Refocusing Partners IN Salford Salford Strategic Partnership Board 12 July 2010 The question we want to answer What would a local strategic partnership fit for Salford’s.
Download ReportTranscript Refocusing Partners IN Salford Salford Strategic Partnership Board 12 July 2010 The question we want to answer What would a local strategic partnership fit for Salford’s.
Refocusing Partners IN Salford Salford Strategic Partnership Board 12 July 2010 The question we want to answer What would a local strategic partnership fit for Salford’s needs do and look like? Thinking about……. • LAA delivery at city and neighbourhood level • Integrating public services where necessary • Aligning public sector resources • (Increasingly) enabling efficiencies and transformation • Linking the local to the central Background The following recommendations are based on: • Findings of the Peer Review 2007 • Guidance from the Audit Commission • Best practice in other Local Strategic Partnerships We need: • A clearer, more meaningful role for the current SSP Board • More clout for the Executive with more focus on aligning partner resources and public sector reform and efficiency • Strengthened senior level support for the Executive through the LAA Board – disbanding current SSP Management Group • To retain a thematic approach but with a stronger focus on joint commissioning within themes • To reconcile the ‘Thinks’ and Thematics into one structure • A Joint Commissioning Group to bring themes together on the most challenging and more cross cutting issues • A stronger relationship between neighbourhood/locality delivery and governance and SSP level work • A clearer relationship between LSP and the Council’s scrutiny function • Joined up research and intelligence Summary: each piece has a critical and distinct role to play to add value SSP Board/Forum Oversight, vision, partnership development and engagement SSP Executive Sets priorities, ultimate accountability, high level strategy and delivery, driving public sector reform Place Board Overseeing whole LAA and SCS delivery, gripping and driving delivery on key risks and cross cutting issues, supports Executive Thematics and Joint Commissioning Group Strategy, commissioning and performance management within and across themes Shared capacity Central and local needs analysis, research, performance management Neighbourhood arrangements Area planning and delivery, community engagement, local accountability Delivery is owned throughout the system – issues and priorities escalate up and down as needed Executive Place Board Thematics and Joint Commissioning Group Neighbourhood Partnership Boards Neighbourhood arrangements (inc Community Committees) Sub Region Region National (LAA/MAA) Driving delivery - a thematic model that can share priorities better SSP Executive Place Board Health & Wellbeing LAA objectives on… • Reducing smoking • Reducing obesity • Reducing alcohol and drug misuse • Reducing teenage pregnancy • Maximising quality of life for older people • Safeguarding vulnerable adults Crime & Disorder Reduction Children & Young People • Reducing the fear of crime • Reducing anti-social behaviour • Reducing numbers of looked after children • Increasing educational attainment • Improving parenting • Reducing child poverty SSP Board/ Forum Joint intelligence, research, performance management… Work & Skills • Increasing basic skills • Increasing access to higher education • Reducing worklessness Shared Priority Joint Strategic Commissioning City, Housing Transport & Environment • Addressing climate change • Improving transport connectivity to services • Growing and developing business and enterprise in Salford • Developing MediaCityUK • Maximising access to affordable, decent homes • Increasing environmental attractiveness SSP Board: We need to ensure widespread partner input into the LSP – ‘a broad church’ Roles & Functions: • Ensure widespread and meaningful input into the vision and direction for the city through the Sustainable Community Strategy and Local Area Agreement • Ensure clarity, understanding, consensus and sounding board for progress reports • ‘Think’ time on major issues with joint learning and development opportunities • All members to take a role elsewhere in the Partnership’s structures Workshop Exercise 1: 5 minutes: Considering the draft protocols, how will you help to ensure the SSP Forum is a success? – provide feedback Exercise 2: 5 minutes: Reviewing the current membership – does this properly reflect the city? Are there any gaps? – provide feedback Exercise 3: Complete the A5 form asking “What do you want from being a member of the SSP Form?” and hand in at the end. These will be compiled to ensure we understand your expectations.