A Vision for the future of partnerships in Ealing?: the principles

Review of the Local Strategic PartnershipInitial Report to LSP Executive

26 May 2010

A vision for the future of partnerships in Ealing?: the drivers

What is driving the future of our local partnerships?

A need to respond to, and strengthen our work on:

• economic challenges• performance and efficiency• focus on residents’ priorities and needs• community empowerment• resident satisfaction and confidence in public services• delivery of responsive services in the community• effective joint working and reduced duplication• enhanced democratic accountability• opportunities to respond to changes in national policy • tackling cross-cutting issues - particularly inequality and disadvantage

A vision for the future of partnerships in Ealing?: the principles

What do we want for our local partnership?

• action and direction informed by residents needs and priorities

• outcomes on the ground to improve lives and reduce inequality

• enabling and empowering local people and communities

• local members at the heart – participatory and representative democracy working together

• full involvement of all local organisations working together where this is the best option

• local solutions to local issues – no ‘one-size-fits-all’

• strategic and local impact

Local partnerships at the heart of local decisions

Strategic decisions

Public accountability

Local partnerships and projects

Localdecisions

Service commissioning

and delivery

Leadership / Executive

Serviceproviders

Local teams / groups / orgs

LSP Review: the process

• Background research and good practice

• Stakeholder interviews:

• steering group, LSP Exec, selected 2nd tier

• report on complete findings in progress

• Engagement to come:

• political steer

• continuing engagement with wider participants

• Analysis and detailed recommendations

The Findings: Where are we now?

Statutory/Public Sector

Business Partners

Ealing Community

Network

LocalCommunity Structures

Ealing Local Strategic Partnership (LSP) Executive

Health Improvement PartnershipUrgent Care Network

Mental HealthLong Term Conditions

Learning DisabilitiesCarer’s Partnership Board

Older PeopleSafeguarding Adults

Drug and Alcohol Action Team (DAAT)Ealing Executive Group

Healthy Weight healthy Lives Strategy group

Built Environment GroupClean and Green Board

Local Adaptation Partnership

Safer Ealing Partnership Operational GroupPerformance Management and Finance groups

Drug and Alcohol Task GroupYouth Crime Prevention

Prolific and Priority Offenders PanelAnti-Social Behaviour Action Group

Domestic Violence GroupHate Crime Group

Counter Terrorism ForumSerious Acquisitive Crime Group

Joint Action Group (Local problem solving).Public Reassurance Group

CCTV GroupSerious Violence Group

Community Sports Action Network;

Ealing Arts;Acton Arts Forum

3rd Tier (operational delivery partnership boards)

2nd Tier (aligned with Community Strategy themes)

Stronger Communities

Board

Health & Wellbeing

Board

Environment &

Climate ChangeBoard

Economy, Enterprise &

HousingBoard

Children’sTrust Board

Safer Ealing Partnership

Arts, Sports & Culture

Voluntary Sector Liaison Forum;

Equalities ReferenceGroup

Skills and Employment Group

Childrens’ Trust Operational Board.Ealing Safeguarding Children Board (ESCB)

Ealing Children’s Trust Schools Consultative GroupYOT Management Board

CAMHS Partnership BoardChild Poverty Group

Engaging Children, young People and Parents Group

Early Years and play Development GroupIntegrated Performance management

Resources, Planning and Commissioning GroupWorkforce Development Group

Integrated Working Operational Delivery GroupESCANEYDCP

Findings: the good

• Building relationships

• Bringing people together to share ideas

• Learning from others – and actioning it

• Adding value to what’s already happening

• Capacity building and ‘a voice’

Findings: the not so good…

• Clarity over role – what is the LSP in the business of?

• Working together – not just meeting together

• Actions and outcomes - not just documents

• Accountability and decision making

• Equitable input and opportunities to contribute

• For some - clarity over offer and contribution

Findings: the opportunities…

• Considerable assets, resources and skills

• Efficiency, reducing duplication and bureaucracy

• Joint problem solving

• Individual and collective responsibility

• Streamlining and action-focus

Proposals: the future model

Ealing Leadership Board: single place for strategic decision making – local leaders and Chief

Execs

Statutory boards

Other useful boards identified

by review

Partnership projects:Proposed by services, partners, analysis of resident engagement,

agreed through commissioning process to leadership board;resourced by partners as appropriate

Performance and risk management forum

(project managers)

• Project set up and management: criteria, decisions at Leadership Board, resourcing, programme managing, funding

• Performance assessed at forum of project managers, based on agreed objectives and anticipated outcomes

• Standing boards exist where organisations feel necessary - take responsibility for coordinating and linking to wider partnership

• Networks of partners remain to meet or consult on as-needs basis for items of information or sign off

• Strategic support from Council for programme management

• Links to the SCS and LAA – or successors

Proposals: in practice

Questions and challenges

• Capacity and resources for involvement

• Changes in national government policy

• The mechanics - how projects decided, started, closed

• Clarity of role

• Coordination – who and how

• Consistent partnership view of what local people want

Next Steps

• Ongoing discussions

• Focus on the practicalities and specifics

• Analysis and more detailed recommendations

• Steering group – June, July, Sept

• LSP meetings

• Report on proposals – July

• Implementation in practice – Aug - Dec

Questions