| STRATEGIC: Effective, representative & capable
of playing a strategic role |
| Complete refresh of Community Strategy, with a view to agreeing
refreshed themes, priorities and a strategic action plan with
clear targets and actions. |
Partnership Board - adoption of Community Strategy 2004-2010. |
Board Chair/
Director, RP
|
Partnership Office
Partners |
End June |
Strategy published & launched at Future of Rotherham Conference. |
| Complete review of Rotherham Partnership structures to ensure
that partnerships have the appropriate membership and focus to
take forward the refreshed 2020 Vision. |
Partnership Board - agree changes, as appropriate, to existing
structures. |
Board Chair/
Director, RP
|
Partnership Office
Partnerships
Partners
|
End May |
Structures refreshed and aligned to the refreshed 2020 Vision. |
| Review delivery of Rotherham priorities in Sub-regional Investment
Plan, and refresh priorities as part of sub-regional review in
the light of changing requirements. |
Partnership Board - agree priorities as part of review of SRIP. |
Board Chair/
Director, RP
|
RMBC
Partners
|
End May |
Funding in 2004/05 spent & priorities for 2005/06 & beyond
agreed. |
| Ensure that issues identified and reviewed as part of development
of Local Development Framework reflect the priorities agreed
in the refreshed Community Strategy. |
Partnership Board - agree priorities at key stages in LDF development |
Board Chair/
Director, RP
|
Partnership Office
RMBC
Partners
|
On-going |
Local Development Framework aligned with Community Strategy. |
| Ensure that issues identified and reviewed as part of development
of Regional Spatial Strategy reflect the priorities agreed in
the refreshed Community Strategy. |
Partnership Board - comment at key stages in RSS development. |
Board Chair/
Director, RP
|
Partnership Office
RMBC
Partners
|
On-going |
Regional Spatial Strategy aligned with Community Strategy. |
| Work with project leads to ensure that NRF and SRB programmes
are on target to spend within agreed priorities during the final
years of both of these programmes. |
NRF Management Group & SRB 5/6 Committees - monitor programme
spend/outcomes. |
Assistant Director, RP |
Partnership Office
RMBC
Partners
|
On-going |
NRF & SRB programmes spend on agreed priorities. |
Work with project leads to ensure that individual projects
within the NRF and SRB programmes develop appropriate exit strategies
to ensure continuation of work, if appropriate.
(see also SRB
Delivery Plan for further actions)
|
NRF Management Group & SRB 5/6 Committees - monitor exit
strategies. |
Assistant Director, RP |
Partnership Office
RMBC
Partners
|
On-going |
Exit strategies in place for all NRF & SRB projects. |
| INCLUSIVE: Actively involves all the
key players, including the public, private, community and voluntary
sectors |
Support in place for voluntary and community sector members to enable
them to play an effective role on the Partnership through Community
Empowerment Network.
(see also CEN Annual Plan for further actions) |
Voice & NoP Networks - review support annually. |
Network Development Officer, VAR |
VAR |
On-going |
Support available continues to meet needs of members. |
| Monitor the implementation of the Rotherham Compact and Codes of
Practice to further improve working relations between the public and
voluntary/community sectors. |
Compact Implementation Group - support partner delivery & review
workability. |
Assistant Director, RP |
Partnership Office
Partners
|
On-going |
Support available meets needs of members. Compact workable. |
Support in place for private sector members to enable them to play
an effective role on the Partnership through Business Brokerage.
