Strategic Growth Partnership Thursday 27 June 2019 at 11am Guildhall Chamber, Derry
AGENDA
Agenda Item Lead 1. Apologies All 2. Declarations of Interest All 3. Minutes of the meeting held on 27.02.2019 Chair Deputation: Dr Eoin Magennis – Senior Economist, Ulster University Economic Policy Centre 4. Economic Growth in Derry City and Strabane District and impact of Strategic Growth Plan Deputation: 5. The potential for a Participatory Budgeting pilot. Colm Bradley/ Louise O’Kane – Community Places
6. City Deal – Verbal Update Chief Executive
Strategic Business 7. Statement of Progress Manager Strategic Business 8. Review of Partnership Agreement Manager World Health Organisation European Healthy Cities Head of Health & 9. Network - Phase VII Community Wellbeing For Information Head of Community 10. Local Growth Plans Development and Leisure, DCSDC Carnegie Embedding Wellbeing in Northern Ireland 11. Strategic Projects Officer Project 12. C Pharmacy Needs Assessment Project HSCB 13. Forward Meeting Schedule Chair 14. A.O.B All
Agenda Item 3.
Minutes of the Meeting of the Strategic Growth Partnership held on Thursday 28 February 2019 at 11.30am in the Council Chamber, Guildhall, Derry.
Members in Attendance:
Councillor John Boyle, Mayor of DCSDC/Co-Chair Gavin Killeen, Education & Skills ODP Chair/Co-Chair Paul McNaught, Department of Communities/Co-Chair
Linda Watson, Waterside DEA Ali Campbell, Sport NI Louise Clarke, NIHE Maura Craig, Libraries NI Roisin McLaughlin, North West Community Network Simon Sloan, Department for Communities Hugh McKenna, Department for Infrastructure, Jack Connolly, Rainbow CFC Brendan Bonner, PHA Fiona Teague, PHA Malachy O’Neill, Ulster University Leo Murphy, North West Regional College Jonathan Tate, NIFRS Aisling Gallagher, CCI David Bradshaw, Invest NI Paddy McEldowney, Easilink Community Transport Martin Graham, Tourism NI Michael Gallen, PSNI Fionnuala McKinney, WHSCT Columb Duffy, Allstate Padraig Canavan, Learning Cities Jennifer McKeever, Hospitality & Tourism Skills Sub-Group Jim McColgan, RAPID/LAG Janis Scallon, Department of Education
Alderman Ramsey Councillor M McHugh Councillor Fleming Councillor McLaughlin
Mark H Durkan, MLA SDLP Elisha McCallion, MP Derry Raymond McCartney, MLA, Sinn Fein Ofhlaith Begley, MP Agenda Item 3.
John Kelpie, Chief Executive of DCSDC Karen Philips, Director of Environment and Regeneration Stephen Gillespie, Director of Business and Culture Rachelle Craig, Strategic Business Manager, DCSDC Jill Short, Committee Services, DCSDC
Presenting Officers in Attendance:
Barry O’Hagan, Head of Community Development and Leisure, DCSDC Hugh McNickle, Lead Statistician, DCSDC/NISRA Tina Gillespie, Skills Manager, DCSDC Christine Doherty, Biodiversity Officer, DCSDC Claire Lynch, Children and Young Peoples Coordinator, DCSDC Colm Doherty, Strategic Projects Officer, DCSDC
SGP01/19 Apologies
Paul Cavanagh, HSCB Trisha Ward, Libraries NI Nichola Creagh, DfC Jarlath McNulty, LCPPB Interim Chair (Strabane Town Centre) Tom Reid, DfI Alderman Drew Thompson
SGP02/19 Declarations of Interest
There were no declarations of interest.
SGP03/19 Minutes of Meeting held on 25 October 2018
The Minutes of the Strategic Growth Partnership meeting held on 25 October 2018 were agreed with no amendments.
SGP04/19 Strategic Growth Plan – Progress & Performance Monitoring
The DCSDC Strategic Business Manager together with the Lead Statistician presented the above report which was previously circulated to Members. The purpose of the report was to update the Partnership on progress in the implementation of the Strategic Growth Plan and preparations for publishing the first, statutory Statement of Progress in November 2019. Agenda Item 3.
The report included a draft progress report, risk register; set of key performance measures (aligned to each outcome) and the Community Planning Monitoring and Reporting Guidance issued by the Department for Communities.
Members endorsed the contents of this report and noted the extensive preparations underway to prepare for the first Statement of Progress.
Paul McNaught expressed his appreciation for the update report. He said it was encouraging to note the work that had been achieved and and he looked forward in anticipation to the statutory Statement of Progress in November 2019.
The Chief Executive welcomed the progress report. He outlined that it provided a high degree of performance information in relation to one of the most detailed Community Plans across Northern Ireland. He assured Members that Officers would endeavour to continue to work with statutory and support partners to gather performance measure data in advance of the Statement of Progress. He encouraged Members to contact the Officer Team directly if they had any data that was of relevance to the actions within the Strategic Growth Plan.
Subsequently the Partnership
Recommended that Members endorse the progress report, risk register and draft performance measures and note the Community Planning monitoring and reporting guidance included in the above report.
SGP05/19 Education & Skills Delivery Partnership
Gavin Killeen, Chair of the Education and Skills Outcome Delivery Partnership, Tina Gillespie, Skills Manager, DCSDC and the Chair of each subgroup provided an update on progress to date:
• Skills need identified • Development of one plan • Identified areas of importance ie. Digital Sector and Tourism/Hospitality Agenda Item 3.
• Formation of sub groups represented by employers who identified skills shortage • Software development amongst local schools • Magee University involvement vital • Identification of potential sectors ie. CITRIX and WHSCT • Joint funders NWRC and UU • Work towards securing UNESCO Learning City and Region status • Embed entrepreneurialism and creativity within all learning opportunities in collaboration with appropriate agencies • Develop local and sub-regional responses to skill needs and implement, review and monitor the Skills Action Plan • Deliver Pilot projects to include work experience and upskilling opportunities to embed core employability skills • Increase industry engagement in careers advice and guidance • Promote the importance of educational pathways and promote the apprenticeship framework
Paul Kirkpatrick, Dupont – Chair of Advanced Manufacturing and Engineering Subgroup:
Focus Areas: • Talent Pipeline, Innovation Pipeline, Collaboration; branding and promotion
Actions: • Submission of phase 2 Collaborative Network Application to INI • Completion of SOC for City Deal proposal: Centre for Industrial Digitalisation, Robotics and Automation (CIDRA) • Industry 4.0 shared resource • Delivery of Welding Academy • Apprenticeship Campaign • NWRC is a STEM assured College
Colm Duffy, All State – Chair of Digital Creative Technologies Subgroup:
Focus Areas: • Talent Supply • Employment Opportunities • Innovation, Research and Development
Actions: Agenda Item 3.
• Creation of educational pathways for sector • CPD co-ordination and matching of GCSE and A Level Teacher support with local industry • Delivery of Software Development Academies x 3 • Comparison of FE pathways to replicate best practice • Promotion of sector: supporting eventsm, STEM supplement, Monster Confidence
Jennifer McKeever, Airporter - Chair of Hospitality and Tourism Subgroup:
Focus Areas: • Utilise available data and research on skills • Commission local research • Research skills gaps • Up-skilling, reskilling and pathways into the sector • Up-skilling for progression within the sector • Build management and leadership capabilities • Embed entrepreneurialism • Facilitate increased industry engagement to enhance careers advice and guidance
Actions: • Survey Monkey/direct engagement with the sector to explore skills gaps and needs • Job Analysis of all vacancies for 3 months • Delivery of Food Safety, World Host, Customer Service and Barista training • TNI Masterclass • Hospitality and Jobs Vacancy Fair – Guildhall 13 March 2019 • Careers events upcoming 20 clients on Business Boost Programme (10 new)
SGP06/19 Presentation: Green Infrastructure Plan 2019-2032
Dr Christine Doherty, Biodiversity Officer, DCSDC presented the above report a copy of which had been previously circulated to Members. The purpose of the report was to update Members on the development of a Green Infrastructure Plan 2019-2032 and the linkages between this Plan, the Strategic Growth Plan and the emerging Local Development Plan.
Agenda Item 3.
Members noted the contents of the report.
SGP07/19 Presentation: Youth ‘19
Claire Lynch, Children and Young Peoples Co-ordinator, DCSDC presented the above report details of which had been previously circulated to Members. The purpose of this presentation and report was to provide members with an overview of the Youth ’19 programme and seek expressions of interest from Partners to participate in the Government Ambassadors element of the Youth ’19 Programme.
Members noted the contents of the report.
Items for Information
SGP08/19 Carnegie UK Trust - Embedding Wellbeing in Northern Ireland Project
The above report, a copy of which had been previously circulated, was presented for Members information. The purpose of the report was to update the Strategic Growth Partnership on the Partnerships participation in the Carnegie UK Trust ‘Embedding Wellbeing in Northern Ireland’ project.
Members noted the update and the ongoing collaboration with the Trust in the co-design of a tailored offer of support.
SGP09/19 Local Area Community Plans
The above report, a copy of which had been previously circulated, was presented for Members information. The purpose of the report was to update Members on the Local Community Planning process to date.
Members noted the contents of the above report.
SGP10/19 Northern Ireland Strategic Migration Partnership Briefing for Councils (February 2019)
Agenda Item 3.
Members noted for information the above briefing on issues relating to migration.
SGP11/19 Revised Schedule of Meetings
Members noted the revised schedule of Strategic Growth Partnership/Community Planning Partnership meetings 2019/2020.
The meeting concluded at 1.15pm.
AGENDA ITEM 4.
Committee: Strategic Growth Partnership Date: Thursday 27th June 2019 Agenda Item: Economic Outlook NI & DCSDC Area Officer presenting: Dr Eoin Magennis, Ulster University Economic Policy Centre
1 Purpose of Report/Recommendations
1.1 The purpose of this report is to provide an update to the Strategic Growth Partnership on the economic outlook for NI and the DCSDC area.
1.2 It is recommended that Members note this report and the presentation of progress on economic wellbeing data as a key element of the preparations for the Partnership’s Statement of Progress in November 2019.
2 Background
2.1 The Ulster University Economic Policy Centre, as part of their support programme to the Strategic Growth Partnership produce a twice yearly report detailing the economic outlook for both NI and the DCSDC area.
2.2 The report includes a brief consideration of past economic performance which provides the context for the forecasts. The report also provides are detailed analysis of employment trends and changes in the labour market.
2.3 The Ulster University Economic Policy Centre provided an economic forecast on the impacts of the implementation of the capital aspirations within the Strategic Growth Plan in October 2016. Some of this forecast data was used in the development and publication of the Strategic Growth Plan. It was agreed that this forecast data and projections would be routinely reviewed to facilitate the development of the Statement of Progress. 3 Key Issues
3.1 Dr Eoin Magennis will attend the Partnership meeting and deliver a presentation on the progress in achieving these economic milestones. The report – attached at appendix one - identifies the key growth areas across sectors, changes in the nature of employment e.g. part-time vs full-time, gender and underemployment and outlines forecast growth rates.
3.2 The report also shows some early progress - and how the curve is beginning to turn - on some of the historic economic trends for the City and District.
4 Financial, Equality, Legal, HR, Improvement and other Implications
4.1 None identified.
5 Recommendations
5.1 It is recommended that Members receive the report and note that it will assist the Partnership in preparing the Statement of Progress for the Strategic Growth Plan.
Agenda Item 4. - Appendix (I)
Economic Performance & Outlooks in an Age of Uncertainty
June 2019
@UlsterUniEPC
The broader economic context Agenda Item 4. - Appendix (I)
Good news overshadowed by global uncertainties The good … and the uncertainties • Employment growth is strong • Geo‐political risk and the risk locally and nationally of a global slow‐down • Real wages starting to increase • Household finances –low again savings ratio • Public finances reasonably • Productivity growth still healthy significantly below average • Brexit still not resolved • Still no Assembly
Strong jobs growth locally and falling unemployment Growth across a range of sectors Employment change by industry, NI, 2012 – 2018
Net increase: 78k Full‐time: 51k Part‐time: 27k Agenda Item 4. - Appendix (I)
Full-time/ Part-time employment growth What does this mean for young people and women in the labour market? Change in employment by full time/part time, NI, 2001‐2018
FT PT 25,000 2013‐2018:78K jobs created of which 65% were 2001‐2008:101K jobs created of which 66% were full time full time
20,000
15,000 2009‐2012:60K jobs lost of 10,000 which 91% were full time
5,000
0 employment 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 in
‐5,000 Change
‐10,000
‐15,000
2001 Labour Mkt: 2018 Labour Mkt: ‐20,000 68% FT 66% FT
‐25,000
Manufacturing and the productivity challenge Strong jobs growth but losses in higher productivity parts Weighted Total Employee change, NI, 2012‐18 productivity by group:
£62k
£68k Total Employee change: 11,800
£89k Agenda Item 4. - Appendix (I)
Demographics present another challenge Ten years of lower growth followed by another upturn Total 0‐21 Population by single age and 21‐40 by 10 year band, NI, 2017
Real GVA Outlook – NI and UK ‘Muddling through’ set to continue while Republic of Ireland hits 3%+ growth Real GVA growth rate, UK vs NI, 2018‐22
Source: CBR and UUEPC Summer Outlook 2019 Agenda Item 4. - Appendix (I)
UUEPC expects a tougher labour market Private sector job growth dominates Employment change by sector, NI, 2018‐2028
Health & social work Manufacturing Professional & scientific Administration services Information & Comm's Construction Accommodation Other services Arts and entertainment Education 39,000 net new jobs Transportation forecast over next Financial activities 10 years Retail Water supply & waste Employed by households Mining and quarrying Utilities Real estate Public Admin' & defence Agriculture
‐2.0 ‐1.0 0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0
Employment (000's)
Source: UUEPC Outlook Summer 2019
Derry City & Strabane: Recent Performance Agenda Item 4. - Appendix (I)
Population has grown in past two decades Share of NI population has fallen very slightly
Total population, Derry City & Strabane, 2001-17 152000 • Population of DC&SDC estimated at 150,500 in 2017, 150000 an increase of 4.6% since 2001.
148000 • Now an 8.0% share of total NI population down from 8.3% in
146000 2001
• Key factor is net migration 144000 levels are lower than in other places
142000
140000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Strong employment growth in the recovery Employment rates still much lower than NI average
Total workplace employment, Derry City & Strabane, 2001-18 • Employment has increased by over 70,000 8,000 jobs since 2001 with employment 68,000 in 2018 reaching 66,400.
