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Peterborough – How Partnership Drives Performance

Peterborough – How Partnership Drives Performance. Gillian Beasley Chief Executive, Peterborough City Council Aspire 2 Perform Launch Event 22 April 2008. Peterborough and Partnerships. Long history GPP predates LSPs Business and enterprise. Peterborough’s Partnership Journey.

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Peterborough – How Partnership Drives Performance

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  1. Peterborough – How Partnership Drives Performance Gillian BeasleyChief Executive, Peterborough City Council Aspire 2 Perform Launch Event 22 April 2008

  2. Peterborough and Partnerships Long history GPP predates LSPs Business and enterprise

  3. Peterborough’s Partnership Journey From talking shop to delivery framework Initially networking – ‘Cup of tea with the chief executive’ ... ...to talking shop ... ... through to joining up and ... ... now to driving delivery But not delivering

  4. Peterborough and Policy Community Strategy 2005 Inspirational, ambitious, lots of objectives, but Fairly standard Little buy-in, No performance management framework, not the stick of rock Local Area Agreement 2005 Peterborough pilot Performance management framework Improved focus, moving to centre of agenda, but Took time to bed down. More of a compendium of things we are already doing, rather than a coherent approach to tackling our collective issues

  5. Peterborough and Policy ... Community Strategy 2008 Inspirational, ambitious The stick of rock – we have buy in Outcome based – we have a good performance management framework Above all: the mould breaking decision Four cross cutting themes that are distinctive to Peterborough Creating Opportunities – Tackling Inequalities Creating Stronger and Safer Communities Creating the UK’s Environment Capital Delivering substantial and truly sustainable Growth Local Area Agreement 2008-11 Action plan for Community Strategy – providing solutions for Peterborough – the ‘local’ in LAA Centre piece of our delivery agenda Focus on sixteen cross cutting outcomes Indicators are just that – they indicate, but we keep our eye on outcomes

  6. Theme 1 – NPI’s

  7. Theme 2 – Local PI’s

  8. Partnership for the Future It’s about people and culture, not structures But let’s start with structures Aspire to Perform – Inspire to Reform Restructured Board and Executive to distinguish between strategic input and operational decisions Clear division between partnerships (governance, joining up) and delivery partners (doing) New cross-cutting partnership clusters New Performance Management Framework

  9. GPP Structures

  10. LAA 2008-2011 – a partnership for the future New Roles • Board: Sets overall strategy, signs off LAA, annual review of performance against SCS, ensures representation of all partners, focus on innovation and cross-cutting themes. • Executive: Delivery, performance management of SCS and LAA across all priorities, prioritisation, financial decisions. Task strategic partnerships to take forward specific ideas and actions. • Partnerships: Delivery of each priority (or specific theme) and to ensure all work within priority is linked up with work across whole agenda. Performance management of outcomes within priority area. Reports and recommendations to executive. • Outcome Delivery Teams: Delivery of each of 16 outcomes in SCS and LAA. Responsible for developing action plans for each indicator and for overall outcome. Must bring together work of all key partners and sectors. Report to strategic partnerships. Need to foster innovation and cross cutting approaches. • GPP Officers Group: Explores cross cutting themes, best practice forum, focus on innovation.

  11. Structures and People But remember – its not just about structures Right structures – wrong culture = low impact Wrong structures – right culture = med impact Right structures – right culture = high impact

  12. People One team – one agenda – the SCS: How do the police deliver our environment agenda? How can Age Concern support our growth targets? Four directors from four partners Sixteen outcome leads from ten partners Shared agenda, shared delivery = shared success

  13. Challenges Engaging communities Its the Community Strategy, stupid! Engaging elected members Making a difference to My Street Elected member as champion for each outcome Managing performance for the CAA Risk based and predictive framework Cross-cutting solutions centre

  14. LAA 2008-2011 – a partnership for the future City Council Police PCT Schools Other providers Responsive performance management arrangements Integrated performance risk analysis, reporting and CAA GPP Board Strategy focus Cross service solutions Delivery focus GPP Exec Lead Directors Solution Centre Customer end to end solutions, whole system approach, innovative delivery models Outcome Managers Programme of solution work on the ‘wicked’ cross cutting issues Thematic Partnerships Operations focus Operational Delivery Organisations Transformed outcomes, operational learning, shaping future services

  15. Why Partnership Matters No Council can succeed on its own CAA will measure our collective impact Our LAA reflects our agenda with government (and our resourcing!) So our success depends on partners And therefore partnership matters ....

  16. Why Partnership Matters to me! Because its common sense Shared ambition Remove duplication Pooled effort ‘all on the same bus’ = Greater chance of success Because its about Peterborough Because its about people and communities

  17. Why Partnerships Matter to me!

  18. End of slide show

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