Common use of Statement of Community Involvement Clause in Contracts

Statement of Community Involvement. Xxxxxx has a long tradition of working in partnership. The potential for the Voluntary and Community sector (VCS) to assist in ensuring that residents and service users are given a voice in the strategic planning, design and delivery of services to their communities, has been recognised in a variety of ways, such as the adoption of user and carer engagement strategies, resident and community group involvement in regeneration, parent and carer involvement in the development and management of Sure Start and the involvement of Children and Young People through Children’s Fund Voices Project. The mission for Xxxxxx’x Voluntary and Community sector is to improve the quality of life for all our residents particularly those who are marginalised or experience disadvantage. To this end the Sector seeks to ensure that services are offered in accessible and culturally sensitive ways that reflect the needs of our diverse communities and embrace the Sector’s values of equity and equality. The development of the LAA represents an opportunity to build on, embed and develop existing good practice around the key principles of: • Service delivery – the direct involvement of voluntary and community groups in delivering key services. • Governance – direct involvement in the decision-making processes affecting the LAA and related LSP business. • Social capital – engaging the VCS/wider community in building the social capital within the local area The LAA presents an opportunity to further develop The Sefton Compact ‘Working Better – Together’ to ensure that the exciting vision contained within it is driven through the operational levels of the partner organisations. INVOLVEMENT IN SETTING LAA PRIORITIES Process The existing partnership climate in Sefton is very positive, which is of significant value to developing a robust and holistic LAA. The priorities within the LAA build on those developed within the recently drafted Community Strategy, which was developed after the Partnership spent six months reviewing the priority outcomes and targets within it. This review was influenced by what we have been told by local residents through different consultation mechanisms and shared data available across partners. There is a range of existing avenues through which strategies and policies have been developed including regular surveys through the Sefton Citizen Panel, Public Meetings and targeted consultation aimed at either particular groups within the population or defined neighbourhoods The Voluntary and Community sector is thriving and vibrant and is predominately made up of locally based organisations. In excess of 1300 voluntary and community organisations are in receipt of monthly briefings through Sefton CVS who act as the lead infrastructure and support agency to the sector. As such they co-ordinate a range of forums through which the sector are enabled to participate in a range of strategic planning and other partnership groups, who regularly meet together to discuss policy development, share ideas on service delivery issues, discuss funding and resources issues and other matters related to the development of the VCS. A number of the forums also regularly involve public sector partners within their membership and work initiatives. These forums have traditionally provided the mechanism through which VCS representatives are identified to engage with a variety of strategic partnerships, including representation on the Sefton Borough Partnership, of which they hold one third of the available seats. The collective of Networks has become known as the Sefton Community Empowerment Network (CEN).

Statement of Community Involvement. Xxxxxx For this first iteration of the Local Area Agreement the community involvement statement has a long tradition two strands: Direct involvement in the design and development of working the LAA The community and voluntary sector organisations have been directly involved through the participation of the umbrella organisations HAVCO and HarCEN as well as the Peace Alliance (representing the faith organisations) in partnershipthe LAA Working Group. Indirect community involvement Alongside the development of the LAA the partnership has been consulting and involving the community in the renewal of the Sustainable Community Strategy. The potential LAA is viewed as providing an essential part of the delivery mechanism for the Sustainable Community Strategy. The objectives and targets of the LAA will reflect the priorities emerging from this and other consultation on specific issues such as the consultation on the Children and Young People’s Plan. The consultation process is extensive and has been developed in line with the following plan. Consultation undertaken Outcomes expected HSP Partner consultation including HAVCO, HARCEN and Peace Alliance Identifying partner themes and priorities Public consultation throughout the summer at shopping centres, festivals, through the Haringey magazine, user forums, community groups, competitions, neighbourhood structures and through community and voluntary organisations Identifying public concerns, aspirations and priorities Consultation themes report At the heart of the new Sustainable Community Strategy reflecting the results of the consultation with the community HSP Partners’ conference Development by the partners including CVS umbrella organisations of Sustainable Community Strategy vision, priorities and delivery mechanisms through the LAA Area Assemblies, web site, theme boards Public consultation on the draft Sustainable Community Strategy and LAA Opportunity for further comment and the platform for the next public and community consultation Borough wide dissemination of the Sustainable Community Strategy The community and voluntary sector have, through their LAA Roundtable Meetings, successfully coordinated the Voluntary and Community sector Sector (VCS) to assist voice for the LAA. In all the five thematic boards they have played a major part in ensuring that residents and service users are given a voice in formulating the strategic planning, design and delivery mechanisms of services to their communities, has been recognised in a variety of ways, such as the adoption of user and carer engagement strategies, resident and community group involvement in regeneration, parent and carer involvement in strategy which will be the development