Common use of Managing Risk Clause in Contracts

Managing Risk. The Partnership recognises the scale of its ambition and is realistic in its expectations of what can be achieved given the scale of resources being deployed. It also recognises that risk management must be an integral part of the performance management framework and business planning process. This will increase the probability of success (and reduce the likelihood of failure) by identifying, evaluating and controlling the risks associated with the achievement of its objectives. The risk management process focuses attention and resources on critical areas, provides more robust action plans and better informed decision-making. It also fosters a culture where uncertainty does not slow progress or stifle innovation and ensures the commitment and resources of the Partnership to produce positive outcomes. As part of implementing this LAA the Partnership will use its agreed Risk Management Strategy and establish a Strategic Risk Register. This will set out the risk management objectives, the role and responsibilities for risk management of the Board and individual SSPs, and will the categorise risks and the approach to risk management action plans. The risk management objectives include the; ▪ Adoption of Risk Management as a key part of the LAA ▪ Identification, evaluation and economic control of strategic and operational risks ▪ Promotion of ownership through increased levels of awareness and skills development The Partnership’s risks can be broadly categorised as either “strategic” or “operational”. Strategic risks cover those threats or opportunities which could impact upon the achievement of medium and long-term goals. The review of strategic risks will be carried out in October/November 2006 when the LAA has been adopted. This will be followed up by an assessment of operational risks through each of the SSPs as part of their Action Planning of the LAA implementation process. Equality & Diversity The Partnership is determined to deliver its vision of a better future for Halton's people. We are committed to equality for everyone regardless of age, sex, caring responsibilities, race, religion, sexuality, or disability. We are leaders of the community and will not accept discrimination, victimisation or harassment. This commitment to equity and social justice is clearly stated in the adopted equal opportunities policy of the Partnership. This states that the Partnership: ❑ is committed to promoting equal opportunities in Halton ❑ values diversity and encourages fairness and justice ❑ wants equal chances for everyone in Halton to work, learn and live free from discrimination and victimisation ❑ will combat discrimination and will use its position of influence in the borough, wherever possible, to help overcome discriminatory barriers As well as accepting our legal responsibilities, we are committed to broad principles of social justice. The Partnership is opposed to any form of discrimination and oppression. Our policies will apply to all of those who come into contact with us. This includes current users of directly provided services, users of services provided on our behalf, potential users of services, other agencies and professionals, employees and job applicants, and the general public. The Partnership wants to create a culture where people of all backgrounds and experience feel appreciated and valued. Discrimination on the grounds of race, nationality, ethnic or national origin, religion or belief, gender, marital status, sexuality, disability, age or any other unjustifiable reason will not be tolerated. As a Partnership we are committed to a programme of action to make this policy fully effective. Partners will work collaboratively to develop effective procedures and policies to combat all forms of unlawful discrimination and to share good practice. They will ensure that all services are provided fairly and without discrimination. Reasonable adjustments will be made so that services are accessible to everyone who needs them. People’s cultural and language needs will be recognised and services will be provided which are appropriate to these needs. Partners will monitor the take up of services from different sections of the population. The information collected will be used to inform service planning and delivery. Equality Impact Assessments will also be carried out on Partnership policies and services to assess how policies and services impact on different sections of the community. The results of the Equality Impact Assessments will highlight areas for improvement, which will be dealt with through the Partnership Improvement Plan. Involving the Voluntary and Community Sector The voluntary and community sector (VCS) are an integral part of the structure and activities of the Halton Strategic Partnership, and have been since its inception. A Compact governing relationships between the public sector and VCS has been in place for several years. A protocol governing these relationships within the LSP structure was agreed in 2005. In addition, the Partnership has spent a considerable time over the last year in developing a radical new approach to community engagement in the borough. The VCS plays a powerful role in developing the LAA, and will do so in its implementation. The HSP Board has already agreed that compact-plus principles will underpin the governance and operation of the LAA. HVA Together (the CEN) has taken the responsibility of working with partners to develop the Statement of Community Involvement that maps out the principles of this relationship in the LAA. To develop our ambitions and priorities we have drawn on the consultation for the Community Strategy