Presentation - Northumberlands Voluntary and Community Sector

							The “new” NSP
   Janice Rose
  30 March 2011
Shared commitment
• Wholesale support for partnership working
• Groundswell of positive commitment to the NSP
• Genuine enthusiasm for collectively contributing
  to “getting it right”
• Fundamental recognition that it is a shared
  responsibility
• Has to be about “adding value”
The role of the partnership
• Embrace and promote partnership working
• Exercise leadership
• Challenge convention and be innovative

• provided there is a shared understanding as to
  what these functions involve
Managing relationships
• Bringing the public, voluntary, community and
  private sectors together
• Harnessing the community leadership role of
  County and parish councils
• Influencing regional and national policy
• Connecting strategic policies and priorities to local
  aspiration and activity
Streamlining the partnership
• Defining a clear “route map” so everyone can see
  how they contribute and influence decisions
• Coordinating the work through a tightly-defined
  “leadership” forum supported by a limited number
  of task-based groups
• Taking the agreed agenda out to existing networks
  with an interest
• Ongoing network and communication development
Partnership route map
• Need to build from the existing framework of
  communities, organisations and networks
• Need to use existing collaborative processes to
  share perspectives, understanding and
  intelligence
• Need to recognise the wider context that sits
  beyond the partnership
• Need to simplify the complex pattern of inter
  relationships and collaboration
Route map diagram to be inserted
   The “new” NSP

              NSP “Leadership
                  Forum”

                   Sustainable
CDRP            Community Strategy          Economic
                                             Board


       FACT           Health         Priority
                      Board          Groups
The “new” NSP (1)
• Leadership “Forum”
• Three or four “priority groups”
   – focused on delivery of agreed medium term priorities
     against clear targets and/or milestones


• Consider other activity “by exception” where
  particular challenge to resolve or opportunity to
  be taken
The “new” NSP (2)
• Economic Board
   – feeding in and responding to the North Eastern Local
     Enterprise Partnership
• Statutory partnership family
   – Family & Children’s Trust
   – Crime and Disorder Reduction Partnership
   – Health and Well Being Board
Comments and Discussion
Our vision for Northumberland
• To make the county a place that is resilient for
  the future
   – Enabling everyone to live the kind of life they aspire to
     in a way that respects the inherent identity of the place
     and its residents
• The revised Sustainable Community Strategy
  identifies the seven big issues facing the county
The Big Partnership Issues (1)
• Focused on outcomes rather than thematic
  blocks of activity
• Cross cutting and overlapping
• Every organisation, network or partnership can
  contribute to more than one if not all
• Areas where partnership working is required to
  attain the “added value”
The Big Partnership Issues (2)
•   Making climate change work to our advantage
•   Maintaining and creating sustainable communities
•   Rebalancing our economy
•   Giving everyone a voice and influence
•   Providing healthy lifestyle choice
•   Supporting our young people into adulthood
•   Delivering services differently
Making it happen
• Developing the “golden thread” through all our
  strategies and plans”
• Continuing to build the quality, breadth and depth
  of our evidence base
• Producing an integrated three-year framework to
  deliver the agreed priorities
• Monitoring our collective progress against four
  headline indicators
Spatial vision (1)
• Expanded in two Local Development Frameworks
• Shape the county’s pattern of settlements:
  – By aiming to locate housing, employment, services and
    facilities in places which are accessible and assist in
    creating viable and thriving communities
  – In a way that protects and enhances the natural and built
    environment, whilst building the awareness, responsibility
    and resilience of communities to the effects of climate
    change
Spatial vision (2)
• The distribution of population, communities,
  services and natural resources are obviously not
  uniformly spread across Northumberland
   –   “A1/A697” corridor (the “north”)
   –   “A69/A68” corridor (the “west”)
   –   “A19/A189” corridor (the “south east”)
   –   Northumberland National Park
• Community-led neighbourhood plans
Comments and Discussion
NSP “Leadership Forum” (1)
• Tightly-defined membership
   – Not representative but incorporates perspectives from
     the different sectors
   – Broadly reflects the scope of the Big Partnership Issues
     within the Sustainable Community Strategy
   – Members have authority to make decisions for
     Northumberland within their organisations and/or
     partnerships
NSP “Leadership Forum” (2)
•   Northumberland County Council (2)
•   Northumberland Care Trust (2)
•   Northumbria Police (1)
•   Northumberland National Park (1)
•   Environment Agency (1)
•   Homes and Community Agency (1)
•   Job Centre Plus (1)
•   Family and Children’s Trust (1)
•   Northumberland VCS Consortium (1)
•   Northumberland Association of Local Councils (1)
•   Business sector (interim North East Chamber of Commerce) (1)
Comments and Discussion
Acknowledgement
• Successful transition from seven LSPs to one as
  part of Local Government Reorganisation
• Solid and productive partnership platform
  maintained by the Area and Thematic Partnerships
• Positive outcome from the Comprehensive Area
  Assessment
• New Sustainable Community Strategy prepared
Transition
• Establish new “Leadership Forum”
   – Define three or four priority areas of work and create
     task and finish groups to take them forward
• Formally stand down the existing Area
  Partnerships and Thematic Partnerships as
  standing committees within the NSP
• Create a “reconfigured” Economic Board
• Develop the new statutory Health Board
Partnership Development
• Support the ongoing review and development of the
  VCS Consortium
• Assist NALC (via the Local Charter) in supporting
  the network of parish and town councils
• Work with the business and enterprise community
  to build an effective business engagement model
• Develop a communications and marketing strategy
  for the partnership
Recommendations
• Approve the proposed “network” approach to
  partnership working
• Endorse the revised Sustainable Community
  Strategy
• Agree the membership of the new NSP
  “Leadership Forum”
• Authorise the transitional/development steps into
  the new arrangements
Thank you!