66,000 • An 11% increase in workplace based 64,000 employment since 2013
62,000 • Increase of 6,700 jobs – larger increase 60,000
Employment than the ‘boom’ years (2001-2008)
58,000 Total • Some higher productivity / skilled jobs in 56,000 Manufacturing and ICT but also a 54,000 continuing reliance on public sector
52,000 employment (+1,700 since 2013 or 25% of the increase) 50,000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 • Employment rate of residents is 56%
Source: NISRA (BRES) & UUEPC Analysis Agenda Item 4. - Appendix (I)
Unemployment falling to nearly half its peak in 2013 Rates continue higher than NI averages – similar to inactivity rates
Claimant Count, Derry City & Strabane, 2008-17 10
9
8
7 64 16 ‐
6 of
% 5 4.9
4
3
2
Month
While the labour market recovery has been strong, output has been slower to come back Index since 2012 has lagged the NI growth rates – falling behind
Real GVA (£bn), Derry City & Strabane, 2001-17 • Real GVA currently is £2.53bn (2017) in DC&SDC returning to the 2006 peak £2,600 • Represents a gain of almost £420m in the £2,500 last 15 years
£2,400 • In places GVA growth has been driven by the attraction of more FDI firms into an £2,300 area bringing higher paid jobs
£2,200 • In DC&SDC this has happened to a lesser extent and GVA growth since 2013 coming £2,100 from Health, Accommodation and Administrative Services. £2,000
£1,900 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Source: ONS (Regional Accounts) & UUEPC Analysis Agenda Item 4. - Appendix (I)
Derry City & Strabane: Baseline Economic Outlook
Total resident population projections Population to reach almost 151,000 by 2028
Total resident population, Derry City & Strabane, 2001-28
155,000 • Total Population is forecast to increase from 150,500 (2018) to 150,800 (2027) – a 0.2% Forecast growth. 150,000
• Growth is driven by natural increase only 145,000 • Therefore the resident Working Age 140,000 Population is forecast to decrease from 94,600
Population (2010) to 90,700 (2028) – a 4% decrease.
135,000 Total • This is due to a higher level of working age 130,000 out-migration, in line with the historical levels of out-migration since 2001 125,000 • This wil result in an increasing age
120,000 dependency ration (40% in 2028) and will 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 have an impact on variety of policies such as housing and demand for healthcare services.
Source: NISRA & UUEPC Summer 2019 Local Model Agenda Item 4. - Appendix (I)
Employment growth on an upward trend Perhaps 2,800 additional jobs to be created by 2027
Total workplace based employment, Derry City & Strabane, 2001-28
Upper scenario Baseline Lower scenario • Total employment is forecast to be 75,000 Forecast 69,200 in 2028, up from 66,400 in 2018 – a 3% increase
70,000 • Upper scenario forecasts total employment to be over 72,000 by 2028 – 65,000 a 9% increase Employment
60,000 • Lower scenario forecasts total
Total employment to be 66,000 by 2027 (ie: standing still) 55,000
50,000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
Source: NISRA (BRES) & UUEPC Summer 2019 Local Model
Sectoral Employment Change Healthcare expected to drive growth in the labour market
Change in employment, Derry City & Strabane, 2018-28
• D&S is forecasted to gain around an additional 2,800 jobs by 2028 under the Baseline scenario
• ICT & Health are forecast to provide an additional 1,300 jobs by 2028
• Question marks over the future direction of Manufacturing – quite different baseline and upper scenarios for this sector (+100 vs +800 jobs)
• Public administration & defense is forecast to lose 200 jobs by 2027 – due to continuing departmental budgetary pressures
Source: NISRA (BRES) & UUEPC Summer 2019 Local Model Agenda Item 4. - Appendix (I)
Resident employment rate (%) Employment rate forecast to rise across the Council area but remain behind the average
Resident employment rate (%), Derry City & Strabane, 2009-27 • DC&SDC resident employment rates are forecast to increase from 56% 64% (2018) to 63% (2028) Forecast 62% • On this scenario the Council’s rate
60% will remain behind all others and the (%) NI average – low base to start from. Rate
58% • It should also be noted that high 56% Employment levels of working age out-migration
54% will impact upon the employment Resident rate and that residence in Co 52% Donegal skews this figure also.
50% 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
Source: LFS (Local Area Database) & UUEPC Summer 2019 Local Model
Resident ILO Unemployment Rate (%) Unemployment rates to halve over the next decade
Resident ILO unemployment rate (%), Derry City & Strabane, 2009-27 • ILO unemployment rates show the number of unemployed as a % of the
20% labour force – different rates to claimant Forecast 18% count (latter generally lower – 4.9% at recent count) 16%
14% (%) • Annual unemployment rates are forecast Rate 12% to fall from 10% (2017) to 5% (2028) 10%
8% • Unemployment numbers are forecast to Unemployment
6% fall from 5,900 (2017) to 3,100 (2028) ILO
4% • This fall in unemployment numbers is 2% expected to be as a result of the job 0% 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 creation in the Council area or in nearby places
Source: LFS (Local Area Database) & UUEPC Summer 2019 Local Model Agenda Item 4. - Appendix (I)
A slight decrease in economic inactivity A direct result of the higher levels of out-migration
Resident Economic Inactivity Rate (%), Derry City & Strabane, 2009-28 • Economic inactivity rate shows the
40% number of economically inactive as a %
Forecast of the working age population 35%
30% • The economic inactivity rate is forecast (%) to fall from 37.2% (2017) to 33.3% 25% Rate (2028) – remains around 9% higher than 20% NI average. Inactivity
15% • Actual numbers to fall to close to 30,000 Economic 10% people – perhaps 18,000 when students
5% excluded
0% 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 • Persistently high numbers and rates in places now being attributed to illness rates, especially mental health issues, among younger people.
Source: LFS (Local Area Database) & UUEPC Summer 2019 Local Model
Current output now at 2006 peak and expected to rise further Expected to be 50% higher than 2001 by 2028
Real GVA (£bn), Derry City & Strabane, 2001-28 • Real GVA is forecast to increase from £2.6bn (2018) to £2.9bn (2028). Even Upper Baseline Lower sharper increase under Upper scenario £3.2 Forecast (£3.1bn by 2028).
£3.0 • CAGR expected to be higher than most
£2.8 other Council areas and above the NI average growth rates (£bn)
£2.6 GVA • Driven by growth in two sectors: ICT and Real £2.4 Manufacturing with higher wages and more profit being extracted there £2.2
£2.0 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
Source: ONS (Regional Accounts) & UUEPC Summer 2019 Local Model Agenda Item 4. - Appendix (I)
Growth to remain positive over next decade Lower than pre-recession and early recovery growth rates
Real GVA growth rate (%), Derry City & Strabane, 2002-28
8%
Forecast 6% • DC&SDC real GVA growth rate for 2018 expected to be 1.0% 4% (%)
• Forecasted average 2% growth rates of 1.6% Growth (2018-28)
GVA 0%
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 Real
‐2%
‐4%
‐6%
Source: ONS (Regional Accounts) & UUEPC Summer 2019 Local Model
Summary Agenda Item 4. - Appendix (I)
How are we going so far??
Thank You
Dr. Eoin Magennis Senior Economist: Ulster University Economic Policy Centre Email: [email protected] Telephone: 07825140326
Andrew Park Economist: Ulster University Economic Policy Centre Email: [email protected] Telephone: 02890 368 917 AGENDA ITEM 5.
Committee: Strategic Growth Partnership Date: 27 June 2019 Agenda Item: Presentation: Participatory Budgeting
Officer presenting: Colm Bradley/Louise O'Kane - Community Places
1 Purpose of Report/Recommendations
1.1 The purpose of this report is to provide context by way of background to the presentation on Participatory Budgeting which members will receive from Community Places at the 27th June Strategic Growth Partnership.
1.2 It is recommend that members note the content of this report and associated presentation by Community Places and endorse the proposal to proceed with the scoping of a youth focused Participatory Budgeting pilot to take forward actions identified within the Children and Young People theme of the 8 Local Area Community Growth Plans.
2 Background
2.1 Participatory Budgeting (PB) can be described as “Local People deciding how to allocate part of a public budget.” It is a way for citizens to have a direct say in how public funds are used to address local needs. As such it is more than consultation, it is a form of participatory democracy that can bring fresh perspectives.
2.2 PB can be used to allocate spending from a range of sources including: Local Councils; Housing Associations; Schools; Public Health Trusts; Police and Community Safety Partnerships; Social Enterprises; Trusts and Charities. 2.3 PB is much more than just deciding how resources are allocated. It provides opportunities to engage in non-traditional ways that reach out to people who don’t often have a voice and it can become a celebration of positive action in the community.
2.4 Through the careful application of PB it is possible to find creative and effective ways of improving essential services, sharing responsibility with citizens in a planned way, with the aim of:
Increase levels of participation and engagement – it is a practical way of getting involved in your community
Improve trust and relationships between citizens, public sector officials, elected representatives and the private sector
Improve the way public money is spent
Empower citizens
2.5 Originally developed in Latin America in the 1980s, PB has spread into Europe, the USA and beyond. PB is now practised in over 3,000 cities worldwide and has been identified as good practice by the World Bank; UNESCO; OECD; UN and the Department for International Development.
2.6 Participatory Budgeting can take many forms and new and innovative processes are continually being developed. The three broad models are:
• Small Grant Allocation - funding for an area or theme is distributed using PB. Local groups propose and present projects and then residents vote for the projects which they think should be funded.
• Devolved Funding to Local Communities - council or statutory partner funding devolved to where services are delivered on the frontline. The funding may be used for public or voluntary sector projects.
• Mainstream Investment - all citizens within an area can vote on how public money is allocated and are also involved in deciding what the priorities for the area should be.
2.7 So far in the UK the majority of PB funds have been allocated using a ‘small grants’ model, where residents decide between small projects run in their communities. 2.8 At its heart PB is about involving more people in all stages of the commissioning of public services. Whenever money is being spent in a community, ward or at council area level it is possible to increase the amount of citizen involvement in decision- making and also in the prioritisation, delivery and monitoring of services.
3 Key Issues
3.1 The Participatory Budgeting Works Project (http://www.participatorybudgetingworks.org) is a collaborative effort to raise awareness of and advocate for Participatory Budgeting within NI. The project is co- ordinated by Community Places and includes a range of organisations from the public, community and voluntary sector working together to create an enabling and supportive environment for PB. To date a number of PB pilot projects have been successfully delivered across the region (Appendix I).
3.2 Community Places will outline by means of a presentation to the Partnership how Participatory Budgeting aligns closely to Community Planning, and Local Area Community Planning in particular, and how it may be used as a potential mechanism to deliver on the implementation of actions. PB also provides an opportunity to further build on existing models of devolved funding, such as the successful ‘Change Something Fund’ delivered as part of the ‘Youth 19’ programme.
4 Recommendations
4.1 That members note the content of this report and associated presentation by Community Places,
4.2 That the Partnership endorse the proposal to proceed with the scoping of a youth focused Participatory Budgeting pilot to take forward actions identified within the Children and Young People theme of the 8 Local Area Community Growth Plans. Agenda Item 5. Appendix I
Participatory Budgeting in Newry, Mourne and Down Agenda Item 5. Appendix I
2 Communities Leading Change
Communities Leading Change
In 2018, Newry, Mourne and Down Community Planning Partnership decided to implement Participatory Budgeting (PB) through the Communities Leading Change initiative, as a method of extending democracy and increasing civic engagement, by giving people in the district a say on allocating funding to address issues that matter most to them. For the first time citizens of Newry, Mourne and Down District took part in two Participatory Budgeting (PB) initiatives; Communities Leading Change in the Mournes and Youth Leading Change.
Our aim for both PB initiatives was to help successful in receiving a share of £10,500 and people to lead and make real changes in their we would like to showcase and celebrate their communities. Every group submitted a funding achievements through this short report. application and were invited to attend a community voting event to pitch their ideas for This report complements two short films funding. that were commissioned for the events in the Mournes DEA and the Youth Leading Change A total of over 5500 votes were cast on which district wide youth event held in Newry. projects the community wanted to see funded They can be found at: in their local area. Of the 30 Groups which www.newrymournedown.org/ participated across the district, 21 groups were communities-leading-change
Communities Leading Change Partners Agenda Item 5. Appendix I www.newrymournedown.org 3
Aims of the Project
To pilot Experiment 1 Participatory 2 with different Budgeting (PB) approaches to as a mechanism PB events in for community the area engagement in the area
Involve and build 3 community capacity
See community Challenge the 5 groups succeed 4 way small grants are awarded by being innovative
Build trust 6 with community and partners
Build 7 Partnership working Agenda Item 5. Appendix I 4 Communities Leading Change Openness Transparency Fairness Our Approach Inclusion
The Communities Leading Change partners make it open. The Communities Leading Change decided to pilot two completely different types of partners decided the bigger area would get more Participatory Budgeting initiatives to see which funding as they anticipated that more community worked better and to learn from each type of event. groups would apply. The only criteria on the The focus was on achieving the PB principals of expression of interest forms was that the projects openness, transparency, fairness and inclusion. We would positively impact on the priority areas; wanted to pilot voting online and in person, a small Improving the area, mental health and emotional rural community with a district wide community. wellbeing, social isolation, and improving the lives We wanted to target a demographic (youth) and of young people.
Mournes Leading Change Youth Leading Change
Non-Technical Technical
All ages Young people
Small, Rural Area District wide
£3,000 £7,500 Agenda Item 5. Appendix I www.newrymournedown.org 5
The Mournes Story
The first event was a non-technical, localised event based • Advocacy VSV: Finishing their website and in the Mournes DEA. Over 70 Mournes DEA residents promotional leaflets voted at an event on 18 October 2018 in Newry Street • Atticall: Youth Participation project Unite Community Centre, Kilkeel, in which nine projects • ARK Community Gardens: Winter Market pitched their ideas. Each person was given three votes • Newry Street Unite: Big Community Quiz. which they had to use for 3 different projects. The votes were counted, and the following six projects were each Each of the projects tackled one or more of awarded £500 funding: the three priority areas of rural isolation, • The Ladies of Mourne: Cultural Trip to Stormont mental health and emotional wellbeing, and • MYMY: Updating their multipurpose and crisis room improving the area. Agenda Item 5. Appendix I
6 Communities Leading Change
The Youth Story
The second pilot, Youth Leading Change, saw 24 • Carnagat Community Association, South Armagh, groups send in their project ideas in short videos. Cultural Workshop Project Each project benefitted youth in the district. • Clanrye Group, Newry, BASE project These videos were uploaded online and the local • Cloughoge Primary School, Newry, communities were asked to vote for their top Garden Gang-Urban Allotment Project three favourite projects. Over 5000 votes were cast • Croabh Rua Camlocha Hurling Club, Bessbrook, online. The successful projects were announced Community Gym at a special awards ceremony hosted by Pamela • Downpatrick Scouts, Raising Our Camping Game; Ballantine, on Saturday, 24 November in Newry’s • EA Social Inclusion Group, Newry, Inclusion Project Canal Court Hotel. Representatives from almost • Jason Benson Drama Collective, Rostrevor, all the organisations, which entered a project, Intergenerational Drama Project attended and enjoyed an interactive event • Mourne Heritage Trust, Annalong, Youth Path Team where everyone was able to view each other’s • Shimna Stars Special Olympic Group, Castlewellan, project videos and have fun voting for best video, Dodging the D Man soundtrack and story. • St Oliver Plunkett Youth Club, Crossmaglen, The New Lease Project 15 groups were successful in their bids and were • St Patricks Primary School, Newry, The Happy Hive awarded £500 each: • Teconnaught Cross Community Pre-School, • Autism Families, Newry, Therapy Tuesdays Downpatrick, Playhouse Project • Bryansford Amateur Boxing Club, Newcastle, • Upper Creggan Pantomime Group, Crossmaglen, Stepping up BAB Pantomime ‘Ole King Cole’. Agenda Item 5. Appendix I www.newrymournedown.org 7
Some Facts and Figures
Communities Leading Change in the Mournes
• Engagement with 12 groups from the Mournes area • 6 Groups awarded funding totalling £3000 • 9 groups pitched their project ideas which benefitted • 2 unsuccessful groups applied for the second one or more priority areas (Rural Isolation, Mental pilot - Youth Leading Change, in which one health and Emotional Wellbeing, Improving the area) group received funding • 70+ residents voted • Mournes Promo video 1.5k views. Agenda Item 5. Appendix I
8 Communities Leading Change
Some Facts and Figures
Youth Leading Change
• Engagement with 24 Youth groups from across • Over 5000 votes cast the District • Representation from almost all groups at event • 21 project ideas which benefit youth in the area • 120 Young people attended the awards event were submitted online (video) • 15 groups awarded funding totalling £7500 Agenda Item 5. Appendix I www.newrymournedown.org 9
Some Facts and Figures
Feedback from participants
“The process was straightforward and fair. The event was Youth entertaining and informative. It was great to see other group ideas and projects.”