and analysis of all consultation exercises over the last year. Over the last 12 months the Halton Strategic Partnership has developed and agreed its Protocol with the voluntary sector. This build on the previous work to develop and implement Compact arrangement is Halton. We have worked closely with HVA Together (our Community Empowerment Network) to involve the voluntary and community sectors in the development of the LAA. At the outset there were briefings with the Halton Together Executive. In September, Halton Together organised a series of Forum meetings which focused on developing the LAA and the involvement of groups and individuals. Representatives of groups and networks have been involved both in the Lead Officers Group and the SSPs developing each block. In response to developing the LAA and the subsequent challenge to deliver and achieve the outcomes, Halton Together has established its forums, corresponding to the blocks. This enables it to select its nominees to the SSPs and also provides a forum for them to debate issues and give feedback. Within the agreement we have outcomes and indicators to show the growth and vibrancy of the sector and its capacity to contribute to the delivery of the LAA. Extensive consultation and engagement has taken place with the Voluntary and Community Sector on this. Annex E includes our Compulsory Statement of Community Involvement, and contains the detailed descriptions of the following: o The governance arrangements for involving the Voluntary and Community Sector in the development of the Local Area Agreement; o Summaries of the key issues arising from feedback from four major consultation events carried out on a Block-by-Block basis with the Voluntary and Community Sector; o An explanation of how Voluntary and Community Sector will be critical to the delivery of the Agreement, together with key examples of Key Innovations and targets which demonstrate how community engagement is embedded within the Agreement Priority Areas In order to focus on “closing the gaps” we needed to identify a coherent set of priority geographic areas. In the past, available analysis has largely been at xxxx level. We now have excellent information available at the xxxx level of around 25,000 people and are developing information at the “Super Output Area” level of around 3,000 people The following wards have been selected as those for which “closing the gap” targets across the LAA will be monitored. The wards were identified on the basis of census and IMD data: o A o B o C o D o E

Managing Risk. The Partnership recognises the scale of its ambition and is realistic in its expectations of what can be achieved given the scale of resources being deployed. It also recognises that risk management must be an integral part of the performance management framework and business planning process. This will increase the probability of success (and reduce the likelihood of failure) by identifying, evaluating and controlling the risks associated with the achievement of its objectives. The risk management process focuses attention and resources on critical areas, provides more robust action plans and better informed decision-making. It also fosters a culture where uncertainty does not slow progress or stifle innovation and ensures the commitment and resources of the Partnership to produce positive outcomes. As part of implementing this LAA the Partnership will use its agreed Risk Management Strategy and establish a Strategic Risk Register. This will set out the risk management objectives, the role and responsibilities for risk management of the Board and individual SSPs, and will the categorise risks and the approach to risk management action plans. The risk management objectives include the; ▪ Adoption of Risk Management as a key part of the LAA ▪ Identification, evaluation and economic control of strategic and operational risks ▪ Promotion of ownership through increased levels of awareness and skills development The Partnership’s risks can be broadly categorised as either “strategic” or “operational”. Strategic risks cover those threats or opportunities which could impact upon the achievement of medium and long-term goals. The review of strategic risks will be carried out in October/November 2006 when the LAA has been adopted. This will be followed up by an assessment of operational risks through each of the SSPs as part of their Action Planning of the LAA implementation process. Equality & Diversity The Partnership is determined to deliver its vision of a better future for Halton's people. We are committed to equality for everyone regardless of age, sex, caring responsibilities, race, religion, sexuality, or disability. We are leaders of the community and will not accept discrimination, victimisation or harassment. This commitment to equity and social justice is clearly stated in the adopted equal opportunities policy of the Partnership. This states that the Partnership: ❑ is committed to promoting equal opportunities in Halton ❑ values diversity and encourages fairness and justice ❑ wants equal chances for everyone in Halton to work, learn and live free from discrimination and victimisation ❑ will combat discrimination and will use its position of influence in the borough, wherever possible, to help overcome discriminatory barriers As well as accepting our legal responsibilities, we are committed to broad principles of social justice. The Partnership is opposed to any form of discrimination and oppression. Our policies will apply to all of those who come into contact with us. This includes current users of directly provided services, users of services provided on our behalf, potential users of services, other agencies