| 0999 | Simon Rowberry, Interim CEPOG Support Team Leader, gave a presentation on the LTP2 Delivery Report, 2006-08.
His presentation explained the purpose of Local Transport Plans (LTPs). These are public documents that set out the highway authority¡¦s policies, strategies, objectives and targets for improving transport in their communities. They normally cover a period of 5 years; annual progress reports are submitted in each subsequent year.
LTPs are submitted to the Department for Transport (DfT) so thay can be used to:
• Inform decisions on capital funding for local authorities;
• Inform the development of our policies on local transport; and
• Monitor the delivery of key national objectives and targets.
LTPs do not just focus on individual transport schemes, but take a broader view of how transport measures can help achieve wider and longer-term objectives. In implementing their LTPs, authorities can help to improve the quality of life of people who live and work in our towns, cities, and countryside by encouraging social inclusion and helping people to get to jobs and the services they need.
The LTP2 report set out the issues and priorities for the West Midlands. This included the capacity and quality of public transport, including investment opportunities. Performance is on course in terms of tacking congestion, improving air quality, sustainable travel and movement of freight. There are two areas of concern: road causalities and personal security. A submission was made to GOWM in July 2008 and, following this, presentations are being made to all LSPs. A Final Version must be submitted to GOWN by 31st December 2008.
He also ran through LTP3, which doesn't come into effect until 2011 but needs to be understood now.
A number of comments were made in discussion:
• Overall, an interesting and informative presentation.
• Query regarding balance in the LTP2 regarding riving, walking, cycling, etc.
• Has adequate coverage been given to public transport needs in rural areas?
• Although trends in congestion were not as high as projected, this should continue to be on our agenda.
• Should we look to develop an Oyster card approach, as used in London (Simon confirmed that this was being considered) |
| 1000 | Ian Ash presented a report, which gave an overview of performance in Quarter 2. The report highlighted the key points made by the Strategic Groups
It was noted that 6 of the 32 Designated Improvement Targets are classified as 'Green'; 4 as 'Amber' and 3 as 'Red'. It was not possible to award a classification for the remaining targets. Of the 12 existing Reward Targets, 5 were assessed as 'Green', 3 as 'Amber' and 4 as 'Red'. An update was provided on corrective action being taken in relation to indicators assessed as 'Red'.
Particular attention was given to Reward Target 11 (Increasing Employment) and Maria Lopez, Project Manager for the Prosperous Strategic Group and Nicki Lewis-Downing, Pertemps, were in attendance. Assurances were given about corrective action by the contractor: for example, extra resources have been found to support the project, there has been a more realistic profiling of outputs, increased presence at children's centres, improved monitoring, and changes in management and increased personnel delivering the programme. Nicki was confident that these measures should get performance back on track.
In discussion, the presenters were thanked for their reports. A number of other points were made regarding Reward Target 11:
„X Pertemps particularly pleased the Board with the recent remedial action put in place.
„X Offers of support were made: for example, the Care Trust said that might be able to help with 'shop front' accommodation at the Family Health Care Centre.
„X Board members were invited to visit the project |
| 1001 | Stronger Communities Strategic Group
Dave Pinwell provided an update on the strategic group which has now met 3 times. Focus has been to prioritise the development and quality assurance of the LAA delivery plans, with 2 additional LAA targets (Green Flags and Environmental Cleanliness) transferring to the group. Two major risks have been identified through this process relating to the resources, in particular limited resources to mapping activity for NI 1 and NI 7 as well as the funding stream through ERDF for volunteering now being ineligible.
In the new year, will start working on developing the Strategic Plan which will have a focus on community cohesion and capacity building.
Prosperous Communities Strategic Group
Maria Lopez provided an update on the strategic group which has met 2 times. Terms of reference have been agreed with secures attendance of Partners to take forward sub/regional working on prosperous agenda. 5 sub-groups have also been agreed and are currently being established. Focus has been LAA delivery planning and reviewing performance of LAA Targets, with the group receiving a number of performance call-in reports.
