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  • Community Planning Improvement Board (CPIB)

    The Community Planning Improvement Board (CPIB) provides improvement support for community planning in Scotland.


    Our purpose is to support Community Planning Partnerships (CPPs) to deliver their statutory duties effectively and to make better and more informed decisions that improve the lives of local communities across Scotland. We work with community planning partners to understand:


    • the leadership, influence, services and approaches that are effective in improving outcomes and reducing inequalities for and with local communities
    • the challenges for CPPs including data for evidence based decision making and capacity
    • what support, innovation and/or change is needed to make community planning work more effectively for and with local communities.


    This underpins our three main roles.


    Evidence - We aim to bring together and share evidence of what works well in community planning to influence policy, practice and reform of public services at local and national levels

    Collaboration – We bring together national insights, innovation and improvement support to ensure capacity and resources are targeted to where they are most needed.

    Tailored support and capacity building – We offer practical support to CPPs with their challenges around leadership, governance, scrutiny, analysis and decision-making.


    What challenges are we trying to address?

    Community participation, particularly hard to reach groups, vulnerable and communities of interest

    Strengthened leadership and influence

    Effective decision making and good governance

    Innovative approaches to joint planning, service design and resourcing

    Availability of high quality local data and insights to support decision making

    Supporting innovation, improvement and sharing best practice

    How are we helping?


    Support and capacity building

    We’re offering practical support to CPPs by expanding the Community Planning in Scotland website to include more resources, support and showcases of CPPs’ work and

    progress. We are identifying gaps in the support for CPPs – and working to plug them - while building analytical capacity across public services.


    Evidence and evaluation

    We're developing and sharing evidence of what works based on research by What Works Scotland, as well as developing an approach to evaluation that can be used by CPPs.


    Outcomes, planning and insights

    We will consider approaches to developing outcomes, planning and insights for community planning and will propose areas for development and improvement to support partnership working.  This will include how we capture and evidence the impact of community planning through a range of measures and actionable insights.


    Better access to and use of data, insights and intelligence

    We will improve access to, and understanding of, data by exploring opportunities to increase the local data available in open formats and fill the gaps in the data currently available to measure outcomes and build an evidence base at local level.


    We’re also supporting CPPs to make better use of data and to develop meaningful insights to support effective and informed decision making. We will support CPPs to improve their approach to the sharing of data, intelligence and insights intelligence at a local level, and work with stakeholders to address challenges to data sharing.

  • CPIB Members

    Members of the Outcomes, Evidence and Performance Board come from all the main stakeholders in community planning.


    • Chair: Steve Grimmond - Chief Executive, Fife Council/SOLACE
    • David Martin - Chief Executive, Dundee City Council/SOLACE
    • Gerald McLaughlin - Chief Executive, NHS Health Scotland
    • Mark McAteer - Director of Strategic Planning, Performance and Communications, Scottish Fire and Rescue
    • Malcolm Graham - ACC Strategic Change, Police Scotland
    • Kenny Richmond - Head of Economics, Scottish Enterprise
    • James Russell - Director of CIAG Operations, Skills Development Scotland
    • Audrey MacDougall - Deputy Director Communities Analysis and Scottish Government Chief Social Researcher, Scottish Government
    • David Milne - Public Bodies and Public Service Reform Division, Scottish Government
    • Roger Halliday - Chief Statistician and Data Officer, Scottish Government
    • Ella Simpson - Chief Executive, EVOC
    • Amanda Coulthard - Community Planning Managers Network
    • Allister Short - Health and Social Care Chief Officers
    • Fraser McKinlay - Controller of Audit and DIrector of Performance and Best Value, Audit Scotland
    • Sarah Gadsden - Chief Executive, Improvement Service
    • Philip Couser - Director of Public Health and Intelligence, NHS NSS
    • Nick Watson - Lead Director, What Works Scotland


    If you have any queries relating to the board or want more information, please contact Emily Lynch.

  • CPIB Work Programme

    Click on a heading below to find out about our work programme in that area. For the latest progress updates in each area, visit the Board Papers section.