and professionals, employees and job applicants, and the general publiccovers this LAA. The Partnership wants to create a culture where people of all backgrounds and experience feel appreciated and valued. Discrimination on the grounds of race, nationality, ethnic or national origin, religion or belief, gender, marital status, sexuality, disability, age or any other unjustifiable reason will not be tolerated. As a Partnership we are committed to a programme of action to make this policy fully effective. Partners will work collaboratively to develop effective procedures and policies to combat all forms of unlawful discrimination and to share good practice. They will ensure that all services are provided fairly and without discrimination. Reasonable adjustments will be made so that services are accessible to everyone who needs them. People’s cultural and language needs will be recognised and services will be provided which are appropriate to these needs. Partners will monitor the take up of services from different sections of the population. The information collected will be used to inform service planning and delivery. Equality Impact Assessments will also be carried out on Partnership policies and services to assess how policies and services impact on different sections of the community. The results of the Equality Impact Assessments will highlight areas for improvement, which will be dealt with through the Partnership Improvement Plan. Involving the Voluntary and Community Sector The voluntary and community sector (VCS) are an integral part of the structure and activities of the Halton Strategic Partnership, and have been since its inception. A Compact governing relationships between the public sector and VCS has been in place for several years. A protocol governing these relationships within the LSP structure was agreed in 2005. In addition, the Partnership has spent a considerable time over the last year in developing a radical new approach to community engagement in the borough. The VCS plays a powerful role in developing the LAA, and will do so in its implementation. The HSP Board has already agreed that compact-plus principles will underpin the governance and operation of the LAA. HVA Together (the CEN) has taken the responsibility of working with partners to develop the Statement of Community Involvement that maps out the principles of this relationship in the LAA. To develop our ambitions and priorities we have drawn on the consultation for the Community Strategy and analysis of all consultation exercises over the last year. Over the last 12 months the Halton Strategic Partnership has developed and agreed its Protocol with the voluntary sector. This build on the previous work to develop and implement Compact arrangement is Halton. We have worked closely with HVA Together (our Community Empowerment Network) to involve the voluntary and community sectors in the development of the LAA. At the outset there were briefings with the Halton Together Executive. In September, Halton Together organised a series of Forum meetings which focused on developing the LAA and the involvement of groups and individuals. Representatives of groups and networks have been involved both in the Lead Officers Group and the SSPs developing each block. In response to developing the LAA and the subsequent challenge to deliver and achieve the outcomes, Halton Together has established its forums, corresponding to the blocks. This enables it to select its nominees to the SSPs and also provides a forum for them to debate issues and give feedback. Within the agreement we have outcomes and indicators to show the growth and vibrancy of the sector and its capacity to contribute to the delivery of the LAA. Extensive consultation and engagement has taken place with the Voluntary and Community Sector on this. Annex E includes our Compulsory Statement of Community Involvement, and contains the detailed descriptions of the following: o The governance arrangements for involving the Voluntary and Community Sector in the development of the Local Area Agreement; o Summaries of the key issues arising from feedback from four major consultation events carried out on a Block-by-Block basis with the Voluntary and Community Sector; o An explanation of how Voluntary and Community Sector will be critical to the delivery of the Agreement, together with key examples of Key Innovations and targets which demonstrate how community engagement is embedded within the Agreement Priority Areas In order to focus on “closing the gaps” we needed to identify a coherent set of priority geographic areas. In the past, available analysis has largely been at xxxx level. We now have excellent information available at the xxxx level of around 25,000 people and are developing information at the “Super Output Area” level of around 3,000 people The following wards have been selected as those for which “closing the gap” targets across the LAA will be monitored. The wards were identified on the basis of census and IMD data: o Castlefields o Windmill Hill o Xxxxxx Xxx o Riverside o Kingsway o Appleton Progress in outcomes will be monitored to evidence “closing the gap” between these wards and Halton average outcomes. These wards have amongst the highest Multiple Deprivation Index scores in Halton and in England. All six wards have unemployment rates above the Halton average of 3.5%. All priority wards have Long Term Limiting Illness above the national rates. For some targets, there are additional parts of Halton with poor outcomes in particular areas. In these cases the individual target specifies which additional areas are involved. During the first year of the Agreement, we will refine this analysis