100% 91.7%
“Opportunity to see what groups are doing for the of respondents agreed they of respondents agreed the community” found the process easy process was worthwhile and they would likely do it again.
The Mournes
“It was people driven - not decided by 100% 84.2% bureaucrats.”
of respondents agreed they of respondents agreed the found the process easy. process was worthwhile and they would likely do it again. “Everyone given a chance to promote their group.” Agenda Item 5. Appendix I
10 Communities Leading Change
Successful groups
Advocacy VSV gained funding to design a new Website Bryansford Amateur Boxing Club and fliers to promote this new charity that helps gained funding for new equipment for their club. Now victims of sexual violence. Based in Newcastle. they are fighting fit and able to compete. The new www.advocacyvsv.com equipment promotes good health through exercise.
MYMY gained funding to give their crisis room a facelift. Downpatrick Scouts gained funding for new hammocks. 20 people got involved in helping with the painting and The scouts now have more options and have no need to decorating of the room. Improvements have been made sleep on the ground while camping. to make the room more inviting which encouraged more drop in sessions. The service users now feel the room is cleaner and of a higher standard. “This has made a huge difference to the overall feel of the house and we are very grateful for the grant” Agenda Item 5. Appendix I www.newrymournedown.org 11 What have they done so far?
The Ladies of Mourne used their funding to go on a Upper Creggan Pantomime Group cultural trip to Stormont. As you can see they looked like the children put on a pantomime called Ole King Cole they had a great time! which they enjoyed thoroughly. Friendships where made and confidence grew which positively impacted their health and wellbeing.
Cloughoge PS, Newry spent their funding on a Carnagat Youth Group organised and participated in gardening project. The children had great fun making a cultural event for their community which included their garden grow by planting flowers and vegetables Chinese dancing, Bollywood dancing and African in their new poly tunnel. Not only does this garden help drumming. The children learned about other cultures the environment but it gives the children a new place to and traditions and developed skills in leadership, be relaxed and learn new skills. budgeting and communication. Agenda Item 5. Appendix I
12 Communities Leading Change
What have we learned?
PB increases PB gives the knowledge of groups community a in the area voice
PB gives the community The process is open confidence in applying and transparent for funding
“The PB projects pilot was very worthwhile and enjoyable for those organisations involved in rolling it out. We approached it in an enabling frame of mind which helped us work positively together for our organisations & the groups. We were able to engage a good broad range of groups all of whom demonstrated a passion for and belief in their work. On the organising side of things, the use of video-conferencing saved valuable travel time which made the project more do-able for Voluntary sector groups. The groups were delighted with the awards they received.” Raymond Jackson, CCG Agenda Item 5. Appendix I www.newrymournedown.org 13
Challenges
Encouraging Scaling up community to get involved with initial idea generation and co-design
Making it easier Moving beyond PB for groups to gain as simply small-scale funding (accessibility) grant provision
Resourcing Extending community’s decision making on local budgets and service provision (long term)
Further engagement with groups Agenda Item 5. Appendix I
14 Communities Leading Change
What’s next?
The Communities Leading Change team are hoping to run this initiative in the coming year (2019) and develop the experience of PB with communities across Newry, Mourne and Down district over the next four years.
Our plans are to co-produce PB with communities to have a say in where funding can be best used in line all over the district, expand PB as an innovative and with community needs. alternative option to current small grant schemes and fund even more projects. To find out more about PB contact [email protected] PB is an exciting, creative and fun way of engaging with or keep an eye on the council’s Facebook page communities to identify priorities and to enable people /nmdcouncil Agenda Item 5. Appendix I Agenda Item 5. Appendix I
/nmdcouncil
@nmdcouncil
Living well together :-) 18162 AGENDA ITEM 7.
Committee: Strategic Growth Partnership Date: 27 June 2019 Agenda Item: Statement of Progress Officer presenting: Strategic Business Manager
1. Purpose of Report/Recommendations
1.1 The purpose of this report is to update the Partnership on progress in the implementation of the Strategic Growth Plan and preparations for publishing the first, statutory Statement of Progress in November 2019.
1.2 This report includes a summary report (at appendix I) on the Statutory Partners Meeting which took place on 1st May 2019
1.3 Subject to Members’ views - it is recommended that Members endorse the proposed approach outlined herein for the development of the Statement of Progress.
2. Background
2.1 In November 2017 the Partnership agreed a Strategic Growth Plan for the Derry City and Strabane District Council area in accordance with Section 10 of the Local Government (Northern Ireland) Act 2014 and the Operational Guidance in the Delivery of Community Plan.
2.2 Since then all Statutory and Support Partners have been working actively within the Outcome Delivery Partnerships to deliver the actions within the Strategic Growth Plan and to realise its significant social, economic and environmental impacts.
2.3 Over the course of recent Strategic Growth Partnership meetings (October 2018 and February 2019) Members have been updated on progress as part of the monitoring and evaluation of the Strategic Growth Plan. This has included updates on progress against the baselined, population-wide indicators; high level qualitative RAG status report on progress on all 232 actions within the plan; risk register; and, progress towards the development of draft performance measures.
3. Key Issues
3.1 The Local Government Act (Northern Ireland) 2014 Section 71 (4) states that it is the duty of each community planning partner to provide such information as the council may reasonably require in order to enable it to comply with its duty.
3.2 In preparation for the upcoming ‘Statement of Progress’ and in line with the Department for Communities Community Planning Monitoring and Evaluation Framework Guidance (LG Circular 04/2-19) a meeting of Community Planning Statutory Partners was convened on the 1st May 2019. A summary report of this event is attached at Appendix I.
3.2 The purpose of this meeting was to engage with Statutory Partners in relation to the proposed content for the Statement of Progress and reach consensus on the approach to sourcing Performance Measure data which will measure the progress of actions identified to contribute to the overall achievement of outcomes.
3.3 The proposed output for the Statement of Progress, (subject to the approval of members) was outlined as follows:
2 Reports:
1. Detailed Statistical/Evidence based report comprising information on:
. Recap on Vision and Outcomes . Update on Population-wide Indicators . Updated Progress Report on 232 actions . Economic Progress Report - Ulster University Economic Policy Centre . Performance Measure Data – High level Outcome Based Accountability (OBA) Scorecard for each Outcome. . Qualitative Perspective/Case Studies on hard issues / personal stories
2. High level user friendly summary report - for wider distribution.
. 5/6 page document outlining Key data and information on progress, case for intervention where there are needs/inequalities 3.4 It was agreed that following the meeting a formal call for data would be issued to all Statutory Partners, who would then consider what (if any) performance measure data their organisation currently holds which could be used to demonstrate the delivery of the actions detailed within the Strategic Growth Plan in line with the OBA methodology of:
. How much did we do? . How well did we do it? . Is anyone better off?
3.5 This call for data commenced on the 2nd May and remained open until 7th June 2019. Following the submission deadline returns had been received from:
. DCSDC . HSCB . Invest NI . PHA . PSNI . Sport NI
3.6 In parallel, work continues within individual Outcome Delivery Partnership to agree 3-4 key actions which best reflect work and progress within that outcome area and agree the most relevant performance measure data to facilitate the population of the high-level OBA scorecard.
3.7 A Communications Officer meeting was also to be convened in early June. The purpose of which was to commence a regular process of engagement between communications teams from all partner organisations, focusing on developing a partnership approach to sharing messaging, targeting wider audiences, and the development of a campaign to highlight the publication of the Statement of Progress in November. Invitations were issued to all Statutory Partner organisations on 3rd May, however due to a lack of uptake this meeting was cancelled. A further Communications meeting will be scheduled in early autumn prior to the publication of the Statement of Progress.
4. Recommendations
4.1 Subject to Members’ views, it is recommended that members endorse the proposed approach outlined in Section 3.3 in the development of Statement of Progress and note that a draft will be presented at the next Strategic Growth Partnership for approval. Agenda Item 7. - Appendix I
Derry City & Strabane District Strategic Growth Partnership
Community Planning Statement of Progress Statutory Partners Meeting - Post Event Report
1st May 2019 at 10:30 Everglades Hotel, Derry Agenda Item 7. - Appendix I
1. Purpose of Report The purpose of this report is to provide a summary of the Derry City and Strabane Strategic Growth Partnership Statutory Partners meeting which took place on the morning of 1st May 2019 in the Everglades Hotel Derry.
2. Register of attendance:
Hugh McKenna Department for Infrastructure Paul Cavanagh Health & Social Care Board Louise Clarke Northern Ireland Housing Executive David Bradshaw Invest NI Alan Hutton PSNI Michael Gahan PSNI Martin Graham Tourism NI Teresa Mullan Western Health & Social Care Trust Kevin Duffy Western Health & Social Care Trust Fiona Teague Public Health Agency Donna Allen Education Authority Deirdre Hasson Education Authority Stephen McDowell Education Authority Trisha Ward Libraries NI Colin Greer Department for Communities Stephen Gillespie Derry City & Strabane District Council Barry O’Hagan Derry City & Strabane District Council Seamus Donaghy Derry City & Strabane District Council Rachael Craig Derry City & Strabane District Council Tina Gillespie Derry City & Strabane District Council Patrick Doherty Derry City & Strabane District Council Hugh McNickle Derry City & Strabane District Council Colm Doherty Derry City & Strabane District Council
Apologies:
• Gerry Campbell, CCMS • Tom Reid, Department for Infrastructure • Des Gartland, Invest NI • Ali Campbell, Sport NI • Teresa Molloy, WHSCT • Deirdre Mahon, WHSCT • Brendan Bonner, PHA • Karen Philips, DCSDC • Karen McFarland, DCSDC • Aeidin McCarter, DCSDC • Claire Lynch, DCSDC Agenda Item 7. - Appendix I
3. Welcome & Introduction Stephen Gillespie, Director of Business & Culture, Derry City and Strabane District Council (DCSDC) welcomed those in attendance. After a round of introductions he outlined the purpose of the workshop as follows:
• To raise awareness, consult and engage Statutory Partners on the process to develop the Statement of Progress;
• To allow time to collectively prepare for forthcoming call for data and data gathering process;
• Raise any issues / discuss.
4. Overview of Community Planning Process to Date, Performance Measures and Next Steps Rachael Craig, Strategic Business Manager, DCSDC provided an overview of the Community Planning process in Derry and Strabane to date including a summary of the implementation structures and recap of the challenges, opportunities and potential impacts implementation of the Strategic Growth Plan could bring about.
She briefed partners on the legislative requirement to produce the upcoming ‘Statement of Progress’ in November 2019 and outlined the proposed output (subject to approval from the Strategic Growth Partnership approval on 27th June):
Two reports
I. A detailed document with information from
• Population-wide indicators;
• Performance measures;
• Progress Report on 232 actions;
• Economic Progress Report;
• Qualitative Perspective on hard issues / personal stories
II. A summary document for wide distribution. 5/6 pages. Key data and information on progress, case for intervention where there are needs/inequalities
Hugh McNickle, Lead Statistician, DCSDC/NIRSA provided an overview of performance measure data requirement in order to inform the Statement of Progress.
• Guidance issued by Department for Communities indicates that performance measure data should be reported via Outcome Based Accountability Scorecards and that a scorecard should be completed for each action. • The Strategic Growth Plan has identified 232 action/sub-action across the 8 outcome area. It has therefore been agreed at the Strategic Growth Partnership that a single high-level scorecard will be produced for each of the 8 outcomes. Agenda Item 7. - Appendix I
• Responsibility of each Outcome Delivery Partnership (OPD) to decided what actions best reflect work and progress • Responsibility of each OPD to agree content and provide relevant performance measure data to allow population of scorecards.
4. Outcome Based Discussions Following the presentation partners broke into thematic groupings to consider the following:
• Are the suggested Performance Measures appropriate?
• Any impediments to providing the data in May.
• Further suggestions on the process?
• How can we add realism? Reflections of hard issues that need to be addressed?
• Are there any obvious performance measures that should be included?
Examples of feedback provided are outlined below:
General consensus that 1 high level scorecard per outcome, outlining progress on key actions was the most appropriate approach. Concerns in relation to the significant amount of data that exists across all of the statutory agencies and deciphering what is the most relevant. Data alone does not always present an accurate picture. o Data available at a council level will not always reflect an accurate picture of what is happening with DEAs.
5. Next Steps
• Formal call for data will be issued to all Statutory Partners following today’s meetings. Partners have agreed to consider what (if any) performance measure data their organisation currently holds which could be used to demonstrate the delivery of the actions detailed within the Staregic Growth Plan in line with the OBA methodology of: How much did we do? How well did we do it? Is anyone better off? • Formal call for data will commence on the 2nd May 2019 and remain open until 7th June 2019. • Approval to proceed to develop the Statement of Progress in line with the proposal outlined will be sought from the Strategic Growth Partnership at the June 27th meeting. • Further Communications Officer meeting to be convened in early June. The purpose of this meeting is to commence a regular process of engagement between communications teams from all partner organisations. The meeting will focus on developing a partnership approach to sharing messaging, targeting wider audiences, and the development of a campaign to highlight the publication of the Statement of Progress in November. Agenda Item 7. - Appendix I
• Draft Statement of Progress will be developed over the summer months and presented to the Strategic Growth Partnership in October for approval.
6. Actions Points i. Statutory Partners to consider what (if any) performance measure data their organisation currently holds and feedback returns by ‘Call for Data’ submission deadline (7th June). ii. Statutory Partners to identify relevant officer from within their own organisations to participate in the Statement of Progress Communications meeting scheduled to take place on 27th June and provide details of same. iii. Further Statutory Partners meeting to be convened in early autumn to consider draft Statement of Progress in advance of presentation to Strategic Growth Partnership in October ’19.
Agenda Item 7. - Appendix I
Presentation Slides
Preparing for the Statement of Progress - Is anyone better off?
