewithincommunitiestostrengthenpracticeAchievingbuy-infromactors


• Co-designshouldbeattheheartoftheapproach,especiallytoensureupstreamandmeaningfulengagementinordertosetpriorities,definelocalneedsandagreespecificoutcomesintheCommunityPlan.

• Thiswillrequireamoregroundedbottom-upapproachthatmovesbeyondvaguecommitmenttoengagecommunitiestodesign,commissionanddeliverprogrammesofworkthatmeettheirexpressedneeds.

• Centraltothiswillbeabetterunderstandingofparticipative(aswellasrepresentative)formsofdecisionmaking,whichwillalsorequiretimeandleadershipincreatinganewcultureofinclusivedelivery.

• Breakingdownorganisationalsilos,professionalisationandsectoralrivalriesareallcentraltocommunityplanningandtohowco-productionmightencourageagenuinelycooperativeapproach.

• Shiftingtheemphasistoamoreplannedandpreventativeapproachrequiresbetterintelligence,analysisandinformationsharing,especiallyonsettingandmeasuringoutcomeperformance.

• Allofthisrequiresachangeinthewayinwhichthepublicsectorthinksaboutandframesserviceusers,towardsamodelthatseesthemasvaluedco-producersaimedatimprovingthealignment,effectivenessandefficiencyofarangeofprogrammesandinterventions.

• Co-deliveryimpliesastrongerroleforthethirdsectoraspartnersinprogrammeimplementationtakingresponsibilityforagreedoutcomes.AswesawintheSymposiumevidencefromScotland,amoreprogressiveenablingenvironment(socialvalueprocurement,communityrights,assettransferlegislationandsoon)hassupportedcommunityanchororganisationsandsocialenterprisesinservicedelivery.

4.2Lesson2:MakingEngagement Work in Practice

Arecurringthemefromthethreecouncilsistheneedtodefine,agreeandhelpoperationalisecommunityengagementinpractice.FortheCommunityPlanningPartnershipintheDCSDCarea,thismeantunderstandingandagreeingfundamentalprinciples,recognisingthelimitsaswellasthepotentialofarangeofmethodologies,andbetterintegratingengagementintothedesignanddeliveryofcommunityplanningoutcomes.DrawingontheIAP2SpectrumandScottishNationalStandardsforCommunityEngagement,CommunityPlaceshelpedtoco-produceanagreedstrategyfortheCommunityPlanningPartnership.TheStrategicGrowthPartnershiphasnowagreedtheCommunityEngagementStrategywiththepartnerscommittingtoapplyingacommonframeworkandstandardsforengagingpeopleandcommunitiesandtosharingandlearningfromtheirpractice.

However,thisinitselfalsoneededtobeturnedintoactiontomakesuretheprinciplesweredeliveredinpractice.Thus,thePartnershipprioritisedapracticalguidetohowgroupswithinthecommunityplanningdeliverystructurecouldapplytheprinciplesofco-production.ThesegroupsincludeeightlocalplanninggroupsandanumberofThematicGroups(olderpeople,ruralandsoon).TheLocalGrowthPartnershipsareDistrictElectoralAreabasedbodiescomprisedofcommunityandelectedrepresentativestogetherwithothercommunityplanningpartnersandaretaskedwithdeliveringaspecificLocalGrowthPlanthataimstohelpdelivertheoverarchingCommunityPlan.TheobjectivesoftheGuideweretostrengthenpartnershipworking;createacommonunderstandingofco-productionandhowtooperationaliseit;andinparticulartoimplementtheoutcomeon‘partnershipworkingtoco-designanddeliverservices’(SeeBox6).


Similarly,theCommunityPlanningPartnershipintheABCareaemphasisedtheneedtogobacktobasicprinciplessothatallthepartnerssharedacommitmenttoengagementbyagreeingwhatitmeant,applyingmorerigorousmethodologiesandconnectingitmoreclearlytowellbeingoutcomes.

TheCommunityPlanningTeamrecognisedthatengagementwasitselfanill-definedconcept,whichpartnersinterpretedverydifferently,especiallyhowitshouldbeoperationalised.TakingasitsstartingpointtheIAP2CommunityEngagementFramework45andtheScottishNationalStandards46,theworkhelpedtodevelopaCommunityEngagement‘HowTo’Guidecovering:

45 InternationalAssociationofPublicParticipation.https://www.iap2.org/

46 ScottishGovernment/ScottishCentreforCommunityDevelopment(2016)National Standards for Community Engagement. Availableonlineathttp://www.voicescotland.org.uk/

• agreeingcommontermsandstandards• howtoplananddesignengagement

processes• anEngagementPlanTemplatesupportingthe

applicationofthestandardsforengagementwhichthoseplanningaprocesscompleted

• detailsof19methodsofengagementandguidanceonhowtoselectthemostappropriatemethods

• aself-evaluationframeworkforreflectionontheprocessandoutcomes.

OncompletionoftheGuidetwotrainingworkshopsweredeliveredforofficersfromacrosstheCommunityPlanningPartnershipandCVSrepresentatives.However,fortheABCPartnership,havingmultiplestrandstoeffectiveco-productioninvolvesnotonlyastrategyofengagementbutalsoameansofrelatingtonewstructurestoensurethatitworksinpractice.

Box6:TheGuidetoApplyingCo-productionin Community PlanningTheGuidetoApplyingCo-productionisconcernedwithhowpartnershipscanbestapplytheprinciplesofco-productionthrough:

• Acommonunderstandingofthecharacteristicsof‘goodpartners’• Anagreeddefinitionofco-productionanditsprinciples• Acharterofco-productioncommitments• 12practicalstepstoapplyingtheprinciplesinallmeetingsbetweenpartners• Atemplateforongoingevaluationandreflectiononprogress.

AtoolkithasalsobeenproducedbyCommunityPlaces*.

* CarnegieUK/CommunityPlaces(2021)Guide and Charter for Partnerships on Applying Co-ProductionAvailableonlineatwww.carnegieuktrust.org.uk

https://www.iap2.org/

http://voicescotland.org.uk/

http://www.carnegieuktrust.org.uk


4.3Lesson3:InclusiveStructures and the Co-productionChain

Howco-productionfitswithincommunityplanningstructuresandarea-baseddeliveryinparticularisaconcernraisedthroughtheprogrammeatbothastrategicandoperationallevel.TheCo-productionSymposiumemphasisedtheneedtoeffectaculturalchangeinengagementthatmeanssharingpowerinresourceallocation,blurringboundariesandsurrenderingcontroloverdecisionmaking.Thisinturnrequiresgovernancestructuresthatarealignedwithoutcomesratherthanthefunctionalresponsibilitiesofgovernmentagenciesorcommunityactors.

IntheABCareatheCommunityEngagementsupportlaidthefoundationfortheadoptionofasharedpolicybypartnersandarangeofmethodologieswithwaysofimplementingthemthroughtheirCommunityEngagementStrategy.Thepartnershipprioritisedboththemes

oftheEmbeddingWellbeingProjectwithinitsgovernancestructureswiththeestablishmentofaLeadership&CommunityEngagementCommunityPlanningStrategicPartnershipSub-Committee,chairedbytheNorthernIrelandHousingExecutive.Here,co-productionisembeddedatastrategiclevel.

TheCommunityPlanningPartnershipintheABCarea(seeFigure6)prioritisedtwoarea-basedplanswithaviewtocreatingamorelocalisedapproachforcoordinatedinvestmentsineachneighbourhood.Facilitatedandaction-focusedengagementsecuredmeaningfulinvolvementbyenablingcommunityorganisationsandstatutorypartnerstoprioritise,planandsetrelatedoutcomesineachcase.InparalleltothisworkthePartnershipbeganengagementwiththeCVStoexplorewhattypeofstructuresorprocesseswouldbestenabletheongoinginvolvementofthesectoratDistrictElectoralArea(DEA)level.

Theimportanceofinclusivedecision-makingstructuresalsorelatestothewayinwhichco-productionworksthroughsubstructures;

Figure6:ABCCommunityPlanningPartnership


theimportanceofleadershipandculturalchange;andthesystemsthatareneededwithinCommunityPlanningPartnershipstoeffectalong-termcommitmenttoengagement.TheserelatedissuesneedtobeaddressedinthefutureofcommunityplanninginNorthernIreland:

• Howdoesco-design,commissioninganddisseminationappearincommunityplanningstructures(includingthematicandarea-basedworkinggroups)andwhatisneededinthefuturetostrengthenamorestrategicapproach?

• Similarly,arestructurescapableofenablingco-production(whichinturnlooksatthesignificanceofnetworks,hybridgovernancemodelsandblurringtheboundaries)asopposedtoconventionalgovernancearrangementsandconsultationopportunities?

• Leadership,co-workingandcommitmentarecritical,giventhedifferentrolesandconstraintsplacedonpoliticians,officialsandcommunityrepresentatives.People,mind-setsandeffectingaculturalshiftinthewayinwhichpolicyismadeinpracticeareessentialtoembeddingco-productionincommunityplanning.

• Whatsystemsmakeco-productionworkinpractice,particularlyinvitalareassuchasprocurement,settingandmeasuringoutcomesandputtinginplacetheregulatoryenvironmenttofacilitateeffectiveengagement(asnotedunderLesson1)?


4.4Lesson4:Co-producingResources and the Importance of Budgets

Theabilityofco-productionprocessestochangehowresourcesaremanagedandcoordinated,andhowtheydelivermeaningfulchangeforcommunities,wasviewedasakeytestfortheimpactofengagementonCommunityPlans.Thethreecouncilsshowedacommitmenttoinnovationandcreativethinkinginhowresourcescouldalignwithwhatcommunitiessaytheyneedandwant.Forexample,anumberofthecommunityplanningpartnersintheABCareaexpressedinterestinworkingtogethertoplan,designanddeliveraParticipatoryBudgetingprojectbasedonthePublicHealthAgency’sTake5programme.Thisencouragedpeopletotake5stepstobetterwellbeingbyimproving

socialconnections;gettingactive;slowingdownandappreciatingnature;learningnewthings;andsupportingothers.BecauseofCOVID-19,theapproachusedtheCouncil’sCitizenSpacePlatformtoinvolvetheentirecouncilarea.Figure7showsthatTak£500involvedcommunityplanningpartnerspoolingresourcestoaddresstheisolatingeffectsofCOVID-19,andengaginglocalpeopleinsettingpriorities,developingnewinterventions,andallocatingfinanceinanintegratedway.Theapproachconnectedwellbeingoutcomesacrosstheentirecouncilareatoformaco-designed,co-producedandco-deliveredbudgetaryprocess.

ThecommunityplanningteamusedtheestablishmentofaPBnetworktogenerateinterestfromawiderangeofpartners,provideinformationandtrainingandexplorethecreationofonebrandforPBfortheborough.Thenetwork

Figure7:Tak£500–ABC’sParticipatoryBudgetingScheme


waswellattendedandcontributedtothebroadmembershipoftheTAK£500PBWorkingGroup,whichhassupersededthenetwork.CommunityPlacesprovidedinformationonthescopeofParticipatoryBudgetingwithincommunityplanningprocesses,thebenefitsofcoordination,andthepracticalaspectsofimplementingsuchaprocess.Thisinvolvedlearningfrompractice;drawingontheexperiencesofParticipatoryBudgetinginyouthservices,policingandhousing;and,finally,establishingthenetworkacrosstheABCCommunityPlanningPartnershiparea.

ThePartnershipinDSDCalsowantedtopilottestaParticipatoryBudgetingProject,focusedonyoungpeople.ThroughtheCarnegieUKwork,CommunityPlacesfacilitatedtheestablishmentoftheYouthCo-DesignPanelandasubsequentseriesofdesignworkshopstotailortheParticipatoryBudgetingprocesstotheirneeds.Youngpeoplesetthethemes,eligibilitycriteriatoassessParticipatoryBudgetingproposals,

timeframesandbrandingaswellasmarketingfortheYOUthMakingitHappenParticipatoryBudgetingprocess.Goingonlineextendedthereachoftheinitiativeandallowedamultimediaapproachtoengagementacrossgeographicareas,especiallywhereyouthparticipationhadbeentraditionallyweak47.Atotalof46initialapplicationsand33videosforshortlistedprojectswerereceived.VideoswereuploadedtotheCouncil’sCitizenSpacesitetoallowanonlinepoll,withpeopleagedbetween12and25yearsaskedtovoteforthethreeprojectstheywantedtoseedeliveredintheirarea.Intotal,842youngpeoplevotedandthewinningprojectsincludeddrama,cultureandarts;improvementstogreenspacesandrivers;fitness,healthandwellbeing;giftingandintergenerationalactivities;andeducationandskills.

47 DerryCityandStrabaneBoroughCouncilYOUth Making It Happen Participatory Budgeting.Availableonlineathttps://growderrystrabane.com/youthpb/

https://growderrystrabane.com/youthpb/


4.5Lesson5:MakingOutcomesReal

Akeyconcernatastrategicandcouncillevelwasthewayinwhichoutcomeswerealignedwithcommunitypriorities,howengagementshapedtheirdeliveryandhowsuccesswasmeasured–didanoutcome-basedapproachreallymakeadifferencetowellbeing?Attentionwasdrawntoinnovativeinterventionsthataimedtoimprovethelivesofthemostvulnerablegroupsandplaces.Forexample,inScotland,initiativessuchasChildren’sNeighbourhoodsusedaplace-basedapproachtocoordinateinterventionsthataimtoimprovelife-chances,educationoutcomesandfamilycohesion48.

