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Waverley Borough Council Committee System - Committee Document

Meeting of the Corporate Overview and Scrutiny Committee held on 22/01/2007
Scoping Report - Waverley's Local Strategic Partnership



APPENDIX C
WAVERLEY BOROUGH COUNCIL

CORPORATE OVERVIEW AND SCRUTINY COMMITTEE
22ND JANUARY 2007

Title:
SCOPING REPORT – WAVERLEY’S LOCAL STRATEGIC PARTNERSHIP
[Wards Affected: All]

Summary and purpose:

The Committee agreed at an earlier meeting that an in-depth review should be undertaken of Waverley’s Local Strategic Partnership. The purpose of this report is to establish the parameters for the review.

Environmental implications

Sustainability is a key theme for all Local Strategic Partnerships (LSPs) to address.

Social / community implications:

The LSP has an important role as a cross-sector community voice.

E-Government implications:

There are no direct e-Government implications arising from this report.

Resource and legal implications:

There are no direct resource and legal implications associated with this report other than the officer time involved in the review.

Background

1. All local authorities have a statutory responsibility to produce a Community Strategy. While only areas in receipt of Neighbourhood Renewal Funding (NRF) are required to establish a Local Strategic Partnership to support delivery of their Community Strategy, the Government puts emphasis on joined-up working in all areas, with LSPs providing a vehicle for this. Convening LSPs in non-NRF areas like Waverley was voluntary – although the vast majority of local authorities have chosen to do so, as the most effective way to discharge Strategies, and providing strategic oversight for their delivery. Community Strategy (now referred to as a ‘Sustainable Community Strategy’) sits at the top of the hierarchy of strategic plans for any given area. Produced in extensive consultation with local communities, these documents should provide a prioritised overview of the issues most important to residents within the catchment of the local authority. 2. Operating at the same level in the hierarchy is the Local Development Framework (LDF), which Government guidance stresses should be ‘the spatial expression of the Community Strategy’.

3. A typical LSP in a district council area will meet between four and six times annually, and will include representatives of:

District CouncilThe Primary Care TrustOlder people
County CouncilThe community and voluntary sectorChildren and young people
Town / Parish CouncilsThe education and skills sectorLocal NHS Trusts
The PoliceThe business communityMedia organisations
The Fire AuthorityFaith communitiesGovernment Offices

4. In two-tier areas, LSPs operate at both district and county level. The recent White Paper, Strong and Prosperous Communities, places a statutory obligation on upper-tier (county) authorities to consult on and produce Local Area Agreements, which are (funded) delivery plans for their Sustainable Community Strategy.

5. The relationship between district and county LSPs is not, however, hierarchical, and varies from county to county. There is, however, a direct relationship between the LAA and the bodies that constitute district-level LSPs – these bodies will have a duty to have regard to the targets of the LAA, and support their delivery.

6. The White Paper states an expectation that [all] “LSPs should be the overarching strategic partnership [for their area], bringing together a manageable number of key thematic partnerships to deliver the priorities agreed in the Local Area Agreement and Sustainable Community Strategy”.

7. The Waverley LSP Executive was reconstituted in June 2006, with agreement of a Terms of Reference for its operation, election of a new Chair, and a commitment to review the thematic subgroup structure and work programme that operates beneath it.

8. The Terms of Reference (attached as an Annexe to this report) were agreed by all Partners on the Waverley LSP in June 2006, with the exception of Dr Andrew Povey and Mr Dave Johnson, both of Surrey County Council. The new Chair of the Waverley LSP is Jean Roberts-Jones, Chief Executive of Surrey Community Action. The new Vice Chair is Ken Kent, representative of the Waverley Business Forum. Scope of the review

9. It is proposed that the review of the Waverley Local Strategic Partnership should focus on addressing the following key questions:

I. How useful do members of the LSP believe the partnership is? II. How are members of the LSP selected? III. How does the Council use the recommendations of the LSP, how does the LSP influence Council policy and how are the decisions/actions of the LSP fed back to the Council?

IV. What specific objectives are the LSP seeking to achieve in the short and longer term and how do they know these are the right issues?

V. Does Waverley’s LSP have regard to the Surrey Local Area Agreement? VI. What performance indicators are in place to measure success?

VII. Are members aware of the LSP, its role and its work to date and how can members of the Council influence the working of the LSP?

VIII. Are the terms of reference of the Waverley LSP being met?

The review process

10. It is suggested that the Committee may consider operating in Select Committee mode to obtain evidence from LSP representatives and relevant Council officers. The suggested process and an outline timetable are set out below:

February/March 2007

i) Gather background evidence and details of best practice from other authorities. ii) Member questionnaire on awareness of the LSP and its activities.

March 2007

iii) Select Committee meeting with LSP representatives and relevant Council officers.
iv) Final report for consideration by the Committee before submission to the Executive.

Recommendation

It is recommended that:
1. the Committee consider the scope of the in-depth review into the Waverley LSP and agree the key questions to be addressed by the review,

2. the review be conducted in accordance with the outline timetable set out above.

Background Papers (MD)

There are no background papers (as defined by Section 100D(5) of the Local Government Act 1972) relating to this report.

CONTACT OFFICER:

Name: Roger Standing Telephone: 01483 523221
E-mail: rstanding@waverley.gov.uk
Comms/o&s1/2006-07/059

ANNEXE
WAVERLEY LOCAL STRATEGIC PARTNERSHIP

Terms of Reference

1. MISSION

1.1 The mission of Waverley LSP is, by means of enthusiastic and mutually respectful joint working, to add greater value in our responses to issues of importance to the people of Waverley than we would, working in isolation.

