Scottish Borders Council

Agenda item

Community Planning Partnership Governance Review

Consider report by SBC Chief Executive on proposed amendments to the governance arrangements for the Scottish Borders Community Planning Partnership which are in line with the requirements of the Community Empowerment (Scotland) Act 2014.  (Copy attached.)

Minutes:

6.1       With reference to paragraph 5 of the Minute of 3 March 2016, there had been circulated copies of a paper by the SBC Chief Executive, Chair of the CPP Joint Delivery Team, presenting a membership proposal that aimed to enhance the governance arrangements for the Scottish Borders Community Planning Partnership and support the delivery of its priorities, the management of future business and the new arrangements required under the Community Empowerment (Scotland) Act 2015.  The governance proposal for the Strategic Board would see it change to a core Board which would meet 4 times per annum, to approve and then scrutinise the progress of the Local Outcomes Improvement Plan and the 5 Locality Plans, as well as receiving presentations or reports from each organisation on how they were contributing to the agreed priorities.  The core Board would ensure that these agreed priorities would be articulated in the corporate planning documents of all partners, and accountability was demonstrated for the delivery of these priorities.  The core Board would consist of representatives from Scottish Borders Council (5), NHS Borders (2) and one each from Scottish Enterprise, Police Scotland, Scottish Fire & Rescue Service, Borders College, the Registered Social Landlords, the Third Sector, and the Health & Social Care Integration Joint Board.  An extended Strategic Board would meet for an annual planning and development day to set out the strategic direction and priorities for the Local Outcomes Improvement Plan, based on an annual strategic assessment, national priorities and other key strategic documents.  The membership of this extended Board would consist of the core Board and a representative from each of Skills Development Scotland, SESTRANS, Scottish Natural Heritage, Scottish Environment Protection Agency, Historic Environment Scotland, Live Borders, Visit Scotland and the Community Council Network). 

 

6.2       The Joint Delivery Team would manage all operational functions of the Partnership, and would oversee the development, publication and the delivery of the Local Outcomes Improvement Plan and the 5 Locality Plans.  The Joint Delivery Team would have delegated authority from the Strategic Board to direct activities, scrutinise performance, evidence change and report progress to the Board regarding the programmes of work undertaken by the Themed Delivery Teams.  It would also oversee and influence the strategic direction of Community Justice, the Children and Young People’s Leadership Group, the CPP Equalities Panel and the CPP Engagement Group.  The current Themed Delivery Teams would continue with their work to deliver the specific priorities within the Local Outcomes Improvement Plan and the 5 Locality Plans and their membership would be extended to include representatives from Skills Development Scotland, Scottish Natural Heritage, Scottish Environment Protection Agency, Historic Environment Scotland and Visit Scotland on the Economy and Low Carbon Team; Health & Social Care Integration Joint Board on the Reducing Inequalities Team; and Live Borders on an appropriate Team. 

 

6.3       Members were advised that the Registered Social Landlords had discussed the governance structure and had decided that they would have a single representative of the RSL network and this position would rotate amongst the Housing organisations as appropriate, with agendas and reports issued to all.  All the Registered Social Landlords were represented on the Themed Delivery Teams.  Mrs Hume expressed concern about the number of Councillors included in the Strategic Board and the Clerk to the Council advised that as the Board was currently a formal committee of Council legislation required the minimum number of Councillors to be three, with the quorum for the Board currently three Councillors and three representatives from the statutory Community Planning partners.  There were other options for the Community Planning Partnership e.g. an unincorporated body, a body corporate or a Community Interest Company.  It was important to agree the governance structure and move on to key activities of community planning.  It was also incumbent on all the partners to contribute to agenda items.     

 

            DECISION

            AGREED to defer a decision on the governance structure until officers reviewed the options, with a further report on governance for the Community Planning Partnership be brought to the next meeting in September 2016.

 

Supporting documents:

 

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