ThePartnershipintheLCCCareaalsotestedtherelationshipbetweenwellbeing,co-productionandcommunityplanningthroughanarea-based

48 Children’sNeighbourhoodsScotland.Availableonlineathttps://childrensneighbourhoods.scot/

approach.TwoDEAswereselectedforpilotLocalityPlans:LisburnSouthandCastlereaghEast–withCommunityPlacesworkingwithcommunityplanningpartnersandofficerstosetoutaprocessforengagement,informingandfacilitatingthediscussionsanddevelopingthePlans.ThePlansaimedtointegrateactionsacrossagenciesandsectorsandshowhowoutcomesintheCommunityPlanneededtobedeliveredlocally,andtheyusedanarea-basedapproachtocommunityengagement.ThisisillustratedinFigure8whichemphasisestheimportanceofLocalActionPlanstobothco-productionanddeliveringwellbeingoutcomes.

ThecoreelementsoftheengagementapproachincludedawarenessraisingworkshopswiththeCVS;briefingandtrainingforstaffinvolvedinassistingwiththeworkshopsontheuseofthePlaceStandardTool;andproactiveoutreachtocommunity,voluntary,charitableandfaithgroupsandlocalcouncillorsincludingencouragementtoparticipateinaseriesofplanningworkshops.

Figure8:LCCCCommunityPlan

https://childrensneighbourhoods.scot/


BaselineindicatorshelpedprofileeachareaandshapeneighbourhoodprioritieswithinthecontextoftheCommunityPlan.Councilofficersformedaprojectteamwhichwasinvolvedinshaping,deliveringandpromotingengagementwithcommunitiesineacharea;communityandfaithgroups;electedmembers;statutoryagenciesontheCPP;andkeydepartmentswithinthecouncil.SkillingupcouncilofficialsinengagementconceptsandworkshopparticipationwasfacilitatedbyCommunityPlaces,butthisdemonstratedtheneedtodevelopcompetenceacrossdepartments,functionsandstafflevels.Twoworkshopsineachareafirstbroughttogethersectors,agenciesandcommunityplanningpartnerstoexplorethedataandsetoutprioritiesforeachneighbourhood;theassetsoftheDEA;andtheissuesandareasforimprovement.Asub-groupofcommunityplanningstatutorypartnersconsideredtheanalysisandprioritydevelopmentissues,whichwerepresentedatthesecondworkshopstowhichallpartnerswereinvitedalongwiththeCVS,11councillorsandcouncilofficers.ThisfocusedongeneratingactionstoaddresstheareasidentifiedforimprovementbasedonthePlaceStandardapproach49.

49 ThePlaceStandardhttps://www.placestandard.scot

ThesecondworkshopineachDEAwasstructuredaroundthe14PlaceStandardthemes,whichinturnalignwiththethemesandoutcomesoftheStrategicCommunityPlan.ThePlaceStandardtechniqueenabledparticipantstodiscussandassesstheirareaandtocollectivelyagreeascoreforeachthemeagainstaratingof1(mostroomforimprovement)and7(leastroomforimprovement).ThePlaceStandardtoolproducesavisualresultandsnapshotoftheprocessandanexamplefromtheLisburnSouthDEAispresentedinFigure9.

Drawingontheoutcomesoftheworkshops,CommunityPlacespreparedaPlanforeachDEAsettingoutthevisionandoutcomesofthecouncil-widestrategicCommunityPlanandhowitlinkswithDEALocalityPlans,andtheengagementprocessusedtoinformanddevelopthePlan.AnactionplanforfurtherconsultationandaprocessofadoptionwithinthecontextoftheCommunityPlanandtheCPPwerethenmappedoutfortheCouncilandthetwoneighbourhoods.

Figure9:LisburnSouthDEAPlaceStandardAssessment

https://www.placestandard.scot


4.6Lesson6:SupportingSoftand Formal Relationships

Anumberofrespondentsatthelearningworkshophighlightedtheimportanceofinterpersonalcontactandinformalnetworksinmakingco-productionandengagementworkinpractice.Theynotedhowcommunitiesofpracticehavedevelopedinwhichgroupsofpeopleacrosssectors,organisationsandgeographicareasaswellasatdifferentlevelsworktogetheronacommonaim(andevenonformaloutcomes).Eachbroughtspecificexpertise,resourcesandorganisationalbuy-inandreliedontrustandmutualrespecttobuildfromintersectoralrelationships.However,theseareoftenunderminedbychangesinstaff,organisationalprioritiesorreductionsinbudgets.CarnegieUKhasresearchedtheimportanceofinformalnetworks,tacticalknowledgeandtrustasbuildingblocksofeffectiveinter-agencyworking50.Thesenetworksneedsupporttogrow,consolidateanddevelopoutsidetheformal

50 IlonaHaslewood(2021)A review of the evidence on developing and supporting policy and practice networks.Availableonlineatwww.carnegieuktrust.org.uk

structuresofcommunityplanningandhowitisdeliveredthroughthecouncilcommitteesandworkinggroups.Theregulatedandrulesboundculturesoflocalgovernment(andotherbureaucracies)isimportantbuttheseinformalrelationalnetworkshaveenabledpeoplefromacrosssectorstoengagewitheachotherinaneverydaybutdeeplyproductivesense.

Runningparallelwithformalcommunityplanningstructurescouldbeaninvestmentinnetworksorganisedaroundgeographicareas,sectoralthemesorpriorityactionssetoutinthePlan.ThisworkedwellviaareabasedandsectoralstrategiesorwhereParticipatoryBudgetingbroughtarangeofpartnerstogetheronaparticularobjective.TheToolkitemphasisedtheneedtodevelopinterdependency,trustanddurablerelationshipsandnetworksthatoperatemoreflexiblyoutsidepartnershipstructuresandoperatingsystems,andenablemomentumtobemaintained,especiallyacrossthepeopleactivelyinvolvedindelivery.Tobeclear,thenetworkwouldbecomplementarytotheCommunityPlanningPartnershipandwouldbeusedbythepartnersonfocusedareas(sectors,deliveryprojects,financeandsoon)wheretheyaddvaluetoco-productionandengagement.

http://www.carnegieuktrust.org.uk


4.7 EnablingaNewApproachtoCo-production

Theprogrammeofworkwiththethreecouncils,seminarsandthelearningworkshoprevealedanumberofrelatedprioritiesinconnectingco-productiontothewellbeingagendawithincommunityplanning:

• Theprinciplesandpracticeofempowermentneedtobeunderstood,agreedandactedonbypartnersasthebasisforeffectivecommunityplanning.

• Thismeansthatthecommunityhasthepowertoinfluence;makeandtakedecisions;andbeabletoholdtheCommunityPlantoaccount(andbeheldaccountable)fordeliveringagreedoutcomes.

• Todothis,structuresofdecisionmakingandespeciallytheCommunityPlanningPartnershipneedstooperateinaninclusiveandintegratedwaythatiscommittedtoco-productioninthedesign,deliveryandevaluationofprogrammes.

• Budgetsthereforeneedtobealignedandintegratedtodeliverpriorityoutcomes,andmanagedinawaythatempowersthecommunitytoallocateresources.

• Thisrequirescarefulselection,designandimplementationofagreedoutcomesthatneedtobealignedwithresponsibilities(acrossthepublic,privateandcommunityandvoluntarysectors)todeliverwellbeingforthewholecommunity.

• Meaningfulcollaborationinvolvescommunication,transparencyandtrustinthewayinwhichCommunityPlansaredesigned,deliveredandevaluated.Resources,timeandhonestcommitmentareneededtoensurethatthisco-productionprocessiscarriedoutefficientlyandeffectively.

• Thisinturnwillrequireleadership,newskillsanddifferentwaysofworkingtoensurethatthepartnerscandeliveragenuinelyintersectoral,organisational,andcross-practitionerapproachtocommunityplanning.

• Thedifferencethismakestopeople’slivesneedstobeclearinthewayinwhichprogresstowardsoutcomesismeasured,andallthepartners,includingthecommunityandvoluntarysector,needtobeheldaccountableforthedeliveryofsocialwellbeinginthecouncilarea.

• Engagementandco-productionarecontinuousprocessesthatneedtobenurturedanddevelopedinordertobuildmomentumincommunityplanningacrosscouncilareas.


ThischapterreportsontheSharedLeadershipProgrammedevelopedanddeliveredbytheCentreforEffectiveServices.TheagreedpurposeoftheSharedLeadershipProgrammewastoincreaseimpactwithinindividualCPPsandencouragecollaborationandthesharingofpower,resourcesanddecisionmakingaswellasimpactingoncommunityplanningpracticeacrossNorthernIreland.

Themethodologyissharedinthischapter,aswellasperceptionsofthedifferencetheprogrammehasmade.ThischapteralsocapturestheperceptionsofparticipantsandwiderstakeholdersontheprogressmadeinimplementingcommunityplanninginNorthernIreland.

5.1 TheCESSharedLeadershipProgramme Approach

ThissectiondescribestwophasesthatformedtheSharedLeadershipProgramme:theworkundertakenpriortoCOVID-19,andtherevisedapproachdevelopedfollowingtheonsetofthepandemic.Theapproachissharedhereforlearningandtoenableittobereplicated.

CEScommencedaco-designprocesstodeveloptheprogrammeinJuly2019,engagingwiththeprogrammeleadsineachcouncil.MeetingswerealsoheldwiththosedeliveringotherelementsofthewiderEmbeddingWellbeingprogrammetoensurealignmentandcomplementarityacrossdifferentprogrammestrands.Theseearlyplansincluded:

• Co-designingsharedleadershipindicatorswiththeparticipatingcouncils.Theseweretobeusedasapre-programmeself-assessmentwhichwouldberepeatedattheendoftheprogrammeaspartoftheevaluationprocess.

• Co-designingaworkshoptodeveloptheinitialthinkingintheoriginalproposalintoatailoredprogrammefortheCPPs.ThiswasheldinNovember2019.

5.WhatweLearntaboutShared Leadership

ByMajellaMcCloskey,AnneMcMurrayandMelanieStone, Centre for Effective Services

SharedLeadershipwasidentifiedbytheprojectpartnersasoneofthekeyareasforactivityduringtheEmbeddingWellbeingprogramme.AprogrammewasdevelopedbytheCentreforEffectiveServicestosupportSharedLeadership.Similartoourotherstrandsofwork,thisprogrammewasaffectedbyCOVID-19andwentthroughaprocessofre-designtoenableonlinedelivery.


Adraftprogrammewasdevelopedwithplanstocommenceinspring2020.HoweverwiththeonsetoftheCOVID-19pandemic,byMarch2020itwasclearthattheSharedLeadershipProgrammecouldnotrunasitwasoriginallyintended.Thisledtothedevelopmentofanewapproachtodistilthelearningaboutsharedleadershipduringthiscrisisasitwasbeingexperienced.

Earlyresearchindicatedthatthelevelofsupporttoprocessandreflectonwhatwashappeningduringthepandemicwouldincreasethepotentialbenefitsofthefuturerecoveryphase5152.

TotestouttheviewsoftheCPPs,CESfacilitatedaSharedLeadershipactionlearningonlinesessionon14May2020.ThiswasanopportunityfortheCPPstoembedleadershippracticesthathadworkedintheearlystageofthepandemicandrecognisethecollaborativeeffortsthathadbeendemonstrated.TheoutputsfromthissessionprovidedthecontentanddesignofthesubsequentprogrammethatemergedthroughthecrisisandwhichwasdeliveredfromSeptember2020toJanuary2021.

TheprogrammeredesigncomprisedaseriesofstylewebinarsessionsforallthreeCPPs,followedbyactionlearningsessionsafewweekslaterprovidedindividuallytoeachCPPteam.

Actionlearning53isamethodofcollaborativelearningwhereasmallgroupofparticipants(an‘actionlearningset’)meetsregularlytoreflectonrealworkissues.Itsbasicphilosophyisthatthemosteffectivelearningtakesplacewhendealingwithrealproblemstosolve.Actionlearningenhancesthewayinwhichpeoplelearn,

51 Fraham,J.Leading in Truly Uncertain Times(2020).Availableonlineathttps://drjenfrahm.com/leading-uncertain-times/

52 Hougard.R,Carter.J,andMohan.M.(2020)Build Your Resilience in the Face of a Crisis,HarvardBusinessReviewMarch2020

53 Revans,R.(2011)The ABC of Action Learning.Routledge.Availableonlineathttps://www.actionlearningassociates.co.uk/action-learning/reg-revans/

bydrawingonactualexperiencetomakesenseofchallengesanddevelopeffectivestrategiesforimplementation.Itseffectivenesscanbemeasuredthroughpracticalresultsanditsapplicationtoreallifechallenges.

Basedonfeedbackandredesignwithparticipatingorganisations,itwasagreedtorunthewebinarseriesonthethemesof:

1. Communitywellbeing2. Addressinginequalities3. Partneringwithcommunities4. Partneringwithgovernment.

Theformatconsistedof90-minuteonlinesessionsusingZoomBusinessVersion,withinvited‘thoughtleaders’,policyleadsandcontributionsfromCPPmembers.Theleadershipassociatechairedthesessionsandmanagedtheinteractionandplenarysessions,supportedbyCEStechnicallywhoalsorecordedthecontent.Followingeachwebinar,aresourcepacksummarisingtheeventandsharingthekeythemes,ideasandusefulinformationwasproduced.ThiswascirculatedtoeachCPPtoinformtheiractionlearningsession.

AspartoftheSharedLeadershipProgrammedesign,theactionlearningsessionshadthedualpurposeofdevelopingteamworkingthroughjointproblemsolving.Table5showstheoverallprogrammestructure,datesandcontributorsfromavarietyofperspectivesincludingCarnegieUK,academia,governmentdepartmentsandthevoluntarysector,aswellasthethreecontributingCPPs.

https://drjenfrahm.com/leading-uncertain-times/

https://drjenfrahm.com/leading-uncertain-times/

https://www.actionlearningassociates.co.uk/action-learning/reg-revans/




Figure10:RevisedSharedLeadershipProgramme

CarnegieSharedLeadershipProgramme

Phase 1Pre COVID-19Codesignprogrammeengagementandplanning

Phase 3•ExternalThoughtLeaders•Showcasingpractice•Reflectionandapplication

Programme learning

Action learning

Phase 2COVID-19 CrisisListeningeventFundamentalredesign•virtualdelivery•relevanttopics•actionlearning•crossfertilization

Webinar

Webinar

Webinar

Showcase Event


TheactionlearningsessionsprovidedtheCPPswiththeopportunitytoreflectontherelevanceofthetopictotheirwork,problemsolve,andapplythelearningtotheirworktogether.