    • 1. Data/Analysis/Profiles

      Improve access to and understanding of the data available that can help CPP’s understand need and measure progress

      LEAD: Roger Halliday, Scottish Government

      Activity Lead Responsibility Contribution
      1.1 Raise awareness of, and access to, data and support already available using the Community Planning Support Portal to signpost IS NSS/HS/HIS/NRS/ Audit and Inspection Bodies
      1.2 Explore opportunities to consolidate existing data resources/profiles across Scotland’s public services, e.g. all public sector data being available from the Scottish Government national data repository HS SG/IS/NSS/GCPH
      1.3 Identify gaps/limitations in data currently available to measure progress in outcomes at a local level IS NSS/GCPH/SG/SE
      1.4 Explore opportunities to broker changes to fill identified gaps (e.g. through development of existing and future national surveys) SG NSS/GCPH/IS/SE
      1.5 Open up data (a) by significantly increasing the local data available in open formats, and (b) develop a flexible tabulation tool that would enable the public to get aggregate disclosure controlled tables of person/business level data. SG/NSS
    • 2. Sharing Actionable Intelligence

      Support CPPs to improve their approach to sharing of real time data and intelligence a a local level

      LEAD: Phil Couser, NSS NHS

      Activity Lead Responsibility Contribution
      2.1 Scope actionable intelligence for locality management pilot and secure participation of up to 5 CPPs NSS/IS SG
      2.2 Deliver and evaluate actionable intelligence for locality management pilot and share lessons learned with other CPPs NSS/IS SG
      2.3 Identify potential barriers to sharing data and intelligence as part of the delivery of the pilot NSS/IS SG/Police/SFRS
      2.4 Discuss barriers with Information Commissioner and Caldicott Guardians and other key stakeholders to identify solutions SG NSS/IS
    • 3. Performance Management

      Ensure performance management arrangements for Scotland's public services are fit for purpose and reflect the reform agenda

      LEAD: Mark McAteer, SFRS

      Activity Lead Responsibility Contribution
      3.1 Revisit and update where necessary work undertaken by the PSRB to review performance management arrangements across the Community Planning sector IS SG/NSS/HS/ Police Scotland/SFRS/ SE/SDS/Audit Scotland
      3.2 Contact Harry Burns to discuss how best OEPB can input to and inform his review of Health and Social Care performance management arrangements OEPB Chair IS
      3.3 Conduct interviews with up to six local authority and NHS chief executives to augment the OEPB’s performance management survey findings and establish the key issues CPP’s are grappling with which require a strengthened data and evidence base IS
      3.4 Report on key findings of review of performance management arrangements IS SG/ Police Scotland/SFRS
      3.5 Propose recommendations for national and local consideration arising from findings of review, e.g. including how OEPB can influence Scottish Government policy teams and the generation of new performance frameworks OEPB Members
      3.6 Implement the above recommendations Dependent on findings of review
    • 4. Community Planning Support and Capacity Building

      Support CPPs to deliver their duties under the Community Empowerment (Scotland) Act 2015 by providing access to more targeted and coordinated support

      LEAD: Colin Mair, Improvement Service

      Activity Lead Responsibility Contribution
      4.1 Continue to develop the Community Planning support portal to share details of all resources and support available to CPPs and health and social care partnerships, and to develop an approach to capture support requests from CPP’s IS/HS NSS/HIS/Audit & Inspection Bodies
      4.2 Expand the Community Planning support portal to showcase how CPP’s are working, approaches they are taking and progress they are making in tackling inequalities, e.g. through case studies and evidence collated under items 5.2 and 5.3 IS/HS SG/NSS/WWS
      4.3 Develop proportionate approach to monitoring usage and impact of the Community Planning support portal and the quality and impact of the support provided by partners via the portal IS/HS NSS/HIS/Audit & Inspection Bodies
      4.4 Identify areas where support is not currently available to CPPs and develop and resource collaborative locally tailored solutions (link to 3.3) OEPB Members
      4.5 Develop approach to analytical capacity building across the public sector and deliver support SG/NSS
    • 5. Evidence and Evaluation