The Group has considered initial proposals on how to develop and shape the Prosperous Communities Strategic Plan, which will be the focus of activity within the forth coming year.
Healthier Communities Strategic Group
Sally Burton provided and update on the development of the group. There is now a dedicated Partnership manger in post who will lead on the development of a Healthier Communities Strategic Plan, in addition there are a range of dedicated commissioning managers in place. Historically, there have been a number of Partnership groups aligned to a range of client groups who receive Health and Social Care Services. A major consultation with a wide range of stakeholders has taken place to look at the Joint Strategic Needs Assessment (JSNA) to start to prioritise commissioning intentions as well as identify the most appropriate partnership structure for the Healthier Communities Strategic group and sub groups ¡V themes or vulnerable groups? Clear priority relating to housing based support identified. |
| 1002 | Sarah Barnes presented the project authorisation document for the Neighbourhoods project for approval by the Governing Board. Sarah highlighted the key national and local drivers for the project. The project focus is to deliver two key strands of the neighbourhood agenda:
„X A co-ordinated and coherent partnership engagement structure that support sustained community engagement.
„X Integrated service delivery that maximises opportunities for better coordinated and more locally bespoke service provision.
Three options are outlined in the Project Authorisation document, with options 3 recommended which requires additional resources to target the investment into understanding the commissioning and integration of services.
Sally Burton asked for clarity on the approach the project will take to integrating services to ensure that the rationale should be based on ¡¥what works¡¦ and will ensure a ¡¥better offer¡¦ is made to service users. There should also be recognition of existing models of localised commissioning, for example GP practice based commissioning.
Dave Pinwell identified that the community engagements aspects of the project should be developed in parallel with capacity building within the community and that we must ensure that Community champions emerge. In addition, where they currently exist that they represent their communities and not promote their own agendas. |
| 1004 | Sally Burton presented the Safeguarding Adults report and highlighted a number of areas of progress, including:
„X Creating a Safeguarding Adults Board with the same status as the Local Safeguarding Children¡¦s Board (LSCB)
„X Recruited a dedicated Safeguarding Adults Manager
„X Implementing a 3 tier safeguarding training programme
„X Updated Polices and Procedures
„X Conducted and audit of Partnership arrangements relating to safeguarding adults
„X Priorities has been established
Sally also indicated that there will be and Adults Social Services Inspection starting on the 21st March which will focus on Adults Safeguarding, Personalisation and Prevention and Older People. There are some emerging risk for the inspection relating to the maturity of the relationships; ownership of the governance arrangements and understanding data. |
| 1005 | Melanie Lockey presented this item, reminding Board members of the format and process of this review. Three documents were circulated including the Review framework which evaluates the progress of the Partnership working; an accountability to citizens self assessment template and the timetable for the Review and Refresh process. The accountability to citizens¡¦ self-assessment was required to be completed and sent to GOWM by the end of the week, which would contribute to the overall assessment review of the Solihull Partnership. .
Terry Cotton, GOWM, noted that completed Review needs to be sent to DCLG on the 16th January and recommended that special the Board meet again to sign-off this document. The Review and Refresh process needs to be finalised by Ministers, by 26th February 2009.
Melanie was thanked for her report, which was noted. |
| 1006 | There were no minutes of the last meeting, but a number of key actions and matters arising were identified
Matters arising
„X Circulation of Safer Communities plan to Governing Board Members ¡V This has been undertaken, with a published version of the plan being progressed.
„X Funding of the Solihull Partnership - Template circulated to all responsible officers for the Area Base Grant to provide details of how funding is being used to support the Sustainable Community Strategy and identify 5% top slice.
„X Improvement Support Plan (Learning to Deliver) ¡V plan now approved and being monitored through the Stronger Communities Strategic group. Specification for a Local Improvement Advisor (LIA) developed for the Neighbourhoods project. |