TheprogrammemethodologyrepresentstheexperienceoftheCPPsduring2019–2021.Thestructured‘steadystate’planwasupendedbytheonsetofCOVID-19.TheCESresponsewiththeCPPpartnerswasnottomothballandwaittillthingsreturnedtonormalbuttopivotand

pragmaticallymakerapidchanges,learning‘ontherun’howtodelivertheoutcomesinacompletelydifferentway.Therewasalottobelearnedfromthisapproach.

Inadditiontotheworkcarriedoutacrossallthreecouncils,ArmaghCity,BanbridgeandCraigavonBoroughCouncilalsoinvestedtheirbespokewellbeingbudgetonsharedleadershiptodeepentheirpractice.TheirworkisreportedinBox7.

Table5:RevisedSharedLeadershipProgramme

Topic Date

Webinaronwellbeing 14September2020

Action learning sessionsfortheteamsfromeachCPP1. Howimportantaconceptiswellbeingforyourwork?2. Whataspectsofwell-beingneedmostattentioninyourcommunity?3. Inwhatlowcost/nocostwayscanyourpartnershipincreasecommunity

wellbeing?4. Howarethecommunitypartnershipscommunicatingtothepoliticiansandthe

publicabout‘wellbeing’?

22September2020

Webinaronhowwecanaddressinequalities 29September2020

Action learning sessionsfortheteamsfromeachCPP1. Howwelldoyouunderstandthecauseofinequalitiesinyourarea?2. Howcanyouworkbettertogethertoreducetheunfairandavoidable

differencesinhealthoutcomes?3. Inwhatlowcost/nocostwayscanyourpartnershipreduceinequalities?4. Howarethecommunitypartnershipscommunicatingtothepoliticiansandthe

publicaboutinequalitiesatthistime?

15October2020

Webinaronpartneringwithcommunitiesforrecovery 23October2020

Webinaronpartneringwithgovernmentdepartmentsforcommunityplanning 26November2020

Action learning sessions fortheteamsfromeachCPP1. Howcanyoupartnermoreeffectivelywithcentralgovernment?2. Howwillyouinfluencethewayinwhichcommunityplanninggoesforwardin

thenext3years?3. WhatdifferencedoyounoticeinhowyoushareleadershipinDecember2020

comparedtoDecember2019?

15December2020

Implications for the future of community planning Thelearningoutcomesfromthissessionwerethatparticipantswereableto:1. Reflectonandtransfertheirlearningacrossthethreepartnerships2. Planhowtoprogresscommunityplanningin20213. Planthenextsixmonthsoftheirdevelopment

13January2021

“Connected”isthefirstCommunityPlanfortheArmaghCity,BanbridgeandCraigavonBoroughwithaclearfocusondeliveringsustainableoutcomesthatimprovethesocial,economicandenvironmentalwell-beingoftheBorough’speopleandplace.

Inresponsetothepandemic,ABC’sCommunityPlanningPartnershipcametogethertodevelopa12-monthCOVID-19ResponseandRecoveryPlan(theCOVID-19Plan)toreducetheimpactofthevirusacrosstheBorough.Anintensive,community-focusedengagementandresearchexerciseidentifiedthePlan’s5mainpriorityareasand28collaborativeactionstomaximisethePartnership’sresponsetothecommunity’sexistingandemergingneeds,andtostrengthentheirpartnershipworkinganddelivery.

Inessence,theProgrammeprovidesthe‘backatbase’tangibleandstrategicsupporttoleadersastheydriveforwardthedeliveryofbetteroutcomesthatrespondtothecommunity’schangingwellbeingneeds,aspirationsandexpectationsincollaborationwithothersacrossallsectorsandpolicyareas.

TheoverarchingaimoftheProgrammeistobuildastrongcadreofconnected,confident,collaborativeandresilientleadersofpositivechange.Itoperatesacross3interlinkedlevels:network,groupandproject.

1. TheABCPeerNetwork(thePeerNetwork)isacollectivespacethatisopentoeveryoneinvolveddirectlyandindirectlyindeliveringtheCOVID-19Planacrossorganisations,sectorsandpolicyareastocometogether.

2. ParticipationinthePlanningGroupisbyself-selectionfollowinganinviteissuedtoallPeerNetworkmemberswishingtojoinasmallgroupresponsibleforconveningandchairingthePeerNetworkmeetings.

3. TheCOVID-19Planincorporates5prioritiesandsome28collaborativeactionsthatcollectivelycontributetotheBorough’sresponseandrecoveryfromthepandemicoverthenextyear.

TheProgrammeisrealisticandopenabouttheleadershipchallengesandcomplexitiesthatcross-sectoralandcollaborativeworkingpresents.Italsorecognisestherealshortandlong-termbenefitstobeaccruedfromtheprovisionofdeliberative,strategicandadaptiveone-to-oneandgroup-basedapproachesthattogetherhelptoreleasethepotentialofsharedleadershipinpractice.

Outcomesandlearning:TheProgrammehasempoweredindividualsandprovidedthemwithopportunitiestoexerciseleadershiprolesinthePeerNetwork,andwithintheirrespectiveprojectsandareasofexpertise.Participantshavegrowninself-confidenceandintheirreadinesstoadoptandembracethesharedleadershiproletobetterrealisecommunitywellbeingoutcomes.Forsome,thishasmeantsteppingoutsidetheircomfortzonetochairthePeerNetwork,andforothersithasmeantleadingoutonaninitiativewheretheydidnothavedirectauthorityforthedeliveryoftheproject.

Box7:ABC:SharedLeadershipinPractice


Connectionsandnetworking:ThePeerNetworkprovidedasafe,supportive,creativespacewherepartnerscouldmeetup,gettoknoweachotherbetter,andbuildtheirsenseoftrustandsolidarity.Ithasprovedvaluableandnecessaryinbuildingtheconnectednessandresiliencethatenablesleaderstobettercoordinateanddevelopideas.

Co-designandshareddecisions:Partnershavedemonstratedtheopennessandcapabilitytoworkcollaborativelytoco-design,developandimplementnewandmorecoordinatedapproachestotheirwork,andtonegotiatethesharingofskillsets,decision-makingandinformationwithothersacrossdifferentorganisationsandsectors.Thishasbeenparticularlyhelpfulinunlockingcreativityandpromotingawillingnesstoworktogetherinnew

waystodeliverbetteroutcomesinareasthathavebeenhistoricallydifficulttounpackandrespondto.

Poolingandmaximisingresources:TheProgrammeparticipantshavedemonstratedagrowinglevelofopennessandtrustineachothertosharefinancial,humanandin-kindresourcesacrosstheirrespectiveorganisationsandsectors,andalsotomakejointfundingsubmissionstodepartmentalCOVID-19programmestodeliverbetteroutcomestogether.

ABCCommunityPlanningPartnershipalsorantwoadditionalsharedleadershipprogrammes,onewiththeCommunity&VoluntarySectorPanelandanotherwithactionleadsfromacrossthepartnership.



5.2DevelopmentofStrategicIndicators on the Success of Shared Leadership

Itwasalwaysintendedthatlearningaboutthisprogrammewouldbecapturedandsharedforwideruseacrosscommunityplanningandotherwellbeingandpublicservicereforminitiatives.Likeotheraspectsoftheprogramme,theoriginallearningplanwasimpactedbythepandemicandtheresultingneedtoredesignandpivotthedeliveryplatformandprocess.CESdidcontinuetogatherlearningacrossallelementsofdelivery,includingthecollationandsharingofresourcesandlearningfromeachelementoftheprogrammeforparticipatingteams.

Theapproachtogatheringthelearningincludedthefollowingmethods:

• Theco-designandperiodicimplementationofasetofindicatorsofsharedleadershipincommunityplanning

• Designandadministrationofasurvey• Undertakingofinterviewsandfocusgroups

withparticipantsandotherkeystakeholders• WorkshopwithCPPmanagerstoconsider

keyissuesemergingfromthelearningandproposerecommendations.

TheCESteamco-designedthesetofindicatorsfortheSharedLeadershipProgramme.Theseweredevelopedatthepointwhentheprogrammewasinitiated,basedonareviewofavailableevidenceandaco-designworkshopwithprogrammeparticipants.CESthencollecteddatafromparticipantsatthebeginningandendoftheprogrammeandreviewedchangesinthedata,invitingparticipantstoscoreindicatorsasfollows:

• 0ifNotinplace• 1ifBeginning• 2ifProgressing• 3ifAchieved.

WewereawarethatthepandemichadcausedsignificantshiftsforCommunityPlanningPartnerships,aspartnershipssteppedintorespondtoneedsinthecommunity,engagedinregularcrisisplanningorworkedtogethertomeetneedsontheground.Thisshiftedperceptionsandacceleratedrelationshipbuildinginwaysthatwerenotanticipated.Itisdifficulttodrawconcreteconclusionsfromthechangesinscoresnotedbelow.Inaddition,thenumberofrespondentsatthefinalstageofdatacollectionwaslowerthanatotherstages.However,thedataisaninteresting‘pointintime’scoreforthethreeCPPs.


Table6providesinformationonthebaselineandpost-programmerankingsfortheindicators.Interestingly,theindicatorthathadthelargestaveragedifferenceinindicatorscoresfrom2019to2021was“Ownershipofcommunityplanningasawayofworking”(1.17),whichmayreflecttheengagementthathappenedasaresultofrespondingtogethertothecrisis.

Overall,thelowestscoredindicatoraveragedforthethreeCommunityPlanningPartnerships(2021)was“Politicalenergyandsupport”(1.32),whereasthehighestwas“Infrastructureinplacetodelivercommunityplanning”(2.58),whichmayindicateappreciationfortheteamandpartnershiparrangementsinplace.

Table6:AverageScores–StrategicIndicatorsofCommunityPlanning(rankedbychange)

Co-designstage Nov 2019

Pre-programmeengagement

sessions Spring 2020

Programme closure

Jan/Feb 2021

Change

Ownershipofcommunityplanningasawayofworking

1 1.77 2.17 +1.17

Resourcestodelivercommunityplanning 0.83 1.42 1.61 +0.78

Infrastructureinplacetodelivercommunityplanning

1.83 1.92 2.58 +0.75

Publicseeingbenefits 1 1.08 1.63 +0.63

Partnersseeingbenefits 1.6 1.70 2.22 +0.62

Evidenceofreconfiguration 1 1.83 1.61 +0.61

Evidenceofsharing 1.5 2.36 2.04 +0.54

ChairmanagingtheCPPbusinessbeyondmeetings

2 2.11 2.17 +0.17

Implementationplansbeingexpedited 2 1.77 2.14 +0.14

Politicalenergyandsupport 1.3 1.90 1.32 +0.02

Accountabilityandreviewmechanismsinplaceandmeaningful

2 1.95 1.97 -0.03

CPPmembershavedecisionmakingauthority 2.3 1.93 1.94 -0.36


5.3RoleofandRelationshipswith Central Government

TherelationshipbetweencentralgovernmentandCommunityPlanningPartnershipsarosethroughouttheprogrammeandwasafocusofonemodule.Thereappearstobeseveralkeyfactorsatplayhere,namely:

• HowcentralgovernmentdepartmentsarestructuredtocollaboratewitheachotheronissuesofcommonconcernorinteresttoCPPs.

• CPPparticipantsreportedaperceivedinternaldisconnectbetweenseniorandmiddlegradecivilservantsinregardtocommitmentsandundertakingswithCPPs.ThisisparticularlyrelatedtohowinformationissharedwithindepartmentssothatCPPsexperienceaconsistentapproachfromdepartmentsonCPPissues.

• Howcommunityplanningisreflectedincentralgovernmentplanningthroughtheallocationofresources,sharedaccountability,crosscuttinggovernance,coordinationofpartnerinvolvementandthepositioningofCPPswithintheProgrammeforGovernment.

Regardingtheperceived“disconnect”betweencentralgovernmentdepartmentsonissuesofcommoninterest,participantscitedthattherewas“lessunderstandingofhoweachother[departments]work”andreporteda“poorcollaborativerelationshipbetweengovernmentdepartments”,withtheproposalforcentralgovernmenttocoalescedifferently:“Lookatissuesandthemesratherthanfocusingonthedepartments”.

Participantswereenthusiasticaboutthepromiseofcommunityplanningandfortheapproachtobesupportedandutilisedmorewidely:“Thereisaneed[for]thepolicyimperativetoworkinacommunityplanningwayacrossallsectorsandorganisations”.However,participantswidelyexpressedaviewthatinvolvementfrom

statutorypartnersneededtobeembeddedinthedaytodayoperationsandworkplansofeachorganisation,thatitis“partnershipsandactiongroupswhoareresponsibleforimplementingcommunityplanningmorethancentralgovernment”andthatitshouldnotbelefttotheenthusiasmofindividualsororganisations,butratherorganisedthroughcentralgovernment:“Communityplanningneedstoplayastrongerroleinday[sic]jobswhichcanbepushedbycentralgovernment”.

TheProgrammeforGovernmentwascitedasanimportantvehicleforasharedvision,coordinationandplanninginNorthernIreland.TherewasdisappointmentthatcommunityplanningdidnotfeatureasavaluableimplementationmechanismfortheProgrammeforGovernment,e.g.“LearningfromsharedleadershiponcommunityplanningshouldbeembeddedintheProgrammeforGovernment”and“TheProgrammeforGovernmentisanimportantenableracrossallsectorsinNorthernIrelandbutcommunityplanninghassufferedbynotbeingincluded”.ItwassuggestedthattheProgrammeforGovernmentneededabottom-upapproach,lookingatsharedleadershipatlocalleveltofindmethodsthatworkinlocalcommunities.

