Review of Partnership Working:
Follow Up Review
Vale of Glamorgan Council
Final Report- November 2009
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Introduction and Key Messages
This report summarises the results of recent work to follow up the issues raised by our 2008 assessment of
partnership working.
The findings are based on:
- observations of partnership meetings during the year (which also provided an opportunity to meet and talk to
partners);
- a review of relevant documentation; and
- discussions with key officers.
Overall, our work suggests that the Council has made progress in some areas since our last review. Of
particular note is the resource that has been invested in developing the performance management framework
for the strategic partnership bodies. As well as providing a tool by which progress can be measured, the
framework will deliver a number of other benefits, when complete, including:
- clarifying the objectives and priorities of partnerships;
- strengthening the agendas of partnership meetings, by providing a clear focus;
- defining the roles and responsibilities of members and working groups, in relation to the delivery of targets;
and
- identifying where and how resources need to be deployed to best support the achievement of objectives.
Whilst it would appear that the performance management framework is being robustly developed, the full benefit
has yet to be realised. Many of the recommendations agreed at the end of our review in 2008 are reliant upon
its implementation. Given this, we encourage the Council to expedite work in this area, as a priority.
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2
Audit Update- 2009
Recommendation
Update
Revised
recommendations
Agreed/
Management
Comment
Responsibility and
Target Response
Date
1. Ensure that all
organisations agree
the objectives of the
partnership and the
priorities to be
addressed
The Council is working with the
Local Government Data Unit
(LGDU) to agree a performance
management framework for all
Partnerships. Through this exercise,
objectives and priorities are being
clarified.
Ensure all partners are
engaged in and committed
to the priorities of the
strategic partnerships, as
reflected in the emerging
performance management
framework.
Yes
Huw Isaac
End March 2010
However, the recent changes within
the health sector has meant that the
Health, Social Care and Well Being
Partnership has not met for over six
months. Given this, work will be
needed to ensure that there is
agreement as to the key issues to
target, coming through the LGDU
exercise.
Focus partnership
agendas on progress
towards the delivery of
agreed priorities.
Information items may be
more appropriately
presented at a relevant
working group.
We also note that the outcome of
the LGDU work has yet to directly
impact upon partnership agendas.
During our discussions, partners
expressed concern that agendas
can still be weak, with too many
items being presented for
information.
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3
Audit Update- 2009
Recommendation
Update
Revised
recommendations
Agreed/
Management
Comment
Responsibility and
Target Response
Date
2. Define the roles and
responsibilities of
members in
implementing change
This will be addressed through the
work to establish a performance
management framework (see
recommendation 1) as the focus on
priority areas is strengthened and an
awareness develops of who must be
engaged and in what capacity.
Membership of some partnerships will
be rationalised as a result.
Define the roles and
responsibilities of
members in
implementing
change.
Yes
Huw Isaac
End March 2010
Clarify the role and
expectations of
working groups,
within the partnership
structure
Yes
Huw Isaac
End March 2010
Our recent work found some partners
still uncertain as to their role.
Whilst progress has been made, this
recommendation remains relevant.
3. Clarify the role and
expectations of
working groups, within
the partnership
structure
This will come through the work on the
performance management framework,
in due course. Working groups will
become responsible for implementing
the actions needed to deliver the
overarching objectives.
Whilst progress has been made, this
recommendation remains relevant.
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4
Audit Update- 2009
Recommendation
Update
Revised
recommendations
Agreed/ Management
Comment
Responsibility and
Target Response
Date
4. Develop implementation
and resource plans that
complement strategic
plans, so that all partners
know how change is to be
delivered and where the
resources will come from
This will form the next key
area of work, when the
performance management
framework is agreed.
Develop implementation
and resource plans that
complement strategic
plans, so that all partners
know how change is to be
delivered and where the
resources will come from
Yes
Huw Isaac
End March 2010
Expedite the
implementation of the new
performance management
framework, to the extent
that it is possible.
Yes
Huw Isaac
End March 2010
5. Develop the
performance management
framework so that progress
with implementation can
be monitored, at the
appropriate level.
This recommendation
remains relevant.
Please see above.
The work being carried
out by the LGDU appears
to have engaged
members and be leading
to the development of a
robust performance
management framework.
Work has been completed
with two partnerships and
is half completed for a
third.
Given the number of
recommendations that
depend upon progressing
this recommendation, we
encourage the Council to
expedite progress in this
area, if at all possible.
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5
Audit Update- 2009
Recommendation
Update
Revised
recommendations
Agreed/ Management
Comment
Responsibility and
Target Response
Date
6. Establish a risk
register and issues log
for each partnership, to
enable barriers to
progress to be
identified and
managed
This recommendation has yet
to be addressed.
Establish a risk register and
issues log for each
partnership, to enable
barriers to progress to be
identified and managed
Yes
Huw Isaac
End March 2010
7. Evaluate the costs
and benefits of
partnership activities,
to better understand
which partnerships are
contributing to the
strategic goals of the
Council, and where
realignment is
necessary.
A centralised team to support
partnership activity is currently
being created.
This will be a task for the
team, when established.
Evaluate the costs and
benefits of partnership
activities, to better
understand which
partnerships are
contributing to the strategic
goals of the Council, and
where realignment is
necessary.
Yes
Huw Isaac
End March 2010
This recommendation remains
relevant.
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6
Audit Update- 2009
Recommendation
Update
Revised
recommendations
Agreed/ Management
Comment
Responsibility and
Target Response
Date
8. Review and refine
the role of partnership
co-ordinators, to
ensure that the officers
in post are able to
facilitate and drive
forward partnership
agendas, as required
This has been completed.
No ongoing
recommendation.
N/A
N/A
Partnership co-ordinators will
come together to form a
central resource for
partnership activity from April
2010. They will have a revised
role, based on needs coming
from Partnership priorities.
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