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North East London Association Working in Partnership.

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Presentation on theme: "North East London Association Working in Partnership."— Presentation transcript:

1 North East London Association Working in Partnership

2 2 Hackney Havering Newham Redbridge Tower Hamlets Waltham Forest Barking & Dagenham North East London Association

3 3 Foreword With the Comprehensive Spending Review, the government set out the financial challenges that Local authorities will face over the next few years. Each of us will have to make some very difficult decisions on how we deliver services that match the aspirations of our residents but with significantly less funding available. However, we believe that this also presents us with a real opportunity to explore new and better ways of doing things; this is a sentiment echoed by Barking and Dagenham Council as a whole. There is now an opportunity to work in partnership with neighbouring local authorities in order to deliver services that are more efficient, better value for money, and meet the needs of the radically changing society in which we now live. Councillor Channer recently approached us about establishing a new association that would bring together the democratically elected aspect of each authority within the North East of London. The aim of this association is for elected Members to share ideas and look at new ways of working in a strategically joined up manner. Moreover, it will provide a platform for the North East area of London to have one voice on issues that directly impact our area. Officers are currently working through East London Solutions, and other such groups, to explore and implement shared service solutions However, there is currently no co- ordinated way elected Members can work together strategically to this end. As a member driven organisation, the North East London Association will fit perfectly within partnership frameworks that already exist, but will enable elected Members to explore, examine and decide on issues of shared service delivery in a co-ordinated and proactive way. We believe that this is an ideal time for moving forward with this idea, and using it so that we become beacons of what partnerships in Local government can be. The London Borough of Barking and Dagenham is an enthusiastic supporter of the NELA proposal, and the opportunities that may arise from its establishment, and we would urge you to take this opportunity to join us in this exciting venture. Kind regards Liam Smith David Woods Leader - LBBD Chief Executive - LBBD

4 4 Background Impact from the Comprehensive Spending Review: 490,000 public sector jobs likely to be lost Local government current spending down 27%, capital spending down 100% Communities spending down 51%, capital spending down 74% Councils will see a 7.1% annual fall in their budget Ring fencing for grants will end and Councils will be free to borrow against their assets Funding for social housing to be cut by more than 60% Government hoping the freeing up of funds will allow Councils to be more flexible in meeting the needs of residents

5 5 Pressures facing Local Authorities in London Significant pressures facing local government because of the economic situation Changing demographics and an aging population Pressures on providing enough school places Building enough adequate housing for the socio-economic make-up of the given borough Ensuring that front line services meet the needs of local residents with reduced funding Protecting Council employees from job loses Delivering effective shared services with other local authorities

6 6 Organisation The aim of this association is to give local authorities in the North East of London a platform to discuss new ways of working together within this difficult economic situation. It is hoped that by establishing this association we are able to pool ideas, find common ground over shared services, discuss possibilities and new ideas, deal with key issues in a constructive manner, and lobby both the Mayor and the government to ensure a fair settlement for our area of London. Within this, participating local authorities will be able to find common ground and discuss the possibility of moving forward with new service delivery models such as: informal arrangements joint procurement and commissioning lead authority model third party entities in-sourcing / out-sourcing

7 7 Organisation outline: Bi-monthly meetings with the host borough alternating between participating authorities. The host borough will provide the chair, guest speaker and also the administration for the meeting (minute taker). The Leader of each borough (or deputy leader) will be required to attend, alongside the lead member for the relevant subject (or named deputy) and also another member of the authority who is not in the Cabinet or chair of a Scrutiny Committee. Each meeting will have an agenda and also minutes from the previous meeting. The meetings will last two hours and will follow the format: Speaker to present on the given topic Questions to the speaker followed by discussion on the topic. AOB - to bring any other issues/opportunities for discussion. Councillors from all participating local authorities will be able to submit a question, via email, to the chair on the given subject. A board (one member from each authority part of the association) will be convened once a year to discuss progress, changes to the structure etc.

8 8 At the first meeting a work plan will be established, as well as meeting dates, terms of reference and host borough membership of the association. The preferred format for taking forward shared service proposals will be: each member borough will report back to their Cabinet (or equivalent) with the general discussion points of each meeting where there is agreement between boroughs to further explore a shared service option, these boroughs will seek to instruct their officers to work together to draw up feasibility reports these feasibility reports will then be reported back to the appropriate functions of the individual councils any outcomes will then be reported back at the next NELA meeting and will be overviewed at the annual board meeting when detailing the progress of the Association.

