Agenda Item No
The Vale of Glamorgan Council
Cabinet Meeting 18 April 2012
Report of the Leader of the Council
Rationalisation of Partnerships
Purpose of the Report
1. To apprise Cabinet of progress on the rationalisation of partnerships operating in the Vale of Glamorgan.
That Cabinet note the revised structure and ongoing progress to rationalise partnerships in the Vale.
Reasons for the Recommendations
To maximise opportunities for cost-effective integration of partnership working across the Vale.
2. The Vale of Glamorgan Local Service Board (LSB) received a report in May 2011 on the partnerships operating in the Vale of Glamorgan and proposals to review and potentially rationalise/amalgamate them in the light of the new Community Strategy. The new integrated strategy, agreed in June 2011, aims to improve links between organisational and community planning, the removal of unnecessary duplication across partnerships and better services delivered in partnership.
3. The LSB in July 2011 considered a table of joint working groups categorised under the Key Partnerships framework. The table identified existing partnerships and their remits to help identify which groups are still relevant, with the potential of reducing their number by amalgamation and rationalisation. The exercise identified over 120 such working groups, ranging from 4 under the Learning & Skills Partnership to 39 under the Health, Social Care & Wellbeing Partnership. The LSB agreed a target of reducing working groups by 50%, in line with the target set by Welsh Government in its consultation document "Shared Purpose-Shared Delivery".
Relevant Issues and Options
4. A revised structure has been drafted - see Appendix A. This has been approved by the Key Partnerships and endorsed by the LSB. This structure remains work in progress as it has been recognised that further work is required to identify whether there are further opportunities to amalgamate groups in the short to medium term and whether there are any gaps. The new structure seeks to ensure there is a clear rationale for each working group reflecting the integrated delivery arrangements set out in the Community Strategy. A guiding principle has been to minimise officer time spent attending meetings and avoid duplication of groups and partnerships operating in 'silos' whilst making sure the groups which remain are fit for purpose and accountable. An annual review will be conducted as a way of monitoring the number of groups and ensuring the partnership structure is viewed as a whole rather than consisting of separate entities.
Resource Implications (Financial and Employment and Climate Change, if appropriate)
5. A number of external grants are used to support partnership work in the Vale of Glamorgan, supporting the delivery of the Community Strategy.
Legal Implications (to Include Human Rights Implications)
6. There are no legal implications, although Cabinet will be aware the Council acts as accountable body for a number of grants channelled via partnerships.
Crime and Disorder Implications
7. One of the priorities identified by the Local Service Board is 'Residents and visitors are safe and feel safe and the Vale is recognised as a low crime area'. How this will be achieved is detailed in chapter 6 of the Community Strategy and primarily taken forward by the SaferVale Partnership.
Equal Opportunities Implications (to include Welsh Language issues)
8. An Equalities Impact Assessment of the Community Strategy has been undertaken.
9. The Community Leadership section of the Corporate Plan 2010-2014 includes the Improvement Objective 'To promote through partnership working greater co-operation with other organisations that deliver services in the Vale, thereby improving the quality of life of its citizens'.
Policy Framework and Budget
10. This is a matter for executive decision.
Consultation (including Ward Member Consultation)
11. The Key Partnerships in the Vale of Glamorgan submitted initial proposals setting out the structure of working groups to support the delivery of the Community Strategy. Following a meeting of Vale of Glamorgan Partnership Co-ordinators in November 2011 a revised structure was drafted and subsequently approved by the partnerships.
12. The structure proposed was subsequently approved by the Council's Corporate Management Team, the LSB Implementation Group and the LSB itself.
Relevant Scrutiny Committee
13. All Committees
Mike Jones, Business Manager (Partnerships)
Corporate Management Team
Huw Isaac, Head of Performance and Development