Statutory Partners Meeting 01.05.2019
Objectives
• To raise awareness, consult and engage Statutory Partners on the process to develop the Statement of Welcome & Introduction Progress • To allow time to collectively prepare for forthcoming Stephen Gillespie, call for data and data gathering process Director of Business &Culture • Raise any issues / discuss Agenda Item 7. - Appendix I
Our Vision is: A thriving, prosperous and sustainable City and District with equality of opportunity for all. An overview of next steps Rachael Craig Strategic Business Manager
Strategic Growth Plan Delivery Structure Delivery Framework Agenda Item 7. - Appendix I
The Local Government Act (Northern Ireland) 2014 Section 71 (4) states that it is the duty of each community planning partner to provide such information as the council may reasonably require in order to enable it to comply with its duty Agenda Item 7. - Appendix I
ambition 8
Input visual of progress report here Progress & Performance Monitoring Agenda Item 7. - Appendix I
Proposed output Next Steps
Two reports • Call for performance measures ‐ May 1. A detailed document with information from • • Population‐wide indicators; Receipt of responses early June • Performance measures; • Strategic Growth Partnership 27th June • Progress Report on 232 actions; • Videos and soundbites captured • Economic Progress Report; • Detailed report and summary report prepared • Qualitative Perspective on hard issues / personal stories • Presentation to Strategic Growth Partnership in Oct 2. A summary document for wide distribution. 5/6 pages. Key • Launch of Statement of Progress in November data and information on progress, case for intervention where there are needs/inequalities
Strategic Growth Plan - Monitoring
• Legislation requires that councils report to Overview of the public by way of a published statement highlighting progress on outcomes achieved performance measures and actions taken.
Hugh McNickle • This will be due in November 2019 Lead Statistician, NISRA Agenda Item 7. - Appendix I
Strategic Growth Plan - Monitoring Strategic Growth Plan - Monitoring
This statement will include a number of elements: Agreed eight outcomes will monitored by a suite of i. Vision indicators sourced mainly from NISRA.
A thriving, prosperous and sustainable City and 50 in total: District with equality of opportunity for all.
ii. Outcomes • 22 in Health and Well‐Being pillar OBA scorecards iii. Actions • 16 in Economic Pillar
May also include additional information such as case studies, good news • 12 in Environmental Pillar stories and instances of innovative work and collaboration.
Strategic Growth Plan – Action / Performance Monitoring Strategic Growth Plan – Action / Performance Progress of actions identified to contribute to the overall Monitoring achievement of outcomes • Guidance indicates that an update should be provided on each Quantity of effort Quality of effort action that has been completed / commenced from associated How much did we do? How well did we do? delivery action plan.
e.g. number of local people who e.g. the percentages of activities • benefited from a project or delivered on time, levels of Whilst scorecards should be completed where information is easily programme or the number of attendance, satisfaction, adherence accessible, for the purposes of this progress report we shall produce activities carried out. to standards. one high‐level scorecard for each of our desired eight outcomes.
Is anyone better off? • Responsibility for content and responsibility for collating information to allow reporting on these scorecards rests with the eight Outcome e.g. numbers and percentages of changed behaviours, shifts in attitudes, changes in circumstances, increases in Delivery Partnerships. knowledge and improvement in skills.
Impact Agenda Item 7. - Appendix I
Strategic Growth Plan – Action / Performance Monitoring • How can the statutory partners aid this process? Outcome based • Can partners supply data that is easily attainable, robust and available over lifetime of projects / SGP? discussions • Do partners need to commission data gathering exercises to Colm Doherty collate required information? Strategic Projects Officer • Where applicable, how can we dovetail with ‘PfG OBA’?
• Importantly, can data be made available which supplements OBA framework?
Suggested conversation topics
• Are the suggested Performance Measures appropriate? • Any impediments to providing the data in May. • Further suggestions on the process? Personal Stories • How can we add realism? Reflections of hard issues that need Joanne McCarroll, to be addressed? Communications Officer • Are there any obvious performance measures that should be included? Agenda Item 7. - Appendix I
Next Steps
• Call for data ‐ May • Receipt of responses early June • Strategic Growth Partnership 27th June • Detailed report and summary report prepared Discussion & close • Videos and soundbites captured • Presentation to Strategic Growth Partnership in Oct • Launch of Statement of Progress in November AGENDA ITEM 8.
Committee: Strategic Growth Partnership Date: 27 June 2019 Agenda Item: Review of Partnership Agreement Officer presenting: Strategic Business Manager
1 Purpose of Report/Recommendations
1.1 The purpose of this report is to update the Strategic Growth Partnership on the publication of the Northern Ireland Audit’s Good Practice Guide on Making Partnerships Work and its implications for good governance.
1.2 It is recommended the Partnership endorse the recommendations within the Northern Ireland Audit Office’s report, namely: the formalisation of the draft Memorandum of Understanding/Partnership Agreement.
2 Background
2.1 As Members may recall, at the first Transition Community Planning Partnership meeting held on 01.07.2016 a draft partnership agreement was tabled for Members consideration and noting. It was recommended that the Members would consider the draft partnership agreement within their organisation and report back any concerns. The Draft Partnership Agreement is attached at appendix one.
2.2 The draft partnership agreement was drafted and tabled to brief Members of the new partnership on their roles and responsibilities in the governance of Community Planning in Derry and Strabane. The formalisation of this draft document did not occur during the early stages of the formation of the partnership as there was no central government directive to do so and it was preferred to allow the Partnership time to develop, mature, build relationships and collaboration.
3 Key Issues 3.1 The Northern Ireland Audit Office published a good practice guide for public authorities on “Making Partnerships Work” on 30th April 2019. The report is attached at appendix two for Members information. The report details how to build an effective outcome-based partnership; how a partnership should plan, manage and be resourced and provides good practice guidance in implementing reviewing and resourcing a partnership. The document also provides a helpful self-assessment checklist for effective collaboration and also a draft Memorandum of Understanding.
3.2 Para 3.4 of the report entitled “Build good governance through written agreements” states “Written agreements between partners can provide a foundation for the sharing of a range of government services… Signing a partnership agreement is an indication of a public body’s intent to carry out the functions and obligations in the agreement.
3.3 The report also states that it is important that the Partnership produces a Communications Plan and process to outline who is responsible for communication between partners, what information needs to be shared and with whom. The report also outlines the need for vertical, horizontal and collective accountability.
4 Recommendations
4.1 Following the recommendation within the Northern Ireland Audit Office’s report in respect of the formalisation of the draft Memorandum of Understanding/Partnership Agreement; -
• It is recommended that a review of the draft partnership agreement (as attached at appendix one) is undertaken with the Co-Chairs over the summer/early Autumn
and
• A finalised draft agreement shall presented at the next Strategic Growth Partnership for approval.
Agenda Item 8. – Appendix (I)
DRAFT Transition Community Planning Partnership Terms of Reference/ Partnership Agreement
July 2016
Agenda Item 8. – Appendix (I)
Introduction
1.1 This agreement is made between:
Political Representatives - Mayor, MEPs, MPs, MLAs and Elected Member reps. (Numbers and representation to be discussed and agreed.)
Statutory Representatives – In accordance with the emerging Local Government (Community Planning Partners) Order (NI) 2015.
• The Northern Ireland Housing Executive • The Sports Council for Northern Ireland • The Council for Catholic Maintained Schools • The Health and Social Care Trust • The Northern Ireland Tourist Board • The Police Service of Northern Ireland • Invest Northern Ireland • The Northern Ireland Fire and Rescue Service • The Northern Ireland Library Authority • The Public Health Agency • The Education Authority • The Chief Executive of Derry City and Strabane District Council
Support Partners - Central Government Departments
• The Executive Office • The Department of Agriculture, Environment and Rural Affairs • The Department for Communities • The Department for the Economy • The Department of Finance • The Department of Health • The Department for Infrastructure • The Department of Justice
Other key regional support partners
• Ulster University • North West Regional College • Chambers of Commerce • Foyle /Derg Learning Communities • Strabane/Derry Trades Council • Chairs of Local Community Planning Groups • Chair of LAG • North West Community Network • City Centre Initiative
Agenda Item 8. – Appendix (I)
herein referred to as “the partners”.
1.2 This Partnership Agreement sets out the basis upon which we will collaborate to govern, develop, implement, monitor and report on the outcomes, indicators and actions of the family of Community Plans (Strategic and Local) for Derry City and Strabane District.
1.3 This agreement shall apply to the Transitional Community Planning Partnership, and thereafter the Community Planning Partnership and to any future partners who join the Derry City and Strabane District’s Transition Community Planning Partnership, herein referred to as “the partnership”.
1.4 As partners, we agree to the roles and responsibilities as outlined in this agreement. Any change will require prior agreement of the Transition Community Planning Partnership.
1.5 We are committed to the formation of a genuine and equal partnership with all signatories to this agreement and where appropriate will share knowledge and resources for the purpose of ensuring that community planning is effective in the Derry City and Strabane District Council area.
2. Context
2.1 Community Planning ensures people and communities are genuinely engaged in the decisions which affect them; allied to a commitment from organisations to work together, not separately, in providing better public services.
2.2 Section 10 of the Local Government Act (Northern Ireland) 2014 places a duty on local authorities to initiate facilitate and maintain community planning in their area and on the partners to fully engage with the process. The Act also places a duty on statutory organisations to have regard for the Community Plan in the organisation and delivery of their functions and contribute to its monitoring.
2.3 As partners we agreed a common vision for the future of Derry City and Strabane District, namely:
“A thriving, prosperous and sustainable City and Region with equality of opportunity for all.
We will achieve this by a: focus on social, economic and environmental well-being and regeneration and by addressing and targeting poverty, social exclusion and disadvantage.”
Agenda Item 8. – Appendix (I)
2.4 All work undertaken to progress these themes will be supported by three guiding principles:
Integration – Social, Economic, Environmental wellbeing of the district focused on the outcomes and people centred delivery
Whole system approach – Participation and Engagement – Citizens at the centre, Civic and community leadership, Partnership Working, Transparency and Openness, Equality and Diversity
Robust Evidence Base – Identification of real rather than perceived need, allowing targeted interventions to bring about measured improvements and support ongoing monitoring and evaluation of impacts.
2.5 The co-design process to date has agreed the following framework for the development of the Community Plan, with the establishment of eight thematic working groups aligned to the three pillars of wellbeing as follows:
3. Roles and Responsibilities
3.1 The Transitional Community Planning Partnership provides the strategic direction for the development, implementation, delivery, monitoring and review of the strategic and local Community Plans for Derry City and Strabane District Council.
Agenda Item 8. – Appendix (I)
3.2 In accordance with the statutory guidance, those attending the meetings will be expected to speak authoritatively for their organisations and commit them to agreed courses of action.
3.3 The purpose of the Partnership is to: - Have overall oversight for community planning in the Derry City and Strabane District Council area at strategic and local level; - Collaborate, influence, align with and contribute to other regional strategic planning frameworks such as the Programme for Government, The North West Strategic Growth Partnership and North West Regional Development Group’s plan, other key departmental and statutory plans and the emerging 8 Local Community Plans for Derry City and Strabane District Council. - Be responsible for reporting to the Northern Ireland Assembly (or any other relevant government department) as required; - Be responsible for performance monitoring, evaluation and reporting of community planning in the Derry City and Strabane District; - Oversee the operational delivery of community planning at the Derry City and Strabane District Council area; - Monitor progress towards agreed priorities and outcomes; - Report on progress every two years and review the Community Plan every four years - Assist with financing the actions and activities within the community plan - Influencing strategic policy to assist in the achievement of strategic outcomes - Communicating the Community Plan within their respective organisations - Address and respond to issues that require a broader focus than appropriate at Thematic or local group level; - Ensure that work is carried out in accordance with the Operational Guidelines for community planning as well as equality and sustainable development duties; and
3.4 Derry City and Strabane District Council is the lead partner with responsibility for:
- Facilitating and managing the process including putting in place appropriate governance and management structures; - Ensuring that the commitments set out in the Derry City and Strabane District Council’s equality scheme are applied in the development, implementation, monitoring and reviewing of the community plan; - Working collaboratively with community planning partners and identified support partners to reach consensus on the content of the community plan, and publishing the plan;
Agenda Item 8. – Appendix (I)
- Working with community planning partners and identified support partners to monitor and review the plan; and - Ensuring that community involvement is an integral part of the full community planning process.
3.5 Whilst the Council has responsibility for facilitating and managing the community planning process, the development and delivery is a shared task between all partners and the Council.
3.6 A Community Planning Co-ordination Group which will provide operational and technical support to the partnership. This group is chaired by the Chief Executive of Council and will include support organisations and sectors as necessary during the process including statutory, private, community and voluntary and social partners as necessary. This support will include, but is not limited to: • operational management and delivery of the strategic and local community plans; • advice and guidance to the partnership in its work, programme and activities • data collection and analysis • Performance monitoring and reporting • Research and testing • Communications and Marketing
3.7 An Equality Group will support the development and implementation of the Community Plan in accordance with S75 of the Northern Ireland Act, the Rural Needs Bill and social need. The Equality Group will assist in the embedding of equality as part of policy development and implementation process. They will inform and quality assure the community plan, contribute to the identification of issues, assess impacts, identify mitigation measures or alternatives and/or ways to remove barriers as well as the identification of indicators for equality monitoring purposes. They also will lead on the development and monitoring of the enhanced equality impact assessment for the community plan which will promote the furtherance of equality of opportunity, the addressing of social and rural needs as well as the promotion of good relations and sustainability.
3.8 A Political Representatives Group can be convened by the Mayor if it is deemed necessary and appropriate to do so. This group shall allow more detailed political discussion and agreement on issues prior to any decision by the Transition Community Planning Partnership.
Agenda Item 8. – Appendix (I)
3.9 A Statutory and Support Partners Group can be convened by the Chief Executive of the Council and will include senior officials and officers from the partner agencies outlined herein. This group will ensure executive and organisational commitment to the development, implementation, monitoring and reporting of the Community Plan.
3.10 Delivery Partnerships will be established to assist in the implementation and delivery of the Community Plan. These partnerships shall provide operational support and will be action-focused to help achieve the outcomes and actions articulated in the plan.
The purpose of these groups is to:
- implement actions as articulated within the community plan; - Monitor progress towards meeting the outcomes and indicators within the Community Plan; - Instruct and support any partnership groups and / or agency, to take the required action on activities identified receive reports on progress and provide any additional support to achieve the outcomes; - Report to the Transition Community Planning Partnership on progress. - Oversee the implementation of any specific area of work that the Community Plan has allocated, or may allocate, to the Delivery Partnership; and - Review its membership to ensure there is appropriate representation from strategic level officers and partnership groups.
3.11 Each Delivery Partnership, established to respond to the needs of community plan, shall elect its chairperson from within the membership of the group and may elect to change the chair of their group as necessary. Thematic Delivery Partnerships shall be accountable to the Transition Community Planning Partnership. These Partnerships shall meet no less than four times per year. All meetings of the Partnership and the Thematic Delivery Partnerships will be convened by the relevant officer within the Council, in consultation with the Chair.
3.12 Local Community Planning Groups
3.13 Based on the agreed principles and co-designed process to date, eight local community planning groups shall be established to develop Local Community Plans, and assist in the co-design of their implementation thereafter. The groups shall initially:
Agenda Item 8. – Appendix (I)
• Consider and agree the baseline position and main issues/needs/inequalities to be addressed at the local level • Identify local actions that contribute to the over-arching priority needs and outcomes of the strategic community plan. • Identify and agree action plans including lead partners, timescale for delivery, resources required and potential sources of funding.
