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Initial Option Ideas

Initial Option Ideas. Review of the Strategic Partnership. December 2012. This is a work in progress. Connecting Salford: Whose city vision is it?. Connected Partners Working together with city partners to deliver co-ordinated services together. “to develop a family of partnerships,

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Initial Option Ideas

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  1. Initial Option Ideas Review of the Strategic Partnership December 2012

  2. This is a work in progress

  3. Connecting Salford: Whose city vision is it? Connected Partners Working together with city partners to deliver co-ordinated services together “to develop a family of partnerships, led by a central City Partnership that is driven by energetic and engaged communities of motivated citizens, linked into neighbourhood representatives and guided by a co-operative approach”

  4. Phase 1 Responses

  5. Functions

  6. Overall response

  7. Options 1. No change 2. Existing Partnership takes the Lead 3. New ‘City Partnership’

  8. Partnership Forum Salford Place Board Partnership Executive Health & Wellbeing Board Community Safety Partnership Children & Young People’s Trust Think Skills & Work Think City Adult Safeguarding Board Safeguarding Children Board Strategic Housing Partnership Neighbourhood Arrangements Option 1: No Change

  9. Option 2: Existing Partnership takes the Lead Eg, Health and Wellbeing Board Strengths: • Bodies are already in existence. • Reduces the number of meetings and some duplication. • Legal entities with some statutory reporting duties already in place. Weaknesses: • Over burden the partnership with issues outside their remit. • Membership will need to be reviewed to ensure there is a city wide perspective. • Community and business sector engagement will need to be improved. • Could result in overly complex arrangements, this is a national concern for the evolving Health and Wellbeing Boards.

  10. Option 3: City Partnership Principles • Builds on good practice • Construct to assist the City Mayor • Space for partners to come together • Focuses on the City Plan, vision and priorities • Better coordination and reduced fragmentation • Reduces duplication and costs • Improves community engagement and involvement • Action led • Performance management against agreed outcomes • Platform for better Private Sector involvement • Links with Greater Manchester and beyond

  11. City Plan Forum City Mayor’s Partner Group FoP Leads Group CYPT SLP SSCB EDP SASB S&WB HWB SSHP CSP Communities 3rd Sector Priorities Coordination model

  12. GM AGMA / GMCA FoP Council Partners Councillors & Mayoral Team Governing Bodies Connected City City Partnership

  13. Public Sector response

  14. Driving improvement SSCB Comms. progress Informing systems CSP Business & Inward Invest. City Partnership HWB CYPT Engage SASB Performance Model

  15. What Next? • Recommend that the Executive agree that the development of a new ‘City Partnership’ is the best way forward 2a. Agree the ‘coordination’ model is further developed and shared with the wider Forum OR 2b. Further options are explored with key representatives from the different groups and a revised model is brought back to the Executive in March for final ratification

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