to look at smaller Super Output Areas to identify patches of poor outcomes within wards across Halton, and looking at neighbourhoods which “make sense” to local people. Detailed maps of the key target outcomes across Halton, down to “Super Output Area” level, are being developed as part of the Halton Data Observatory development. These will enable very targeted approaches to achieving improvements in these outcomes. Some of our neighbourhoods face particularly widespread and deep difficulties. Areas of Halton have already benefited from local initiatives such as SRB. We will use a new government grant (the Neighbourhood Element) to co-ordinate local services and support community engagement, starting in neighbourhoods in the six eligible LAA priority wards. It will employ innovative neighbourhood management practices and models to deliver sustainable change. This will include the reconfiguration of local public services so that they better meet the needs of local people, and thereby help to close the gap by reducing a number of deprivation differentials, which exist between the area and more affluent parts of Halton. Performance management arrangements The LAA sets out clear targets for outcomes in the five thematic block areas and on key cross-cutting transformational issues. The Halton Strategic Partnership Board (HSPB) has delegated responsibility for developing and monitoring delivery of the annual LAA Action plan to the Performance and Standards Group (PSG). The PSG will review delivery of the LAA targets and operational plan actions on a six-monthly basis, with lighter-touch intermediate quarterly reviews of financial performance. The HSPB and PSG are supported by a dedicated performance management capacity from the Halton Strategic Partnership Team. The existing performance management framework of the Partnership has been updated and revised to take account of the needs of LAA management. This is attached at Annex E. The performance management framework is comprehensive, strategic and operational. It will test the vision and approach of the LAA, including its preventative, sustainable and targeted aspects, and the priorities. This will include taking account of existing and emerging borough wide, regional and national frameworks and initiatives that provide useful information and intelligence about the performance of Halton. It is designed to plan, monitor and review in a timely manner and will include targeted and LAA-wide evaluations. During the first year of LAA we will develop an annual trajectory for each of the three years of the Agreement, building on the trajectory analysis produced for the LSP review in 2006. Our thematic partnerships – the SSPs - will be responsible for the delivery of the relevant “block” outcomes of the LAA. SSPs will review their arrangements to ensure these are “fit for purpose” to ensure delivery of the LAA. Responsibility for individual targets in the LAA will be clearly designated in the action plan to be developed before the spring, with particular lead partners and named lead officers. Each partner’s normal accountability and corporate governance procedures apply to the initiatives they take responsibility for. All action plans will include appropriate tracking of performance at six-monthly or more frequent interval (except where outcome data is only available annually – for example, for school examination results). A o B o C o D o E"monitoring level" will also be set for targets: this will be the level that triggers performance management action. The PSG will agree all targets and "monitoring levels" through its oversight of annual action plans. Ladder of intervention Our annual planning cycle is designed to fit with the established budgetary and project management cycles of partners in Halton. In summary, the planning cycle for the LAA is as follows: Timing Activity Outputs July- Sept Annual review of progress against LAA outcome targets and delivery of previous year’s action plan Report to HSP Board Annual report. Financial report. Aug – Oct Draft action plans submitted by SSPs (covering proposed activities, outcomes and funding arrangements). PSG to challenge prioritization and plausibility. Feedback to SSPs. Report to HSP Board on draft plans, including recommendations for changes. Financial report. Nov Mid-year (Apr-Sept) update on spending and activities (against action plan) from SSPs. Exception / summary report to HSP Board. Performance report. GONW Monitoring Meeting Dec Finalised action plans submitted by SSPs. PSG challenge as appropriate. Final proposed operational plan to HSP Board. Financial report. Feb/March Quarter 3 (Oct-Dec) update on spending and activities (against action plan) from SSPs Exception / summary report to HSP Board. Financial report. May End of year update on spending and activities (against action plan) from SSPs Exception / summary report to HSP Board. Performance report. Tackling under-performance will be the greatest challenge for the performance management regime in the wider LAA context. A three-stage process is proposed for the LAA. This ladder of intervention will be reviewed over time. However, from the outset we intend to put in place systems which provide clear monitoring and reporting and make available a mutually accountable and supportive approach to enable partners to improve performance. This reporting would result in a clear picture of performance against the LAA in our annual report and then provides the basis for future planning as LAA implementation rolls forward. For specific funding streams, performance management action could be triggered when performance against a particular target fails to achieve the agreed "monitoring level".