3.14 Structure of the Partnership
Figure 1 shows the structure of the Community Planning Process and partnerships in the Derry City and Strabane District Council area.
Figure 3.14: Community Planning Partnership Structure
4. Operation of the Partnership Meetings
4.1 Chairing of Strategic Community Planning Partnership Meetings
4.2 The Mayor of Derry City and Strabane District Council will Chair the Transition Community Planning Partnership alongside three co-chairs – representing the statutory, business and community and voluntary sector. The co-chairs shall be elected by the members of the Transition Community Planning Partnership and hold their tenure for the same period as the Mayor.
Agenda Item 8. – Appendix (I)
4.3 If neither the Chair nor the co-chairs are available at a meeting then a temporary Chair will be appointed from the rest of the Partnership.
4.4 General Conduct of Meetings/Values/Approaches.
4.5 The Community Planning co-design process has agreed the following values and approaches for the development of the community plan. These values were adopted during the establishment of the thematic working groups and were agreed by the task and finish working groups.
- Mutual Respect - Clear, Jargon-Free Communication - Focused and Effective Engagement - Openness to new ideas and being realistic - Openness and transparency and recognising constraints.
4.6 Meetings of the Partnership
4.7 The transition Community Planning Partnership shall meet at a minimum of 4 times per year.
4.8 At least five calendar days before a meeting an agenda and papers for the meeting, including time and place, will be e-mailed to partners. Agendas will only include items of a strategic nature. Copies of agendas and reports will also be available on the Community Planning Website/Modern Gov Website or from the Chief Executive’s Office.
4.9 Decisions taken by the Transition Community Planning Partnership must be actioned by reports being submitted to the relevant partner agencies decision making system.
4.10 Quorum
4.11 A quorum is the minimum number of members necessary to conduct the business of that group. The quorum of the Partnership shall be seven members, representing at least four different statutory representatives, as outlined in 1.1.
4.12 Admission to Meetings
4.13. Meetings will be open unless the Partnership agree that business is deemed to
Agenda Item 8. – Appendix (I)
be confidential.
4.14 Tenure
4.15 The Partnership members will generally represent their organisation for the duration agreed by their organisation.
4.16 Exceptions to this rule are elected member representation - which will be decided and agreed by Derry City and Strabane District Council.
4.17 Delegation/Substitution
4.18 Statutory and support partners are permitted to provide a delegate/substitution should they not be able to attend however, in accordance with the Statutory Guidance for the Operation of Community Planning Partnerships, the delegate or substitute should be able to speak authoritatively for the organisation and commit it to action.
4.19 Elected Representative partners may provide an alternative, equivalent-level political substitution should they not be able to attend.
5. Agreement
5.1 Each partner organisation agrees to undertake the following: - Ensure appropriate representation at Transition Community Planning Partnership, thematic delivery partnership and Local Community Planning Groups where appropriate and applicable; - Ensure strategic and operational commitment of their organisation to the community planning process; - Support or lead work to deliver the agreed outcomes and actions for the Community Plan; - Facilitate the sharing of information and resources to support the delivery of community planning activities; - Ensure their organisation has mechanisms in place to allow effective communication and information sharing on community planning between its members, departments or services as appropriate. As a minimum these mechanisms will include regular reports to a senior management team or grouping, distribution of community planning information and updates to members of staff as and when required; and - Ensure any agreed community planning budget and resource requirements are included as part of their annual budget and resource planning process. - Each partner will appoint a representative or representatives in accordance with the membership list in section 1.1 of the Agreement with appropriate
Agenda Item 8. – Appendix (I)
authority to contribute to and seek to implement decisions made by the Partnership. This will be a chair or person of chief executive status or their senior nominee; - Statutory Partner and Departmental representatives agree to attend each Partnership meeting; if this is not possible, a named substitute, of an appropriate level of responsibility, should deputise;
The partners through signature accept and agree to be bound by the principles set out in this Agreement and to act in the interests of all. Each partner will receive a copy of the fully signed Agreement.
Agenda Item 8. – Appendix (I)
Signatories
Agenda Item 8. - Appendix II
Making partnerships work A good practice guide for public bodies Agenda Item 8. - Appendix II Agenda Item 8. - Appendix II
Making partnerships work
A good practice guide for public bodies
Published 30 April 2019 Agenda Item 8. - Appendix II Agenda Item 8. - Appendix II Making partnerships work
Contents
Page Part One: Effective partnerships for outcomes 1 Introduction 2 Partnerships are key to delivering PfG outcomes 2 Structure of guide 3
Part Two: Scoping, identifying and building a partnership 5 Effective partnerships need to work across all of government 6 Partnership arrangements come in many forms 7 Identify the appropriate level of collaboration in advance 8 Why have a partnership? 8 Initiating partnerships 9 Features of an effective partnership 10 Work together towards a shared outcome 11 Strong leaders are essential 11 Embedding performance and accountability 11 Membership commitment and authority 12 Engaging staff on the front line 12 Forming partnerships outside government 12
Part Three: Planning, managing and resourcing a partnership 15 Leadership, governance and performance management 16 Establishing clear roles, responsibilities and governance arrangements 17 Communication is vital to success 18 Build good governance through written agreements 19
Part 4: Implementing, measuring and reviewing a partnership 21 Embedding performance management for outcomes 22 Sharing risks 22 Anticipating and managing conflict 23 MakingAgenda partnerships Item work 8. - Appendix II
Understanding partnership lifecycles 23 Success depends on sustaining the partnership 24 An outcome based collaborative approach is a long-term commitment 26 Evaluating the partnership 27
Appendices
Appendix 1: PfG outcomes framework 30
Appendix 2: Self-assessment checklist: effective collaboration1 31
Appendix 3: Suggested agenda for initial partnering meeting 32
Appendix 4: Memorandum of Understanding (MOU) 34
Sources of research 35
Acknowledgements 36
1 Source: Public Sector Governance: Strengthening performance through good governance: Better Practice Guide; Australia National Audit Office; June 2014
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Abbreviations
MOU Memorandum of Understanding NIAO Northern Ireland Audit Office OBA Outcomes Based Accountability PFG Programme for Government SLA Service Level Agreement SRO Senior Responsible Owner
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Part One: Introduction MakingAgenda partnerships Item work 8. - Appendix II
Part One: Introduction
1.1 In June 2018 the Executive Office launched an outcomes delivery plan2 setting out the actions that departments intend to take during 2018-19 to give effect to the previous Executive’s stated objective of “Improving wellbeing for all – by tackling disadvantage and driving economic growth”. The plan’s starting point is the framework of 12 outcomes that was developed by the previous Executive, consulted on and refined during 2016-17 (Appendix 1).
1.2 The plan reflects the responsibilities placed on departments by the previous Assembly and Executive to work collaboratively, reflecting the reality of how people see public services with a focus on impact and outcomes, not on the administrative structures for delivery. Working in a collaborative way across departmental boundaries to achieve impact is a significant challenge. There is also a local government dimension, with each of the 11 councils now delivering, through partnership working, community plans that respond to the needs of their areas. Central and local government working collaboratively with the voluntary and community sector also adds value to public services, bringing specialist or local knowledge or experience and links with communities.
1.3 This Guide provides practical advice and guidance to encourage open and constructive collaborative working between public sector organisations and with local communities. The Guide is intended to complement current guidance3 and brings together best practice in partnership working drawn from local, national and international work relevant to the public sector in Northern Ireland. It includes a self-assessment checklist for public bodies that will assist in developing effective collaboration (Appendix 2).
1.4 This is the second of a series of good practice guides designed to support the delivery of the new outcome-based approach in the Programme for Government (PfG)4. It follows the publication of the good practice guide “Performance management for outcomes” in June 20185. Two further guides, on innovation and engagement, will be published in the coming months.
Partnerships are key to delivering PfG outcomes 1.5 Effective partnership working across all of government will be key to the planning and delivery of improved outcomes. Figure 1 summarises the Executive Office overview of its outcomes-based approach to the PfG and shows the connections between outcomes, indicators, actions and performance measures.
2 https://www.executiveoffice-ni.gov.uk/sites/default/files/publications/execoffice/outcomes-delivery-plan-2018-19.pdf 3 For example Managing Public Money Northern Ireland: Chapter 7 “Working with others” 4 https://www.northernireland.gov.uk/consultations/programme-government-consultation 5 Performance management for outcomes: A good practice guide for public bodies; NIAO; June 2018 2 Agenda Item 8. - Appendix II Making partnerships work
Figure 1: The outcomes-based approach to the Programme for Government (PfG)
OUTCOMES – The condition we want for people
Actions which Evidence contribute to of impact
impact Accountability Performance
Indicators Actions Population Accountability
Performance Measures
Source: The Executive Office
“These outcomes will be delivered through collaborative working across the Executive and beyond government and through the provision of high quality public services” (Outcomes delivery plan 2018-19: The Executive Office, June 2018)
1.6 The PfG established a framework of indicators that will present evidence of impact against each of the 12 PfG outcomes. Effective partnerships and collaboration between government departments, local government, other agencies, the private sector and the public are at the heart of performance accountability and key to the delivery of effective outcome-based programmes and projects.
Structure of guide 1.7 This Guide follows the main stages in the lifecycle of a partnership, identifying potential barriers to success and levers to overcome them. It covers:
• Part 2: Scoping, identifying and building a partnership; • Part 3: Planning, managing and resourcing a partnership; and • Part 4: Implementing, measuring and reviewing a partnership.
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Part 2: Scoping, identifying and building a partnership MakingAgenda partnerships Item work 8. - Appendix II
Part 2: Scoping, identifying and building a partnership
Effective partnerships need to work across all of government 2.1 Partnership activities in government are not new. Public officials from different organisations work across departmental boundaries to deliver government services; collaborate in the development of policy; and exchange information and professional expertise. Regardless of the size or nature of the collaboration, operating across traditional departmental boundaries can pose challenges, however they often provide innovative solutions to difficult issues, enabling local communities to interact with public services. The case study (below) sets out an example of how Policing and Community Safety Partnerships (PCSPs) have helped develop Support Hubs, also known as Concern Hubs, which formalise collaborative working amongst statutory agencies at a local level, sharing information to allow them to work with vulnerable individuals to improve their circumstances. This is a good example of how a collaborative approach can produce successful outcomes which cannot necessarily be achieved through one public service body.
Case study: Policing and Community Safety Partnerships (PCSPs) Support Hubs Support Hubs provide an early intervention for vulnerable individuals identified predominantly by statutory agencies. The Support Hub brings together key professionals including blue light services, health and social care staff and the voluntary sector as a cross agency group, to share information and make decisions to improve a person’s situation. In 2017-18 Support Hubs operated in four areas: Derry & Strabane, Antrim & Newtownabbey, Mid & East Antrim and Causeway Coast & Glens. As at March 2019, they are being rolled out across other PCSP areas. Indicative evidence from Support Hubs shows how a collaborative approach can produce successful outcomes which cannot necessarily be achieved through one agency. The PCSP Joint Committee (consisting of the Department of Justice and NI Policing Board) is working with PCSP managers and Support Hub partners to demonstrate through Outcomes Based Accountability (OBA) that Support Hubs are addressing the root causes of concern for vulnerable persons and making a positive difference to people’s lives, while reducing repeat demand on public services. The excerpts below show some of the excellent feedback received from the Support Hub partners and the vulnerable person themselves: “Individually each organisation was unable to sufficiently help the individual, who refused assistance or intervention...Through the relationships and information sharing [of the Hub] Police and health services were able to share information to collectively and accurately build a clear case... The result was that local neighbourhood officers had sufficient grounds to detain and bring [the individual] to a place of safety for assessment … [and] treatment. If each agency acted independently, this intervention could not have happened...” “Through collaborative working ... the Ambulance Service has been able to connect with key partners on behalf of clients and work together to establish a care pathway which provides tailored support for vulnerable individuals…” “She has not been taking any drugs and alcohol consumption has reduced significantly... There has been no self- harm or threats of self-harm…” “You did more in one visit organising stuff than anyone did in a year of visits.”
Source: Department of Justice
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Partnership arrangements come in many forms There are many levels of partnering and relationships must be responsive to changing requirements and circumstances
Collaborations may begin with simple exchanges of information, but may develop into more formal and extensive relationships
Partnership arrangements must be adapted to the needs and characteristics of the project or programme and the partners involved
In reality, partnerships are combinations of networking, cooperation and collaboration, working to achieve coordination
Arrangements that require more integration will have greater resource needs
What drives the complexity of the arrangements are the nature of the issues being addressed and the level of collaboration required between partners
All collaborative arrangements require discipline, clarity and a well organised approach to working arrangements
Collaboration is necessary to achieve PfG outcomes PfG Outcome 4 (“We enjoy long, healthy, active lives“) “for individuals, families and communities to take greater control over their lives and be enabled and supported to lead healthy lives, active collaboration is needed across government and with local government, the community and voluntary sector, private businesses and other organisations and delivery partners to address the factors which impact on health and wellbeing.”
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Identify the appropriate level of collaboration in advance Collaboration Cooperation • Durable relationship • Low risk • New structures and processes • Low investment • Comprehensive planning • Low commitment • Committed effort and resources • No change required • Pooled/shared resources
Less More Integration Integration
Network Coordination Partnership • No risk • More formal understanding • Sustaining relationships • Dialogue • Longer term relationship • Formal agreements • Low commitment • Planning effort • Shared vision/goals • Interdependence • Detailed joint planning • Role clarification
Source: Adapted from model Developed by Success Works, 2002 and included in Putting Partnerships into Practice Final Report. Report prepared for the Department of Human Services 2004 (Australia).
Why have a partnership? 2.2 The launch of the PfG has increased awareness of the importance of focusing on the user’s experience of public services. This often means that public bodies must work together both to deliver services that are tailored to user needs and to plan and deliver co-ordinated service strategies. Although the principles underlying this kind of collaboration are simple, it is often difficult to achieve in practice.
2.3 Real partnerships do work and are worth the time and effort to establish. Partnerships are about sharing creative practices and sharing risk and responsibility. Effective partnerships also enable tasks to be more streamlined and, if established properly, the productivity of a partnership is higher than each partner working separately. Activities are often driven by the need to deliver statutory obligations and good partnerships across a range of sectors can help deliver more effective public services. However, partnerships can often be faced with budgetary pressures; tight deadlines; and complex guidelines. This can lead to partners feeling pressure to protect their individual organisation and not commit fully to the partnership. Many management structure models are available, but agreeing a model and working to it is key.
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Initiating partnerships 2.4 The PfG Senior Responsible Owners (SROs)6 have a key role in bringing together the various actions from different departments and public bodies that contribute to the population accountability outcome for which they are responsible. This approach should be proportionate, recognising that some bodies will have a very focused or specific contribution to the PfG outcome framework. However, the SRO can help the process, by providing resources for identifying and brokering partnerships.