9 9 Cross cutting:- Procurement: Catering (Childrens Services) Repairs and maintenance – Housing Services Highways maintenance – Environmental Services Security contract – Community Safety and Neighbourhood services Passenger transport Finance and Commercial Services:- Internal Audit Insurance Development management Land charges HR - transactional Legal Services Communications and marketing Democratic services Facilities management Adult and Community Services:- Adult Social Care Community Safety commissioned services Personalisation Leisure and Arts Heritage Social care commissioning Shared Service possibilities

10 10 Customer Services:- Waste collection / street cleaning / parks maintenance Environmental health services Highways and street lighting Stray dog service Building control Parking Childrens Services:- Fostering and adoption Music services Attendance Governor services Schools traded service High cost Learning Disability Placements Disabled Children services Specialist advisory services Early prevention services Youth services Skills agenda including schools improvement

11 11 Case studies Organisation / Initiative WhyWhatHowAchievements South Lanarkshire Council – shared payroll services Capital and revenue cost avoidance, enhanced customer service levels, risk avoidance Shared service payroll processes for over 20,000 staff across 4 organisations Cross sector delivery model – South Lanarkshire as lead council Significant savings for participating organsiations. Generated income for the lead authority. Enhanced service levels to lead authority and participating organisations Forth Valley GIS Ltd To maximise the potential of geographic information to innovate and support the cost of effective delivery of public sector services Innovative and high quality GIS services to the public sector and its partners Local authority company founded from a partnership between 3 Scottish councils. ICT cost savings and efficiencies Not for profit external income stream supports resource dividend for partner councils. Reduction in time taken to respond to customer requests Welland Partnership – shared procurement To improve efficiency, increase customer focus, reduce costs. Central procurement unit for 5 councils in the East Midlands. Internal audit function for 4 councils. The partnership is governed by the Welland Chief Executives Group and Executive Panel. Cost efficiency and savings Sharing of specialist procurement expertise

12 12 Organisation / Initiative WhyWhatHowAchievements East Midlands Lawshare To deliver lower legal costs as well as provide advice to member authorities throughout the East Midlands. E M LawShare is a consortium of 26 local authorities who have joined together to procure external legal services Through a partnership arrangement, EM LawShare enables partner authorities to access external legal advice at reduced hourly rates. Possible efficiency savings to be made in the region of £2.5million in cashable benefits and £3 million in non-cashable benefits. Increased productivity through reduced duplication London eAdmissions To provide a unified approach to secondary school admissions across London A single portal- based eAdmissions service for secondary school places across the capital, led by Wandsworth Borough Council 33 London boroughs working together to provide an electronic school admissions system via a single portal. Admissions system across London is now simpler, fairer and has resulted in greater customer satisfaction It was estimated that costs could be reduced by more than 50%, when compared to each borough procuring and implementing their own local system. Partnerships in Parking (PIP) To deliver significant financial savings through grouped procuremen ts A legally binding cross-authority partnership led by nominated elected members and supported by a management committee of senior officers. PiP harmonises parking equipment, services, controls and practices so that there is a more consistent customer experience PiP procurements deliver cashable savings to its partners through the buying power of group procurements. North East Derbyshire - shared Customer Services To align all customer access channels to a generic front line customer service team. Efficiency savings. North East Derbyshire District Council (NEDDC) hosts a shared customer services function that provides front office services for its council services Shared governance arrangements - chief officers and elected members from both councils help support and supervise the shared customer service development. By December 2006, first call query resolution reached over 90 per cent; call waiting and abandoned call rates had fallen dramatically. A more joined up service for customers.

13 13 Meeting Structure Chair (to be a member of the host borough) Leader or deputy Lead Member on relevant topic Back bench Cllr Leader or deputy Lead Member on relevant topic Back bench Cllr Leader or deputy Lead Member on relevant topic Back bench Cllr Leader or deputy Lead Member on relevant topic Back bench Cllr Leader or deputy Lead Member on relevant topic Back bench Cllr Leader or deputy Lead Member on relevant topic Back bench Cllr Leader or deputy Lead Member on relevant topic Back bench Cllr Speaker on topic (to be selected by host borough) Minute-taker (to be provided by host borough)

14 14 Conclusion This is a great opportunity for a Member led partnership to work together towards a common goal of securing the future of East London. In the years to come, East London will be able to develop at an accelerated rate with the Olympic games bringing the prospect of exciting regeneration projects to the area. However, we all face the challenge of effecting improvements and progress in the context of economic austerity and reducing resources. To meet that challenge, the North East London Association (NELA) aims to work together in order to make progress on shared services, to encourage Member involvement and leadership, and to facilitate networking and lobbying for what is in our common interest. We feel it best to start with the most important challenges that we now face, and these are undoubtedly financial. However, we hope that the NELA framework might also prove useful in other areas, such as tackling anti-social behaviour, transport, and housing provision, to name but a few. It will also provide political thrust and commitment to the good work initiated by our officers in East London Shared Solutions where it is hoped we can work alongside colleagues to accelerate progress. Although this booklet shares examples of where cross-boundary work has been successful, we are aware that there are often barriers to delivering this type of co- operation. However, with the current financial climate concentrating the minds of us all, we feel that our constituents and our staff would not forgive us if we werent seen to be searching every avenue in order to protect our services and deliver the best we can to residents. There is evidently a balance to be struck between making economies of scale through closer collaboration, and being able to respond to local needs and issues in a focused and targeted way. We believe that through cross-boundary voluntary co-operation, facilitated through the NELA, we can maintain local control while further realising cost savings. If NELA serves to help each borough share one or two more services over and above what would have been achieved without its formation, then tens of thousands of pounds will have been saved. I hope that you are as excited as we are at the prospect of making a real difference to the way services are delivered across East London. Kind Regards, Cllr J Channer

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