Managing Risk. The Partnership recognises the scale of its ambition and is realistic in its expectations of what can be achieved given the scale of resources being deployed. It also recognises that risk management must be an integral part of the performance management framework and business planning process. This will increase the probability of success (and reduce the likelihood of failure) by identifying, evaluating and controlling the risks associated with the achievement of its objectives. The risk management process focuses attention and resources on critical areas, provides more robust action plans and better informed decision-making. It also fosters a culture where uncertainty does not slow progress or stifle innovation and ensures the commitment and resources of the Partnership to produce positive outcomes. As part of implementing this LAA the Partnership will use its agreed Risk Management Strategy and establish a Strategic Risk Register. This will set out the risk management objectives, the role and responsibilities for risk management of the Board and individual SSPs, and will categorise the categorise risks and the approach to risk management action plans. The risk management objectives include the; ▪ Adoption of Risk Management as a key part of the LAA ▪ Identification, evaluation and economic control of strategic and operational risks ▪ Promotion of ownership through increased levels of awareness and skills development The Partnership’s risks can be broadly categorised as either “strategic” or “operational”. Strategic risks cover those threats or opportunities which could impact upon the achievement of medium and long-term goals. The review of strategic risks will be carried out in October/November 2006 when the LAA has been adopted. This will be followed up by an assessment of operational risks through each of the SSPs as part of their Action Planning of the LAA implementation process. Equality & Diversity The Partnership is determined to deliver its vision of a better future for HaltonXxxxxx's people. We are committed to equality for everyone regardless of age, sex, caring responsibilities, race, religion, sexuality, or disability. We are leaders of the community and will not accept discrimination, victimisation or harassment. This commitment to equity and social justice is clearly stated in the adopted equal opportunities policy of the Partnership. This states that the Partnership: ❑ is committed to promoting equal opportunities in Halton ❑ values diversity and encourages fairness and justice ❑ wants equal chances for everyone in Halton to work, learn and live free from discrimination and victimisation ❑ will combat discrimination and will use its position of influence in the borough, wherever possible, to help overcome discriminatory barriers As well as accepting our legal responsibilities, we are committed to broad principles of social justice. The Partnership is opposed to any form of discrimination and oppression. Our policies will apply to all of those who come into contact with us. This includes current users of directly provided services, users of services provided on our behalf, potential users of services, other agencies and professionals, employees and job applicants, and the general publiccovers this LAA. The Partnership wants to create a culture where people of all backgrounds and experience feel appreciated and valued. Discrimination on the grounds of race, nationality, ethnic or national origin, religion or belief, gender, marital status, sexuality, disability, age or any other unjustifiable reason will not be tolerated. As a Partnership we are committed to a programme of action to make this policy fully effective. Partners will work collaboratively to develop effective procedures and policies to combat all forms of unlawful discrimination and to share good practice. They will ensure that all services are provided fairly and without discrimination. Reasonable adjustments will be made so that services are accessible to everyone who needs them. People’s cultural and language needs will be recognised and services will be provided which are appropriate to these needs. Partners will monitor the take up of services from different sections of the population. The information collected will be used to inform service planning and delivery. Equality Impact Assessments will also be carried out on Partnership policies and services to assess how policies and services impact on different sections of the community. The results of the Equality Impact Assessments will highlight areas for improvement, which will be dealt with through the Partnership Improvement Plan. Involving A key focus of this work is to ensure mainstream service delivery is adequately meeting the Voluntary needs of the diverse communities of Halton. Equity and Community Sector The voluntary accessibility are the two key drivers of how we will do this. Work is underway to examine the full range of community cohesion issues in Halton. As part of this a dataset of cohesion indicators has been developed, based on the Home Office model. They have been baselined in 2005/06 and community sector (VCS) are an integral will now from part of the datasets held by the Halton Data Observatory. This gives us a mechanism to track changes over the life of this LAA and beyond. Performance management arrangements The LAA seeks to raise the bar in terms of achieving challenging outcomes. This requires a step change in Partnership performance and will need careful management. The revised governance structure of the Partnership means that the