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									                        T&WP AGENDA GROUP MEETING 05/9/08: ACTION NOTE

LSP Risk Register
Review of Risk Register - Main points:
   - Failure to respond to major challenge i.e. Flu pandemic still our top risk.
   - Need to get Partnership messages to all staff from all partner agencies where necessary.
   - Increase (mitigated) risk score to ‘5’ around failure to meet Corporate Area Assessment (CAA)
      as unsure what new requirements will be from process of continual assessment.
   - Addition of new risk around ‘fluctuations in the economy’ as the credit crunch likely to impact
      on growth of Telford.

Council for Voluntary Service – Funding and Way Forward
Involvement of CVS with LSP has helped draw down significant funding for the area (£11m in last
year). Seen as unusual but positive for such a relationship to exist and for CVS to be on the LSP

State of the Borough Conference 22/10 at Whitehouse Hotel, Wellington
Chair of LSP, Cllr Andrew Eade is chairing the event. Agenda will include Thematic Partnerships
feeding back on previous year’s activities and how they have performed against targets and a
presentation on the draft Vision 2026 followed by roundtable workshops to discuss the Vision. John
Fisher from the Local Futures Group will set the challenges for the future and give the national
context in the afternoon.

Local Health Review
Darzi Review of Clinical Quality set up eight groups that are being mirrored locally. The local Clinical
Leaders Forum focussed on increasing prevention and health promotion, support care closer to home
and good secondary support.
Long-term preference from Forum for ‘super hospital’ between Telford & Shrewsbury, option
appraisal due in February ’09. Have had strong stakeholder involvement.

Partner Updates
Chamber – Set up new web-based procurement system to aid local suppliers and Inter-trading
opportunities between businesses. Set-up meeting between T&WC & Shropshire County Council on
procurement opportunities for low-value contracts so businesses are aware of what’s on offer.

LSC – Still working through restructure but starting to see movement of staff; national Apprenticeship
Service established regionally, and working with Council re handover of 14-19 function.

Police – Shuffle at HQ has seen new Deputy Chief Constable David Shaw. Move towards specific
focus on ‘customer satisfaction’ as the key/over-riding measure of performance (potentially to replace
existing performance indicators).

TCAT – Restructure due to staff changes. Been responding to National Capital Board; if get approval
then start building in Summer ’09, completion by 2011. Working with JC+/LSC on new initiative to
allow those on benefits to train for more than the 16 hour standard (current threshold when benefits
are lost).

University – Withdrawal of funding for lower level qualification courses (except if public sector ones),
will hit 12,000 students who will either have to sort their own funding or leave the course. Converse
of what is happening in FE – where funding available for 2nd degrees.

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Part 2 – Annual Partnership ‘Fitness for Purpose’ Session
With Corporate Area Assessment (CAA) on the horizon need to ensure partnership structures are fit
for purpose. Consultation currently taking place by Audit Commission on what CAA will look like
(T&WC will be responding, incorporating partner comments).

Telford Economic Development Partnership (TEDP): Sub-Board of Transforming Telford (meeting
quarterly) charged with overseeing delivery of Economic Development Strategy.
Existing partnership structures around economic development/employment & skills need
clarifying/simplifying as currently confusing/over-lapping, but recognise that conflicting requests from
Government Departments often require us to setup certain partnerships (e.g. Employment & Skills
Board). Peter Smith, appointed as Head of Economic Development for T&WC, will provide a
strategic overview for this area (in post end September). With structural changes to LSC, links into
C&YP agenda will be lost.

Local Accessibility Partnership (LAP): Meets twice a year, with focus on improving access to
(rural) services. LAP established to deliver Advantage West Midlands funding (for Wheels to Work)
which ceases in March 2009 (although some reduced funding likely to be made available). LAP has
therefore had a predominantly rural focus due to funding conditions but now an opportunity to review
whether this area needs a specific partnership or can be embedded within broader/revised
partnership structure as ‘accessibility’ is a borough-wide issue.