TherewasalsoarecognitionofthepotentialsavingsemergingfromCPPs“usingmoneyefficientlybyworkingtogether”.TheCPPs’understandingofwhatisgoingonatalocallevelwasalsocitedasvaluabletocentralgovernment,asthereisa“needtounderstandissuesatlocalleveltobefilteredupforproblemstobeunderstoodanddealtwith”.Therewasaconcernaboutcentralgovernance,especiallyaschurninCPPrepresentationbecomesmorewidespread,witharesultantlossofknowledgeandrelationships.ItwassuggestedthattheDepartmentforCommunities“lookatinfrastructuralchangesinseniorlevelinvolvementwithinstatutoryorganisationsandagencies,andmakechangestoimplementcommunityplanningfromtopdown”,perhapsthroughsomenewcentralcoordinationofdepartmentalinvolvement.


5.4 RelationshipswithinCPPsThisthemeofbuildingrelationshipswasalsoreflectedwhenparticipantstalkedabouttheirownCPP,wheretheywerekeentounderstandtheroleandscopeofeachother’sorganisationsandhowtheycouldeachcontributetotheCommunityPlan,aswellasensuringadequatesharingofaccountabilityandresourcing.Buildingstrongerrelationshipswasakeymessage,withsuggestionsthattherewasa“lackofawarenessaboutotherorganisations’roles,resourcesandserviceproposals”,andthatitwouldbevaluabletocreate“aforumtounderstandotherorganisations”.ExistingeffortstoshareunderstandingwithinCPPswasappreciated:“Explainingrolesatmeetingstoothermemberstohelpsharedknowledgeonhowcommunityplanningcancollaborativelywork”;and“[we]needthistobecontinuedeverycoupleofmonthsfornewmemberswhojointhepartnership”.

Itwasstatedinseveraldifferentengagementsthattherearecoreorganisationswhichhavesuccessfullytakenworkforwardtogether,whereasothershaveyettosuccessfullyengage:“Therearekeyorganisationsthatmakeanimportantcontribution”.Itwasalsosuggestedthatgreatersharedengagementwouldleadtoa“strongersenseofjointaccountabilityandresponsibilityforcommunity”.ThevalueoftheserelationshipswasclearlyunderstoodasimportanttoCPPgovernance:“thereisaneedfortrustingrelationshipsthatadheretopoliciessuchassafeguarding”;and“thereisaneedforconfidentialityforcommunityplanning”.

Whilstthereisalegislativeimperativeforstatutorybodiestoengageincommunityplanning,manyparticipantsnotedthatcurrentCPPinvolvementisnotconsideredpartofnormaljobroles,leadingtoseveralrespondentsaskingtohavecommunityplanningasameasurablepartofeveryone’sjob,ratherthanforminganadditionalpieceofwork:“Communityplanningshouldn’tbeanextrajob–itshouldbecarriedoutaspartofcurrentroles”;and“CommunityPlansshouldbereflectedincorporateplans[orthoseofparticipatingagencies]tohelpitfilterthroughdepartmentsintomoreseniorlevelsthanHeadofCommunityPlanning”.

ItwasalsoacknowledgedthatthelocalauthoritiescarrythegreatestburdenoforganisingandresourcingtheCPP:“Councilisatheartofcommunityplanning”;“Council[is]expectedtodomostofthework”.Someconsideredthatgovernmenthadnotfullyengagedwithlocalgovernmentandstatutorybodiesonhowcommunityplanningshouldbeimplemented,withaviewexpressedthatcommunityplanninghadbeen“thrownonthedeskoflocalgovernment”.Aconcernaboutalackofadequateresourceswasalsoexpressed.Intervieweesalsothoughtthemomenthadcomeforinnovationinpooledorparticipativebudgets:“[we]needtoovercomeworryabouthowotherpeopleareusingourbudget–sharedresource,sharedmoney,sharedassetsforallofthecommunity”;and“[we]needtoshareassets–physicalassetsandpeopleastheyare[forthe]community”.


Theroleofthecommunityandvoluntarysectorwasanothersignificanttopicfordiscussionduringtheprogramme,aswellasinpostprogrammelearning.Therewasarecognitionthatthesectorcanoffer‘ontheground’engagementanddeliveryaswellasnewinnovativemodelsofpractice,e.g.“[InternationalVoluntaryOrganisations]haveinnovativemodelsandchallengestatutorypractice”.However,therearestillissuestoovercomeinrelationtothecommunityandvoluntarysector’spositioninCPPssuchas“lackofawarenessofwhatcommunityisandwhatitmeans”aswellasthe“importanceoflisteningtowhatthecommunitywants”.

Ithasalsobeennotedthatvoluntaryandcommunityorganisationsarenotreflectedinthelegislationinthesamewayasstatutorypartners.Thishasledtoasenseofanunevenplayingfield,withacallfor“moreengagementwiththecommunityandvoluntarysector”madeinseveraldiscussions.Participantsalsosharedthe“importanceofbringingassets,e.g.individualsandsharedexpertise,tomeettheneedsofthecommunity”.

Concernswereexpressedthatseveralyearsonfromcommencementofcommunityplanning,somekeyindividualswouldbemovingonintonewrolesorintoretirement,creatingissuesofsuccessionplanning,knowledgemanagementandrelationshipbuilding:“steppingdownwillleaveusunsureifthenextpersonwillmaintaincommunitydutiesifitisnotspecifiedintheirjobdescription”;and“relationshipsareimpactedthroughretirement,promotionsetc”.ThevalueofgoodrelationshipswithinCPPstoenablejointworkingandactionwasstressedrepeatedly:“Communityplanningandengagementworkdependsontheindividuals’interests”;and“personalrelationshipsbuildmorethanrelationshipswithorganisations”.

5.5 RelationshipsacrossCPPsParticipantsrelatedtheneedtocontinuetobuildrelationshipsandsharelearningacrossallCPPs,statingtherewasa“needformorecrosspartnershipworking”,andthattheywere,forexample,“unsurewhotheotherchairsare”,aswellasuncertaintyifothercouncilsandgroupmemberswere“onthesamepageorwheretheyareat”.Therewasacallfor“morecollaborationwiththeotherelevenpartnershipstohelpreduceoverlapandduplication”aswellasacommentonthe“importanceofsharingknowledgetoimproveoutcomeswithotherpartnerstoworkcollaboratively”.

ParticipantsrecognisedthevalueoftheSharedLeadershipprogrammeinthisregard:“thisprogrammehashelpedbringpartnershipstogether”.


5.6KeyLearningandActionsfor Shared Leadership

Participantshavereinforcedtheimportanceofsharingknowledgewithallpartnerstoimproveoutcomesandworkcollaboratively.ThisincludeswithinorganisationsandCPPs,andregionallyacrossallCPPsasdepictedinFigure11below.

Participantswanttobuildinmechanismstobetterunderstandtherangeofpartnershiporganisationsandtheservicestheyprovide,aswellastheirperceptionandpositiononcommunityplanning.Thepotentialtobuildawarenessofwhatotherpartnersaredoingcanbringconsistencyandefficiencyacrosspartnerships.Thisshouldbedeliveredthroughworkshops,regular‘special’meetings(every12-18months)andforums.TheSharedLeadershipProgrammehasbeenavaluablestarttobuildingcollaborativeworkingbutshouldbedeveloped.

Whilstofferinginsightfulfeedbackonthedeliveryandcontentoftheprogramme,participantsalsoproposedthatthisformatofprogrammehasthepotentialtosupporttheimplementationofcommunityplanningmorebroadly.Ablendedoronlineformat,togetherwithaco-designedprogrammeandtheopportunitytoprocesscontentthroughactionlearningorteamcoachingwouldbeofvalue.

ThereisaneedforfurthertestingandrefinementofthestrategicindicatorsdevelopedduringtheSharedLeadershipProgramme.OngoingbenchmarkingandspacefordiscussionareareasthatneedgreaterattentionacrossCPPs.

Therewasalsoarequestthatthisprogrammefeedinto‘sharedleadership’thinkingatthehighestlevelsofpublicadministrationinNorthernIreland,foradoptionandimplementationthroughalldepartmentsandpublicbodies.

Figure11:RelationshipbasedoutcomeswithinandacrossCPPs

Across CPPs

CPP Chairs

Within my CPP

CPP relationships within my organisation

or department

CPP chairs are being supported and getting feedback within their CPP. CPP chairs are coming together to share learning and experience at a

regional level.

CPPs are aware of the activities of other CPPs. Learning about successes and failures are shared across CPPs. Learning is being brought together and shared regionally.

We know who’s involved from my organisation and across what CPPs. We are coming together to share our purpose and learning. CPP is part of our day job and the organisational plan. We are acting consistently across levels of seniority and across CPPs.

I know who the other organisations are. We understand each other’s roles. We are able to plan and hold good meetings where we build relationships

and tackle issues. We have a clear, achievable focus and a measurable, evidence informed plan.


6.1 TheUseofDataandEvidence

Arepeatingthemeduringthepeer-to-peerlearningeventswastheimportanceofdataandevidencefortheplanningprocess.Itwasacknowledgedduringthesessionsthatobtaininggoodqualitymonitoringdatawhichdemonstrateswherechangehasoccurredischallenging.NISRAwasseenashavingakeyroleinthisregard.

TherehasbeensignificantinvestmentintheLabourForceSurveyandSafeCommunitySurveywhichinvolveddoublingtheirsamplesizesduringtheperiodthatthisprogrammewasinplace.ThisinvestmentrelatedtotheProgrammeforGovernmentrequirementforreducedsamplingerrorinpopulationindicators.Thishasprovidedreliable,high-qualitystatisticsatlocalgovernmentlevelforimportantindicatorssuchaseconomicinactivity,employment,victimsofcrime,workforcequalifications,underemploymentandlifesatisfaction.TheLabourForceSurveyisparticularlyimportantforlocalgovernment.AttendeeswerealsosignpostedtothefreeNorthernIrelandNeighbourhoodInformationServiceworkshopswhichprovideguidanceandcanhelpwith

developingtheskillsrequiredtoallowtheCommunityPlanningPartnershipstoidentifywhatdatatheyarelookingfor.

AnexternalspeakerfromNESTA,TomSymons,providedinsightbasedontheirownexperienceofdataprogrammes.Theissuesinvolvedinlocalgovernmentuseofdatacould,intheirview,besummarisedas:

• Lackofseniorleadershipsupport• Datasharing,withdataoftennotbeingatthe

rightlevelforeffectiveuse,orpartnersbeingunwillingorunabletosharetheirdata

• Dataquality:Thereisaneedtodemonstratethevalueofgoodqualitydataandshowthoseresponsibletheimplicationsintermsoftheaccuracyoftheirdecision-making.

ThroughouttheEmbeddingWellbeinginNorthernIrelandprogramme,weobserveddifficultiesinaccessingqualityandtimelylocaldata.TheNISRAstatisticianswhoworkedwithlocalgovernment(onacommissionedbasis)werevaluedbytheCommunityPlanningteamsbutthemodelprovedunsustainableparticularlyduetotheimpactofCOVID-19.Giventhelackofresourceavailableatlocalgovernmentlevelforstatisticians,ourviewatCarnegieUKhasbeen

6.WhatweLearntfrom Peer-to-PeerLearning

Fromtheoutsetoftheproject,thethreelocalauthoritypartnerswerecommittedtosharingtheirlearningandexperienceswiththewiderCommunityPlanningnetworkinNorthernIreland.Itwasacommitmentthatwastakenveryseriouslyandactionedthroughparticipationinpeer-to-peerlearningandongoingcommunicationthroughtheirownofficernetworks.


thatthereisashortageofskillavailablelocallytosourceandtailortheavailabledatatotheneedsoftheCommunityPlanningPartnership.

Afurtherissuerelatestohowwellbeingdataiscollatedtoimprovedecisionmaking.Analysisoftenpresentsdataindifferentcategoriesandunits.Wewerepleasedtobeabletosupport

theDerryCityandStrabaneDistrictCouncilNaturalCapitalAccount(seeBox8).Naturalcapitalaccountingisanapproachtoestimatingtheeconomicbenefitsprovidedbygreenspaces,particularlyforpublichealthandwellbeing.ANaturalCapitalAccount(NCA)canhelpinformandimprovedecision-makingbyframingpublicgreenandbluespacesaseconomicassets.

Box8:NaturalCapitalAccount:DerryCityandStrabaneDistrictCouncil

TheNCAwasdevelopedbyVividEconomics,incoproductionwithDerryCityandStrabaneDistrictCouncil(DCSDC)anditsGreenInfrastructure(GI)Stakeholders,whichformpartoftheCommunityPlanningPartnership.

Naturalcapitaldescribescomponentsofthenaturalenvironment(includinggreenspaces)thatprovideeconomicbenefitsforpeople.Thesebenefitscanincludecleanerairandwater,improvedphysicalhealth,mentalhealthandwellbeing,carbonstorage,temperatureregulationandfloodriskregulation.

TheNCAassignsamonetaryvaluetokeyservicesprovidedbygreenspaces.Thismakesiteasiertocomparebenefitswithongoingspending,investmentandwithspendingonotherpublicservices.Withoutsuchanaccount,thebenefitsandvalueformoneyareseldomexplicit.

Wefoundthat:

• DerryCityandStrabaneDistrictCouncilsuppliesmorethan£75millioninbenefitstoresidentseachyearthroughits223greenspaces.

• Greenspaceswillprovide£1billioninbenefitsoverthelifetimeofDerryCityandStrabaneDistrictCouncil’sGreenInfrastructure(GI)Plan(2019-2032).Thisvaluecouldincreaseifparksareenhancedtoencouragemore,longerandactivevisits.