and management of Sure Start and the involvement of Children and Young People through Children’s Fund Voices Project. The mission for Xxxxxx’x Voluntary and Community sector is to improve the quality of life for all our residents particularly those who are marginalised or experience disadvantage. To this end the Sector seeks to ensure that services are offered in accessible and culturally sensitive ways that reflect the needs of our diverse communities and embrace the Sector’s values of equity and equality. The development basis of the LAA represents an opportunity and through briefings and their status as HSP board members they have contributed to build on, embed the overall aims of the LAA. In addition The Compact will be useful in coordinating service delivery to support the implementation of the Haringey’s Local Area Agreements (LAA) and develop existing good practice around the key principles of: • Service delivery – Change UP’s sub-regional agenda will improve and strengthen the direct involvement infrastructure of voluntary and community groups in delivering key servicesso that the sector is well placed to support the delivery of the LAA. • Governance – direct Future development of more extensive statement of community involvement It is intended to develop a more extensive statement of community involvement in the decisionnext 12 months. The plan for this is still being formulated however it will be predicated on consulting the residents, business people and communities in the borough as to which is the most effective and robust way of engaging with them. This will include using the new neighbourhood management structures to engage wider sections of the community and the VCS structures to make sure we talk directly to the hard to reach groups in Haringey. We will also use the extensive range of service user forums to approach groups including people with disabilities, people with learning difficulties, BME and faith groups. This ongoing development will enable continuing community involvement in the Local Area Agreement. Respect Agenda in Haringey Haringey is very well placed to implement the Respect Agenda across the piece and already has a multi-making processes affecting agency partnership group, which has taken ownership of this programme. We will be building on a firm basis in relation to peer mentoring which is already widespread in Haringey’s schools. This LAA has a cross-cutting target to improve volunteering and will focus efforts on young volunteers. Significant importance and investment is already being allocated to physical and health activity for those at greatest risk of offending. The Positive Futures and Leaders in Training programmes have been particularly successful locally. Haringey is part of the LAA national Behaviour Improvement Programme which focuses on four secondary and related LSP businesseight primary schools. • Social capital – engaging the VCS/wider community The Safer Communities Partnership as a whole is supportive of parenting and would like to see more investment in building the social capital this area with support programmes for parents and carers more closely linked to any parenting orders and contracts. Work is well underway involving schools and our Children and Young People’s Service to develop plans to provide for excluded pupils within the context of Building Schools for the Future. A Workforce Strategy is under development and we have secured additional funding to add value to the existing Youth Inclusion Support Panel. The new workers will work closely with the Anti-social Behaviour Action Team, which has an excellent record of success with early intervention and Acceptable Behaviour Contracts. Xxxxxxxx has signed up to the Respect Standard for Housing Management following extensive consultation with tenants and leaseholders. Further involvement with relevant communities is required in setting standards and feeding back progress. We are piloting Good Neighbour Agreements and we will be focusing on how best to reward improved behaviour and looking at how we can offer effective support to families. Enforcement powers are being used rigorously in Haringey and Probation is running a well-developed local area Community payback Scheme. The LAA presents an opportunity to further develop The Sefton Compact ‘Working Better – Together’ to ensure that the exciting vision contained within it is driven through the operational levels full implementation of the partner organisations. INVOLVEMENT IN SETTING LAA PRIORITIES Process The existing partnership climate in Sefton is very positive, which is of significant value to developing a robust and holistic LAA. The priorities within the LAA build on those developed within the recently drafted Community Strategy, which was developed after the Partnership spent six months reviewing the priority outcomes and targets within it. This review was influenced by what we have been told by local residents through different consultation mechanisms and shared data available across partners. There is a range of existing avenues through which strategies and policies have been developed including regular surveys through the Sefton Citizen Panel, Public Meetings and targeted consultation aimed at either particular groups within the population or defined neighbourhoods The Voluntary and Community sector is thriving and vibrant and is predominately made up of locally based organisations. In excess of 1300 voluntary and community organisations are in receipt of monthly briefings through Sefton CVS who act as the lead infrastructure and support agency to the sector. As such they co-ordinate a range of forums through which the sector are enabled to participate in a range of strategic planning and other partnership groups, who regularly meet together to discuss policy development, share ideas on service delivery issues, discuss funding and resources issues and other matters related to the development of the VCS. A number of the forums also regularly involve public sector partners within their membership and work initiatives. These forums have traditionally provided the mechanism through which VCS representatives are identified to engage with a variety of strategic partnerships, including representation on the Sefton Borough PartnershipRespect Agenda is, of which they hold one third of the course, subject to available seats. The collective of Networks has become known as the Sefton Community Empowerment Network (CEN)resources.

