Representing Central Government in the South East - Making a difference

1. Representing Central Government in the South East - Making a difference

2. Joanna Hill Local Government Improvement Adviser Ambitions for Partnerships, 22 November 2007 Wednesday, 24 September 2014

3. Presentation • Changing relationship with Government • Background to development of PtP • Key Emerging Issues • Link to Regional Improvement and Efficiency Partnership • Next Steps

4. New Performance Framework required Government to reconsider how it engages with localities Promise of a more rationalised and devolutionary approach to improvement and efficiency support More proportionate and outcome-focused assessment through CAA Changing relationships

5. Approach based on research which found: Diversity between partnerships; Varying levels of resource; Lack of clarity about the purpose of LSPs (and their long term future); Lack of clarity about available support; Lack of time/money to engage in training; and Many partnership managers felt isolated. Background to PtP

6. Peer Support IDeA & Practitioner Associates LSPs • “How to” Workshops • Chairs & Members • Place shaping • Health Partners • Governance and Accountability • LSP Manager events Grants Core Offer – available to all Communications newswires/newsletter/website/networks/ community of practice Self Assessment & review • Action Learning Sets • Performance Mgmt • Overview & Scrutiny • Health • Spatial Planning • Bespoke support to address key issues individually and in clusters • Facts & Figures • 74 LSPs • 80% completed self assessments • 6 areas piloted Leadership Centre programme • Funding • Core RIEP: £750k • National Programme Subsidy: c. £150k • Additional Commissions: c.£40k (Sport England: £20k, Defra: £20,000) • More to follow? • Delivery Partners • IDeA • Leadership Centre • SOLACE • Shared Intelligence • South East Employers • GOSE • LGA 24/09/2014

7. Member engagement is weak Governance arrangements are causing concern Scrutiny is poor LAA delivery arrangements are confused Community and spatial planning needs to be aligned Performance and risk management is inadequate Key Emerging Issues - PtP

8. Localities are hugely varied in their approach and level of development Difficulty with the technical (LAA) process is often an indicator of under-developed relationships Some LSPs are strong, competent and very capable of organising around the needs of their place Building good partnerships can be a lengthy process that requires significant investment of time and belief by senior leaders Key Emerging Issues – Leadership Centre

9. Advisory Board comprising Audit Commission, GOSE, IDeA, LGAs, SECE and SEEMP. SOUTH EAST IMPROVEMENT AND EFFICIENCY PARTNERSHIP Fire Improvement Partnership Performance Management: Training; Peer support; and Shared learning R E G I O N A L P R O G R A M M E S SUBREG I ONAL PARTNERSH I PS Berkshire Economic prosperity, efficiency & effectiveness, performance management, partnership working, and procurement Hampshire/Isle of Wight Collaborative service delivery, identifying opportunities for efficiencies and cost savings (Waste Management), building capacity through organisational development (regional learning and recruitment portals, member development and improved community engagement). Progress through Partnership (LSP support programme) South East Centre of Excellence Manages South East Efficiency Partnerships and provides secretariat to Improvement and Efficiency Board Kent & Medway Improving collaboration skills of Members and Officers, removing barriers to collaboration between Councils, building the capacity and skills of Officers and Members and facilitating improved two-tier and cluster working between Councils Corporate and Transactional Analysis (Led by Aylesbury) Milton Keynes, Oxfordshire & Bucks Developing a partnership approach to service delivery through sharing good practice and identifying opportunities, improving services by strengthening the link with the community and building capacity through leadership development and change management. Commodity, Goods & Services (Led by Wealden) Construction (Buildings) (Led by Hampshire) Surrey Collaborative service delivery, enhanced neighbourhood engagement and capacity building through learning and development. Social Care (Led by West Sussex) Sussex (East & West Sussex/Brighton & Hove) Shared services and partnership working, innovation in citizen centred technology (mobile working, improving inter-authority links and knowledge management), sharing best practice and developing organisational skills. Waste (Led by East Sussex) • Programme Managers Group • Managing and developing projects • Performance monitoring and reporting • Sharing information and Best Practice • Identifying opportunities for collaboration

10. Support delivery of LAAs and MAAs Members and stakeholders actively involved Evidence based Collaboration underpinned by shared learning and best practice RIEPs to forge relationships with other key regional/local partners Test new and innovative approaches to drive sustainable change (improvement and efficiency) Principles in developing RIEP Strategies

11. Nov 07: CLG to invite partnerships to bid for £11m Indicative regional amounts announced Publication of RIES guidance and headline strategy SEIEP Conference Dec 07: Priorities meetings between RIEPs and GOs Jan 08: RIEPs to submit draft strategies Feb 08: Challenge meeting with Improvement Board Consideration of strategies Mar 08: Ministers sing-off Release of Improvement and Efficiency ‘prospectus’ Apr 08: Strategies commence Timeline

12. Benefits of Partnership Working