• TherearemorethanfivemillionvisitstoDerryandStrabanerecreationalgreenspaceseachyear.Visitorsbenefitfrommentalwellbeingandphysicalhealthimprovements.ThetownofStrabaneandnon-urbanareasoftheregionhavefewergreenspaceoptionscomparedtoresidentsinDerryCity,butthiscouldincreaseifthestudywereextendedtoincludeallpubliclyaccessiblegreenspaces.Thesebenefitsareprovidedatlowcost.

• Itonlycosts£1todeliverover£22ofbenefits.Greenspacesprovideover£500ofbenefitperadultresidentperyear.

These figures were provided prior to the COVID-19 pandemic, and it is estimated that they now hold an even greater value.


6.2StatementsofProgressTheLocalGovernmentAct(NorthernIreland)2014requiresCommunityPlanningPartnershipstoproduceaStatementofProgressonatwo-yearreportingcycle.TheStatementofProgresshastobemeaningfulandunderstandabletolocalpeople,whoaretheintendedaudience.ItshouldreflectwhattheCommunityPlanningPartnershipistryingtoachievefortherecipientsoflocalpublicservicesandbeengagingandinspiringinawaythatgoesbeyondtheusualservicesandcommunications.ThestatementshouldhighlightpracticalachievementswhichareunderstandabletocitizensandprovidealeadintodiscussionsandengagementonthenextstepsfortheCommunityPlan.

Thesecondpeer-to-peerlearningeventprovidedanopportunityforofficersfromacrossthe11councilareastooutlinetheirexperienceofproducingStatementsofProgress.CommunityPlanningPartnershipshavetrialledarangeofdifferenttoolsanddeliverymechanismsincommunicatingtheirStatementsofProgresstocitizensinlinewiththestatutoryrequirement.Arangeofaccessibleoutputs,suchasengagingreports,infographics,andvideoclipswereusedtoreflectonprogressmadeandtoprovideafocusforthefuture.ThemessagesintheStatementsofProgresswerealsotakentotheplacesandspaceswherecitizensspendtime,suchaspublictransport,cinemasorleisurecentres,andsocialmedia.DerryCityandStrabaneCommunityPlanningPartnershipcommittedresourcesfromthisprojecttofurtherdeveloptheircommunicationactivity,includingtheuseofbillboards54.Multiplecommunicationroutescreatedanopportunityfordialogue,incontrasttothetraditionalone-waycommunicationstyleofgovernment,andanopportunitytoredefinetherelationshipbetweengovernmentandcitizens.

54 DCSDC(2019)Statement of Progress.Availableonlineathttps://growderrystrabane.com/wp-content/uploads/2019/11/DCSDC_StatementOfProgress_draft22.pdf

Apaneldiscussionallowedstakeholderstoreflectonthelearnings,noting:

• TheneedforaculturechangeinwaysofworkingaswellashowtheStatementsofProgressdocumentsareproduced.Itwasreflectedthatlocalgovernmentisfurtheraheadonthejourneyonanumberofkeyprocesses,suchascommunityengagementandtheuseofdata,thantheircolleaguesincentralgovernment.

• Theimportanceofgatheringandsharingstoriesofchangeandqualitativeevidenceaswellasdata.

• Theimportanceoflocalauthorityleadership;attendeesshouldbeencouragedtoseekforgivenessratherthanpermission,andtobebold.

• Theimportanceofcollaborationinalloftheexamplescited;onharnessingindividualenergiesforthecollectivegood;culturechange;andmovingoutsideofareasofexpertiseandcomfortzones.

https://growderrystrabane.com/wp-content/uploads/2019/11/DCSDC_StatementOfProgress_draft22.pdf




6.3WorkingwithCommunitiesThefinalpeer-to-peereventwasheldinSeptember2020,duringtheCOVID-19pandemic.Assuchtherewasastrongfocusonwhathadbeenlearntduringtheinitialphaseofthepandemic,includingthefirstlockdown.Inparticular,attendeesreflectedontheirchangingrelationshipwithcommunitiesduringthistime.

Innormalcircumstances,localauthoritiesarecivicleaders,agreeingonanddeliveringlocalpriorities;beingaccountableforpublicmoneyandresources;deliveringservices;andprovidingfacilities,eventsandactivities.Duringthepandemictheserolesstayedmuchthesamebutthecontext,priorities,servicesdeliveredandfinancialconsiderationschangedradically.Councilsandcommunitieshadtobeflexibleandresponsive,anddevelopstrongrelationshipsinarapidlychangingsituation.Withthenewpriorityofkeepingpeoplealive,safeandwellcameradicalchanges.Incomegeneratingservices,suchastheatres,artsvenues,leisurecentresandcommunitycentreswerebroughttoahalt.Facilitieswerere-purposedasfooddistributioncentres,changingfacilitiesforhealthcareworkers,andPPEproductioncentres.Advisoryserviceswereenhancedandextended,andinnovationintheuseoftechnologyandnewwaysofworkinggrew.Howmoneywasbeingspentaltereddramatically,beingredirected,forexample,tosupportcommunityorganisations,communityresilience,andsportshardshipfunds.

Newrolesweredeveloped,suchasdeliveringfood,fuelandcleaningmaterials,collectingprescriptionsandreducinglonelinessandisolation.TheDepartmentforCommunitiesaswellasHealthTrustsandcommunityresponseteamsfromthecommunityandvoluntarysectorweresupportedbycouncilstaff,buildingonexistingcollaborativerelationships.TherobustcommunityplanningstructureshavethereforebeentestedsinceMarch2020,andhaveenabledcoordinationontheground,andencouragedandsupportedvolunteersthroughthedevelopmentofcommunityhubs.Communityhubsprovidedafocusfortheresponsetothecrisis,andawiderpictureofthepandemicforcouncils.

Alternativeservicedeliverymethodswerealsodeveloped.Forexample,insomeareaswastecollectionsbecamemorefrequentwhileHouseholdWasteRecyclingCentreswereclosed.Virtualservices,suchasartsandculture,weredevelopedtosupportwellbeing.Civicleadershipwasalsodeliveredthroughsocialcampaignson,forexample,kindness,respect,andsupportingvictimsofdomesticabuse,therebyreinforcingpublichealthmessages.Electedrepresentativesalsorelayedpublicmessagesofsupport,andprovidedpractical,localassistance.Finally,goodworkinchallengingcircumstanceswasrecognised.

Councilstookaholisticapproachtosupportingwellbeingduringthepandemic.Intermsofsocialwellbeing,localauthoritiescoordinatedandassistedwiththedistributionoffood,prescriptionsandartssupplies;coordinatedvolunteeringefforts;andconductedcampaignsdesignedtopromotementalhealth.Tosupportenvironmentalwellbeing,councilstackledflytipping,promotedbiodiversityandencouragedhomegrowingwherepossible.Volunteerscameoutinsignificantnumberstoassistwiththeseactivities,helpingtofosterasenseofcommunitycohesion.Supportforeconomicwellbeingincludedprovidingbusinessgrants,jobopportunities,adviceandpromotionoflocalbusinesses.Akeyroleofthecivicleadershipofcouncilswasalsotobuildrelationships,torecognisewhenpeoplewentaboveandbeyondthecallofduty,andtoencourageotherstodoso.

Goodcoordinationisvitaltoavoidduplicationandconfusion,andinthisregardthepre-existingcommunityplanningstructureswereimmenselyhelpfulandenabledcouncilstoactquickly.VolunteerNowandtheNorthernIrelandCouncilforVoluntaryAction(NICVA)werecriticallyimportantinhelpingtoaddresstheoverwhelmingvolumeofoffersofhelpfromvolunteers.CouncilsnowappreciatetheneedtoimproveNorthernIreland’sdigitalconnectivity,andhowacrisiscanbeusedbysomeasanopportunity.Thereisalsoaneedtobuildonthegrowthofsocialcapitalthathasemergedduringthecrisis–andinthemoreconnectedcommunities,thenewrelationshipsandbuild-upoftrust.


Areviewispromisedintothefunctioningofcommunityplanning.Butaftertheexperienceofthepandemicresponse,thefutureofcommunityplanningasamodelisperhapslessindoubtthanitmighthavebeen.Thebenefitsofjointworkingacrosspublicservicesandwithcommunitieshavebeenseeninaction,andwhilethepandemicmayhavebeenabaptismoffire,itprovidedproofofconcept.

OurexperienceofworkingalongsideCommunityPlanningPartnershipsforoverthreeyearshasprovidedCarnegieUKwithauniqueopportunitytoexploreanddeveloprecommendationsonhowcommunityplanningcouldbestrengthenedintheNorthernIrelandcontext.

7.1 CoreFundingTheLocalGovernmentAct(NorthernIreland)2014requireslocalgovernmentanditsstatutorypartnerstopioneerinnovativenewwaysofdeliveringpublicservicesinNorthernIreland.Yetdespitetheneedtoexecutenewpowers,toworkwithinnewpartnershipstructures,andfornew,professionalskillsetstodelivernewservices,communityplanningasapolicyfunctiondoesnotreceivededicatedfundingfromtheNorthernIrelandExecutiveortheotherCommunityPlanningpartners.Theadministrativecostsarebornesolelybylocalcouncils,despitethelanguageofsharedendeavour.

Consequently,smallcommunityplanningteamshavebeendevelopedtosupportNorthernIreland’s11CommunityPlanningPartnershipstoimprovecommunitywellbeingoutcomesasfarintothefutureas2030or2035.Insomecases,alackofdedicatedfundinghasledtocapacityissueswhenoperationalisingcommunityplanningandhaslimitedtheabilitytoinnovateandextendactivitieswhichcouldimprovelocalwellbeingoutcomes.

7.WhatNextforCommunityPlanning in Northern Ireland?

2021isapivotaltimeforcommunityplanninginNorthernIreland.Shortlyafterthisreportispublished,CommunityPlanningPartnershipswillissuetheirsecondStatementsofProgress.


EmbeddingWellbeinginNorthernIrelandprovidedessentialfundingforactivitiessuchassharedleadershiptrainingandcommunityengagement.Fromourevaluationofthisprogrammewehavenodoubtthatthiswasmoneywellspent.TheseactivitiesarecriticaltothesuccessofCommunityPlanningPartnershipsbutthecostofsuchimportant,multi-agencyprogrammesofactivityshouldnotbebornebyonepartneralone.And,whilewewerehappytostepin,wecannothelpbutnotethatsuchbasicpracticedevelopmentsupportforastatutoryrequirementshouldnothavehadtobeprovidedbyphilanthropy.

Ourprogrammehashighlightedthecapabilitiesoflocalgovernmentasdeliveryagentsofchangewhentheyareadequatelyresourced.WhilethesupporttheExecutivehasprovidedtolocalauthoritiestorespondtoandrecoverfromtheCOVID-19crisisiswelcome–andrecognisesthatcouncilsareinstrumentalinunderstandingandrespondingtotheneedsofcommunities–communityplanning,asalong-termprocessandstatutoryrequirement,needsgreaterstabilityoffinancialsupport.

Recommendation 1All statutory Community Planning Partners(includingagenciesandcentraldepartments)shouldcontributetoafundforthe administration of community planning, to ensurethePartnerships’abilitytodeliveronimproving local wellbeing outcomes over the course of the current Plans.

7.2 LocalGovernmentPowersand Responsibilities

TheLocalGovernmentAct(NorthernIreland)2014wassignificantinreshapingtherelationshipbetweencentralandlocalgovernment.Howeverkeypolicyareasremainatcentrallevel,limitinglocalgovernmentintheirplace-making.

TheLocalGovernment(NorthernIreland)Act2014includedprovisionsforan‘AugmentationReview’followingtheestablishmentofthe11newlocalauthoritiesandtheconsolidationoftheirservices.Nosignificanttransfershavetakenplacesince2015,perhapsduetothewiderpolicyandpoliticalvacuumintheabsenceoftheNorthernIrelandAssemblyandExecutiveandtheCOVID-19pandemic.

Weheardconsistentlythattheomissionofregenerationfromtheportfoliooflocalgovernmentbothrendersthetransferofnecessarypowersincompleteandunderminestheabilityofcommunityplanningtoaddressinequalitiesatthelocallevel.ThisisparticularlyimportanttoremedyinthelightofCOVID-19withcouncilsturningtheirattentiontotheneedtosupportthelocalrecoveryinawaythatmaximisestheimpactonsocial,economicandenvironmentalwellbeing.

Recommendation 2As part of an Augmentation Review, the Northern Ireland Executive should amend theLocalGovernmentAct(NorthernIreland)2014toincluderegenerationamongtheportfolio of powers for local government thereby completing the transfer of the necessary powers required to address inequalities to the local level.


7.3 BuildingRelationshipsbetween Central and Local Government

Naminglocalauthoritiesastheleadpartnerforcommunityplanninginlegislationhascreatedtheperceptionthatcommunityplanningisownedbythelocalauthority,oronedepartmentwithinit.However,communityplanningisbetterunderstoodasasharedendeavourbetweenequalpartnerstoacttogetheronagreedpriorities.Amoremature,strategicapproachisthereforerequiredtofacilitatethis.

Ourfindingssuggestthatthereissignificantvariationinpartnershipworking,fallingintothreecategories:thosewhoareproactiveandseecommunityplanningascentraltoachievingtheirobjectives;thosewhoviewcommunityplanningashelpingthemtodeliverperipheralaspectsoftheirworkratherthantheircoreactivity;andthosewhoarestilltryingtoseehowcommunityplanningassiststheminthedeliveryoftheircoreworkprogramme.Whileweunderstandthattherewillalwaysbesomestatutorypartnerswhowillbeclosertocommunityplanningthanothers,webelievethatallpartnersshouldexploretheextenttowhichthereisscopeforcloseralignmentbetweentheirorganisation’sobjectivesandtheoutcomesoutlinedintheCommunityPlans.