Statement of Community Involvement. Xxxxxx For this first iteration of the Local Area Agreement the community involvement statement has a long tradition two strands: Direct involvement in the design and development of working in partnershipthe Agreement. The potential community and voluntary sector organisations have been directly involved through the participation of the umbrella organisations HAVCO and HARCEN as well as the Peace Alliance (representing the faith organisations) in the LAA Working Group. Indirect community involvement Alongside the development of the LAA the partnership has been consulting and involving the community in the renewal of the Haringey Strategic Partnership Community Strategy, this lies at the heart of the Sustainable Community Strategy. The HSP Board will develop the strategy based on the results of the wide ranging public consultation. The objectives and targets of the LAA will reflect the priorities emerging from the consultation. The LAA is viewed as providing an essential delivery mechanism for the Community Strategy. It is recognised by the HSP that for the LAA to deliver in Haringey the residents and the communities must have ownership and be a fundamental ingredient of the delivery. This is the driving factor in the consultation. The consultation process is extensive and has been developed in line with the following plan. Consultation undertaken Outcomes expected HSP Partner consultation including HAVCO, HARCEN and Peace Alliance Identifying partner themes and priorities Public consultation throughout the summer at shopping centres, festivals, through the Haringey magazine, user forums, community groups, competitions, neighbourhood structures and through community and voluntary organisations Identifying public concerns, aspirations and priorities Consultation themes report At the heart of the new community strategy reflecting the results of the consultation with the community HSP Partners’ conference Development by the partners including CVS umbrella organisations of community strategy vision, priorities and delivery mechanisms through the LAA Area Assemblies, web site, theme boards Public consultation on the draft community strategy and LAA – We think you said this – here is our plan to address that Opportunity for further comment and the platform for the next public and Borough wide dissemination of the community strategy and LAA in community consultation summary and full format Alongside this the HSP and the five thematic partnerships also have excellent representation from the Voluntary and Community Sectors. The thematic partnerships are responsible for developing the relevant thematic blocks. The community and voluntary sector (VCS) play a major part in formulating the delivery mechanisms of the strategy which will be the basis of the LAA through briefings and their status as HSP board members. Future development of more extensive statement of community involvement It is intended to assist in ensuring that residents and service users are given develop a voice more extensive statement of community involvement for the council in the strategic planningnext 12 months. The plan for this is still being formulated however it will be predicated on consulting the residents, design business people and delivery communities in the borough on the most effective and robust way of services engaging with them. This will include using the new neighbourhood management structures to their communitiesengage wider sections of the community and the Community and Voluntary structures to make sure we talk directly to the hard to reach groups in Haringey. We will also involve the service user forums of Haringey Council to approach groups including people with disabilities, has been recognised in a variety of wayspeople with learning difficulties, such as the adoption of user BME and carer engagement strategies, resident and faith groups. This future development will enable continuing community group involvement in regeneration, parent and carer involvement in the development and management of Sure Start and the involvement of Children and Young People through Children’s Fund Voices Project. The mission for Xxxxxx’x Voluntary and Community sector is to improve the quality of life for all our residents particularly those who are marginalised or experience disadvantage. To this end the Sector seeks to ensure that services are offered in accessible and culturally sensitive ways that reflect the needs of our diverse communities and embrace the Sector’s values of equity and equality. The development of the LAA represents an opportunity to build on, embed and develop existing good practice around the key principles of: • Service delivery – the direct involvement of voluntary and community groups in delivering key services. • Governance – direct involvement in the decision-making processes affecting the LAA and related LSP business. • Social capital – engaging the VCS/wider community in building the social capital within the local area The LAA presents an opportunity to further develop The Sefton Compact ‘Working Better – Together’ to ensure that the exciting vision contained within it is driven through the operational levels of the partner organisations. INVOLVEMENT IN SETTING LAA PRIORITIES Process The existing partnership climate in Sefton is very positive, which is of significant value to developing a robust and holistic LAA. The priorities within the LAA build on those developed within the recently drafted Community Strategy, which was developed after the Partnership spent six months reviewing the priority outcomes and targets within it. This review was influenced by what we have been told by local residents through different consultation mechanisms and shared data available across partners. There is a range of existing avenues through which strategies and policies have been developed including regular surveys through the Sefton Citizen Panel, Public Meetings and targeted consultation aimed at either particular groups within the population or defined neighbourhoods The Voluntary and Community sector is thriving and vibrant and is predominately made up of locally based organisations. In excess of 1300 voluntary and community organisations are in receipt of monthly briefings through Sefton CVS who act as the lead infrastructure and support agency to the sector. As such they co-ordinate a range of forums through which the sector are enabled to participate in a range of strategic planning and other partnership groups, who regularly meet together to discuss policy development, share ideas on service delivery issues, discuss funding and resources issues and other matters related to the development of the VCS. A number of the forums also regularly involve public sector partners within their membership and work initiatives. These forums have traditionally provided the mechanism through which VCS representatives are identified to engage with a variety of strategic partnerships, including representation on the Sefton Borough Partnership, of which they hold one third of the available seats. The collective of Networks has become known as the Sefton Community Empowerment Network (CEN)Local Area Agreement.

