Version 6
Conwy Local Service Board Local Delivery Agreement
2009 – 2010
“Working Better Together”
INDEX Page 1 2 3 4 5 6 7 Introduction The LSB objectives The Action Plan Development of the Local Service Board Membership Roles and Responsibilities Monitoring & Feedback Arrangements 3 3 5 11 12 12 13
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Introduction
1.1 Conwy Local Service Board (LSB) has been formed as a result of the Welsh Assembly Government (WAG) response to The Beecham’s review of service delivery in Wales. The WAG response - ‘Making the Connections: Delivering Beyond Boundaries’, included a commitment ‘to engage with all parts of the public service to establish Local Service Boards in order to provide a joint approach to local service Improvement. 1.2 The main aim of Local Service Boards is to work collaboratively across organisational boundaries and to strengthen local public service leadership to tackle fundamental and unmet challenges from a citizen perspective. 1.3 There are 22 Local Service Boards across Wales, one for each county. Each LSB must make an agreement about the key priorities they are planning to tackle within the financial year. The detail of the objectives to be met and method of monitoring them is to be set out in a Local Delivery Agreement ( LDA). 2 Local Delivery Agreement Objectives The LSB has developed 3 objectives for 2009/10 which are: 2.1 Co-ordinated Capital Investment Planning a) To have an agreed and co-ordinated approach, by the partner organisations making up the LSB, to the investment of capital and in some cases revenue spend across the county. b) To ensure our resources are focused on the needs of our citizens and provide additional benefits for them rather than solely benefiting organisations. c) To simplify the application process and to have a forward work programme of potential projects in place - this will be highlighted at a ‘meet the customer’ event to enable local companies to be able to compete on a more equal footing. d) To strengthen the local economy including employment opportunities. e) To increase the skill base within Conwy f) To agree how redundant assets can be used to benefit the community g) To increase opportunities for shared accommodation h) To establish a project approach to the implementation of the Local Delivery Agreement to be in place by April 2009.
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2.2
Joint Approach to Workforce Development i) Develop skills for social care, tourism, construction; j) Transfer/flexibility of skills of workforce across sectors; k) Reduce sickness rates to give greater efficiency; l) Develop young people for the future conwy workforce; m) Develop an occupational health strategy; n) Develop a joint approach to 14-19 pathways
2.3
Scenario Planning a) Develop a demographic profile of Conwy b) Analyse the current trends c) Make a prediction based on trends on the likely future needs for Conwy d) Make partnership plans to mitigate or plan for anticipated needs
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Version 6 3.0 The Action Plan
N o
LSB Priority
Key Actions
Resource Project
Lead
LSB Sponsor
Milestones
Target Date
Outcome
Citizen Benefit
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Co-ordinated Capital Investment Planning
1 To Identify what capital and revenue programmes will be undertaken by each partner organisation over the next 3 years and the intended level of investment.
Deiniol Evans Pennaf
Graham A Local Delivery Agreement Worthingt in place on An agreement in place Pennaf between partners re use of redundant assets Collation of all partners’ capital investment plans in one document
June
Exploration of joint premises and integrated service provision
Support and greater stability to local businesses Increased opportunity to train and employ local people
% spend of contracts on local businesses % contractor employing local staff % efficiency gain through joint contracting June
2 Identify which contractors are ‘out there’ who would want to be included and what training/support needs they have.
Production of contractor document Assessment of training packages made available
3 Agreement to have one standard set of basic information for pre-qualifying questionnaire with additional information customised to specific contract 4 Produce agreed model guidelines for contracts to make them ‘user friendly’, which are used consistently including banding for contracts e.g. £100,000 £100k to £1million £1million to £5million £5million to £10million £10million plus
A simplified pre-qualifying questionnaire in place
Sept
An improved and simplified system in place for local businesses.
Sept Model guidelines for contracts that include social clauses in place
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5 Ensure local sustainability by agreeing what social clauses will be incorporated into contracts e.g. local labour force, training/ apprenticeship schemes based on investment, promoting Welsh language and culture 6 Develop training / support package 7 Hold a ‘meet the customer, event to publicise the opportunities that will be arising over the next 3 years and what support and training is available to enable SMEs to bid for contracts
Sept
Training package established Oct
A meet the customer event held
Oct
No of attendees Take up of training opportunities
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8 Develop a project management approach to ensure the delivery of the identified objectives is specific, measurable, achievable, realistic, targeted, outcome focused and accountable.
Project Management System in Oct place
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N o
LSB Priority
Outcomes
Resour Project ce Lead
LSB Milestones Sponsor
Target Date
Outcome Measures Citizen Benefit
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Joint Approach to Workforce Development
1
Development of a memorandum of understanding between llandrillo and other agencies
Llandrilll o
Memorandum of Understanding in place
Feb Integrated and engaged workforce development
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Develop a programme for modern apprenticeships
Identifying current apprenticeship schemes Providing a co-ordinated scheme Development of website for March apprenticeships with links to authority websites Establishment of online forum
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Develop a joint website for jobs board and professional online forum. Develop across organisational mentoring
Improved access to training measured by nos of members of staff attending sponsored training and gaining qualifications- 1st year measure establish baseline information. Nos of apprentices Better understanding of qualifying variety of jobs Establishment of available baseline data Target increase in numbers by 10% Variety of skill No of hits No of enquiries made support and career through website progression Feedback on usefulness of website No of staff mentored Development of transferable Measured through skills staff satisfaction survey
Increased awareness of job and skill development opportunities in conwy
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Identifying and training potential mentors Launching scheme to staff
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Develop cross organisation secondments for job and skill enrichment Develop joint work experience programmes for young people, adult returners and people with disabilities Use the network to share best practice
No of secondments Feedback on skill gains Identifying current work experience schemes Providing a co-ordinated scheme Aligned On going Evaluation on usefulness of network approach to No of topics covered support Conwy residents Providing Development of programme for June Nos attending support to day Nos exhibiting address the Confirming venue and No of placements economic exhibitors recession Marketing of event Addressing the NEETS agenda Citizen Benefit No of attendees Focus on local employment opportunities
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Raise awareness re public sector careers and opportunities available in Conwy through job fairs.