ThesefindingsechotheearlierGallagherreportandwesharetheirconclusionthatallpublicbodiesneedtobuildcommunityplanningfurtherintotheircoreworkingpractices.Thereweremultiplecasescitedwherethecentraldepartmentsorarms-lengthbodieswerenotbeingrepresentedbydecision-makerswithinthosestructures,limitingtheabilityoftheCommunityPlanningPartnershiptoactcollectivelytowardstheirsharedpriorities.

ThereisasimilareffectatplayintheProgrammeforGovernmentwherealignmentofoutcomesislargelyperceivedasaone-wayprocessoflocalgovernmentaligningwithcentralgovernment,ratherthanseeingtheprocessasasharedactivitytoidentifyoutcomesandtheprioritiesandprogrammesthatflowfromthem.

Recommendation 3

TheFirstMinisterandDeputyFirstMinistershould issue a directive to all departments, statutorybodies,andarms-lengthbodiestoparticipate fully in the community planning process.

Recommendation 4DepartmentalPermanentSecretariesandChiefExecutivesofarms-lengthbodiesshould ensure that those representing their organisations at community planning meetings have sufficient authority to commit resources(humanandfinancial)toactionsdesigned to deliver on agreed CPP outcomes.


7.4 PooledBudgetsAkeybarrierforachievingCommunityPlanningPartnershipoutcomeswasthecontinueddifficultiesinarrangingpooledbudgetsforagreedprioritiesandactivities.Pooledbudgetsareanarrangementwheretwoormorepartnersmakefinancialcontributionstoasinglefundtoachievespecificoutcomes.Itisasinglebudget,managedbyasinglehostwithaformalpartnershiporjointfundingagreementthatsetsoutaims,accountabilitiesandresponsibilities.

DuringtheemergencyphaseofCOVID-19weobservedexamplesofpartnersbeingmoreflexiblewiththeirapproachtofunding.Thechallengenow,intherecoveryphase,istoensurethatflexibilityisretainedwhereitcanbeseentoimprovewellbeingoutcomesforlocalpopulations.

Pooledbudgets,wheretheydidoccur,wereseenaseffectiveintacklingthetypeofpolicyissuesthathaveadetrimentaleffectonawiderangeofpublicserviceareassuchasmentalhealth,accesstogreenandbluespaceandchildren’sservices.Oftentheactivityrequiredispreventative,withbenefitsaccruingacrossthepublicservicesbutnooneagencyclearlyresponsiblefordelivery.

WenotewithinteresttheguidanceontheChildren’sServicesCo-operationAct(NorthernIreland)2015wherebycouncils,departmentsandagenciesareempoweredtomakecontributionstoapooledfundtoprovideservicesforchildren’swellbeing.Giventhewidedefinitionofchildren’swellbeingusedintheAct,thiswouldapplytomanyoftheactivitiesunderCommunityPlanningPartnershipswherechildrenaredirectandindirectbeneficiaries.Thisapproachshouldbetrialledwithdemonstrationprojects,togainevidenceoftheoutcomesthatcanbeachievedwhenresourcesarepooledandsoughttobescaledup.

Recommendation 5TheDepartmentofFinanceshouldurgentlyissue regulations on pooled budgets under the Children’sServicesCo-operationAct(NorthernIreland)2015andmakeitclearhowthiscanbe applied to a broad range of public service areas.

Recommendation 6TheDepartmentofFinance,workingwith NILGA and the Community Planning OfficersNetworkshouldidentifyanumberofpathwayprojectsonpooledbudgetsresulting in high quality guidance that can be applied across all public services.


7.5 BuildingRelationshipswith the Community and VoluntarySector

DuringtheCOVID-19pandemic,thecommunityandvoluntarysectordemonstrateditsspeed,flexibility,resilience,andabilitytoreorientanddeliverservicescriticaltocitizens’wellbeing.Thereisanopportunityinapost-COVIDsocietytodevelopanewrelationshipbetweentheNorthernIrelandExecutive,CommunityPlanningPartnershipsandtheCVSwhichutilisespartners’relativestrengthsanddrawontheorganisationsbestplacedtodeliverservicestoimprovecitizens’wellbeing.

AttendeesattheEmbeddingWellbeinginNorthernIrelandCo-productionSymposium55identifiedalegislativeframework,similartotheCommunityEmpowerment(Scotland)Act2015,whichstrengthenedthelegitimacyofco-productionwithpoliticians,civilservantsandcommunities,asapriorityforimprovingtheimplementationofCommunityPlanning.

55 CarnegieUKTrust(2020)Report of Co-Production Symposium. Availableonlineathttps://www.carnegieuktrust.org.uk/publications/embedding-wellbeing-in-northern-ireland-report-of-co-production-symposium/

Recommendation 7Community Planning Partnerships should co-design,co-deliverandco-managepublicserviceswiththeCommunityandVoluntarySector at all levels of service delivery, as part of a new relationship and way of working with the sector.

Recommendation 8Community Planning Partnerships should invest in building the capacity of Community andVoluntarySectorPanels(orotherappropriateengagementmechanisms)toallow their members to share leadership in the delivery of the Community Plan, and to co-produceserviceswithinit.

Recommendation 9Community Planning Partnerships should review the model used to secure community and voluntary sector representation in community planning, to ensure that it supports the flexibility and responsiveness of the sector and capitalises on the energy in local communities realised duringtheCOVID-19pandemic.

https://www.carnegieuktrust.org.uk/publications/embedding-wellbeing-in-northern-ireland-report-of-co-production-symposium/





7.6 BuildingRelationshipswith Citizens

TheLocalGovernmentAct(NorthernIreland)2014establishedadutyonCommunityPlanningPartnershipsto“seektheviewsofthecommunity,encouragethemtoexpresstheirviews,andtaketheirviewsintoaccountinthecommunityplanningprocess”.Assuch,localauthoritiesandtheirstatutorypartnersundertooksignificantcitizenengagementinthedevelopmentoftheirCommunityPlans.

TheNewDecade,NewApproachagreementcommittedtomakingpublicconsultationmeaningful,puttingitattheheartofgovernmentpolicy,withaparticularlyimportantcommitmenttoholdingannualCitizen’sAssemblies.Thismeansensuringthatconsultationsarenotsimplypartoftheprocess,butthattheyinformpolicydevelopment,andthatcitizenscanmeaningfullyengageinshapingpoliciesthataffecttheirlives.

TheprojectscarriedoutundertheEmbeddingWellbeingprogrammeincludedtwoParticipatoryBudgetingprojects,bothcarriedoutinthedifficultcircumstancesduringtheCOVID-19pandemic.Thoseinvolvedimproved

theirskillsandconfidenceinusingParticipatoryBudgetingbutthisisfarfromawidespreadapproachintheregion56.

Itisimportanttoensurethatco-designandco-productionisnotseenasan‘addedextra’,butthatitisthefundamentalbasisonwhichpolicyisdevelopedanddelivered.LearningonpreviouscommunityengagementactivitiesbythestatutorypartnersshouldbesharedtoimprovepracticeacrossNorthernIreland.

Recommendation 10Community Planning Partners should co-ordinatetheircitizenengagementstrategies and activities, including Participatory Budgeting, to avoid duplication, ensure coherence, and maximise the impact on collective wellbeing.

56 SeeforexampletheNorthernIrelandAuditOffice(2021)The Northern Ireland budget process. Availableonlineathttps://www.ncchpp.ca/docs/2016_GouvIntGov_PresHiAP_En.pdf

https://www.ncchpp.ca/docs/2016_GouvIntGov_PresHiAP_En.pdf

https://www.ncchpp.ca/docs/2016_GouvIntGov_PresHiAP_En.pdf


7.7 ImprovingLeadership in Evidence

Thelong-termnatureofmanycommunityplanningoutcomesrequiresgoodquality,consistentdatatobegatheredoveranumberofyears,enhancedbytherequirementstopublishStatementsofProgress.DataavailabilityandaccesswerekeyissuesfacedbyCommunityPlanningPartnershipsoverthetimeperiodoftheprogramme.

NorthernIrelandisrelativelywellservedbyofficialstatistics,butissuesremainabouttimelyaccesstothisdataparticularlywhenCPPsareproducingStatementsofProgress.CarnegieUKbelievesthattheenhanceduseofNISRAdatacouldhelpCommunityPlanningPartnershipstobetterinformthepublicofprogressandaskrelevantquestionsonhowtoimprovethewellbeingofcitizensacrossthelocalauthorityareas.

Weheardconcernsabouttheslowdevelopmentofadministrativedataforpolicyuse.DuringtheCOVID-19crisis,administrativedatapresentedasanissueintermsofbothhowitcanbeshared,andhowitsinsightscanbeutilised.

Administrativedataoffersrichinformationthatcouldinformpolicyandservicedelivery,particularlywherepre-existinginequalitieshavebeendeepenedbythecrisis.TensionspresentedinthegatheringandsharingofdataduringCOVID-19duetoconcernsaboutsharingacrossagencies.Thesystemsrequiredtosharedatarequiredconsiderableeffortandgoingforwardthereneedstobegreaterclarityabouthow,andforwhatpurpose,datacanbesharedacrosspartnerstoimprovewellbeing.

Recommendation 11NISRA and NILGA should work together to review support to local Community Planning Partnerships on sourcing and analysing data, including consideration of a pool of statisticians that CPPs could access.

Recommendation 12The Northern Ireland Executive should provide guidance on the sharing of administrative data that can support the delivery of Community Planning, to ensure that local partners apply legislation on data protection appropriately and consistently.


7.8 SpacetoReflect and Learn

ThereisconsiderablevalueininvestinginspacesforCommunityPlanningPartnershipstolearnfromeachother.OurprojectpartnersreportedthevalueoftheCommunityPlanningOfficersNetworkasasourceofsupportastheysoughttodeveloptheirCommunityPlansandundertakenewwaysofworking.

WithintheEmbeddingWellbeingprogramme,theinterestofthoseinvolvedincommunityplanninginlearningfromtheircounterpartsinotherlocalauthorityareasandorganisationshasbeendemonstratedthroughtheextensiveuptakeofparticipationinpeer-to-peerlearningevents,andintheover200-personmembershipofanonlineplatformdesignedtosharelearningonimprovingwellbeingoutcomes.

Atthelocallevel,similarpolicylearningshouldtakeplacebetweenCommunityPlanning

Partnershipsandtheircounterpartstructuresinotherjurisdictions.TheopportunitiestoundertakestudyvisitstoNewYorkandWaleswerewelcomedbytheprojectparticipantsasrareoccasionsonwhichtheycouldlearnfromexpertsoutsideofNorthernIrelandwhoarealsoworkingtoimprovewellbeingoutcomesatasimilarscale.

Recommendation 13ThecurrentCommunityPlanningOfficersNetwork should be supplemented with a larger network to provide a supportive environment in which all members of the Partnerships(includingnon-statutorymembers)candiscusskeyareasofcommunityplanning to improve their practice.


TheoriginalethosoftheCarnegieUKworkinNorthernIrelandwastoexplorewhetherwellbeingprovidedastrongenoughnarrativetoprovideaspaceforpolicydevelopmentthatwasabovetheday-to-dayrealityofamandatorycoalition.Whileclearlythishasnotemergedintheperiodofinstabilityfrom2016to2021,webelieveitstillremainstherightpathforNorthernIreland.

OurexperienceofworkingwithCommunityPlanningPartnershipshasreinforcedthis.Workingwithinthesamecontext,theyhavefoundacommonlanguagethroughwellbeingoutcomestodevelopsharedsolutions.Theyhavedonesowithamyriadofpractical,fundingandorganisationalobstacles.Theyhavealsochallengedthemselvestolookbeyondelectoralcyclesbysettingoutplansforthelong-term.TherearelessonsherefortheNorthernIrelandExecutive.

ThroughoutthisprojectwehavesoughtnotonlytoprovideinformationinrealtimetoCommunityPlanningPartnershipstosupporttheirwork,butalsotothewiderpolicycommunity.WehavetestedandreflectedwithothersonwhatthebestnextstepsareforwellbeinginNorthernIreland.Innoneoftheseconversationsdidanyone,atanypoint,advocateabandoningthewellbeingapproach.Instead,themessagewasofajobleftincompletein2017thatneededtobepickedupasamatterofurgency.

8.WhatNextforWellbeinginNorthernIreland?

NorthernIrelandhasonceagainbeenthroughaperiodofsignificantanddeepdisruption.WhenthenextNorthernIrelandAssemblyiselectedandtakesitsseats,therewillbetheopportunitytofullyreviewtheProgrammeforGovernment.Atthatpoint,therewillbeachoice–tocontinuetoseekadifferentwayofworkingthroughthewellbeingapproach,ortofallbacktotheoldsystemofsilosanddepartmentalpriorities.


8.1 Re-committotheWellbeing Approach

Politicalsupportiskeytoensuringthelong-termchangewhichcommunityplanningseekstoachieveoverthecourseofageneration.Thisrequirescommitment,maturityandunderstandingfrompoliticiansinlocalandcentralgovernmenttoensurethosechargedwithdeliveringcommunityplanninghavethesupportandresourcestodoso.

ThedevelopmentofanewProgrammeforGovernment,post-election,isanopportunitytoarticulatethegoldenthreadbetweentheNewDecade,NewApproachAgreement,theProgrammeforGovernmentandCommunityPlans,andwiderglobalcommitments,suchastheUNSustainableDevelopmentGoals,todeliverwellbeingoutcomes.

Collectiveleadershipiscriticalforthedeliveryofawellbeingframeworkandanoutcomes-basedapproach;bydefinitionitrequiresnew

approachestoadministrativeleadershipandpractice.ThroughoutourworkinNorthernIreland,theneedforstrongercollectiveleadership‘atthetop’hasbeenhighlightedasaseriousandsignificantissue.Thisleadershipisrequiredtostrengthenjoinedupworkinghorizontallybetweendepartments,andverticallywithothertiersofgovernmentandpublicservices.CommunityPlanningPartnerships,requiredtoworkacrossprofessionalanddepartmentalboundariestoachievetheiroutcomes,themselveshaveexperiencedconfusionaboutthelackofjoinedupthinkingatabroader,regionallevel.

