Report - London Borough of Hillingdon

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Terms of Reference & Accountabilities 4. The full LSP is accountable to the public through consultation and the regular reporting of progress each other by delivering the actions agreed in the community plan theme groups for support , advice and guidance , feed back and, where appropriate brokerage existing decision making bodies such as the Council and the Primary care Trust for budgets and budget management 5. The LSP Executive is accountable to the full LSP for demonstrating leadership in the development of the community planning process 6. Theme Groups are accountable to their members for the development of their theme and making recommendations to the LSP the full LSP for reporting progress the community and their own Executive bodies for the delivery of their theme. Community Strategy targets 7. It is the responsibility of the full LSP to prepare and implement Hillingdon’s Community Strategy which sets an overall vision for the borough, as well drawing up an action plan to deliver this vision, monitoring progress and reporting progress regularly to the community. It is the responsibility of the LSP Executive to produce the community plan, to monitor its delivery and to review performance across the LSP themes, making recommendations and taking action as necessary. 8. The Community Strategy has targets in 7 themes areas, the areas of the theme partnerships. The targets are short, medium and longterm, 1 year, three year and 10 year. There is a timetable in place for monitoring the Community Strategy for 2006-07, which has been agreed by the LSP Executive and Leader. (Appendix C) Engagement with the Community 9. Engagement with partners, the business community and the community is critical to the success of the community planning process. The LSP’s commitment to developing engagement is demonstrated in each of the Community Strategies it has produced and the reports of the 3 community conferences which have taken place since the launch of the LSP. The community conference has been the main tool for engagement so far, however, this has been supported by consultation undertaken by partner organisations and by the theme partnerships. Examples include the Crime Audit, the PCT locality events, and the council’s 3 year MORI survey. The development of community engagement is a key issue for the LSP in the Community Partnerships & Economic Development OSC report – 18.10.05 Page 18 PART 1 – MEMBERS, PUBLIC & PRESS
future. Current developments include the appointment of a Community Leadership Manager whose role is to develop partnership working at a local level and the Neighbourhood Partnerships initiative where partners work at a local level. 10. The Hillingdon Business Forum was initiated in September 2004 with the intention of: identifying community issues affecting businesses in Hillingdon co-ordinating corporate skills and resources to make a positive difference to people living and working in the area. 11. There are currently seven companies funding the Hillingdon Business Forum: Aurora Hotels Stockley Park Consortium Allied Irish Bank United Biscuits BAA Xerox British Airways 12. Key priorities are education & skills development, employment of local people and transport. Its’ overall purpose is to provide Forum members with: 13. Networking opportunities, as part of discussion events held around the priority issues identified above. Opportunities to engage in relevant community projects that make a difference to the people of Hillingdon Opportunities for companies and the public sector to work together on issues that effect the people who live and work in Hillingdon Future Development of Hillingdon Partners 14. Future issues for the LSP will be delivering and reviewing the Community Strategy; performance management; widening engagement with communities, including hard to reach people; consolidating and developing partnership structures and processes; particularly the new theme partnerships; consolidating and reviewing membership; sharing information and assets. These priorities can be compared against the priorities of other LSPs for the period 2004-06 in the recently published ODPM research document – National Evaluation of Local Strategic Partnerships – Report on the 2004 Survey of all English LSPs. Implications of Local Area Agreements (LAAs) on LSPs 15. The second phase of LAAs agreements was announced in January 2005. The Government has committed itself to LAAs, and has now agreed Community Partnerships & Economic Development OSC report – 18.10.05 Page 19 PART 1 – MEMBERS, PUBLIC & PRESS
Page 1 and 2: Community Partnerships & Economic D
Page 3 and 4: COMMUNITY PARTNERSHIPS & ECONOMIC D
Page 5 and 6: OVERVIEW & SCRUTINY AGENDA INFORMAT
Page 7 and 8: The following personal, non-prejudi
Page 9 and 10: This is a summary of the Community
Page 11 and 12: Suggested questions for the witness
Page 13 and 14: Suggested questions to Peter Sale,
Page 15 and 16: WORKING OF THE LOCAL STRATEGIC PART
Page 17: Annex A - The Working of Hillingdon
Page 21 and 22: looking into how partners can share
Page 23 and 24: WIDER PARTICIPATION IN OVERVIEW & S
Page 25 and 26: Methodology • Best practice examp
Page 27: BEACON COUNCIL SCHEME: ROUND EIGHT

Report - London Borough of Hillingdon

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