N o
LSB Priority
Key Actions
Resour Project ce Lead
LSB Milestone Sponsor
Outcome
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Development of intelligence for future trend analysis and scenario planning
Grant Duncan
Commissioning of statistical analysis To produce a comprehensive demographic profile of Conwy
July
Development of integrated service resdesign in order to address future demands
Services adjusting to meet / mitigate future citizen needs
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Version 6
4.0 4.1
Development of the Local Service Board Conwy Local Service Board was established in July 2007. A draft constitution was developed which outlined LSB members’ commitment to embrace the following values: Respect and value each others contributions Generally reach a consensus through focused discussion Learn from each other and from experience Develop openness and trust Be outcome driven Be accountable for their decisions and actions
4.2
There are invariably important issues where insufficient progress is being made due to complexity or for financial, organisational or political reasons. Conwy Local Service Board members agreed that their purpose is to strengthen collaborative leadership at the local level, take responsibility for a manageable number of challenging projects and ensure the local partnership system is delivering effectively. The members also agreed to ensure coherence with the work of the Wales Spatial Plan (WSP) groups, and the Local Government Regional Partnership Boards.
4.3
Conwy LSB will play a role in helping organisations and partnerships to remove blockages and make progress where possible. The LSB will not diminish or duplicate the role of existing organisations nor will it undermine or replicate existing activity. In particular, it will not challenge the democratic accountability of elected councillors rather it will enable local public service leaders to tackle fundamental and unmet challenges from a citizen, not a sector, perspective.
4.4
In order to identify what local challenges could be addressed through collaboration, a development day was held in February 2008. On this day the LSB members explored organisational responsibilities, challenges and risks for serving the local community and agreed areas where enhanced partnership working could assist with such challenges. Through the development day, five key priorities were identified. These priorities form the basis of the Local Delivery Agreement and are outlined in this document.
4.5
5.0 5.1
LSB Membership The LSB will only be able to deliver on its objectives if its membership is a manageable number of key individuals with the ability to influence the implementation of the delivery agreement. Therefore the Board membership consists of: CCBC Leader CCBC Chief Executive Conwy LHB Chief Executive Conwy LHB Chair Chief Superintendent, Central Division, North Wales Police Welsh Assembly Government official Executive level representative from the voluntary sector Snowdonia National Park Chief Executive or Chair Executive level representative of each NHS Trust Executive level representative for Higher and Further Education Executive level representative from Registered Social Landlord Executive level representative from the Environment Agency
5.2
5.3
This membership reflects the key priorities for 2009/2010. The membership will need to be reviewed in line with the renewal of key priorities for future Local Delivery Agreements. The Board will have the ability to co-opt additional members or invite officers to sit in attendance when necessary.
5.4
6.0 6.1
Roles and Responsibilities of all LSB Members Each individual member brings a unique contribution and perspective – but there is a common expectation on all members to contribute as a member of the public service leadership team in order to. seek citizen insight from a wide range of sources focus on benefits for citizens and communities identify risks and opportunities from a whole area perspective, transcending organisational interests seek out and share innovation contribute expertise and knowledge, and learn from others contribute to the development of the Board into a high performing partnership delivering benefits for citizens communicate effectively with own organisation and/or sector and mobilise its contribution to the Board’s work and projects; help the Board identify mutual gain projects (the Local Delivery Agreement) to improve partnership delivery for citizens
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share information and pool expertise and resources to get things done ensure that each organisation or sector commits to and delivers its agreed contribution to the LDA priorities be accountable to each other and their organisations for their contribution to performance.
7.0
Monitoring and Feedback Arrangements
Conwy LSB will ensure that the Local Delivery Agreement is monitored and that the work completed is fed back to interested parties. In addition to the identification of performance measures ( as outlined above), Conwy LSB will also undertake the following: 7.1 Project Management highlight reports
All projects will follow a project management framework This will ensure that project initiation documents are completed and that regular highlight reports are presented to the LSB. 7.2 Citizen engagement
Conwy LSB has invested in the development of improved citizen engagement. It is envisaged that the general public and appropriate parties with areas of interest will be engaged in the LSB work programme during the year. The method of engagement will vary according to the need. 7.3 Scrutiny Function
Conwy LSB acknowledges the important role of scrutiny and the need to have a system in place. The Board is in the process of exploring a method of scrutinising the partnership and is aware of the forthcoming change in legislation. The exploration of scrutiny models will reflect the new legislative requirements. 7.4 Annual Report
The Local Service Board will produce an annual report which will be made available to: Each of the member organisations The strategic thematic partnerships Any other interested party.
The report will detail the progress made to achieve the objectives outlined in the Local Delivery Agreement. It will be published on the Community Strategy website.
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