(see
also Business Brokerage Annual Plan for further actions)
|
Business Broker Steering Group - review support annually. |
Business Broker, RP |
Rotherham Chamber |
On-going |
Support available continues to meet needs of members. |
| Proactively target private sector engagement in Partnership activity,
particularly at a neighbourhood level, for the mutual benefit of business
and the Partnership. |
Business Broker Steering
Group - support proactive activity in agreed target areas. |
Business Broker, RP |
Partnership Office
Broker SG
|
On-going |
Increased private sector engagement in all areas of Partnership work. |
| Communicate Partnership news through bi-monthly “Partnership
Up-date” newsletter and distribute to wide range of partner organisations
across all sectors. |
CEO Group - review content & distribution list annually. |
Director, RP |
HR Media
NEO Design
Partners
|
On-going |
Quality newsletter produced & continues to meet needs of members. |
| Communicate Partnership news across the Borough and wider through
regular press releases in local newspapers and national professional
magazines. |
CEO Group - review success of media campaign annually. |
Director, RP |
HR Media
NEO Design
Partners
|
On-going |
Local success rate of 10-15 media hits a month sustained. |
| Communicate Partnership news across the Borough and wider through
developing the Partnership website as an important source of information
for stakeholders. |
CEO Group – review content of website annually. |
Director, RP |
HR Media
NEO Design
Partners
|
On-going |
Website is up-to-date & relevant & meets member requirements. |
| ACTION FOCUSED: Established genuine
common priorities/targets & agree actions and milestones |
| Complete strategic action plan as part of refresh of Community Strategy
to identify clear targets and actions and accountability of partnerships/partner
organisations. |
Partnership Board - adoption of Community Strategy 2004-2010. |
Board Chair/
Director, RP
|
Partnership Office
Partners
|
End June |
Strategy published & launched at Future of Rotherham Conference. |
| Ensure partnerships and partner organisations build the refreshed
targets and actions into their own corporate and operational plans,
and communicate widely. |
Relevant partner boards - adoption of Community Strategy 2004-2010. |
All Partner Chairs, CEO’s or equivalent |
Partners |
End Mar |
Plans produced post June 2005 have built into them new targets/actions. |
| Undertaken research to identify best practice in Neighbourhood Management
and partner requirements, and assess best way forward for Rotherham. |
Neighbourhood Management Coordination Group - oversee research & promote
best practice. |
Director, RP /
Executive Director, Neighbour-hoods, RMBC
|
Partnership Office
RMBC
Partners
|
End July |
Suitable Neighbourhood Management approach adopted in Rotherham. |
| Work with partner organisations to explore options for shifting resources
to priority themes and target neighbourhoods identified in Neighbourhood
Renewal Strategy. |
Neighbourhood Renewal Strategy Management Group (new) – oversee
delivery of NRS. |
Assistant Director, RP |
Partnership Office
RMBC Policy Team
Partnerships
Partners
|
End Mar |
Partner annual plans show increasing shift towards priorities. |
| Work with relevant partnerships and partner organisations to review,
refresh and roll forward the existing action plans set out in the Neighbourhood
Renewal Strategy. |
Neighbourhood Renewal Strategy Management Group (new) – oversee
delivery of NRS. |
Assistant Director, RP |
Partnership Office
RMBC Policy Team
Partnerships
Partners
|
End Mar |
NRS Action Plans (x4) reviewed, refreshed & rolled forward. |
| Work with partnerships to improve the evidence available to make
plausible links between outcomes and actions being implemented, and
to justify prioritisation of resources. |
Relevant partnership boards - promote development of research & information. |
Relevant partnership chairs & managers |
Partnership Office
RMBC Policy Team
Partnerships
Partners
|
End Mar |
Improved research to base ‘Improvement Planning’ in 2006/07 |
| Work with partnerships to develop additional plausible actions to
ensure further progress towards meeting national/local floor targets
across priorities/neighbourhoods. |
Relevant partnership boards – develop further actions based
on robust evidence (above) |
Relevant partnership chairs & managers |
Partnership Office
RMBC Policy Team
Partnerships
Partners
|
End Mar |
New/refined actions identified in action plans developed for 2006/07 |
| PERFORMANCE MANAGED: Aligned member
performance management systems, aims and objectives to the LSP |
| Review local strategic performance indicators within agreed Partnership
Performance Management Framework in the light of refreshed Community
Strategy. |
Partnership Board - adoption of Community Strategy 2004-2010. |
Board Chair/
Director, RP |
Partnership Office
Partners |
End June |
Strategy published & launched at Future of Rotherham Conference |
| Further develop the culture of performance management across the
Partnership, and ensure partnerships integrate monitoring into their
day-to-day business. |
Relevant partnership boards – further develop culture of performance
management. |
Relevant partnership chairs & managers |
Partnership Office
RMBC PM Team
Partnerships
Partners
|
On-going |
Culture of performance management embedded at all levels |
| Continue to report on national floor targets and suite of local strategic