Statement of Community Involvement. Xxxxxx Following consultation with all Local Strategic Partnership lead partnerships, a meeting of the full Local Strategic Partnership in June agreed the vision for Medway – ‘city of learning, culture, tourism and enterprise’ and ten overarching priorities for the new Community Plan. Following submission of the outcome framework effort has a long tradition of working in partnershipfocussed on developing targets and actions for the Local Area Agreement with key partners. The potential for Local Strategic Partnership Board established a strong governance structure including multi agency Local Area Agreement programme board including representatives from the Voluntary community and Community voluntary sector (VCS) and senior managers from key agencies to assist in ensuring that residents and service users are given a voice in the strategic planning, design and delivery of services to their communities, has been recognised in a variety of ways, such as the adoption of user and carer engagement strategies, resident and community group involvement in regeneration, parent and carer involvement in the development and management of Sure Start and the involvement of Children and Young People through Children’s Fund Voices Project. The mission for Xxxxxx’x Voluntary and Community sector is to improve the quality of life for all our residents particularly those who are marginalised or experience disadvantage. To this end the Sector seeks to ensure that services are offered in accessible and culturally sensitive ways that reflect the needs of our diverse communities and embrace the Sector’s values of equity and equality. The development of the LAA represents an opportunity to build on, embed and develop existing good practice around the key principles of: • Service delivery – the direct involvement of voluntary and community groups in delivering key services. • Governance – direct involvement in the decision-making processes affecting the LAA and related LSP business. • Social capital – engaging the VCS/wider community in building the social capital within the local area The LAA presents an opportunity to further develop The Sefton Compact ‘Working Better – Together’ to ensure that the exciting vision contained within it is driven through the operational levels of the partner organisations. INVOLVEMENT IN SETTING LAA PRIORITIES Process The existing partnership climate in Sefton is very positive, which is of significant value to developing a robust and holistic LAA. The priorities within the LAA build on those developed within the recently drafted Community Strategy, which was developed after the Partnership spent six months reviewing the priority outcomes and targets within it. This review was influenced by what we have been told by local residents through different consultation mechanisms and shared data available across partners. There is a range of existing avenues through which strategies and policies have been developed including regular surveys through the Sefton Citizen Panel, Public Meetings and targeted consultation aimed at either particular groups within the population or defined neighbourhoods The Voluntary and Community sector is thriving and vibrant and is predominately made up of locally based organisations. In excess of 1300 voluntary and community organisations are in receipt of monthly briefings through Sefton CVS who act as the lead infrastructure and support agency to the sector. As such they co-ordinate a range of forums through which the sector are enabled to participate in a range of strategic planning and other partnership groups, who regularly meet together to discuss policy development, share ideas on service delivery issues, discuss funding and resources issues and other matters related to the development of the VCSdifferent aspects of the agreement. A This draft will be agreed by lead partnerships and the full Local Strategic Partnership in October, as well as being considered through public sector organisations governance arrangements It is not a requirement of the Local Area Agreement guidance to include action plans as part of the document. To give our Local Area Agreement substance and increase the chances of successful implementation, we have begun action planning now. We will be holding workshops for each Local Area Agreement block to maximise partnership contribution to action planning, these will include representatives from public sector organisations, the community and voluntary sector and local businesses, as well as faith, ethnic minority communities and other groups. We will also engage children and young people through the Youth Parliament and other groups of young people. PERFORMANCE MANAGEMENT Medway’s Local Strategic Partnership is committed to improving the way in which it measures and manages achievement where different partners are involved in delivery of targets. We will develop strong governance arrangements for the Local Area Agreement, which will ensure the Partnership maintains a clear overview of performance and can hold partners to account for delivery. This will form the basis of a longer-term project to improve performance data sharing across the Local Strategic Partnership. The Local Strategic Partnership Executive Board will receive quarterly reports on progress. These will cover: • Achievement against targets • Accounting for expenditure of funds pooled within the LAA • Identification of risks to achievement and proposed mitigation • Progress in using agreed enablers Block sponsors, co-ordinated by the Local Strategic Partnership manager, will prepare