1. Charnwood Together AGM 1 4th September 2015 Chris Traill Strategic Director Neighbourhoods & Community Wellbeing

2. Time to Refresh and Review Timely point to review the way Charnwood Together operates Need to refresh wider stakeholder engagement Accountability for performance to the community as stakeholders Revitalisation of democratic engagement Strategic direction and resources set by key partners Aim of review to develop a ‘case for change’ enabling Charnwood Together Partnership to ‘shift up a gear’ in its strategic horizon, commitment to action and outcome focus Recognise our role as place-leaders and catalysts for change Delivery of real improvements in economic, social and environmental well-being of the community can only be achieved through more effective and integrated working collaboratively across local authorities, empowered and engaged communities, businesses and the voluntary sector.

3. Scoping for Change: What works well? Ambassadorial Role of Council Good Partner Commitment Clear move from last review from:- “talking shop” & solely information sharing to:- action-orientated outcome and performance reporting Clearer links to strategy and wider community outcomes and issues

4. Scoping for Change: What Works Less Well Have we gone far enough? Mixed performance, outcomes and success Partner fatigue on certain groups Economic Development Group remains weakest link despite sustainable economy remaining the biggest issue for Charnwood Does Charnwood Together truly add value and lead social and economic change?

5. How does Charnwood Together Look Now? Partners engaged and active at meetings, but not consistently task driven and focused outside the meetings Lots of reporting back on existing objectives - Little forward action and setting long term vision Participants speak for themselves but sometimes lack the authority to represent and commit their organisation Uncertain that all partners own the strategy and outcomes. Silent partners, some lacking the will and ability to change Imbalance of Council representation and leadership. Is it a partnership of equals? Good governance and,momentum but are we addressing the “so what” question?

6. Future Aspirations and Direction Task driven, representative working groups, consistently working collaboratively within and outside the partnership More horizon scanning and will to collectively set vision to address big issues All partners actively engaged and committed with devolved responsibility Central purpose of the partnership to be the place where all partners secure a shared and common understanding of the key issues and working collaboratively to deliver better outcomes (vision, strategy, operations & monitoring performance) Partnership of equals - each partner confident that their contributions are adding value Bold and dynamic partners (from anonymity to notoriety) Outcome focused and visibly making a difference

7. Critical Path to Renewed Model Tear up the past model Ground zero of structure Vision and strategy from the collective strategic aims from partners Short and long term aims -, 3, 5 & 10 year vision Fewer groups ( see attached proposed structure), simpler aims, streamlined performance reporting and outcomes What one problem do you need to solve as a key mover in Charnwood Set, pool, and bid for resources Different models for delivery? Company? Trust? Publicise outcomes through accessible media, not just at AGM

8. Proposed Revised Structure Charnwood Together Charnwood Together Board Health & Wellbeing Partnership Economy & Place Partnership Community Safety Partnership Think Family Partnership for Children and Families

9. Alternative Proposed Revised Structure Charnwood Together Charnwood Together Board Economy & Place Partnership Community Safety Partnership Think Family Wellbeing Partnership

10. Refreshed Role of Board Providing ‘place-based’ community leadership Agreement on shared priorities Governance of the Charnwood Together Partnership including agreeing shared vision, values and strategy Capacity building (sharing resources) and bidding Challenging and ratifying recommendations of theme groups Commissioning implementation and monitor and evaluate progress against priorities Building trust and handling conflict in collaborative working Communication of activities, decisions, and implementation

11. Views and Input?