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Scrutiny of Local Strategic Partnerships. Effective Overview and Scrutiny. Programme. 10 mins Introductions 20 mins Presentation: Understanding Local Strategic Partnerships 30 mins Activity: Understanding your Local Strategic Partnership

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scrutiny of local strategic partnerships

Scrutiny of Local Strategic Partnerships

Effective Overviewand Scrutiny


10 mins Introductions

20 mins Presentation: Understanding Local Strategic Partnerships

30 mins Activity: Understanding your Local Strategic Partnership

20 mins Presentation: Partnership and scrutiny

20 mins Activity: Partnership scrutiny in practice

10 mins Review and evaluation

learning outcomes
Learning outcomes
  • Understand the main elements of Local Strategic Partnerships and related sub-partnerships, including local arrangements
  • Understand the main elements of Local Area Agreements, including local arrangements
  • Relate the main roles of overview and scrutiny to the scrutiny of LSPs
  • Identify key challenges for scrutiny of LSPs
understanding local strategic partnerships
Understanding Local Strategic Partnerships
  • A single, multi-agency partnership body matching council boundaries
  • Includes council(s), other public services, private, voluntary and community sector
  • Provides co-ordination, liaison and agreement of joint priorities, including Sustainable Community Strategy and Local Area Agreement
  • Often has Board plus wider membership which meets less often
  • Not required by law
sub partnerships
  • LSPs generally have a structure of thematic partnerships
  • Examples likely to include: Children’s Trust, Crime and Disorder Reduction Partnership, health partnership
  • Others could include: environment, culture, economic development, transport
main roles of lsp
Main roles of LSP
  • Supports development and implementation of Sustainable Community Strategy, creating vision and identifying key priorities for the area as a whole
  • Develops Local Area Agreement and co-ordinates achievement of its aims
  • Co-ordinates sub-partnerships, and possibly area/neighbourhood links
sustainable community strategy
Sustainable Community Strategy
  • A long term vision for the area, backed with action planning to achieve it
  • Should promote the economic, social and environmental well-being of the area and contribute to sustainable development
  • Should be agreed by the council and the LSP
  • Should relate to Local Development Framework
  • Needs widespread community and partner involvement in development
other key strategies involving the lsp and its sub partnerships
Other key strategies involving the LSP and its sub-partnerships
  • Crime and Disorder Reduction Strategy
  • Children and Young People’s Plan
  • Strategic needs assessment for health and social care
  • Could be others such as transport plan
the new local area agreements
The new Local Area Agreements
  • Local Area Agreements: a plan at the centrepiece of partnership working, implementing your community strategy, partner organisations with a new ‘duty to co-operate
  • New statutory framework: Local Government and Public Involvement in Health Act 2007
  • New Local Area Agreements to run from 2008-11
  • Councils knowing what you want to achieve for your place; influencing others to help make this happen: community leadership
  • A ‘single conversation’ with government: the only place targets can be negotiated with local government
  • National Indicator Set: 198 issues which must be measured, up to 35 where targets are agreed
the council must
The council must . . .
  • This is the role of the county council in two tier areas
  • Prepare and negotiate a draft LAA
  • In preparing it, consult partners who have a duty to co-operate, plus others
  • Negotiate local improvement targets with partners and government, some to be designated by government
  • Co-operate with partners to implement the LAA
  • Exercise powers of scrutiny in relation to LAA targets (with districts in two tier areas)
the partner authorities
The partner authorities . . .
  • The partner authorities have a duty to co-operate with the council leading the LAA and must:
    • Negotiate and agree improvement targets
    • Have regard in exercising its functions, to any relevant improvement target
    • Take part in council scrutiny in relation to relevant improvement targets
the organisations with a duty to co operate
Arts Council

The Broads Authority

Chief Officer of Police

District authorities

English Heritage

The Environment Agency

Fire and rescue authorities

Health and Safety Executive

The Highways Agency

Jobcentre Plus

Joint Waste Authorities

Joint Waste Disposal Authorities

The Learning and Skills Council in England

Local Probation Boards

Metropolitan Passenger Transport Authorities

Museums, Libraries and Archives Council

National Park Authorities

Natural England

NHS Foundation Trusts

NHS Health Trusts

Police authorities

Primary Care Trusts

Probation Trusts and other providers of probation services

Regional Development Agencies

Sport England

Transport for London

Youth Offending Teams

Any other added by the Secretary of State, by Order

The organisations with a ‘duty to co-operate’
the engagement of councillors in local area agreements
The engagement of councillors in Local Area Agreements
  • Leadership: of the council, the place, and the partnership
  • Strategy development: How can the Local Area Agreement be used to tackle the area’s top priorities?
  • New scrutiny powers in relation to LAA
  • Community and neighbourhood representation: building up from local needs
partnership and scrutiny
Partnership and scrutiny
  • Vital that the work of scrutiny adds value and improvement
  • Better outcomes: improve the work of the partnership, find new ways to tackle problems, improve strategies through wider engagement
  • Better processes: improve how the LSP works, enhance LSP openness, improve councillor engagement with LSP
scrutiny powers and local area agreements
Scrutiny powers and Local Area Agreements
  • Scrutinise local improvement targets (LAA targets)
  • Require information from partner organisations signed up to LAA targets
  • Require them to ‘have regard to’ scrutiny recommendations which relate to a relevant local improvement target
  • Police covered by different legal framework for scrutiny, but engagement in LAA can still be scrutinised
main roles of overview and scrutiny
Main roles of overview and scrutiny
  • Holding to account
  • Performance management
  • Policy review
  • Policy development
  • External scrutiny

These roles can be applied to scrutiny of LSPs

holding to account
Holding to account
  • Provide democratic input into non-council services
  • Create greater openness of partnerships
  • Scrutiny can provide a means for community and user engagement with partnerships
  • Ensure LSP structures and working is fit for purpose
performance management
Performance management
  • Review implementation of Sustainable Community Strategy and other partnership strategies
  • Investigate performance failures from LSPs
  • Scrutiny of implementation of Local Area Agreements
  • Scrutiny of the council’s contribution to partnership work including LAA
policy development and review
Policy development and review
  • Contribute to the development of the Sustainable Community Strategy, Local Area Agreement, and related strategies
  • In depth investigation of topics involving partnership work
  • Reviewing particular problems of partnership work
  • Reviews of LSP work from a particular perspective such as sustainability
legal basis for partnership scrutiny
Legal basis for partnership scrutiny
  • Local Government Act 2000: can look at any matter which affects the area or its inhabitants
  • Health and Social Care Act 2001: gives power to scrutinise NHS services
  • Police and Justice Act 2006: gives power to scrutinise Crime and Disorder Reduction Partnerships: not yet implemented
  • Local Government and Public Involvement in Health Act 2007 gives powers to scrutinise agencies signed up to LAA targets
key challenges for scrutiny of lsps
Key challenges for scrutiny of LSPs
  • Enhance the democratic leadership of partnerships
  • Help to build, not undermine, effective partnership work
  • Add value through scrutiny role
  • Improve the performance of partnerships
  • Widen community and user engagement with partnerships and services beyond the council
review and evaluation
Review and evaluation
  • In pairs, discuss the main learning points for you from the module
  • Complete the evaluation sheet and return it to the facilitator