Initiating partnerships There are two important roles in establishing a partnership: • The initiator: the individual responsible for identifying the original concept or creating the vision; and • The broker: the individual identified as the person who sets up the partnership. The brokering role builds relationships between stakeholders, facilitates negotiations, mediates conflict or dispute, records and documents information and drives the development process forward. This will include helping public bodies to identify the most appropriate PfG outcome with which to align; the establishment of appropriate partnership arrangements; and the performance measures and indicators against which progress will be assessed. Sometimes the initiator can also be the broker. However, the brokering role can also be fulfilled by another stakeholder with the skills and motivation to drive the concept forward. Whatever the decision, roles should be assigned for this initiation phase of the partnership and be open to review in the next phase of development for the partnership.
2.5 It is important that preliminary discussions are held with potential partners (including funding body or bodies) to discuss relevant issues prior to making a decision that a partnership is desirable. Each organisation must be ready, willing and able to partner. Time spent up front in establishing a firm foundation will pay off in the long run, greatly increasing the probability of the partnership’s success.
2.6 The initial meeting of a partnership is key as it establishes the appropriate level of collaboration. The reasons for establishing the partnership must be clearly articulated, understood and accepted by all members. The initial meeting is also crucial to building effective relationships and collaboration. Appendix 3 sets out a suggested agenda for this initial collaboration/partnering meeting, to help keep the collaboration on track and ensure that each partner agrees the specifics of the collaboration. Importantly, the
6 As part of the delivery plan for the Programme for Government (PfG), individual SROs have been identified to develop PfG action plans to correspond with each of the 12 PfG outcomes.
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initial meeting is about establishing an understanding of each other’s organisational culture and operating environment.
2.7 A key challenge for any partnership is understanding the environment in which it will operate. Part 3 of our good practice guide “Performance management for outcomes”7 (paragraph 1.4) provides guidance for public bodies on building lasting stakeholder relationships that will help officials and partners at all levels develop an understanding of the public’s needs and expectations. Figure 2 sets out the features of an effective partnership.
Figure 2: Features of an effective partnership
Shared Outcomes A clear focus on outcomes ensures that those on the front line of delivering services to citizens and communities have confidence in the need for the partnership, and results in outcomes identified by the partnership being delivered
Engagement of staff Strong Leaders and stakeholders At both an individual and Engagement is needed across all organisational level, leadership is a levels, from the top levels of the key attribute and is required from all partnership right down to the front members of the partnership. line staff and external stakeholders. Effective Partnerships
Commitment Performance and and Authority Accountability High turnover of members must be Shared outcome(s); avoided, as this can significantly co-ordinated strategies and impact on the partnership's capacity processes to achieve outcome(s) to meet it's goals. Ensuring all within a specified timeframe and members have the authority and using particular resources; autonomy to facilitate the operation clear lines of accountability of the partnerships is critical and and appropriate arrangements can make or break for managing dual or multiple a partnership. accountability.
7 Performance management for outcomes: Good practice guide for public bodies; NIAO; June 2018 https://www. niauditoffice.gov.uk/sites/niao/files/media-files/NIAO_performance%20management%20for%20outcomes.pdf
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Work together towards a shared outcome 2.8 Working relationships are more important than any model or structure of delivery and the ability of public sector partners to work together to achieve outcomes for citizens and communities is the key to effective partnership arrangements. Forming new partnerships or bringing new members to an existing partnership takes time and will require several meetings for the dynamics of individual partnerships to ‘bed in’. It is, however, an important part of the life cycle of the group.
Outcome-Based Accountability: key steps: • Identify what outcomes you want to achieve (high-end targets). • Choose what indicators best measure these outcomes. • Identify how to change these measurements, making progress towards the desired outcomes – “Turning the Curve”. • Decide what works / is working, using data analysis. • Ensure a flexible and dynamic approach, evolving and adapting in accordance with the evidence.
Strong leaders are essential 2.9 Identifying the most appropriate structure or model of collaboration or partnership for delivery of outcomes requires strong leadership. At both an individual and organisational level leadership is a key attribute, required from all members of the partnership – from the chair; from partners on behalf of their organisations or the group they represent; and from partners who are required to lead on specific issues. To promote a sense of ownership, staff at the operational level also need to lead. However, the chair of any partnership needs to possess the skills, personality and capacity to provide strong leadership, while maintaining inclusive processes and practices to maximise the engagement of all the partners.
Embedding performance and accountability 2.10 To enable members of a partnership to perform well individually and collectively, each partner’s expectations, responsibilities and functions need to be clearly identified, documented and understood, including the arrangements for funding; monitoring of progress; and performance reporting.
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2.11 The fact that any one partner is responsible for all the actions needed to achieve successful outcomes can be a difficult issue. A lead organisation with authority to drive the agenda provides clarity, but it may also be appropriate to establish a joint approach in which all bodies share accountability at the aggregate level, as well as having individual accountabilities for facets of the partnership. Whatever path is chosen, identifying potential risks (either to one body or shared risk to the partnership) is better conducted early in the partnership planning process and reviewed regularly.
Membership commitment and authority 2.12 Consistency of membership, from an organisational and individual level, is important to maintain the connection and momentum within the partnership. Commitment to the partnership is an important behaviour, and a high turnover of members must be avoided as this can impact significantly on the partnership’s capacity to meet its goals. Ensuring all members have the authorisation and autonomy to commit their own organisations to action is critical and can make or break a partnership.
2.13 Transparency in financial management at all levels is important for cross-entity activities. Appropriate systems should be established early, so that expenditure against milestones and deliverables can be monitored properly. This supports comprehensive management reporting and the ongoing management of partnership issues. It is also important to consider how much time a person can lend to the partnership and any financial and non-financial resources that are available to commit to the administrative support function (for example, agendas, minutes and overall coordination, joint actions, initiatives, planning and evaluation).
Engaging staff and stakeholders on the front line 2.14 Staff and stakeholders should be engaged at all levels, from the top levels of the partnership down to the front line. Strong engagement helps to maintain the common purpose of the partnership and to increase its effectiveness. Communicating the objectives and desired outcomes of the partnership clearly, before or just after the launch of the partnership, may offer senior members the opportunity to review arrangements or to address more effectively the issues on the ground.
Forming partnerships outside government 2.15 The outcome-based approach places an additional requirement on public bodies to take a broader view to delivering outcomes for citizens and communities. Wider
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engagement and participation with the voluntary and community sector and the private sector are necessary elements of this approach. Indeed, the involvement of an appropriate mix of government, private sector and not-for-profit contributions has at its heart the objective of achieving value for money and improved delivery of public services.
2.16 Retaining the openness, transparency and accountability that is expected in the public sector can be a key challenge. Private sector or community institutions that are willing to deliver outcomes on behalf of government may be used to operating under governance structures different to those of the public sector. However, any public body that engages with external partners must remain accountable for expenditure of public money and for achieving outcomes. The commissioning body (or partnership) therefore needs to negotiate operating arrangements that meets public sector transparency and reporting requirements, but still allows the partner to engage and deliver effectively.
2.17 In 2010 we published a report Creating Effective Partnerships between Government and the Voluntary and Community Sector8. With support from the Northern Ireland Council for Voluntary Action, we identified examples of good practice and examples where, through better co-ordination and a joined-up approach, public bodies could make a significant difference by reducing bureaucracy and administration costs and improving value for money for both themselves and the sector.
8 Creating Effective Partnerships between Government and the Voluntary and Community Sector; NIAO; September 2010 https://www.niauditoffice.gov.uk/publication/creating-effective-partnerships-between-government-and-voluntary-and- community-sector
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Part 3: Planning, managing and resourcing a partnership MakingAgenda partnerships Item work 8. - Appendix II
Part 3: Planning, managing and resourcing a partnership
Leadership, governance and performance management 3.1 A 2015 review by What Works Scotland9 presented evidence from empirical research on UK public service partnerships. The paper included a review of the key assumptions and risks underpinning effective partnership working, highlighting the need for effective leadership, governance and performance management in developing and maintaining partnerships (Figure 3). It identified that centrally imposed performance management requirements can act as a major barrier to effective partnership. It highlighted a key challenge for partnerships: to develop robust and meaningful systems of leadership, governance and performance management to allow a partnership to work responsively and flexibly.
Figure 3: Conditions for effective partnership working: assumptions and risks
Assumptions Risks
This is a partnership Term ‘partnership’ used cynically to mask hierarchical arrangements
Partnership is the appropriate form of Partnership formed naively as it seems the organisation to address this issue right thing to do
There is a clear need and rationale for the No clear sense of purpose and outcomes partnership
There are shared understandings of final Programme of work complex and unwieldy outcomes
The partnership has sufficient autonomy and Not all partners involved in decision making authority to make decisions and agreeing direction of partnership
All partners are involved in clarifying Voluntary and community sector excluded direction and decision making and marginalised
There is effective power sharing across the Operational staff excluded from strategic partnership decision making
There are sufficient resources to deliver on Work of the partnership dominated by objectives performance management reporting requirements
Timeframes are realistic Lack of ownership amongst partners
Source: What Works Scotland Evidence Review: Partnership working across UK public services: December 2015
9 What Works Scotland Evidence Review: Partnership working across UK public services December 2015
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Establishing clear roles, responsibilities and governance arrangements 3.2 Partnering arrangements involve public bodies working together towards a shared objective. As partners, the bodies are collectively responsible for the operation of any partnership agreements and the achievement of outcomes. This accountability can have three dimensions: • horizontal accountability obligations among the partners; • vertical accountability between a public body and the source of its resources and its contribution to the partnership; and • collective accountability of all partners to a PfG SRO included in the PfG delivery plan (paragraph 1.4) for the success of the partnership.
Map the partnership for clarity Gaining an understanding of the breadth and span of its influence and the extent of its rep- resentation can be a key challenge for any new partnership. Mapping a new partnership will:
• identify organisations and other key stakeholders and any strategic alliances that need to be involved; • identify current service systems or pathways through the partnership using the end user (client) perspective; • analyse the key relationships and how they currently operate; and • assess the current and potential value of each opportunity and relationship.
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Proper definition and communication of each partner’s role(s) and responsibilities is important
It allows each partner to: Nevertheless, it is also important to:
¾¾understand its own role in the ¾¾retain flexibility in the definition of arrangement, including where it roles and responsibilities; to allow has a clear lead role to drive the partners to adapt to emerging performance of all partners involved; situations; ¾¾appreciate partners’ perspectives and ¾¾avoid too rigid an approach to roles roles; and responsibilities, as this is unlikely ¾¾act appropriately so that the shared to facilitate effective collaboration and interests or purpose of the partnership identification with joint goals. are best served.
Early attention should be given to Effective governance arrangements create embedding the governance arrangements a firm basis for decision-making and into the collaborative process. Major performance monitoring and can help to policy initiatives or programmes will prevent unnecessary duplication of effort generally benefit from the appointment of and administrative risk. a lead department and/or a management committee with a nominated chair and representatives from the lead department and other partners.
Communication is vital to success 3.3 Effective communication arrangements should be established at the beginning of the partnership. Identifying the target audiences, developing clear messages and communicating them effectively will increase the likelihood of initiatives and their outcomes being accepted and successful. Good communication not only keeps people informed about what is going on, it promotes trust and a friendlier and satisfying working relationship; creates a more productive environment; helps to avoid conflict and helps partners achieve their objectives.
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Effective communications • Establish a communication plan and process - good communication among partners does not happen unless there is a plan in place and a process has been identified to support the communication. • Identify who is responsible for communication between the partners. • Identify what information needs to be shared and with whom.
Build good governance through written agreements 3.4 Written agreements between partners can provide a foundation for sharing a range of government services and expertise, from data sharing between two entities to the implementation of complex social reforms through multiple departments. Signing a partnership agreement is an indication of a public body’s intent to carry out the functions and obligations in the agreement. There are hundreds of such agreements in place across the public sector. However, the appropriateness of such agreements and the benefits they deliver can be variable. 3.5 A Memorandum of Understanding (MoU) is the most common type of partnership agreement. It records the common intent and agreement between two or more parties and defines the working relationships and guidelines between collaborating groups or parties. Further guidance on building an MOU is included at Appendix 4.
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Part 4: Implementing, measuring and reviewing a partnership
Embedding performance management for outcomes 4.1 The PfG framework provides an overview of the key strategic priorities for the (former) Executive. To be effective, it must be underpinned by robust performance management arrangements in each of the public bodies that contribute to the delivery of the intended outcomes. “Performance management for outcomes” provides an overview of the outcomes-based approach, providing a framework for better planning and delivery of public services (paragraph 1.4).
4.2 The principles of performance management apply equally to partnership working. Managing performance in a partnership is complex. Partners are likely to have different decision-making and accountability arrangements, organisational cultures, planning and performance systems. This can be de-stabilising and act as a brake on partnership performance. It is important that partnerships establish strong performance management arrangements as early as possible, to ensure partners have a shared commitment, understanding of priorities and the ability to measure impact.
Sharing risks 4.3 The complexity of risk management is often compounded for partnerships. Taking a structured and broadened approach to risk management is therefore particularly important. This should include careful consideration and monitoring of risks (particularly any shared risks) facing each of the partners throughout the development, implementation and review stages of cross-cutting work as well as specific risks relating to the process of collaboration and partnership. It is important that these risks are considered in the context of the delivery of the overall outcome being sought.
4.4 The process can be helped by assigning a specific risk or group of risks to a single lead organisation, even if the risks span more than one of the partners. Clearly, this has to be linked with suitable mechanisms to monitor the risks, communicate any variations in the risk profile, and alert partners to challenges requiring corrective action. The use of ‘traffic light’ progress or status reports is one way that entities manage such situations effectively.
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4.5 The NIAO has published good practice on Risk Management10 which is tailored to the experiences and needs of public sector bodies in Northern Ireland. It includes examples to illustrate how well risk is handled in practice and identifies better and more innovative ways of managing risk.
Anticipating and managing conflict 4.6 Successful partnerships recognise that conflict is a natural part of partnering with diverse groups, and are able to anticipate and use conflict constructively. Discussion and the documentation of a process for resolving differences and conflict situations is essential at an early stage.
Tips on managing conflicts • Create a sense of interdependency among partnership members. • Provide regular information to all partners to create a sense of being well informed. • Work continuously to maintain a high degree of trust among partners. • Create a process of decision-making that is perceived as fair and open by all partners.
Understanding partnership lifecycles 4.7 Partnerships go through different stages of development and growth at different times depending on where the partnership is in its life cycle. The stages at Figure 4 are adapted from Tuckman’s model. Understanding the challenges at key points will help the members identify appropriate strategies to sustain the partnership.
10 https://www.niauditoffice.gov.uk/publications/good-practice-risk-management
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Figure 4
Partnership Lifecycles
Forming Storming Norming Performing Adjourning
• Little agreement • Conflict • Agreement and • Clear vision and • Task completion • Unclear purpose • Increased clarity consensus purpose • Good feeling • Guidance and of purpose • Clear roles and • Focus on goal about direction • Power struggles responsibility achievement achievements • Coaching • Facilitation • Delegation • Recognition
Source: Group & Organization Management: Vol. 2, No. 4, 419–427; Tuckman, B & Jensen, 1977
Success depends on sustaining the partnership 4.8 The success of any partnership depends on sustainability, particularly in an environment where leadership, administrations, and policy makers may change. Maintaining energy and sustaining the partnership over a long period requires partners:
• to have a sense of interdependence; • to be recognised and rewarded; • to align planning with action; and • to create a learning environment.
