Delivery Mechanisms Clause Samples

Delivery Mechanisms. This Agreement shall be operated by the national institutions of the two Parties and the Joint Committee as provided in this agreement, the establishment of thematic agendas of cooperation and facilitation of investments and the development of mechanisms for risk mitigation and conflict prevention, among other mutually agreed instrument.

Delivery Mechanisms. The over-arching group to oversee delivery of the LAA will be the CIPOP (Countywide Integrated Partnerships for Older People) This is a new group established between social care, health and independent sector and will need to be expanded to include pension services. In addition the following will be established • Older people’s consultative network across Leicestershire • Multi-disciplinary teams to increase take-up of benefits • Joint assessments for Older people Age Concern Leicestershire and Rutland will be key partners in delivering the overall strategy and will be funded to establish the Older People’s consultative network and to co-ordinate advice and information.

Delivery Mechanisms. The delivery mechanisms for the Stronger Communities theme are outlined below: The first stage is to identify three communities in each district at a super output area level (this will be done by the seven District Local Strategic Partnerships) and measure the Social Capital within these communities through the use of locally trained interviewers who survey 10% of the population (approximately 150 households per SOA) by means of a detailed questionnaire. Led by the respective Council of Voluntary Service, a Local Development Group consisting of Voluntary and Community Groups, Faith Groups, school governing bodies and parish councils, supported by statutory organisation, will interrogate the data from the survey and select a range of interventions that will enhance the Social Capital of their community. These interventions will form the delivery plan for each community. Similarly, communities of interest will be identified across Leicestershire and groups from, or working with, those communities of interest will be brought together to conduct the survey, interrogate the data and decide interventions. Progress against targets will be measured at regular intervals, and Social Capital will be re-measured (using the same “bundle of indicators) three years after the first round of interviews within the target communities. The crosscutting element of this theme is the promotion of formal and informal volunteering. Stronger Communities is acting as a “clearing house” for volunteering ideas and initiatives from all of the LAA blocks. When other geographical areas are identified for LAA delivery in other blocks surveys may also be carried out in these areas as part of the preparation.

Delivery Mechanisms. Governance of the Leicestershire LAA, Safer Communities block, will be provided by the Leicester, Leicestershire and Rutland Community Safety Programme Board (CSPB) acting on behalf of Leicestershire Together. The LAA Safer Communities Champions Group will lead for the CSPB and will report to the full CSPB at its quarterly meetings. The officer level Delivery Team, will support the Champions Group and coordinate delivery. This group will include the leaders of all the county LAA outcome work streams. A funding group, which includes District and CDRP representatives, has been established to oversee the allocation of money within the Safer Communities block. This group, chaired by the Leicestershire Together Safer Communities champion, also reports to the CSPB. The Core Performance Group (CPG) of the CSPB coordinates delivery of priority work streams on behalf of the CSPB. It will assist to ensure that work undertaken within the Leicestershire LAA delivery mechanisms is appropriately coordinated with the Leicester City LAA and the Community Safety strategies within Rutland. Through this delivery mechanism it is intended to develop the cross cutting themes of problem neighbourhoods, prolific offenders and substance misuse. The outcomes created approach these themes from the perspective of individual offender rehabilitation and diversion, reduction of harm and fear within the wider community and geographical reduction work. The emerging delivery plans for each outcome area is as follows: The targets within the crime reduction outcomes are in line with the national PSA reduction agreements set this year. The police have a key role in helping to deliver these targets, building on arrangements set out in local crime and drugs reduction strategies. Reducing violent crime is a particular priority for the Community Safety Programmes Board and work is in progress to develop a delivery plan to achieve this. Particular emphasis is placed on the reduction of repeat offending within domestic violence.

Delivery Mechanisms. The priorities have been developed by a multi agency group of senior officers from the County Council (Education, Social Services and Youth services) ; Health; District Council; Connexions; Learning Skills council and the voluntary / community sector. They have been confirmed by our Children and Young Peoples Strategic Partnership. There is a high level of involvement from the community and voluntary sector at strategic and delivery levels. The voluntary sector will lead in promoting and developing the volunteering opportunities that are presented to children, young people and parents in a number of the outcomes. Voluntary sector organisations are actively involved in all the interagency delivery partnerships and will take a lead for the delivery of some indicators such as the development of parenting support services; widening opportunities for disabled children to be enabled to use inclusive play and cultural activities. Several outcomes build on projects where voluntary sector agencies are currently funded to provide services on behalf of the statutory sector. Leicestershire has the benefit of a range of established and effective interagency strategic planning partnerships, particularly the Children’s and Young Peoples Strategic Planning Partnership, which has delivered change through a series of sub group and theme group structures. We intend to progress the LAA through these groups wherever possible, adding new partners to them where needed. For some priorities we will need to establish new groups. As a result we will be able to start work immediately on all the LAA priorities with senior officers who are used to working together and progressing new approaches/services. The Children and Young Peoples Strategic Partnership will drive the LAA and have governance for it, overseen by the Children and Young Person Services Board. The block has a number of cross cutting themes. These focus on delivering improved health, learning and life chance outcomes for all children; early/preventative and targeted support provided by interagency networks to vulnerable who are not engaged in school (particularly at Key Stage 4); refocusing on the positive qualities and contribution of children and young people; addressing transition issues as a key protective factor and cross agency support for specific categories of vulnerable groups e.g. teenage parents, young carers, children from BME communities, looked after children and disabled children and their families. Leices...