performance indicators (refreshed, as above) to Partnership Board to
oversee direction of travel. |
Partnership Board – oversee overall performance on Community
Strategy. |
Board Chair/
Director, RP
|
Partnership Office
RMBC PM Team
Partnerships
Partners
|
On-going |
Bi-annual reporting in January & July is happening and effective |
| Agree definition and boundaries for local neighbourhood areas as
a basis for developing local indicators to monitor progress on relevant
neighbourhood strategies. |
Partnership Board – oversee definition & boundaries & indicators
as part of Community Strategy. |
Director, RP /
Assistant CEO, RMBC
|
Partnership Office
RMBC
Partners |
End June |
Strategy published & launched at Future of Rotherham Conference |
| Work with partnerships to develop specific action plans for ‘red’ status
indicators to identify further action to address poor performance,
and closely monitor progress. |
Relevant partnership boards – develop specific action plans,
where appropriate. |
Relevant partnership chairs & managers |
Partnership Office
RMBC PM Team
Partnerships
Partners
|
On-going |
Specific action plans are produced & effective to address performance |
| Develop an integrated Performance Management Framework for monitoring
progress in delivering Safer, Stronger Communities as part of development
of mini LAA. |
CEO Group – ensure that PMF integrates with agreed Community
Strategy indicators & targets. |
Assistant Director, RP |
Partnership Office
Partnerships
Partners |
End Mar |
PMF in place end Mar 05, and integrated action plans by Mar 06 |
| Set up Neighbourhood Renewal Strategy Management Group to oversee
progress on the Neighbourhood Renewal Strategy action plans. |
Neighbourhood Renewal Strategy Management Group (new) – oversee
delivery of NRS. |
Assistant Director, RP |
Partnership Office
RMBC Policy Team
Partners |
End Apr |
Neighbourhood Renewal Strategy Management Group in place |
| EFFICIENT: Reduces, not adds to, the
bureaucratic burden |
| Review the Memorandum of Association and Working Protocol to ensure
that these formal/informal protocols for ways of working remain up-to-date
and relevant. |
Partnership Board - review documents annually |
Board Chair/
Director, RP
|
Partnership Office
Partnerships
Partners
|
End Nov. |
Memorandum & Protocol continue to meet requirements of partners. |
| Ensure that all representatives on boards have authority to speak
for their organisation/sector and have appropriate mechanisms in place
to ensure effective feedback. |
Partnership Board – review effectiveness of Partnership |
Board Chair/
Director, RP
|
Partnership Office
Partnerships
Partners
|
End Nov. |
Partnership working is effective through both representation / structures |
| LEARNING & DEVELOPMENTAL: Builds
on best practice from successful partnerships |
| Raise the profile of good practice of neighbourhood renewal and partnership
working through the annual “Excellence in Community Achievement” Awards. |
FOR Task Group – provide steer & support for organisation
of awards |
Director, RP |
Partnership Office
FOR SG
Partners
|
End June |
Special dinner held for those shortlisted and winners announced. |
| Raise the profile of businesses working to build better communities
through the annual Chamber Business Awards & development of “Better
Together” CSR standard. |
Business Broker Steering Group - provide steer and support for recognition |
Business Broker, RP |
Rotherham Chamber |
On-going |
Increased no. of businesses reaching CSR standard. |
| Raise profile of specific priorities identified in the Community
Strategy and Local Neighbourhood Renewal Strategy (e.g. sponsorship
of SHA Reducing Health Inequalities Award) |
CEO Group – provide steer for RP involvement in further events |
Director, RP |
Partnership Office
Partners
|
On-going |
Increased aspiration of partners & individuals around 2020 Vision |
| Organise Partnership Board away-day to explore how resources of partner
organisations and networks can be better harnessed to deliver the refreshed
2020 Vision. |
Partnership Board – explore increasing delivery impact |
Director, RP |
Partnership Office
Partners
|
On-going |
Increased strategic alignment between 2020 Vision & partner plans |
| Develop a learning and development plan to ensure that partners fully
understand the needs of the Borough’s diverse communities in
planning services. |
CEO Group – provide steer for training or events organised,
as appropriate |
Assistant Director, RP |
Partnership Office |
End Nov. |
Plan of training, events, etc agreed with CEO Group and implemented |
| Organise away-day visit to Wakefield LSP to share learning and develop
good practice (following successful visits to Liverpool and Bradford). |
CEO Group - Director to report back from annual away-day visit |
Assistant Director, RP |
Partnership Office |
End Sept. |
Visit completed, resulting in good practice shared for mutual benefit |
| Share learning across LSP networks, including South Yorkshire sub-regional
networks and Yorkshire and Humberside regional networks. |
CEO Group – regular report back from Director, as relevant |
Director, RP |
SY Forum
GO-YH
|
On-going |
Networks attended
Learning shared. |
| Organise monthly “Learning Lunch” sessions to raise awareness
and understanding of partners of important partnership and partner
initiatives across the sub-region. |
CEO Group – review of programme content annually |
Assistant Director, RP |
Partnership Office
Partners
|
Monthly sessions held |
Speakers secured |
|