2. TERMS OF REFERENCE

2.1 These are the terms of reference for the Waverley LSP Executive, agreed by the pre-existing membership at a meeting on 12th June 2006, and effective from that date.

2.2 These terms of reference shall cover a period of twelve months from the commencement date, at the end of which they shall require review and agreement by the membership.

3. LSP FRAMEWORK

3.1 The Local Strategic Partnership shall be known as the ‘Waverley Local Strategic Partnership’ (“WLSP”).

3.2 The Executive of the WLSP, formerly known as the WLSP Delivery Group, shall be referred to in this document as the “WLSP Executive”.

3.3 The WLSP Executive will lead on the formulation and production of the Waverley Sustainable Community Strategy (“WCS”), for which it will be jointly and severally accountable to the public via the WLSP Assembly.

3.4 Multi-agency teams, based on the cross cutting themes of the WCS, will be responsible for the delivery of the WLSP agenda.

3.5 One member of the WLSP Executive will sit on each of the multi-agency teams in a ‘champion’ role. This individual will report directly to the WLSP Executive on the achievements and challenges encountered by the team.

3.6 Each multi-agency team will be responsible for the production of an annual action plan with SMART targets, which will be updated on an ongoing basis.

4. ROLE

4.1 The WLSP Executive’s role is to provide strategic direction for, and manage the performance of, the multi-agency teams, in line with the WCS.

4.2 The WLSP Executive will also debate major strategic issues facing the Borough as and when they arise, with the objective of agreeing common and co-ordinated approaches between partners, and championing those approaches in the respective organisations.

4.3 The WLSP Executive will report progress against its objectives, action plans and resolutions to the annual meeting of the WLSP Assembly, and by means of interim annual newsletters.

5. FREQUENCY OF MEETINGS

5.1 The WLSP Executive will meet at least once every three months, and will schedule further, extra-ordinary meetings as required.

6. MEMBERSHIP

6.1 Membership of the WLSP Executive will comprise the following representatives:

Local Government

6.1.1 The Leader of Waverley BC, or their named representative
6.1.2 A named senior officer from Waverley BC
6.1.3 The chairman of the Surrey CC Local Committee, or their named representative
6.1.4 A named senior officer from Surrey CC
6.1.5 A named senior officer from Surrey Fire and Rescue Service
6.1.6 Two named representatives from Waverley’s Town & Parish Councils

Police

6.1.7 A named representative from the Surrey Police Authority
6.1.8 Two named officers from Surrey Police

NHS 6.1.9 Two named senior representatives from the local PCT
6.1.10 The Chief Executive of Surrey Community Action
6.1.11 From time to time, VCS members co-opted to the WLSP Executive for a time-limited period in response to specific tasks 6.1.12 A named representative of the Waverley Business Forum

6.2 The WLSP Executive will review membership and attendance annually.

7. CHAIRMANSHIP

7.1 The WLSP Executive will have a Chairman and Vice Chairman.

7.2 The WLSP Chairman shall be agreed by, and selected from within the WLSP Executive membership to serve for a period of one year. The chairman is not precluded from seeking re-election at the end of their term.

7.3 The WLSP Executive will appoint one of its members to chair the annual meeting of the WLSP Assembly.

8. DECISIONS, RECOMMENDATIONS AND AUTHORITY

8.1 The WLSP Executive will operate on the assumption that all decisions and recommendations shall be reached by consensus.

8.2 For a decision or recommendation to be considered unanimous, the following conditions must be satisfied:

8.2.1 The meeting must be attended by at least one representative from each of the following organisations, who are able to commit resources directly on behalf of those organisations: 8.2.1.1 Surrey County Council
8.2.1.2 Waverley Borough Council
8.2.1.3 Surrey Police
8.2.1.4 The local PCT 8.2.2 All members present at the meeting must be in agreement with that decision or recommendation. Unanimous decisions and recommendations will be proactively publicised.

8.3 Decisions and recommendations made by the WLSP Executive must be:

8.3.1 Proposed and seconded. 8.3.2 Consistent with the visions, outcomes and targets connected to the current version of the WCS. 8.3.3 Taken with the best interests of the communities of Waverley as the guiding principle. 8.3.4 Based on the principles of adding value to existing partnerships and projects, and overcoming barriers to inter-organisational working. 8.3.5 Consistent with the underpinning WLSP Policy Framework, to include (but not necessarily limited to): 8.3.5.1 The WLSP Statement on Values and Behaviours
8.3.5.2 The WLSP Statement on Equality and Diversity
8.3.5.3 The WLSP Consultation Policy
8.3.5.4 The WLSP Statement on Social Inclusion
8.3.5.5 The WLSP Spatial Planning Statement

8.4 Once agreed, minutes of WLSP meetings will be made publicly available on the Waverley Borough Council website.

Terms of Reference:

Statement on Values and Behaviours

To enhance the success of the Waverley LSP in achieving its goals, the LSP Executive is committed to conducting its business in a manner that is reflective of the values embodied by its mission. This manner of conducting business is reflected in the following behaviours:

Acknowledging the importance of diversity, both individual and organisational
Maintaining the integrity of the LSP, by representing its endeavours in a positive and consistent light in external communications
Respecting the dignity of partners, by acting in a professional and ethical manner towards colleagues
Consulting, communicating and sharing information in an open and honest way, to ensure optimum levels of representation and transparency
Challenging colleagues in a fair, consistent and open manner
Ensuring that colleagues’ right to be heard is maintained
Celebrating success and recognising areas of non-delivery
Creating a ‘no blame’ culture, by promoting a culture of reflective learning


Comms/o&s1/2006-07/059