reports. The Executive Board will maintain an overview of performance and provide challenge and support to the block sponsor and lead partnership that have responsibility for securing delivery of the targets. The Executive Board will hold individual partners to account for their contributions to the LAA. Lead partners have been identified for each target. Every 6 months a formal monitoring report will be submitted to XXXX. The lead partnerships of the Local Strategic Partnership will receive progress reports on a quarterly basis on the targets relevant to their remit. The Local Area Agreement Programme Board made up of block sponsors will meet monthly to monitor progress on individual blocks and continue to explore linkages and potential for collaborative action across blocks. Partner organisations who are responsible for delivering specific targets will build these into their own business planning and performance management frameworks and mechanisms. CHILDREN AND YOUNG PEOPLE The Community Plan priority within this block is to ensure the safety and well being of children and young people so they can play a productive part in Medway within this are a number of key outcomes, which have been developed to respond to the forums also regularly involve public sector partners within their membership needs of the locality. Reduce rate of teenage pregnancy: Xxxxxx has made comparatively good progress towards achieving its interim target to reduce the under 18 teenage conceptions, particularly when compared with the national trend. Medway’s under 18-conception rate of 2004 is higher than the regional rate but is comparable to the national rate. Safe travel to school: Sustainable modes of travel to school are the key to children’s health, encouraging healthy lifestyles and work initiatives. These forums have traditionally provided the mechanism through which VCS representatives are identified to engage with a variety of strategic partnerships, including representation reducing reliance on the Sefton Borough Partnershipcar, travel must however be safe for children. Reduce childhood obesity: England is facing an epidemic of which they hold one third obesity and on present trends obesity will soon surpass smoking as the greater cause of premature loss of life. Medway is experiencing this epidemic locally. Survey data suggests that 50% or more of the available seatsadult population of Medway may be overweight and 15% are obese. Of children 5% of five year olds are overweight and a further 8 percent are obese. Improve the percentage of pupils achieving 5 or more GCSE grades A* -C including English or Maths or equivalent: achievement in school is an important factor in enabling young people to go on to play a productive part in Medway’s society. We are also seeking to increase the numbers of pupils achieving A*-C at GCSE level, to give our young people the best possible opportunity to move on to further or higher education. Support early learning: Medway children have a relatively low attainment on entry to primary school, particularly in communication skills and the development of language. Achievement at key stage 1 and 2 has historically been below national average too, but by key stage 3 and GCSE Medway pupils perform at or above the average. The collective challenge is to improve performance particularly at the foundation stage for 4-5 year olds – for all Medway’s children but particularly in our most disadvantaged areas where achievements levels are lower still. Reduce the percentage of Networks 16-18 years olds not in education, employment or training: Achievement in school is an important factor in enabling young people to go on to play a productive part in Medway’s society. We are also seeking to increase the numbers of pupils achieving A*-C at GCSE level, to give our young people the best possible opportunity to move on to further or higher education. 78% of 16 year olds are in employment, education or training falling to 67% at 17. In 2004 the gap between the percentage of Medway students progressing to higher education and the percentage of the south-east was 9.10%. Improving the life chances of vulnerable and looked after children in Medway: There are 69,000 children in Medway, 27% of the total population. 353 children are looked after by the council and 196 children are on the Child Protection Register; these groups are among the most vulnerable children and young people in Medway. In line with national figures, Looked After Children have lower levels of achievement in schools in comparison with their peer groups. The council with its partners are not assessing the needs of children in need as quickly as it would like. Performance has become known improved significantly, but there is more to do to ensure vulnerable young people receive the best service from all agencies in Medway. To deliver this priority a range of partners will be involved in delivering what we want to do. The work will be lead and monitored by the Children and Young People’s Partnership. The organisations involve will include Medway PCT, Medway Council, Children’s Fund, Sure Start, schools, Kent Police and other organisation involved in delivering services to children, as well as the Sefton Community Empowerment Network children themselves, their parents and carers. Ensure the safety and well being of children and young people so they can play a productive part in Medway Reduce rate of teenage pregnancy MANDATORY INDICATOR-BE HEALTHY (CEN).Where Teenage Pregnancy Xxxxx received) Nos Indicator Baselines 2005/06 Targets 2007/08 Targets 2008/09 Targets 2009/10 Lead Source