A competent, well-supported partnership is essential to success. Ongoing monitoring will ensure that relationships are sustained and regular progress reporting will help maintain support and enthusiasm.
24 Agenda Item 8. - Appendix II Making partnerships work
Servicing the Servicing partnership Ongoing the monitoring partnership • Ongoing monitoring and shared reflection • Roles, responsibilities and of how the partnership expectations of members are is working is critical clearly identified and agreed. to strengthening and • Levels of administrative sustaining relationships support and who will provide and achieving effective the funds will need to be outcomes. agreed. • Appropriate training or specialist expertise identified.
Regular progress reporting • Brief, structured reports linked to the strategic plan and action plan. • Methodology to plan for and report against indicators, time-frames and milestones, to track deviations and implement corrective action. • Reports are a means of communicating with participating organisations and those whose support is required. They can also promote successes while building and maintaining support.
25 MakingAgenda partnerships Item work 8. - Appendix II
An outcome based collaborative approach is a long-term commitment 4.9 Adopting an outcome based accountability approach (OBA) in the context of partnership working requires a cultural and organisational change process, demanding the necessary time and resources to implement. OBA performance accountability by service delivery organisations is regarded as being easier to implement than the population accountability indicators included in the PfG, as it focuses on services delivered. However, population accountability is a much more strategic and longer- term commitment. The development of performance measures by service delivery bodies requires them to move out of silos: beyond their own services and directorates, engaging in collaborative work with other organisations and agencies which have a role to play in improving well-being for all citizens. Recognising the importance and long term nature of this work is key to achieving better outcomes at a wider population level.
4.10 In the PfG environment, it is important that partnerships are based on a structure that fosters a shared leadership for desired outcomes and engagement with key stakeholders and the community. Figure 5 presents a potential structure for helping to ensure that those partnerships have a clear line of sight on PfG outcomes. It includes a leadership group with representatives from the key outcome owners, which provides direction and authority for the partnership and the necessary support and evaluation systems.
Figure 5 Suggested model for delivery of Programme for Government outcomes
Priority 1 Priority 2 Partnership, communication Programme for Cross sector and engagement Government integrated supporting continuous population projects, improvement outcome programmes and goals services required Integrated measurement of Leadership group to achieve PFG shared outcome measures and with independent, outcomes indicators dedicated staff providing key Designed to measure progress functions and on PFG Priority 1 outcomes support for the and ensure Priority 2 is sustained operation operating effectively of the partnership
Source NIAO
26 Agenda Item 8. - Appendix II Making partnerships work
Evaluating the partnership 4.11 Evaluating the partnership is at the heart of success. Performance information provides the facts for the partnership, to know if it is on track or if it needs to take action to correct and improve its performance or, perhaps, cease ineffective actions. Evaluation requires a range of actions that require planned, consistent and systematic collection of data about the activities, characteristics, and outcomes using a shared measurement system for monitoring performance. Effective progress monitoring and a commitment to action if things do not go well are essential to avoid the pitfalls of partnership working.
Common reasons why partnerships fail11
1. Rationale behind the establishment of the partnership was not clearly articulated, understood or accepted by stakeholders. 2. Underestimating the time to establish a partnership – developing a trusting relationship of mutual benefit takes time and effort. 3. Partners do not recognise their interdependence and the value of partnering. 4. Lack of clarity of purpose or failing to recognise potential participation constraints. 5. Lack of authority – partnership does not have authority to make decisions nor key responsibilities. 6. Failure to lead – partnership suffers from lack of shared vision, purpose or direction. 7. Inadequate resourcing of partnership activities.
11 Partnership practice guide: Victoria Council of Social Science 2011
27 Agenda Item 8. - Appendix II Agenda Item 8. - Appendix II
Appendices MakingAgenda partnerships Item work 8. - Appendix II
Appendix 1 (Paragraph 1.1) PfG outcomes framework
We prosper through a strong, competitive, We have a more regionally balanced equal society economy
We live and work sustainably – protecting the environment
We are an innovative, We enjoy long, creative society, where healthy, active people can fulfil their lives potential Purpose: We have a safe We have more Improving wellbeing community where we people working in for all – by tackling respect the law, and each better jobs disadvantage and driving other economic growth We are a shared We care for others welcoming and confident and we help those society that respects in need diversity
We have created a place where people want to live and work, to visit and invest
We connect people and We give our children and opportunities through our young people the best start infrastructure in life
These outcomes will be delivered through collaborative working across the Executive and beyond government and through the provision of high quality public services
30 Agenda Item 8. - Appendix II Making partnerships work
Appendix 2 (Paragraph 1.3) Self-assessment checklist: effective collaboration13
Self-assessment checklist: effective collaboration12 This self-assessment checklist will help public bodies develop better practice, procedures and protocols for effective collaboration.
Developing effective collaboration: self-assessment In place?
Understand the cross-entity environment
1 Entities have worked together to understand the common goals and drivers for any proposed collaboration.
2 Entities have established and mutually agreed that a collaborative arrangement is likely to present advantages over a single entity approach.
Promote cross-entity performance and accountability
3 Entities have discussed and agreed on a clear purpose, a coordinated strategy and shared and visible lines of accountability.
4 Each party’s expectations, responsibilities and functions have been identified, agreed, understood and documents, including arrangements for funding, monitoring progress and performance reporting.
Establish clear roles, responsibilities and governance arrangements
5 The parties have agreed and documented accountability arrangements in three dimensions: (i) horizontal accountability obligations among the partners (ii) vertical accountability within each entity to its governing or oversight body (iii) collective accountability of all partners to an overall governing body.
6 Appropriate consideration has been given (and action taken) to appointing a lead entity and/or management committee to oversee and drive the partnership and monitor outcomes.
7 Appropriate consideration has been given towards establishing formal dispute resolution mechanisms in order to deal effectively with any differences that arise during the course of the partnership.
Work towards a shared objective or outcome, while managing shared risks
8 The desired objective or outcome of the collaboration has been agreed and clearly documented.
9 Funding and accountability arrangements have been discussed, agreed and clearly documented, with a focus on ensuring transparent and appropriate expenditure of public funds.
10 Risks associated with the collaboration—including shared risks—have been identified, considered and fairly allocated, and agreement has been reached and documented on how risks will be managed and reported on.
12 Source: Public Sector Governance: Strengthening performance through good governance: Better Practice Guide; Australia National Audit Office; June 2014
31 MakingAgenda partnerships Item work 8. - Appendix II
Appendix 3 (Paragraph 2.6) Suggested agenda for initial partnering meeting
AGENDA
1. Introductions It is important not to rush through initial introductions. This is as much about introducing the organisation and its focus and priorities as well as individuals. Understanding each other’s organisation and its possible contribution to the partnership. Who are the best people from which organisation for this partnership and who is best to chair?
2. Objectives and outcomes Come to the meeting with a draft plan and discuss what success looks like at both the population accountability (PfG outcome) level and local service (performance) level.
3. Timescales Include key decision-making milestones, such as PfG commitments, budget approvals and potential down-time.
4. Resources Be clear about which partner is bringing what to the table (financial and non-financial resources). Discuss administrative support available and how much time individual partners can commit (weekly, fortnightly, or monthly). Identify your comparative strengths and which partners have the most effective links with any potential third party advocates.
5. Possible governance structures What type of collaboration or partnership is planned or would suit the partnership? Is it specified in the funding agreement? What protocols and communication processes will we need to make this work (Memorandum of Understanding?).
6. Evaluation and measuring Cover outputs and outcomes at both national and local level and which organisation is responsible for capturing which. Discuss and identify public service delivery data available to measure outcomes and whether local partners can help.
32 Agenda Item 8. - Appendix II Making partnerships work
7. Sign-offs and wider buy-in Discuss need to share plans for engaging political leadership and surface any possible challenge. If partnership personnel move on, does the wider organisation know about the collaboration to provide cover and make sure momentum is maintained?
8. Update meetings and liaison points Agree the update and reporting schedule and how the wider team will keep in touch. All partners allocate a project lead.
33 MakingAgenda partnerships Item work 8. - Appendix II
Appendix 4 (Paragraph 3.5) Memorandum of Understanding (MOU)
What is a memorandum of understanding? A Memorandum of Understanding (MoU) is a document that records the common intent and agreement between two or more parties. It defines the working relationships and guidelines between collaborating groups or parties.
Functions of MoUs MoUs can help clarify roles and responsibilities, intent and goals. An MoU’s content and depth depend on its purpose. For example, if the MoU is to be used to describe the service delivered by one public body to another, it will contain significantly more detail on scope of services than if it is used to describe something less complex, like a working arrangement.
How is an MoU different from a contract and service-level agreement? MoUs, service-level agreements (SLAs) and contracts are all joint-working agreements, each with different implications and purposes. The key difference between an MoU and a contract is that an MoU is neither a legal document nor legally binding. Therefore the principles within it are not legally binding. It can be terminated without legal consequence in most circumstances. A Service Level Agreement (SLA) focuses solely on measuring performance and quality agreed between both parties. It may be used as a measurement tool as part of a contract or MoU. An SLA would not determine governance arrangements, financial arrangements, contract lengths, etc. Creating an SLA as well as a contract/MoU allows you to revise the SLA without changing the contract. Though the contract may be for five years, the SLA may be reviewed and amended quarterly or yearly.
When to use an MoU? • MoUs are used when two or more parties wish to collaborate on a project or arrangement but do not want to make the agreement legally binding. Therefore, MoUs are useful when there is a high level of trust between the parties. • A contract would be used when the relationship between parties needs to be legally binding. • MoUs are flexible, and can be created and implemented relatively quickly. • When performing a joint procurement activity, an MoU may be created to define the working relationship between the procuring parties. • When one party delivers services for another, they may use an MoU if they do not need to create a legally binding contract.
Source: Adapted from Memorandum of understanding guidance: Corporate services productivity programme; NHS: Improvement; June 2018 Further details including template is on the NHS Improvement website https://improvement.nhs.uk/ documents/2876/Memorandum_of_understanding_guidance_FINAL_v2.pdf
34 Agenda Item 8. - Appendix II Making partnerships work
Sources of research
In compiling this Guide, we have drawn on a range of available good practice including:
• Memorandum of understanding guidance: Corporate services productivity programme; NHS: Improvement June 2018 • Working together: A toolkit for campaigns collaboration across the public sector; Government Communication Service; 2016 • Partnership working across UK public services: What works Scotland, Evidence review December 2015 • Public Sector Governance: Strengthening performance through good governance: Better Practice Guide; Australia National Audit Office; June 2014 • Partnership practice guide; Victoria Council of Social Science; 2011 • Improving the governance of local strategic partnerships; Audit Commission; 2009 • Putting outcomes based accountability into practice; National Children’s Bureau; June 2018 • The 7 stages of partnership development; Mental Health Coordinating Council (Australia) • ‘Trying Hard is Not Good Enough – How to Produce Measurable Improvements for Customers and Communities: Mark Freidman. • Group & Organization Management, Vol. 2, No. 4, 419–427; Tuckman, B & Jensen;1977
35 EffectiveAgenda partnership Item for 8.outcomes - Appendix II
Acknowledgements
We are grateful to many people for their contributions and input to the research which informed this guide. In particular we wish to record our thanks to:
Brendan McDonnell and Brenda Kent, Community Evaluation NI
Celine McStravick, National Children’s Bureau (NI)
Katrina Godfery, Department for Infrastructure
Lesley McCombe, Department of Justice, Community Safety Division
36
AGENDA ITEM 9.
Committee: Strategic Growth Partnership Date: 27th June 2019 Agenda Item: World Health Organisation European Healthy Cities Network - Phase VII (2019-2024)
Officer presenting: Head of Health & Community Wellbeing
1 Purpose of Report/Recommendations
1.1 To advise the Strategic Growth Partnership that Derry City and Strabane District Council has submitted an expression of interest through the Mayor’s Office in becoming a member of the World Health Organisation (WHO) European Healthy Cities Network for Phase VII (2019-2024).
1.2 To seek the Partnerships’ commitment through the Community Planning processes to assist with implementing the framework for Phase VII (2019–2024) of the WHO European Healthy Cities Network and prepare a Phase VII application for submission to WHO.
2 Background
2.1 The World Health Organisation hosted an International Mayors Summit in Copenhagen on February 2018. This was the first event of its kind within the WHO European Healthy Cities Network and a gathering of 43 mayors and 85 political representatives met to share experiences and ideas for how to place health and well-being at the heart of urban development.
2.2 At the conclusion of the summit, the Mayors committed to working towards a set of aspirations for the future health and well-being of their cities by adopting the Copenhagen Consensus of Mayors: ‘Healthier and Happier Cities for All’.
2.3 The Copenhagen Consensus sets out the vision for Phase VII and the Belfast Charter for Healthy Cities, the operational plan which identifies priority actions for implementing the Copenhagen Consensus (Appendix1).
2.4 It was agreed that notwithstanding the different political structures which exist around the network it should be an elected politician in each city who leads on and champions Healthy Cities during each 5-year phase.
2.5 The WHO Healthy Cities Network concept was established in 1986 and is a Global concept which aims to promote policies and action for health and sustainable development at the local level and across the WHO European Region, with an emphasis on the determinants of health, people living in poverty and the needs of vulnerable groups.
2.6 Designation is not an award for being healthy but rather a recognition of the commitment by a region to address ill health and poor wellbeing through a multi- agency process.
2.7 The Public Health Agency in partnership with Derry City and Strabane District Council and the Legacy Derry City Council has participated in both Phase V and VII of the WHO European Cities Network since 2009 with the support of Developing Healthy Communities (formerly known as Derry Healthy Cities) in implementing the framework and receiving designation.
2.8 The WHO European Healthy Cities Network Phase VII (2019–2024) has revised themes and priorities which are underpinned by the European health policy framework “Health 2020” which reflects a renewed commitment to public health and has two strategic objectives: to bring about improvements in health for all and to reduce health inequalities; and to improve leadership and participatory governance for health. These objectives are of particular importance in our local context and are not without their significant challenges especially in light of the recent Annual Report by the Department of Health on Health Inequalities.
2.9 The Health 2020 vision has been adopted by Northern Ireland’s regional Public Health Strategy, “Making Life Better” and has direct relevance to the Partnerships Community Planning approach in providing a leadership role to promoting health and well-being and reducing health inequities and inequalities across the City and District.
2.10 Being a member of the WHO Healthy Cities Network has the potential to positively drive forward the shared Health and Wellbeing outcomes identified in the Community Plan.
3 Key Issues
3.1 The Copenhagen Consensus affirms political commitment to the role of cities in creating a healthier and happier future, and acts as a political mandate for the Network.
3.2 The Copenhagen Consensus is based on eight key pillars:
3.3 We commit to take action together to improve the health and well-being of all who live, love, learn, work and play in our cities.
3.4 A healthy city leads by example, by emphasising a human focus in societal development and by prioritising investment in people to improve equity and inclusion through enhanced empowerment.