Telford Environment Partnership (TEP): Focus on the natural environment; draft Borough-wide
strategy (business plan) in place. Issues around capacity and understanding what delivery will look
like. Not closely linked into LSP as unsure how environmental agenda can influence discussions;
attendance at Agenda Group an option to be considered. As no statutory basis for TEP, lack of
funding for the natural environment agenda has made it difficult for TEP to move forward and take on
work. Need for an action plan so TEP/LSP can move climate change agenda on (and engage

Safer & Stronger Communities Partnership:
Restructured Partnership (and sub-structures) and Council-based Strategic Unit which has proved
both positive and challenging and led to successes being recognised regionally and nationally (i.e.
Domestic Violence Courts). Task Groups established to deliver on Strategy and very strong links into
developing Strategic Locality Working (Community Cluster) model. Very strong focus on
performance where there have been notable successes. Good/clear links with C&YP through early
intervention, domestic abuse and alcohol agendas. Would like to move to joint planning with other
Council directorates and partners (e.g. PCT) so processes are joined-up. Alcohol Strategy is well-
funded (by PCT & TWC) and working well. Partnership is however weak on the ‘stronger’ element of
the agenda but creating Joint Action Group to look at this (along with community cohesion and
terrorism agenda). The Youth Crime Action Plan focuses on the family rather than the individual - the
‘think family’ approach hopes to focus on inter-generational issues and break cycles of behaviour in
families (particularly re Prolific & Priority Offenders).

Children’s Trust:
Established 2003, meeting bi-monthly, with well established sub-group structure (based on the ‘5
ECM Outcomes’). Joint Area Review (JAR) very positive about partnership working. New CYP Plan
outlines a manageable set of priorities and is a partnership document rather than just a Council one.
Priorities are discussed at least once per annum; underperforming targets are (nearly) all CT
priorities. Cluster (x5) Change for Children Boards are held to account by CT Board.
Tension between lines of accountability of LSP and Trust due to statutory responsibilities which need
to be clarified; need to look at possibility of having a specific CT representative on Agenda Group,
also issue of how to improve involvement of young people and their adult representatives (NB C&YP
volunteering event 23/9 at Shrewsbury Town Football Club).

Strategic Housing Board: Working well but frustration that the Board doesn’t have many tangibles
to deliver on. More an information sharing rather than delivery partnership. Possibility of Integrated
Housing Project being placed under remit of Board. Not clear where fuel poverty agenda should best
sit – it’s both a housing and environmental sustainability issue. Board linkages with LSP not strong,
but individual members are represented on LSP and Agenda Group, although’ housing’
representation on Group needs to be revisited.
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Adult Health & Wellbeing Partnership: Executive (the main driver) meets 6-weekly and very
performance focussed; the Partnership meets twice a year with a broad strategic remit. Many
agencies/Council directorates involved. Strong crossovers with Children’s Trust and Safer & Stronger
Communities Partnership agendas, with joint commissioning galvanising these links. Joint Health &
Wellbeing Strategy (about to be published) is a Partnership document (also the Council’s Priority
Plan) and there is joint accountability for the Partnership between the Council and PCT.

Overall Issues:
   - Need to be able to answer the ‘so what’ question (as increasingly asked by Inspectors) – what
       are the outcomes (for local people) being achieved as a result of partnership working?
   - Associated with this focus on ‘outcomes’ is the need to demonstrate both added value and
       value for money.
   - Agenda Group (and LSP itself) needs to be able to hold Thematic Partnerships (TPs) to
       account on outcomes/key issues, with TPs themselves responsible for their own performance
       monitoring/ management against targets, so enabling Agenda Group to provide assurance
       that this is being done. Specific Agenda Group focus needs to be on where things not
       working/going wrong, with TPs feeding this information in on a regular/structured basis.

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