Health & Wellbeing Strategic Delivery Partnership Terms of Reference

Role of Strategic Delivery Partnerships

Responsibility for implementing plans and for driving delivery of outcomes is the role of the strategic delivery partnerships.

The Investing in Communities Board is the overarching strategic partnership, bringing together 7 key thematic partnerships to deliver the priorities agreed in the LAA and Sustainable Community Strategy.

These Strategic Delivery Partnerships include the well-established Safer and Stronger Communities Steering Group, the Change for Children Board and the Neighbourhood Working Strategic Delivery Partnership.

Strategic Delivery Partnerships, like the LSP itself, benefit from the active involvement of democratically elected members and we expect local authority cabinet portfolio holders to play a key role on appropriate delivery partnerships.

The Strategic Delivery Partnership’s task is to use the intelligence coming from Consultation Forums and elsewhere, make the final decisions on the delivery of targets and outcomes and identify and apportion resources.

The planning job that Strategic Delivery Partnerships have is to agree actions to achieve the outcomes and indicators and identify delivery sub groups and their co-ordinators.

Strategic Delivery Partnerships should continue to use intelligence coming from the work of Consultation Forums as part of their annual refresh of outcomes, indicators and targets

Health & Wellbeing Strategic Delivery Partnership

Membership: TBC
  
  
Supporting Officers  TBC 

Supporting Officers

Their role is to support the making of decisions in accordance with the terms of reference and codes of conduct and ensure the partnership attends to proper accounting procedures.

Conditions

• The work of this Strategic Delivery Partnership does not overly duplicate or overlap with another strategic delivery partnership and joint working with other Strategic Delivery Partnerships takes place when necessary.
• The members of this Strategic Delivery Partnership have access to and control over the resources of their organisations.
• There is a partnership governance framework

Tasks

Have regard to the partnership governance arrangements including the values, principles and commitments that are expected to be adhered to.

1. Work towards the Bournemouth 2026 visions 5.1, 5.2, 5.3, 5.4, 5.5, 5.6 and 5.7 as set out in the Sustainable Community Strategy 2007-11

Include people:

2. Include all partners affected by the work of the group including agencies, representatives of residents, vulnerable clients and the voluntary and commercial sectors when necessary and check the partnership is balanced in its representation.

Action Planning:

3. Consider detailed data and other evidence relating to Sustainable Community Strategy Goals and LAA Targets  
4. Identify where goals and targets are already being contributed to by partners and look for further opportunities for joint working
5. Identify the lead partner for each goal/target
6. Ensure that activities are purposeful and focused and put the activities into the online planning toolkit
7. Establish baselines and set targets that challenge the partners to work towards Vision 2026 using action plans and ensure progress can be evidenced
8. Confirm these proposals with the Investing in Communities Board using action plans

Clarify sources of funding and apportion funds to outcomes:

9. Identify the names of the grants and budgets that are relevant to the achievement of goals/targets and allocate resources to each outcome where applicable
10. Make proposals for the use of pump priming grants and area based grants where LAA Performance Reward Grant targets fall within the groups remit
11. Influence the delivery of mainstream services so that budgets can be aligned to goals and targets.
12. Identify further opportunities for pooled budgets / resources
13. Request and recover any unused grants before year end and return these to the Investing in Communities Board before the year end to avoid loss
14. Seek approval from the Investing in Communities Board before amending any of the rules for financial management
15. Confirm changes to proposals for pump priming grant use and allocation with the Investing in Communities Board

Managing Action

16. Draw out those goals/targets that are not already planned for elsewhere and commission partners to take a lead
17. Commission sub groups to deliver on outcomes that need more activity.
18. Identify partners strategies that working towards similar outcomes and communicate these to sub groups
19. Make suggestions for the sort of acceptable activity sub groups might employ, if these are known
20. Confirm these proposals with the Investing in Communities Board via the annual action plan

Support operational planning and keep the overall plan manageable and coherent

21. Communicate the arrangements for sub groups to plan and provide services in line with the goals/targets, especially through The Partnership Planning Toolkit.
22. Facilitate and co-ordinate partnership working and encourage providers to offer to deliver on outcomes
23. Ensure that any operational plans that are proposed are based on a clear rationale, are good value for money, have adequate but not onerous monitoring arrangements and have been proofed for capacity/risk, equality, sustainability and the delivery of the compact.
24. Ensure providers aim to improve the quality of life in the most disadvantaged neighbourhoods by their planned response to neighbourhood needs
25. Encourage providers to work with local communities so that they participate in local decision making and influence service delivery and involve the community in the planning and delivery of activities wherever possible

Manage the performance of sub groups and reduce risk

26. Monitor the activity of sub groups through their exception reporting of progress against milestones/targets
27. Monitor the progress towards the targets for any operational group
28. Ensure that an overall risk assessment has been made and registered for each outcome based on the risk assessments made within each planned activity and the view of the Strategic Delivery Partnership members
29. Put in place controls to reduce risk where necessary by, for example, providing support for new sub partnerships

Report on progress and risk

30. Report on progress against each outcome to the Investing in Communities Board using the 6 monthly reporting process, quarterly reporting for LAA targets
31. Report the scale of any risk and any necessary controls to the operational groups and to the Investing in Communities Board
Intervene where necessary to secure outcomes
32. Use support and challenge to help sub groups achieve their milestones and make progress towards their targets
33. Seek additional resources from the LAA contingency Fund where necessary to support progress on LAA targets
34. Refer ideas to the Regional Development Agency and actively pursue funding avenues
35. Assess whether future awards of LAA pump priming should be made to any sub group that is not yet making sufficient progress
36. Recommend to the Investing in Communities Board where a funding agreement needs to be terminated

Standing orders:

• The Chair of this Strategic Delivery Partnership will be selected by the Bournemouth 2026 Executive Board.
• The Health & Wellbeing Chair will also attend a relevant Consultation Forum and Health & Wellbeing Board.
• The Strategic Delivery Partnership will meet at least quarterly and no more than monthly.
• Meetings are called by the Chair to whom members can make representation for any additional meetings
• The meetings are arranged by the supporting officer for the Board
• The Chair must provide at least 4 weeks notice (unless otherwise agreed) in writing (includes e mail) of the date, place and time of any meeting
• A standing agenda must reflect the terms of reference and provide opportunity for Any Other Business. 
• The agenda must include proposals for items for the next meeting and the next meeting date.
• Additional agenda items must be relayed to the chair within one week of the meeting who considers whether they can be added
• Agendas and papers must be received at least 3 working days before the meeting
• Decisions are to be made by a simple majority of members present with a casting vote held by the chair
• Quorum of 33% of the membership for any decisions decided by voting
• The minutes and decisions must be recorded by the supporting officer and signed by the chair at the next meeting with a full quorum
• The Strategic Delivery Partnership is not a public meeting however members can invite any relevant parties to attend any of the meetings with the permission of the Chair.
• The Strategic Delivery Partnership welcomes requests for representations by members of Bournemouth 2026 via the chair