Recommendation 14

All Northern Ireland Executive Ministers should demonstrate collective leadership in ensuring the delivery of the wellbeing approach.


8.2HoldaCitizens’Assemblyon Collective Wellbeing in aPost-COVID-19Society

UndertakinggoodqualitycitizenengagementprovidestheExecutivewiththeopportunitytoimprovecitizenunderstandingofandsupportforitsworkandtoimprovetrustandrelationshipsbetweencommunitiesandcentralgovernment.Thebenefitsofextensivecitizenengagementanddeliberativemethodsarewellknown.However,theywillonlybeachievediftheExecutiveisclearinitscommunicationastothepurposeofitsengagement;howfeedbackfromcitizenswillbeused;andhowtheExecutivewillcontinuetocommunicatewiththosewhotookpartintheprocess.

InimplementingtheProgrammeforGovernment,theExecutiveshouldbuildoninternationalbestpracticeoncitizenengagement–suchastheInternationalAssociationforPublicParticipation’sSpectrumofPublicParticipation–toinformitsengagementstrategy.Armagh,BanbridgeandCraigavonCommunityPlanningPartnershipandDerryandStrabaneCommunityPlanningPartnershiphavecommittedtoembeddingtheSpectrumandtheScottishNationalStandardsforCommunityEngagementinengagingtheircommunitiesatthelocallevel.

Totransformdecisionmakingandaddressinequality,itisimportantthattheengagementstrategyenablesallcitizensofNorthernIrelandtofeeltheirvoicesandopinionsarerecognised,heardandvalued.Forthistobeachieved,thepublicneedstoseethesereflectedintheProgrammeforGovernment.WerecommendthattheExecutivehostsafullpublicconversationonsocietalwellbeinginapost-COVID-19society,asaninitialstep.ThiscouldincludeaCitizensAssemblyontheindicatorsandoutcomesintheframework.Anyinitialengagementshouldbefollowedupwithalonger-termstrategyforon-goingengagementaboutcollectivewellbeing.

Recommendation 15The Northern Ireland Executive should hold aCitizens’Assemblyoncollectivewellbeinginapost-COVID-19societyandbuildastrategy for ongoing public engagement in the framework and recovery.


8.3LegislatetoProtecttheWellbeing of Current and Future Generations

TheoutcomesapproachcurrentlysitsintheProgrammeforGovernmentpolicyprocess.Fromourinternationalexperience,weknowthattheNorthernIrelandExecutiveisuniqueinlocatingitswellbeingframeworksolelyinthisplanningdocument,creatingconfusionaboutitsstatus.Duringthethree-yearsuspensionoftheAssemblyandExecutive,therewasnoagreedframework.Thiscreateddifficultiesastheextenttowhichregionalorlocalgovernmentwereexpectedtoembraceadifferentwayofworkingwasnotclear.

AstatutorybasiswouldelevatetheoutcomesapproachfrombeingoneofmanyinitiativestobecomingaframeworkforallaspectsofgovernanceinNorthernIreland.Publicorganisationsshouldhaveadutytoconsiderandmakeprogresstowardstheoutcomes,andtheoutcomesthemselvesshouldbesubjecttohigh-qualityengagementanddialoguewithcitizenseveryfouryears(inlinewiththeassemblysession).

WeareawaretherearemultiplecallsforawellbeinglawinNorthernIreland–variouslyreferredtoastheWellbeingofFutureGenerations,ClimateChangeoraSustainableDevelopmentlaw.Thereisalsoanoverlapwithotherlegislativecallsonpublicsectorreform.ForCarnegieUK,thetitleoftheBillmatterslessthantheurgentneedtosolidifytheapproachthroughstatutorymechanisms.

Enshrininganapproachwhichimproveswellbeinginlawwouldsafeguarditagainstfurtherinterruptionsingovernanceandelectoralcycles.ThishasbeenachievedinScotlandthroughtheCommunityEmpowerment(Scotland)Act2015andinWalesthroughtheWellbeingofFutureGenerations(Wales)Act2015.Inaddition,webelieveitwouldaddlegitimacytotheactionsofcivilservantsandimprovecollectiveaccountability.

Recommendation 16The Northern Ireland Executive should legislate, as a matter of urgency, to protect the wellbeing of future and current generations by placing the wellbeing outcomes and indicators on a statutory footing.


8.4LegislateforaDutytoCo-operate

TheTrust’sprojectworkhashighlightedthattherearevaryinglevelsofcommitmenttocommunityplanningasapolicyvehiclebystatutorypartnersandgovernmentdepartments,whichraiseswiderconcernsaboutcollaboratingforoutcomesintheProgrammeforGovernment.

AttendeesattheEmbeddingWellbeinginNorthernIrelandCo-productionSymposiumidentifiedalegislativeframework,similartotheCommunityEmpowerment(Scotland)Act2015,whichstrengthenedthelegitimacyofpartnershipworkingwithpoliticians,civilservantsandcommunities,asapriorityforimprovingtheimplementationofcommunityplanningandtheoutcomes-basedapproach.Thisexistsforchildren’sauthoritiesundertheChildren’sServicesCo-operationAct(NorthernIreland)2015whichrequires:

“Every children’s authority must, so far as consistent with the proper exercise of its children functions (functions which may contribute to the well-being of children and young persons), co-operate with other children’s authorities and with other children’s service providers in the exercise of those functions” AND “The Executive must make arrangements to promote co-operation”

Asnon-statutorybodies,thecommunityandvoluntarysectorwouldnotbeincludedinthedutytocollaborate,exceptwheretheyareprovidingpublicservicesundercontracttoapublicbody.Ourexperienceisthatthecommunityandvoluntarysectoriscommittedtoinvolvementindesign,aswellasdelivery,ofpublicservices,asdemonstratedintheirresponsetotheCOVID-19pandemic.PartnershipbetweentheDepartmentforCommunitiesandcouncils,andamongcouncilsandcommunitygroups,wasseeninactionduringtheinitialphaseofthepandemicandhasalsobeenrecognisedduringwideremergencysituations,demonstratingtheirimportantrole57.

Recommendation 17The Northern Ireland Executive should introduceaDutytoCo-operateforservicesfor the whole population, requiring departments, agencies and councils to work together to improve social, economic, environmental and democratic wellbeing outcomes.

57 DepartmentforInfrastructure(2020)Mallon praises community partnership in face of Storm Francis and urges caution as warnings remain in place.Availableonlineathttps://www.infrastructure-ni.gov.uk/news/mallon-praises-community-partnership-face-storm-francis-and-urges-caution-warnings-remain-place

https://www.infrastructure-ni.gov.uk/news/mallon-praises-community-partnership-face-storm-francis-and-urges-caution-warnings-remain-place




8.5BuildaMulti-sectoralLeadership Community toDeepenWellbeingPractice

Thelackofcross-sectoralknowledgeexchangethatweidentifiedatlocallevelisreplicatedforNorthernIrelandasawhole.Ourconversationsconfirmedthatthereisnoclearspaceforleaders(broadlydefined)tocometogetherandtalkaboutsocialprogressandthebarrierstoimprovement.

Ourworkwithpartnersidentifiedanumberof‘faultlines’:

• Centraldepartmentsversusarms-lengthbodiesversuslocalgovernment

• Publicversusprivateversusvoluntarysector• Professionalinterestsversuscitizenand

communityinterests

Wecallthesefaultlinesbecauseweobservednumerousoccasionswherethepartnernotintheroomwas‘atfault’.Whileundoubtedlythere

areoccasionswhereasectororgrouphasnotoperatedeffectively,thecultureoffindingfaultandattributingblamereducestheopportunitytounderstandandexploretogetherwhatmightbehappeningtocreatethebarriertochangeandhowtheymightbeeffectivelyovercome.

ThereweredifferentviewsonwhetherthisshouldbeestablishedbytheNorthernIrelandExecutive,butwhilethereweresomereservationsaboutthelevelofcontrolthismightexert,thereremainedasensethattheNorthernIrelandExecutiveistheonlybodythatcangivepermissionforsuchaforumtobeconvened.

Recommendation 18TheFirstMinisterandDeputyFirstMinistershouldlaunchandfundamulti-sectoralleadership forum that brings people together across sectoral groupings and professional boundaries to explore how partners work collaboratively to improve wellbeing.


Eachofthesethreeupheavalshitlocalgovernment,andcommunityplanning,hard.Eachofthemrequirednewknowledgetobegenerated,stretchedalreadystrainedresourcesandtookapersonaltollonthoseworkingtoimprovelivesintheircommunities.

Andsoourfinalreflectionsarenotonthestructuresandprocessesofpolicymaking.Wehavesaidenoughaboutthose.Ourendnotesareaboutrelationships.Therelationshipsbetweenthecommunityplanningofficersattheheartofthisprojectdeepenedastherequirementsofthejobchangedaroundthem.Therelationshipsbetweenlocalgovernmentofficersandcommunitygroupsandcitizensshiftedastheyallcametogethertodowhattheycouldinthefaceofunprecedentedneed.

Aseachoftheserelationshipswastested,itwasstrengthened,andhelpedtobuildwhatsomepeoplecallresilience.Thateachofourprojectpartnerswasabletorisetothechallengesofsharedleadershipandco-productionwithinsuchadifficulteraistestamenttotheircommitmentandskillaspublicservants.

Otherrelationshipsdidnotcometogether.TherearefundamentalpowerdifferentialsbetweenthecentreandthelocalinNorthernIreland.Ourviewisthatthedaysofcommandandcontrolareover.ThecurrentandnextleadershipinNorthernIrelandshouldlooktolocalCommunityPlanningPartnershipsforguidanceonhowtoworktogether,forthecollectivewellbeingofalltheirpeople.

9.Endnotes–ReflectionsfromtheCarnegieUKTeam

TheEmbeddingWellbeinginNorthernIrelandprogrammewasconceivedinthemidstoftwoconnectedcrises–theBrexitvotein2016andthecollapseoftheAssemblyin2017.Itcontinuedinthefaceofathirdunprecedentedcrisis,theglobalCOVID-19pandemic.


10.1TheOutcomeMapWorkingwithMatterofFocus,theteamproducedanoutcomemaplinkingtheactivityintheprojecttotheoutcomesweseek.FigureA.1illustratestheoutcomesthattheprojectsoughttoachieve.

Qualitativeevidencewassoughttoshowtheextenttowhichtheoutcomeswerebeingrealisedthroughtheproject.Thefinalcolumnofthedifferencethattheprogrammehasmadeisthehardesttoevidence.ThereisevidenceofprogresstowardsembeddingwellbeingineachofthethreepartnershipareasandinthewiderstakeholdersengagedinpublicservicedeliveryinNorthernIreland.Forprojectparticipants,includingthoseengagedinParticipatoryBudgetingandcommunityengagementactivities,therearereportsthatsuggestimprovedwellbeing.However,giventheeffectsofCOVID-19onthewellbeingofthepopulationwithinthethreeareasitisnotpossibletoascertainanydirectbenefitoncitizensatthistime.

CarnegieUKacknowledgesthatthereremainsworktodoacrossalloftheoutcomeareas,andtheexamplesillustratedherearenotanexhaustivelist.However,theydemonstrateboththeprogressthathasbeenmadeduringashorttimeperiod,andthefurtherprogressthatcouldbemadeacrosstheprojectoutcomes,ifthewellbeingapproach–anditsprinciplesofsharedleadershipandcoproduction–arefurtherprogressed.

10.2EvaluationSurveyby CES on Shared Leadership Programme

AtthecloseoftheSharedLeadershipProgramme,CESadministeredanonlinequalitativeandquantitativesurveytoassessparticipantviewsoftheprogrammeandanydifferencethismadetotheirexperienceofcommunityplanning.WeaskedparticipantstoscoretheirperceptionsoftheextenttowhichaspectsoftheirCPPexperiencehadchangedasaresultoftheprogramme,aswellastheirviewsoffuturedevelopmentneeds.Atotalof13responseswerereceived.Inreportedresultsbelow,CEShasnotedresultsforthosewhoscored4or5(tosomeortoagreatextent)intheirresponses.

ThesurveyresultsindicatedthatrespondentsdidfeelthattherehadbeensomechangestotheirexperienceoftheCPPasaresultoftheprogramme.Notably,75%ofrespondentsfeltthat(tosomeoragreatextent)theprogrammehadprovidedaspaceforstrategicthinking,whereas76%indicatedtheprogrammehadincreaseddialogueandcreativethinkingandnumber(76%)indicatedtherewereincreasedopportunitiestolearnfromoneanotherandtheyfeltempoweredtoparticipate.Similarly,77%indicatedtheprogrammehadbuiltrelationshipsintheCPPtosomeextent.Over60%indicatedthattheprogrammehad,tosomeoragreatextent,equalisedpowerbetweenmembersofCPPs.