Board and activities SSPs have all set up performance management groups. In order to support them considerable resources have been invested in the Data Observatory. The purpose of this is to provide a repository of real time performance data on all of the outcomes, indicators and targets set out in the LAA. The performance management framework then allows for this intelligence to inform the investment decisions of partners and helps hold them to account for the quality of those decisions in terms of actual performance achieved. The LAA sets out clear targets for outcomes in the five thematic block areas and on key crosscutting transformational issues. The Halton Strategic Partnership Board (HSPB) has delegated responsibility for developing and monitoring delivery of the annual LAA Action plan to the Performance and Standards Group (PSG). The PSG will review delivery of the LAA targets and operational plan actions on a six-monthly basis, with lighter-touch intermediate quarterly reviews of financial performance. The HSPB and PSG are supported by a dedicated performance management capacity from the Halton Strategic Partnership, and have been since its inceptionPartnership Team. A Compact governing relationships between the public sector and VCS has been in place for several years. A protocol governing these relationships within the LSP structure was agreed in 2005. In addition, The existing performance management framework of the Partnership has spent a considerable time over been updated and revised to take account of the last year in developing a radical new approach to community engagement in the boroughneeds of LAA management. This is attached at Appendix 4. The VCS plays a powerful role in developing performance management framework is comprehensive, strategic and operational. It will test the vision and approach of the LAA, including its preventative, sustainable and targeted aspects, and the priorities. This will include taking account of existing and emerging borough-wide, regional and national frameworks and initiatives that provide useful information and intelligence about the performance of Halton. It is designed to plan, monitor and review in a timely manner and will do so include targeted and LAA-wide evaluations. During the first year of LAA we will develop an annual trajectory for each of the three years of the Agreement, building on the trajectory analysis produced for the LSP review in its implementation2006. The HSP Board has already agreed that compact-plus principles Our thematic partnerships – the SSPs - will underpin be responsible for the governance and operation delivery of the relevant “block” outcomes of the LAA. HVA Together (the CEN) has taken the responsibility of working with partners SSPs will review their arrangements to develop the Statement of Community Involvement that maps out the principles of this relationship in the LAA. To develop our ambitions and priorities we have drawn on the consultation ensure these are “fit for the Community Strategy and analysis of all consultation exercises over the last year. Over the last 12 months the Halton Strategic Partnership has developed and agreed its Protocol with the voluntary sector. This build on the previous work purpose” to develop and implement Compact arrangement is Halton. We have worked closely with HVA Together (our Community Empowerment Network) to involve the voluntary and community sectors in the development of the LAA. At the outset there were briefings with the Halton Together Executive. In September, Halton Together organised a series of Forum meetings which focused on developing the LAA and the involvement of groups and individuals. Representatives of groups and networks have been involved both in the Lead Officers Group and the SSPs developing each block. In response to developing the LAA and the subsequent challenge to deliver and achieve the outcomes, Halton Together has established its forums, corresponding to the blocks. This enables it to select its nominees to the SSPs and also provides a forum for them to debate issues and give feedback. Within the agreement we have outcomes and indicators to show the growth and vibrancy of the sector and its capacity to contribute to the ensure delivery of the LAA. Extensive consultation and engagement has taken place with the Voluntary and Community Sector on this. Annex E includes our Compulsory Statement of Community Involvement, and contains the detailed descriptions of the following: o The governance arrangements Responsibility for involving the Voluntary and Community Sector individual targets in the development of the Local Area Agreement; o Summaries of the key issues arising from feedback from four major consultation events carried out on a Block-by-Block basis with the Voluntary and Community Sector; o An explanation of how Voluntary and Community Sector will be critical to the delivery of the Agreement, together with key examples of Key Innovations and targets which demonstrate how community engagement is embedded within the Agreement Priority Areas In order to focus on “closing the gaps” we needed to identify a coherent set of priority geographic areas. In the past, available analysis has largely been at xxxx level. We now have excellent information available at the xxxx level of around 25,000 people and are developing information at the “Super Output Area” level of around 3,000 people The following wards have been selected as those for which “closing the gap” targets across the LAA will be monitoredclearly designated in the action plan to be developed before the