Common use of Resources Management Clause in Contracts

Resources Management. All the objectives and targets outlined here are achievable. How well and how quickly this happens depends crucially on the availability of resources and how smartly they are used. That means money, people, physical resources, proper intelligence and information, allied with the strength of will to use them in the best way. A key purpose of this Strategy is to ensure that the resources available are targeted and used effectively to bring about improvements in the borough. This means: • Being clear and agreeing about what we need to achieve so we are all pulling in the same direction • Maximising the funding we can generate or draw in to benefit ▇▇▇▇▇▇ and developing our own resources and the capacity to help ourselves • Co-operating to be more effective, cutting out duplication and waste, and pooling the budgets, knowledge and efforts of different organisations and groups where this makes sense • Listening and responding to what matters most to people locally • Targeting what we do to where it can make most difference • Doing the kind of things that experience has shown will really work and be successful • Checking on progress, letting people know how we are doing, and adjusting where necessary to keep on track Without the tools and the will to do the job, the improvements set out in this Strategy will not happen. The LAA runs for three years. It is an important step, but only a step, in a much longer journey to build a better future for people in Halton. If we succeed in achieving our targets they will translate into real improvements for local people. This is why it is important to know how we are doing and what progress we are making in meeting the improvement targets we have set ourselves. By monitoring progress closely we can identify and build on successes, provide necessary assistance or support where progress has not met expectations, and adjust our efforts and resources to adapt to changing circumstances. The forward programme of the Partnership in pursuit of the LAA will be reviewed and updated to ensure it responds to changing circumstances. As well as the high level scorecard, each Specialist Strategic Partnership will have a more detailed action plan. This will contain a richer hierarchy of outcomes, outputs, targets and milestones. Each Partnership will be accountable for its own performance and the Board will seek qualitative monitoring reports on how work is progressing. One of the key features of the LAA is the understanding of how each of the themes are linked and impact on each other. The LAA establishes the importance of a number of key crosscutting themes – especially the transformational issues - that are common across all Partnership activity. A Performance and Standards Group reporting directly to the Board has been established. This group takes responsibility for all aspects of performance management and ensure proper oversight, scrutiny and accountability of all activities that take place under the auspices of the Partnership and this LAA. Without proper information, and making it easily accessible to people, we are working in the dark in trying to bring about improvement in Halton. This covers information about local needs and conditions, and what people think is most important for their communities. It is about the information we need to understand what is likely to work well in achieving our targets for Halton. It’s about keeping people – local people and partner organisations – in the picture about the progress we are making together. The Partnership has made a big commitment to improving the way information is gathered, used and shared. Of particular note are:

Resources Management. All the objectives and targets outlined here of the LAA are achievable. set out in the Outcomes Framework, attached at Annex B. How well and how quickly this progress happens depends crucially on the availability of resources and how smartly they are used. That means money, people, physical resources, proper intelligence and information, allied with the strength of will to use them in the best way. A key purpose of this Strategy the LAA is to ensure that the resources available are targeted and used effectively to bring about improvements in the borough. This means: • Being clear and agreeing about what we need to achieve so we are all pulling in the same direction • Maximising the funding we can generate or draw in to benefit ▇▇▇▇▇▇ Halton and developing our own resources and the capacity to help ourselves • Co-operating to be more effective, cutting out duplication and waste, and pooling the budgets, knowledge and efforts of different organisations and groups where this makes sense • Listening and responding to what matters most to people locally • Targeting what we do to where it can make most difference • Doing the kind of things that experience has shown will really work and be successful • Checking on progress, letting people know how we are doing, and adjusting where necessary to keep on track Without the tools and the will to do the jobTo underpin this, the improvements set out in this Strategy will not happen. The LAA runs for three years. It is an important step, but only a step, in a much longer journey to build a better future for people in Halton. If we succeed in achieving our targets they will translate into real improvements for local people. This is why it is important to know how we are doing and what progress we are making in meeting the improvement targets we have set ourselves. By monitoring progress closely we can identify and build on successes, provide necessary assistance or support where progress has not met expectations, and adjust our efforts and resources to adapt to changing circumstances. The forward programme of the Partnership in pursuit of the LAA will be reviewed and updated to ensure it responds to changing circumstances. As well as the high level scorecard, each Specialist Strategic Partnership will have a more detailed action plan. This will contain a richer hierarchy of outcomes, outputs, targets and milestones. Each Partnership will be accountable for its own performance and the Board will seek qualitative monitoring reports on how work is progressing. One of the key features of the LAA is the understanding of how each of the themes are linked and impact on each other. The LAA establishes the importance of a number of key crosscutting themes – especially the transformational issues - that are common across all Partnership activity. A Performance and Standards Group reporting directly to the Board has been established. This group takes responsibility for all aspects of performance management and ensure proper oversight, scrutiny and accountability of all activities that take place under the auspices of the Partnership and this LAA. Without proper information, and making it easily accessible to people, we are working in the dark in trying to bring about improvement in Halton. This covers information about local needs and conditions, and what people think is most important for their communities. It is about the information we need to understand what is likely to work well in achieving our targets for Halton. It’s about keeping people – local people and partner organisations – in the picture about the progress we are making together. The Partnership has made a big commitment to improving the way information is gathered, used and shared. Of particular note are: a) A data observatory has been set up to hold key statistical information on all aspects of living conditions in Halton. This will keep data at a variety of spatial levels – super output area, ▇▇▇▇, neighbourhood and district level – and allow for comparison with our neighbours and regional and national averages. It will greatly help people to understand the geography and nature of disadvantage in Halton. It will be especially useful in informing the spatial targeting of activity under this LAA. b) The Partnership is setting up a database of consultation and community engagement in Halton. This will enable people to access a rich source of attitudinal data on a range of issues. It will also help people to plan and execute better community engagement in the borough - a key underpinning of this LAA.