63 The style of an LSP is demonstrated through:
• the chair's approach to leadership;
• the physical organisation of strategic and board meetings and the issues discussed;
• the approach to multi-tier working;
• relationships between the partners; and
• profile and promotion of the LSP and its activities.
Figure 7 Partners can work together to create a positive style Positive LSP style • The chair explains a clear vision and encourages: - networking between partners; - a culture of performance challenge; - trust and partnership behaviours by members; and - a sense of equality among partnership board members. • The local authority supports discussion and debate but does not dominate. • Board members are role models for behaviours across the LSP. • Board meetings have strategic and ambitious discussions. • There are clear communication channels between LSP members and with the public. • Partners promote joint working and local profile. Source: Pascale and Athos (Ref. 16) adapted by Audit Commission, 2008 |
64 LSPs should consider the right meeting style for each of the three layers. Strategic forums in the case study authorities had between 30 and 100 members. This makes them too large for detailed executive decision-making (Ref. 29) but not for developing the strategic vision, encouraging joint working, and reviewing progress.
65 The practical arrangements for different meetings can communicate unintentional messages about style and partners' inability to take a layered approach. In some case study LSPs:
• the local authority representatives sat at a separate 'top table';
• community representatives were not allowed to sit at the main table alongside other LSP members;
• local authority representatives dominated the discussion; or
• the meeting was organised and run like a traditional council committee despite having a private sector chair.
66 There are also LSPs where:
• private and voluntary sector organisations propose vice chairs;
• the agenda ensures balance between different strategic activities;
• forum meetings are organised as consultative conferences;
• a strategic board links the inclusive community forum and the performance-focused executive; and
• there is frequent electronic consultation with forum members as well as an annual forum event.
67 In most case study LSPs, a strategic meeting of partners balanced discussions about local ambition with assessments of, and challenges to, overall performance. But there were exceptions: in one site, performance reports appropriate for the executive layer crowded-out wider discussion (Case study 5).
Case study 5 Excessive performance monitoring squeezes out strategic discussion One LSP's strategic meeting started with detailed performance monitoring reports from each of the theme groups. Oral presentation of these reports took over three hours of a four-hour meeting. LSP members did not engage with these reports: there was no discussion or time for challenge. Members did not offer help or advice. There was no assessment of progress or discussion of current issues. Over half of the members made no contribution other than attending Audit Commission, 2008 |
68 Most LSP coordinators recognise the role of strategic discussions in creating an environment for effective joint working. Over half (56 per cent) agree their boards are becoming strategic, but just over a tenth (13 per cent) think the strategic level is becoming more executive.
69 Strategic discussions are not only a matter of taking reports on performance. They also provide an opportunity for wider debates about achieving outcomes through inward investment and economic growth (Case study 6).
Case study 6 Derby's Partnership Board The Derby City Partnership Board (a link between the strategic forum and the executive group) commissioned a hotel and tourism study following discussions of the Derby Cityscape Masterplan. Its discussion about investment and transport led to the members asking train operators and Network Rail to improve times and frequencies of services to Derby to meet projected demand. Members also agreed to work with private sector developers to improve the visual impact of sites awaiting development The board, which includes community and private sector members, also discussed the European Regional Development Fund operational programme and the City Growth theme group's investment priorities for Derby Source: Audit Commission, 2008 |
70 Over-emphasis on the detail of public sector performance and LAA activity in strategic board meetings can deter private and voluntary sector partners; goodwill can quickly evaporate.
'The CEO of the local bus company was an enthusiastic contributor to early partnership meetings. He made things happen: bus routes were reorganised to encourage different communities to mix with each other. But he stopped coming to meetings, he said he had better things to do than listen to other people's performance reports.'
Government office official
71 Multi-tier LSPs face added challenges. They have to develop a style that:
• recognises the distinctive roles of district LSPs;
• overcomes a view of local authority domination when each district council has a place on the county LSP and;
• deals with partners' confusion about the relationship between county and district LSPs.
72 Many LSP coordinators (56 per cent) and partners (57 per cent) consider that county and district LSPs do not collaborate effectively. Nearly half of district council representatives (42 per cent) and over half of partners (55 per cent) agree that county councils dominate LSPs and ignore districts' views.
Figure 8 Promoting joint working and local profile Derby LSP promotes the image of the city externally and works within the city to engage local people. 'We are trying to get information out and that's why Derby City Partnership Week is helpful. We are trying to get into schools and talk about what we are - and what the city's about really - and how they can contribute to it.' Political leader Bolton Vision has invested in a brand The Bolton Family' to develop a shared culture and understanding. Partners use the brand on their products. 'When we put out consultation documents, we put the Bolton brand on. When we put out our public health report, the Bolton brand goes on it.' PCT chief executive The brand recognised commitment to Bolton. 'There was research done about Bolton, where we are going, and this is how we have ended up with the branding. We have got people signed up to it, being part of the whole Bolton family.' Council partnerships lead Source: Audit Commission, 2008 |
73 Some LSPs have developed a distinct brand, or identity, to reinforce and make a public statement about local joint working (Figure 8). A sense of place and the degree of identity displayed by partners can be a factor in partnership success.
'The high level ambitions of the Bolton Vision partnership are very clearly defined and understood and act as the key drivers for the ambitions and plans of key partners. The strategy conveys a strong sense of place, local strengths, and inclusiveness.'
Audit Commission (Ref. 30)
74 Nine case study LSPs had websites. But none of them (by December 2008) had evaluated whether the resources spent on communications and branding supported a sense of place or created further confusion about local public services (Ref. 31).
75 LSPs should review the extent to which the style of meetings and other arrangements support or hinder joint working. They should also be clear about the extent to which money spent on partnership branding and websites adds value.