spring with particular lead partners and named lead officers. Each partner’s normal accountability and corporate governance procedures apply to the initiatives they take responsibility for. The wards were identified Service Level Agreements with individual projects will task project deliverers with addressing key outcomes of the LAA, including underpinning issues such as sustainability and social inclusion. All action plans will include appropriate tracking of performance at six-monthly or more frequent intervals (except where outcome data is only available annually – for example, for school examination results). A "monitoring level" will also be set for targets: this will be the level that triggers performance management action. The PSG will agree all targets and "monitoring levels" through its oversight of annual action plans. Ladder of intervention Our annual planning cycle is designed to fit with the established budgetary and project management cycles of partners in Halton. In summary, the planning cycle for the LAA is as follows: Timing Activity Outputs July - Sept Annual review of progress against LAA outcome targets and delivery of previous year’s action plan Report to HSP Board Annual report. Financial report. Aug – Oct Draft action plans submitted by SSPs (covering proposed activities, outcomes and funding arrangements). PSG to challenge prioritization and plausibility. Feedback to SSPs. Report to HSP Board on draft plans, including recommendations for changes. Financial report. Nov Mid-year (Apr-Sept) update on spending and activities (against action plan) from SSPs. Exception / summary report to HSP Board. Performance report. GONW Monitoring Meeting Dec Finalised action plans submitted by SSPs. PSG challenge as appropriate. Final proposed operational plan to HSP Board. Financial report. Feb/March Quarter 3 (Oct-Dec) update on spending and activities (against action plan) from SSPs Exception / summary report to HSP Board. Financial report. May End of year update on spending and activities (against action plan) from SSPs Exception / summary report to HSP Board. Performance report. Tackling under-performance will be the greatest challenge for the performance management regime in the wider LAA context. A three-stage process is proposed for the LAA. This ladder of intervention will be reviewed over time. However, from the outset we intend to put in place systems which provide clear monitoring and reporting and make available a mutually accountable and supportive approach to enable partners to improve performance. This reporting would result in a clear picture of performance against the LAA in our annual report and then provides the basis of census and IMD data: o A o B o C o D o Efor future planning as LAA implementation rolls forward. For specific funding streams, performance management action could be triggered when performance against a particular target fails to achieve the agreed "monitoring level".

Managing Risk. The Partnership recognises the scale of its ambition and is realistic in its expectations of what can be achieved given the scale of resources being deployed. It also recognises that risk management must be an integral part of the performance management framework and business planning process. This will increase the probability of success (and reduce the likelihood of failure) by identifying, evaluating and controlling the risks associated with the achievement of its objectives. The risk management process focuses attention and resources on critical areas, provides more robust action plans and better informed decision-making. It also fosters a culture where uncertainty does not slow progress or stifle innovation and ensures the commitment and resources of the Partnership to produce positive outcomes. As part of implementing this LAA the Partnership will use its agreed Risk Management Strategy and establish a Strategic Risk Register. This will set out the risk management objectives, the role and responsibilities for risk management of the Board and individual SSPs, and will the categorise risks and the approach to risk management action plans. The risk management objectives include the; ▪ Adoption of Risk Management as a key part of the LAA ▪ Identification, evaluation and economic control of strategic and operational risks ▪ Promotion of ownership through increased levels of awareness and skills development The Partnership’s risks can be broadly categorised as either “strategic” or “operational”. Strategic risks cover those threats or opportunities which could impact upon the achievement of medium and long-term goals. The review of strategic risks will be carried out in October/November 2006 when the LAA has been adopted. This will be followed up by an assessment of operational risks through each of the SSPs as part of their Action Planning of the LAA implementation process. Equality & Diversity The Partnership is determined to deliver its vision of a better future for HaltonXxxxxx's people. We are committed to equality for everyone regardless of age, sex, caring responsibilities, race, religion, sexuality, or disability. We are leaders of the community and will not accept discrimination, victimisation or harassment. This commitment to equity and social justice is clearly stated in the adopted equal opportunities policy of the Partnership. This states that the Partnership: ❑ is committed to promoting equal opportunities in Halton ❑ values diversity and encourages fairness and justice ❑ wants equal chances for everyone in Halton to work, learn and live free from discrimination and