3.5 A healthy city leads by example, with the social, physical and cultural environments aligned to create a place that is actively inclusive and facilitates the pursuit of health and well-being for all.
3.6 A healthy city leads by example, by ensuring the participation of all individuals and communities in the decisions that affect them and the places in which they live, work, love and play.
3.7 A healthy city leads by example, by striving for enhanced community prosperity and strengthened assets through values-based governance of common goods and services.
3.8 A healthy city leads by example, by promoting peace through inclusive societies that focus on places, participation, prosperity and the planet, while putting people at the centre of all policies and actions.
3.9 A healthy city leads by example, by ensuring that the protection of the planet is at the heart of all city policies, both internal and external.
3.10 We commit to act collectively with other cities in both the WHO European Region and globally, through a focus on people, participation, prosperity, planet, places and peace, for the health and well-being of all.
3.11 Network will continue to work collaboratively to support the delivery of the United Nations 2030 Agenda for Sustainable Development as outlined in the Copenhagen Consensus and Belfast Charter.
3.12 The Strategic Growth Plan (Community Plan) is considered to be a strategic vehicle for implementing the framework for Phase VII (2019–2024) of the WHO European Healthy Cities Network at the local level and for bringing about improvements in health for all and a reduction in health inequalities.
3.13 The Community Plan aims to improve the connection between all the tiers of Government and wider society through partnership working to jointly deliver better outcomes for everyone. It is anticipated the Community planning process will embed the priorities outlined in Phase VII (2019–2024) of the WHO European Healthy Cities Network across the social, economic and environmental well-being pillars and help deliver improvements for the City and district and the people who live there.
3.14 Designation as a member of the WHO European Healthy Cities Network will further enhance The Local Community Planning Partnerships capacity to deliver on improving health for all and reducing health inequalities throughout the City and district. These partnerships which includes statutory bodies, agencies and the wider community, including the community and voluntary sector will implement a shared plan for promoting the well-being of the Council area, improving community cohesion and the quality of life for all citizens.
3.15 Through membership of the WHO European Healthy Cities Network, the Partnership will gain direct links to the expertise and experience of WHO Europe as well as opportunities for learning from other members of the Network, providing a mechanism for sharing best practice and learning what works.
3.16 The strategic integration and delivery of the WHO European Healthy Cities implementation plan requires strong and consistent leadership across all the sectors. The Inclusive Strategic Growth Partnership is the ideal platform to achieve this requirement.
3.17 Subject to members endorsement and commitment, the next stage is to develop a project plan to take forward the identification of synergies and gaps and to develop action plans for implementation.
4 Financial Implications
4.1 Derry City and Strabane District Council has made provision for an annual contribution of 6000USD to support the cost of WHO designation throughout the duration of Phase VII (2019 - 2024).
5 Recommendations
5.1 It is recommended that the Partnership note the Copenhagen Consensus of Mayors which was adopted at the World Health Organisation’s International Mayors Summit.
5.2 The Partnership note that Derry City and Strabane District Council has submitted an expression of interest through the Mayor’s Office in becoming a Phase VII (2019- 2024) Healthy City Network member with an annual contribution of 6000USD.
5.3 To approve the Partnerships’ commitment to utilise the Community Planning processes to assist in implementing the framework for Phase VII (2019–2024) of the WHO European Healthy Cities Network and prepare a Phase VII application for submission to WHO by September 2019.
5.4 To approve the Partnerships’ commitment in the identification of synergies and gaps and the development of action plans to ensure the entire Phase VII is delivered by 2024
Background Papers
Copenhagen Consensus of Mayors- Healthier and Happier Cities for All
Belfast Charter for Healthy Cities (2018)
Implementation framework for Phase VII (2019–2024) of the WHO European Healthy Cities Network: goals, requirements and strategic approaches (2019)
Health 2020: the European policy for health and well-being
United Nations 2030 Agenda for Sustainable Development
Making Life Better - A Whole System Strategic Framework for Public Health 2013 - 2023
AGENDA ITEM 10.
Committee: Strategic Growth Partnership Date: 27th June 2019 Agenda Item: Local Community Planning – Pilot Consensual Grant-Making Model via the Local Community Growth Partnership Boards Officer presenting: Head of Community Development and Leisure
1 Purpose of this report/recommendations
1.1 The purpose of this report is to update Members on the progress to date regarding Local Community Planning, the launch of the 8 x Local Community Growth Plans (LCGP) and the associated pilot consensual grant-making model aligned to the 8 x Local Community Growth Partnership Boards (LCGPB).
2 Background
2.1 Members will be aware that Derry City and Strabane District Council has given a commitment to the development of 8 x Local Community Growth Plans for the 7 x District Electoral Areas (DEAs) and Strabane Town. The 7 x DEAs are; Sperrin, Derg, Faughan, Waterside, Ballyarnett, Foyleside and Moor.
2.2 The Local Community Growth Partnerships Boards have been established to ensure the development and implementation of the Local Community Growth Plans which outline the key issues and needs in each of the 8 DEAs. The Local Community Growth Partnership Boards are now in place for all of the 7 x DEAs and Strabane Town. Within the 5 x Urban DEAs there was a commitment given to build on the existing Neighbourhood Renewal Structures, the targeted open call took place in September 2018. However, whilst most requirements in terms of skills/geographical gaps across the LCGPB have been filled, there are still some wards within the DEAs that require representation.
2.3 Going forward Council will pro-actively work with the LCGPBs to seek representation for the areas where gaps still exist, representation will be sought from within the respective DEAs. It is proposed that each of the LCGPB will be reviewed by the board on an annual basis to ensure that any gaps in representation relating to skills or geographical gaps are filled promptly.
2.4 Members will recall that Elected Members are to sit on each of the 8 x Local Community Growth Partnership Boards, Elected Members currently sit on the Neighbourhood Renewal Partnership Boards in the Urban areas. Elected Members will be required to sit on each of the LCGPBs for the DEA in which they represent. There will be a briefing provided to all the Elected Members on Community Planning as part of the Members Briefing, Officers will also be available to meet with Members on each of the Local Community Growth Plans for the DEA in which they represent. It is the intention that the Chairs of the LCGPB will be elected at the next board meeting in July 2019. Elected Members will be invited to this meeting.
2.5 Similar to the process for the Strategic Growth Plan, the local community planning process will strive to ensure that people and communities are genuinely engaged in the decisions which affect them; allied to a commitment from organisations to work together, not separately, in providing better public services.
2.6 The 8 x Local Community Growth Plans for the Derry City and Strabane District Council (DCSDC) area will ensure that key local issues and needs are prioritised, not only by Council but by other Statutory Partners. The local Community Planning process gives local residents living in each of the 8 DEAs an opportunity to be involved in highlighting the key issues that matter most to them.
2.7 DCSDC has allocated £120,000 (subject to Council approval) to a pilot consensual grant-making model aligned to the Local Community Growth Plans. This pilot project will allocate £15,000 to each of the 8 x LCGPBs. The 8 x LCGPB’s will develop an action plan that will align to the LCGP to address some of the needs emanating from within the local plans.
2.8 The ethos of this pilot project is to involve communities in decision-making so that they have direct influence over the delivery of the Local Community Growth Plans. This pilot consensual grant-making model is based on utilising funding to bring about change, the LCGPBs would identify particular priority areas aligned to the LCGP and isolate the grant funding to deliver the project, assisting in addressing some of the needs identified from within the LCGP.
2.9 To achieve delivery on the LCGPs requires the involvement of the communities and people who are living and working on the ground, who know the issues that need addressed. The LCGPBs are well placed to provide this leadership for each of the 8 areas. The pilot consensual grant-making model will aim to gain consenses on the priorities to be funded within each of the 8 DEAs aligned to the LCGP, the priority projects would be developed into an action plan. It is anticipated that this pilot project will be utilised as a model to encourage other Statutory Partners to invest in local community planning and start to direct finances and resources through the LCGPBs.
2.10 It is anticipated that the launch of the 8 x Local Community Growth Plans will take place in September 2019, the local plans will be launched by the 8 x LCGPBs with support from Council. The Cluster Village plans will also be launched at the same time; 15 Cluster Village Plans have been developed covering 49 settlements in the Council area. The villages have been clustered to fit with the Local Community Growth Plan DEA structures and timescales, the village plans will be appendices to the LCGPs and reviewed alongside them.
3 Key Issues
3.1 DCSDC developed a significant co-design approach to develop the Strategic Growth Plan and the 8 x Local Community Growth Plans for the Council area. The Local Community Growth Plans will feed into the overarching Strategic Growth Plan and their key purpose is to develop local actions to address local needs.
3.2 In keeping with the co-design approach, the pilot consensual grant-making model will allocate £15,000 seed funding to each of the 8 x LCGPB’s. In partnership with Council the 8 x LCGPBs will develop an action plan that will align to the LCGP and address the needs emanating from within the local plans. This approach will be refined and defined as consultations with the 8 x LCGP boards continue via the co-design process, this approach will enable each of the LCGPBs to identify priorities, generate project proposals aligned to the 8 x LCGPs.
3.3 A report will be presented to Council outlining the 8 x action plans that have been generated via the above process and monitoring and reporting on progress will be reviewed through the 8 x LCGP boards at each meeting going forward. An annual evaluation will be carried out to review the pilot consensual grant-making model and to make future recommendations.
3.4 It is also proposed that initial discussions take place with other statutory bodies via the Strategic Growth Partnership Board to determine if other funding streams can be identified from within their budgets to contribute to the pilot consensual grant-making model. Officers are currently meeting with DAERA and the Department for Communities with the objective of bringing additional resources to the rural pilot.
3.5 Statutory Partner representation on the LCGPB will be encouraged, it has been noted that this may prove difficult for some of the Statutory Partners, however, arrangements can be made with the LCGPB to send a representative to the board meeting when the focus is on a particular theme that the Statutory partner has input into.
3.6 A Code of Conduct and Conflict of Interest Register has been developed for each of the LCGPBs, these documents will be approved at the next board meeting, along with the election of Chairs for each of the 8 x LCGPBs.
4. Recommendations
4.1 That Members endorse the content of this report.
AGENDA ITEM 11.
Committee: Strategic Growth Partnership Date: 27 June 2019 Agenda Item: Carnegie UK Trust Embedding Wellbeing in Northern Ireland Officer presenting:
1 Purpose of Report/Recommendations
1.1 The purpose of this report is to update the Strategic Growth Partnership on the Partnerships participation in the Carnegie UK Trust ‘Embedding Wellbeing in Northern Ireland’ project.
1.2 It is recommended the Partnership note the update and the ongoing collaboration with the Trust in the co-design of a tailored offer of support.
2 Background
2.1 In April 2019 the Trust sought Expressions of Interest (EoI) from the 11 NI Local Authority Community Planning Partnerships to participate in this project. Following the submission of an EoI on behalf of Strategic Growth/Community Planning Partnership the Trust issued correspondence to council in May 2018 confirming successful participation together with two other NI Community Planning Partnerships - Armagh, Banbridge & Craigavon; and, Lisburn and Castlereagh.
2.2 The Trust is offering to provide effective and tailored support, including financial and other in-kind support to these Community Planning Partnerships over a 2 and half year period (to December 2020) to implement a local wellbeing outcomes approach in the implementation of their Community Plans. 2.3 To date the Trust have already completed visits to each of the participating council areas and have invited delegations from each of the successful Community Planning Partnerships to participate in best practice study visits to the ‘International Seminar on Wellbeing in Northern Ireland’ in New York (October 2019) and to Cardiff to learn about Community Planning in Wales in the context of the ‘Wellbeing of Future Generation Act’ (March ‘19).
2.4 Over the course of the project the Trust will host a number of peer-to-peer learning events. The first of these took place in November 2019 and focused on the challenges Community Planning Partnerships are experiencing in the access, use and presentation of data, particularly in the context of the upcoming ‘Statement of Progress’ due for publication in November 2019. Further to the peer-to-peer learning event, the Trust developed support on two strands of work on the use and presentation of data and evidence in Community Planning. In February 2019, the Trust supported NILGA to pilot a training session for elected members on the use of data and evidence in Community Planning.
2.5 The Trust also commissioned Stratagem to facilitate a “hackathon” which took place in early June. This event brought together Community Planning, data and communications colleagues from the 11 Community Planning Partnerships together with statutory partners, Department for Communities, NISRA and others to discuss data and communication related issues. There was a general consensus that in order to facilitate the successful development and publication of the Statement of Progress by November there is a requirement for all partners to fulfil their statutory duties to inform and engage citizens. The challenges of partnership working and, specifically, coalition communication was also highlighted with the Statement of Progress identified as an opportunity to build on existing partnership work.
2.6 The Carnegie UK Trust Embedding Wellbeing in NI Advisory Group meet on 29th January 2019 to consider the financial support the Trust will provide to each of the participating Community Planning Partnerships. The Advisory Group discussed what it considered the priorities to be in the nature of the support requested. It was their view that there was significant overlap, with the themes of ‘Shared Leadership’ and ‘Co-Production’ common across proposals.
3 Key Issues
3.1 Support has now be commissioned for each of the participating Community Planning Partnerships on the general themes outlined above (Co-Production and Shared Leadership). The Trust have undertaken a competitive tender process and have appointed two different support account providers to lead on each of these elements. The Trust will announce the successful appointees during National Co-production week, taking place between 1-5 July. These support account providers will then work collaboratively with the participating Community Planning Partnerships to develop training and template materials to support co-production and shared leadership at a regional level. £30,000 (£10K per Community Planning Partnership per theme) has been allocated to take forward these collaborative regional initiatives.
3.2 An additional £55,000 has also been made available in terms of specific support to each of the 3 Community Planning Partnerships to take forward localised wellbeing initiates in line with the themes of Shared Leadership and Co-Production. To this end, and within the theme of co-production officers have begun initial scoping of a youth focused Participatory Budgeting pilot to take forward actions identified within the Children and Young People theme of the 8 Local Area Community Growth Plans.
3.3 Following the presentation on the Green Infrastructure (GI) Plan that was presented at the last meeting of the Strategic Growth Partnership it is further proposed that £10,000 of the bespoke allocation is used to support the development of the Green Infrastructure Valuation Toolkit. To date this project has involved collaborative partnering with a number of statutory and charitable landowners in the Derry City & Strabane Council area and as such adheres to the principles of both co-production and shared leadership. Green Infrastructure community partners include:
• The Northern Ireland Housing Executive (NIHE) • Department for Health • Department of Education • Department for Communities • Woodland Trust • Department of Agriculture, Environment & Rural Affairs (DAERA) • Department for Infrastructure • Ulster University
4 Recommendations
4.1 Members of the Partnership note this update in relation to participation in the Carnegie UK Trust Embedding Wellbeing in Northern Ireland project - including plans for capacity building on shared leadership and co-production, the initiation of a Participatory Budgeting pilot and the completion of a green infrastructure valuation toolkit.
Agenda Item 12. Agenda Item 12. Agenda Item 13.
Strategic Growth Partnership/Community Planning Partnership Proposed Schedule of Meetings 2019/2020
Date Proposed location
Thursday 24th October 2019 Guildhall
Thursday 27th February 2020 Guildhall
Thursday 25th June 2020 Guildhall
Thursday 29th October 2020 Guildhall