Delivery Mechanisms. For each of the priorities there needs to be a delivery structure to: ▪ Establish a plan to achieve the outcomes ▪ Establish performance management arrangements ▪ Report on performance For some of the priorities existing groups can be identified as being the current focal point for co-ordinating action to achieve the priorities e.g. the Smoke Free Alliance and Tobacco Control. For others the fit with a single group is less complete or absent e.g. Accidents It is recognised that some of the delivery groups already have reporting arrangements. However it is essential that planning and performance management arrangements are designed with the clear objectives of maximising the opportunities for better partnership working offered by the LAA. It is anticipated that in Leicestershire one PCT will be established to replace the existing four. In the long term this will be beneficial to the development of a Leicestershire wide approach to promoting the health of the community and reducing inequalities. Leicestershire does not have in place an authority wide health partnership. This is seen as an essential requirement to the effective delivery of the health outcomes in the LAA. It is proposed that a Healthier Communities ‘Commissioning Body’, working to Leicestershire Together, should be created to lead on the delivery of this element of the LAA. (The title is proposed for convenience at this stage). In the next stage of development of the LAA: a) proposals will be prepared for the terms of reference and membership of a Healthier Communities Commissioning Body; b) discussions will be held with relevant existing groups to determine whether they are fit for purpose in leading to delivery of the priorities with or without amendment to their operating, reporting and accountability arrangements c) where necessary new delivery mechanisms will be proposed. The current view is that the existing planning and delivery framework is unlikely to be able to provide what is needed. Bearing this in mind: a) the indicators set out against the key priorities remain illustrative and will continue to be used as basis for discussion with partners during the development of the LAA b) it is inappropriate to establish detailed targets against the indicators yet.

Delivery Mechanisms. The delivery mechanisms for the Stronger Communities theme are outlined below: The first stage was to identify three communities in each district at a super output area level (this was done by the seven District Local Strategic Partnerships). The Social Capital within these communities will be measured through the use of locally trained interviewers from the voluntary and community sectors who survey 10% of the population (approximately 150 households per SOA) by means of a detailed questionnaire. Led by the respective Council of Voluntary Service, a Local Development Group consisting of Voluntary and Community Groups, Faith Groups, school governing bodies and parish councils, supported by statutory organisations, will interrogate the data from the survey and select a range of interventions that will enhance the Social Capital of their community. These interventions will form the delivery plan for each of the identified communities. Similarly, communities of interest will be identified across Leicestershire – initially people with physical and visual disabilities - and groups from, or working with, those communities of interest will be brought together to conduct the survey, interrogate the data and decide interventions. A comprehensive evidence base would be gathered from the initial survey work in the 22 communities (20 geographical and 2 communities of interest), statistics and targets for formal volunteering and statistics of local participation in elections. Progress against targets will be measured at regular intervals, and Social Capital will be re-measured (using the same “bundle of indicators) within three years of the first round of interviews within the target communities. Those interviewed will be asked for permission to remain in contact with them throughout the three years. The interviews will be carried out before the end of June 2006 and the final survey before the end of March 2009. An interim survey will be carried out following the District and Parish Council elections in 2007. The crosscutting element of this theme is the promotion of formal and informal volunteering. Stronger Communities is acting as a “clearing house” for volunteering ideas and initiatives from all of the LAA blocks. When other geographical areas are identified for LAA delivery in other blocks surveys may also be carried out in these areas as part of the preparation. The Stronger Communities block is also providing the co-ordination of volunteering requirements across...

Delivery Mechanisms. Increase the vitality and viability of town and rural centres Improving the provision of employment land Increase the contribution of tourism Increase the number of people in employment

Delivery Mechanisms. Leicestershire does not have in place an authority wide health partnership. This is seen as an essential requirement of the effective delivery of the health outcomes in the LAA. It is proposed that a Healthier Communities ‘Commissioning Body’, working to Leicestershire Together, should be created to lead on the delivery of this element of the LAA. (The title is proposed for convenience at this stage). In addition to ensuring the outcomes in the LAA are delivered, the Commissioning Body would be responsible for developing a robust partnership approach to the public health agenda including: ▪ To further develop the close partnership working with NHS organisations, local authorities, voluntary and community groups, private sector organisations and other LSP partners which are crucial to promoting health and reducing inequalities ▪ To develop a Leicestershire wide plan for public health linked to the delivery plan for the White Paper ‘Choosing Health’, to other public health related strategies and the wider strategies and plans of partners ▪ To develop a planning and performance management structure to support delivery of its responsibilities ▪ To ensure that an appropriate focus is given to addressing health inequalities and improving the overall health of the local population Lead responsibility for work on the LAA priority outcomes would be as follows: Tobacco Control NHS Public Health Tobacco Control Group in partnership with Leicestershire County Council Physical Activity Chief Officers Cultural Services Partnership in partnership with the Home Safety Group co-ordinated by Leicestershire County Council Increasing Domestic Fire Safety Leicestershire Fire and Rescue Service Mental Health and Well Being Leicestershire County Mental Health Strategy Group - Mental Health Promotion Group Improve Access to Sexual Leicestershire Sexual Health Forum (newly formed group) Food and Health1 Leicester, Leicestershire and Rutland Food and Health Group