victimisation ❑ will combat discrimination and will use its position of influence in the borough, wherever possible, to help overcome discriminatory barriers As well as accepting our legal responsibilities, we are committed to broad principles of social justice. The Partnership is opposed to any form of discrimination and oppression. Our policies will apply to all of those who come into contact with us. This includes current users of directly provided services, users of services provided on our behalf, potential users of services, other agencies and professionals, employees and job applicants, and the general public. The Partnership wants to create a culture where people of all backgrounds and experience feel appreciated and valued. Discrimination on the grounds of race, nationality, ethnic or national origin, religion or belief, gender, marital status, sexuality, disability, age or any other unjustifiable reason will not be tolerated. As a Partnership we are committed to a programme of action to make this policy fully effective. Partners will work collaboratively to develop effective procedures and policies to combat all forms of unlawful discrimination and to share good practice. They will ensure that all services are provided fairly and without discrimination. Reasonable adjustments will be made so that services are accessible to everyone who needs them. People’s cultural and language needs will be recognised and services will be provided which are appropriate to these needs. Partners will monitor the take up of services from different sections of the population. The information collected will be used to inform service planning and delivery. Equality Impact Assessments will also be carried out on Partnership policies and services to assess how policies and services impact on different sections of the community. The results of the Equality Impact Assessments will highlight areas for improvement, which will be dealt with through the Partnership Improvement Plan. Involving the Voluntary and Community Sector The voluntary and community sector (VCS) are an integral part of the structure and activities of the Halton Strategic Partnership, and have been since its inception. A Compact governing relationships between the public sector and VCS has been in place for several years. A protocol governing these relationships within the LSP structure was agreed in 2005. In addition, the Partnership has spent a considerable time over the last year in developing a radical new approach to community engagement in the borough. The VCS plays a powerful role in developing the LAA, and will do so in its implementation. The HSP Board has already agreed that compact-plus principles will underpin the governance and operation of the LAA. HVA Together (the CEN) has taken the responsibility of working with partners to develop the Statement of Community Involvement that maps out the principles of this relationship in the LAA. To develop our ambitions and priorities we have drawn on the consultation for the Community Strategy and analysis of all consultation exercises over the last year. Over the last 12 months the Halton Strategic Partnership has developed and agreed its Protocol with the voluntary sector. This build on the previous work to develop and implement Compact arrangement is Halton. We have worked closely with HVA Together (our Community Empowerment Network) to involve the voluntary and community sectors in the development of the LAA. At the outset there were briefings with the Halton Together Executive. In September, Halton Xxxxxx Together organised a series of Forum meetings which focused on developing the LAA and the involvement of groups and individuals. Representatives of groups and networks have been involved both in the Lead Officers Group and the SSPs developing each block. In response to developing the LAA and the subsequent challenge to deliver and achieve the outcomes, Halton Xxxxxx Together has established its forums, corresponding to the blocks. This enables it to select its nominees to the SSPs and also provides a forum for them to debate issues and give feedback. Within the agreement we have outcomes and indicators to show the growth and vibrancy of the sector and its capacity to contribute to the delivery of the LAA. Extensive consultation and engagement has taken place with the Voluntary and Community Sector on this. Annex E includes our Compulsory Statement of Community Involvement, and contains the detailed descriptions of the following: o The governance arrangements for involving the Voluntary and Community Sector in the development of the Local Area Agreement; o Summaries of the key issues arising from feedback from four major consultation events carried out on a Block-by-Block basis with the Voluntary and Community Sector; o An explanation of how Voluntary and Community Sector will be critical to the delivery of the Agreement, together with key examples of Key Innovations and targets which demonstrate how community engagement is embedded within the Agreement Priority Areas In order to focus on “closing the gaps” we needed to identify a coherent set of priority geographic areas. In the past, available analysis has largely been at xxxx level. We now have excellent information available at the xxxx level of around 25,000 people and are developing information at the “Super Output Area” level of around 3,000 people The following wards have been selected as those for which “closing the gap” targets across the LAA will be monitored. The wards were identified on the basis of census and IMD data: o A o B o C o D o E