      Undertake more targeted analysis of progress being made to tackle inequalities of outcomes across Scotland, to strengthen the narrative around what works and to influence national and local policy

      LEAD: Gerry McLaughlin, Health Scotland

      Activity Lead Responsibility Contribution
      5.1 Develop and disseminate a narrative of current patterns of outcomes across Scotland using a wide range of data, information and available evidence IS/SG
      5.2 Develop and disseminate a narrative of what works based on the research undertaken to date by WWS and use this to influence national and local policy WWS
      5.3 Synthesise and present the wider evidence base of what works in an interactive format through the Community Planning support portal WWS HS/SG/NSS/IS
      5.4 Establish a proportionate and robust approach to evaluation that could be used by CPP’s, and deliver support to help CPP’s make use of this HS
      5.5 Establish scope and coverage of Evaluability Assessment of the Community Empowerment Act and explore opportunities for OEPB to link with this work SG WWS/HS
    • 6. Raising the Profile and Influence of the OEPB's Work Programme

      Increase awareness of the the work of the OEPB, influence national and local policy and raise the profile of local achievements and successes that tackle inequalities and improve outcomes.

      LEAD: Steve Grimmond, SOLACE and Chair of OEPB

      Activity Lead Responsibility Contribution
      6.1 Write to the Clerk of relevant Scottish Parliament Committees (e.g. Local Government and Regeneration Committee and Finance Committee) to outline the work of the OEPB and explore opportunities to contribute to their programme of work OEPB Chair
      6.2 Use leadership role to communicate and disseminate the work of the OEPB to facilitate the buy-in and support of peers from across public services OEPB Members
      6.3 Use OEPB meetings to regularly review, reflect upon and agree approaches to influence national developments and challenges which impact on the public sector OEPB Chair OEPB Members
      6.4 Ensure the work of the OEPB links with work of other strategic groups, e.g. Strategic Scrutiny Group OEPB Chair Audit Scotland
      6.5 Develop a communication plan that ties together the deliverables from the OEPB work programme and showcases effective local practice, targeting all key stakeholders, including national and local politicians IS SG/NSS/HS/ SFRS/Police Scotland/ WWS/ SDS/SE/Audit Scotland
    • 7. Measures of Success

      Identify key measures to demonstrate the impact of the OEPB's work programme over the short, medium and long term

      LEAD: All OEPB members

      Activity Lead Responsibility Contribution
      7.1 Undertake analysis of Local Outcomes Improvement Plans to establish baseline of how CPP’s are meeting their duties within the Community Empowerment (Scotland) Act 2015 and monitor progress through annual reports IS/Audit Scotland
      7.2 Monitor delivery and impact of the OEPB Work programme through regular workstream reports to the OEPB OEPB Chair Workstream Leads
      7.3 Undertake self-assessment to evaluate the effectiveness and impact of the OEPB in relation to how board members work together to influence national and local policy, coordinate/target resources to make the most of the capacity and skills available within their organisations, address barriers within the system to transformation etc. IS OEPB Members
  • Board Papers

    Board papers for all meetings within the last 12 months are available below. If you require older papers, or have any questions relating to the papers below, please contact Emily Lynch.


  • Useful Links

    Community Planning in Scotland

    This website provides information on support available to Health and Social Care Partnerships (HSCPs), Community Planning Partnerships (CPPs), and other community partners who are working to improve outcomes for individuals and local communities across Scotland.


    On the website, you will find links to online tools and information provided by national improvement agencies and specialist organisations, as well as the contact details of who to speak to, if you would like to access tailored support.


    Community Planning Outcomes Profile (CPOP)

    The Community Planning Outcomes Profile is a tool to help you assess if the lives of people in your community are improving. It contains a set of core measures on important life outcomes including early years, older people, safer/stronger communities, health and wellbeing, and engagement with local communities. It's purpose is to support CPP decision-making and inform the development of Local Outcomes Improvement Plans (LOIPs).


Emily Lynch

Programme Manager, Performance Management and Benchmarking

Tel. 01506 283811

Email Emily