Almost60%hadindicatedtheirknowledgeofinequalityhadincreased,whereasover60%hadincreasedtheirunderstandingofcommunitywellbeingand53%indicatedthattheirknowledgeofpartneringwithgovernmenthadincreased.Sixtyeightpercenthadincreased

10. Appendix–evaluation


FigureA.1EmbeddingWellbeinginNorthernIrelandOutcomeMap,createdusingOUTNAVsoftware

What we do

ProvidecollectiveandindividualsupporttotheCPPstoworktogetherbettertodelivera

wellbeing-focusedcommunityplan

FacilitateCPPnetworktoshare

learning

Convenecross-system

conversationstoraiseawarenessandmakethecaseforawellbeingapproach

Provideindependent

expertsupporttoimplementationofwellbeingapproaches

Captureandsharelearningfromthe

programme

Who with

ThreeCPPsparticipatingintheEnablingWellbeingprogramme

ThreeCPPsandwiderCPPnetwork

Seniorleaders

Regionalstakeholders

MLAs

Howtheyfeel

Carnegieisrespected

asaconvenerandexpert

Listentoandvalued

Thisisrelevant,timelyandhelpful

Safe,supported

andcommittedtomakechange

Weareinspiredandengagedtochange

What they learn and gain

Knowledge,skillsandconfidence

toembedwellbeing-focused

communityplanning

Understandthevalueofevidenceforcommunity

planning

Changedmindsettoenablemoretransparentworking

Improvedunderstandingoftheimportanceoffocusingonwellbeingandhowithasbeensuccessfullyappliedaroundtheworld

Evidence,toolsandresourcesthatenableputtingawellbeingapproachintopractice

Confidenceinusingevidenceforcommunity

planning

What they do

differently

Keepwellbeingatthecentreofdecisionmakingforlocalcitizens

WorktogetherbetterwithintheCPP

Sharelearningandprogresshonestly

Promote,championandcreate

theconditionsforwellbeingapproaches

Makebetteruseofexistingnetworks

andimprovepartnershipworking

What difference does this make?

PeopleinthethreeCPPs

haveimprovedwellbeing

Wellbeingisembeddedinbothpolicyandpractice

PeopleinNorthern

Irelandhaveimprovedwellbeing

Extrapolatefrom

experienceandevidencetoscale-outwellbeingapproaches


theirunderstandingofcommunitypartners.However,alowernumber(46%)reportedthattheprogrammehadincreasedtheirunderstandingofthestrategicpolicycontext.

Weaskedparticipantstodescribewaysinwhichtheyhaveputprogrammelearningintoeffect.Responsesincludedspecificimpact,forexample,onlocalityplans“FeedbackfromworkinggroupintoSCPPmeetingwithimpactonourlocalityplans”tofeedbackontheoverallcollectiveapproach,forexample“Proposalstoreducejargon,engageyoungpeople,sharetheleadershipwithintheCPP”and“Byhighlightingtheimportanceofsolvingproblemscollectivelyintheinterestofcommunitywellbeing”.

10.2.1 Assessing the Online Learning Platform

Asoneofthefirstonlineleadershipprogrammesundertakenforthoseinvolvedincommunityplanning,CESwasinterestedinassessingtheimpactofonlinedelivery.Participantsdidvaluetheconvenience,suchastraveltimesavedandeaseofaccessoftheprogramme,aswellasfacilitationoftheprogramme.Theonlineplatformofferedparticipantsa‘chat’and‘reaction’functionaswellasspeakingopportunitieswhichincreasedparticipationforeveryone,andreducedthedominanceofextrovertparticipantsthatcanoccasionallyimbalanceengagementwithin-persondelivery.

However,participantsexpressedthevalueofin-persondelivery:“thereisnoreplacementforactuallybeingwitheachother(inthephysical)andbuildingrelationships,sharingmorestoriesofnewpartneringwork”,andtheimpactoflosinginformaldiscussionandnetworkinge.g.“Onlylesspersonalinthatdidn’tmakesamerelationshipswithpeople”.Ablendeddeliverymayworkinfuture,whichwouldbalanceconvenienceandrelationshipbuilding.

CESalsoaskedparticipantsaboutfuturedevelopmentneeds.Therewereanumberofsuggestionsforfurtherengagementandlearning,includingbuildingrelationshipsinandbetweenCPPse.g.“Continuetobuildrelationshipsbetweenpartners”;“Learningfromtheother10partnerships”;“CVSengagementandcollaborationofpartners”;buildingtechnicalknowledgee.g.“understandingforallpartnersofthelegislativerequirementsonstatutorypartners”,“procurement”and“evidence”;andspendingtimedeepeningplanninginCPPse.g.“breakoutsessionstoconsiderthekeyprioritiesforourpartnership”.

Theonlinesurveyresultsareanencouragingreflectionofthedifferencetheprogrammehasmade,particularlyinareaswherechangewasrequired,suchasinsharingleadershipandrebalancingpower.Thesethemeswerefurtherexploredininterviewsandfocusgroups.

10.2.3 Interviews and Focus Groups

CESheldanumberofinterviewsandfocusgroupswithprogrammeparticipantsandstrategicleadersinthe3CPPs.Inadditiontoassessingviewsofthedifferencetheprogrammehasmade,theinterviewsconsideredtheongoingchallengesfacedinimplementingcommunityplanninginNorthernIreland.

OnethemeexploredintheinterviewsandfocusgroupswasthedifferencetheprogrammemadetoindividualparticipantsandtheirrolewithintheCPP.Forsomewhohavebeenengagedintheresponsetothepandemic,ithasbeendifficulttodigestthelearning:“Difficultfor[Statutorypartner]totakelearningandleadershipfurtherduetostressofCOVID-19e.g.processingcrisispaymentsisapriority”.Forothers,theprogrammeprovidedavaluablethinkingandlearningspaceonthemesgeneratedintheMay2020workshop,e.g.“Enjoyedthecontentofprogramforexampleonhealthinequalities”and“theprogrammehasmadeadifferenceintermsofknowledgeandgiving[a]framework


foranewwayofthinking,showinghowsharedleadershipwillwork”.Theleadershipcontentwasalsovalued:“Putthefocusonthinkingaboutleadership;formatgood–wellstructured,reasonablyinformalformat,goodquestions,gooddiversityofparticipants”.

Participantsalsoreportedasenseofbeingrecommittedandthoughtfulabouttheirpartnership,feelingmore“energised,enthusiasticandreengaged”withtheirCPPduetotheprogramme,and“personallyithasenabledmetodistilmythinkingonthisissueandtousethisthinkingandlearningintomywork–inparticularintothedevelopmentofthefutureplanningmodelfor[localarea]”.

Forsome,itwasregardedasaninitialsteptowardschange,the“startofajourneyratherthananend”,withthepotentialtoreachthosewhodidnotparticipateintheprogrammeandwerenotinclinedtobeactivepartners:“Wouldhavelikedtoengagewithawiderreachofpartnership…tendtobethesamepeoplebeingcommittedincommunityplanning”.

Participantsalsosaidtherewasaneedforfurtherprogressonsharedleadership:“Haven’tfullyachievedsharedleadership”,particularlyduetothe“needtobuildfurtherclarityaboutpartnerrolesandcontributions”.

Someparticipantswantedmoretimetoobservechangesfromtheprogrammeandhadsuggestedaforumforfurtherconnection,whileothersstatedtheywanted“moretimetoapplyknowledgeandlearning”.ItwasalsosuggestedthatcommunicationstrategiesweredevelopedforeachCPPtocontinuesharingworkemergingfromtheprogramme.

Weexploredthetransitiontoanonlineprogrammewithparticipants.Therewerebothbenefitsandchallengesofusingthismethodreflectedininterviewsandfocusgroups–“theonlinecommunicationincreasesattendance,reducestravelissues,morepractical”–whereasothersreflectedthefatigueoftenexperienced

byonlinecalls:“onlinecommunicationcanleadtozoomfatigue”,andthechallengeoffullyengaging:“difficulttoreadbehavioursandnonverbalcuesinonlinemeetings”.Theconsensusfavouredablendedapproachofon-lineandin-personmethodsforfutureprogrammes.

10.3EvaluationofWiderActivity by Stratagem

QuarterlyevaluationcallsundertakenbyStratagem,alongsidestakeholderfeedbackprovideddirectlytotheTrustandindependentanecdotalevidenceformedthebasisoftheprojectevaluation.

Thevariousroundsofstakeholderevaluationhaveillustratedshiftsinthelevelofpartnershipworking,yetelementsoftheoldculturestillremain.ThisisparticularlyclearamongregionalCPPpartnerswhofinditdifficulttoworkonalocalscaleorstruggletoparticipateunlesstheyareabletoprovehowsomethingtheyhavedonespeciallyhasledtoserviceimprovements.Thefollowingofferafewexamplesoffeedback:

Additional support would look something like Carnegie UK bringing more global experience to NI. Leveraging their name and reputation to bring speakers and expertise to NI that is not currently here.” (Sept 2019).

“What would be useful for Carnegie UK is to, again, apply their knowledge of effective intentions elsewhere, both in GB and internationally, so we can see what works and doesn’t work.” (Sept 2019)

“The direct bespoke support has been fantastic and we are very happy with the support we are receiving. Having Carnegie UK attached to our work holds a lot of weight.” (Jan 2020).


Influencing Decision Makers

Overthecourseoftheproject,CarnegieUKhasconvenedseveralcross-systemandpartyconversationstoraiseawarenessoftheprojectandmakethecaseforawellbeingapproach.CarnegieUKhasformallyprovidedevidencetotheCommitteeforCommunities,CommitteefortheExecutiveOfficeandCommitteeforFinance,alongside1-to-1meetingswithmembersoftheExecutiveOffice,MembersoftheLegislativeAssemblyandtheCommunitiesandJuniorMinisters.WiththeAssemblynotmeetingbetweenJanuary2017andJanuary2020–andnoMinistersinpost-engagementhastakenplacemoreinthesecondhalfoftheprojectperiod.

TheimpactofCarnegieUK’sinfluenceonprogressalongthispathwayislessclearduetothelevelofdecision-makers,particularlyamongpoliticiansandMinisters.Wecan’tforexample,askdecision-makersdirectlyhowtheyperceiveorviewCarnegieUKintermsofbeingtrustedexpertsandconveners.However,wecantakeahighdegreeofconfidencefromthesuccessoftheTrust’sinfluencingaroundwellbeing,anditsplaceattheheartoftwosuccessiveProgrammesforGovernment.WecanalsotakeconfidencefromthefactthatMinisters,individualMLAs,PermanentSecretariesandseniorcivilservantsandCommitteeshaveallmetandreceivedbriefingsfromCarnegieUKonnumerousoccasionsoverthepastnumberofyears.

Thefollowingofferafewspecificexamplesofevidencetosuggestanincreaseinthesupportforawellbeingapproach:

• CollectivewellbeingwasplacedattheheartofdraftProgrammeforGovernment,2016-21,followingthe2015RoundtableconvenedbyCarnegieUK.TherewasafurthercommitmenttowellbeingintheNewDecade,NewApproachAgreementandtoplaceitagainattheheartofthenewProgrammeforGovernment,2021-26.

• Anincreaseintheuseoflanguagearoundsocietalwellbeing,forexamplewhenFirstMinisterMichelleO’NeillMLArespondedtoaquestionintheAssemblyoneconomicrecovery,notingacommitmenttoan“inclusive,joinedupandcollaborativeProgrammeforGovernmenttodelivergoodoutcomes”,addingthat“dialoguewithstakeholdersiscriticalforstrengtheningandenhancingsocietalwellbeing.”

• FollowingbriefingsbyCarnegieUKtothemainpoliticalpartiesintheStormontExecutiveinFebruary2020,theTrustwasmentionedduringameetingoftheEconomyCommitteeinrelationtofoodpovertyandwellbeingbySinnFéinchiefwhipJohnO’DowdMLA.

• FermanaghandOmaghDistrictCouncilreceivedaletterfromtheFirstMinisterandDeputyFirstMinisteracknowledgingtheCouncil’ssupportforCarnegieUK’srecommendations.Init,bothMinisterssaidtheywere“encouragedbytheCouncil’sendorsementofanOutcomes-basedapproach”andthatthey“welcometheCarnegiereportasausefuladditioninoureffortstodeliveronanagendawhichbringssocietalwellbeingtothefore.”

AsoutlinedinCarnegieUK’sresponsetotheProgrammeforGovernmentOutcomesDeliveryFramework,NorthernIreland’sjourneytowardsawellbeingoutcomesapproachhasbeenanintermittentone.Atthispointintime,andaswemoveforwardtorecoverfromthepandemic,astrongindicationofcommitmenttosocietalwellbeingasawholeofgovernmentapproachisstillrequired.ThedraftProgrammeforGovernmentwasahelpfulstartingpoint,butwebelievethattheNorthernIrelandExecutivehasthepotentialtogofurtherinimplementingitswellbeingapproach.


Peer-to-peer Learning

CarnegieUKhasconvenedanumberofpeer-to-peereventsthroughoutthedurationoftheEmbeddingWellbeingProject,toencouragemorecollaborative,partnershipworking,promotethevalueofevidenceforcommunityplanning,andchangemindsetstoenablemoretransparentworking.

Thepeer-to-peerlearningeventswereeachwellattendedbyrepresentativesfromacrossthe11CommunityPlanningPartnerships,withencouragingengagementduringtheeventsthemselves.Activitieshaveincludedahackathon,internationalstudyvisitstoNewYorkandWales,andanonlineSlackchannelforsharinglearning.

ThestudyvisittoWaleshasfrequentlybeenhighlightedbyprojectparticipantsasprovidingthemwithknowledgeabouthowawellbeingapproachcouldbetakenforwardandimplementedatcommunityplanninglevel.

Thesuccessofthepeer-learningapproachisdemonstratedbythefollowingexamples:

• DerryandStrabaneDistrictCounciladoptedtheCommunityEngagementPlanthathadbeencreatedbyArmaghCity,BanbridgeandCraigavonBoroughCouncilasaresultofthesharedlearningattheDecember2019peer-to-peerevent.

• TheEmbeddingWellbeingProjectisastandingagendaitemintheCommunityPlanningOfficersNetworkmonthlymeeting.

• IncreasedcommunicationwithintheCommunityPlanningPartnershipsparticipantsreportthattheynowfeelabletoseeksupportandguidancefrompeersoutsidetheirownpartnership.


CarnegieUKAndrewCarnegieHousePittencrieffStreetDunfermlineFife,ScotlandKY128AW

T+44(0)1383721445www.carnegieuk.org

RegisteredCharityNo:SC012799operatingintheUKRegisteredCharityNo:20142957operatinginIreland

Working Together for Wellbeing

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