North Yorkshire Council
Executive Committee
17 September 2024
Localities Programme
Report of the Assistant Chief Executive for Local Engagement
1.0 PURPOSE OF REPORT
1.1 The report will update Members on progress against a number of programme priorities and recommend revisions to the scope for the operation of community partnerships.
2.0 SUMMARY
2.1 The report details information and progress on priorities within the Localities programme and includes the following detail:
· The Localities team and services
· Support for Members
· Support for Parishes, Parish Liaison and Parish Charter
· Devolution pilots
· Community rights
· Community Partnerships
2.2 The report – at paragraphs 4.18, 4,27 and 4.28 - proposes that some amendments to the operation of parish pilots and community partnerships are considered.
3.0 BACKGROUND
3.1 The Council agreed as part of the arrangements for the establishment of a unitary council a locality-based delivery model with four strong and interconnected pillars:
i. Local services and access – locally based and integrated council, partner, and community services.
ii. Local accountability – six Area Committees, political accountability for the discharge of statutory functions and services at local level.
iii. Local action – local people, partners and communities coming together in new Community Partnerships to identify and deliver against priorities.
iv. Local empowerment – devolution of powers to community groups and town and parish councils who want to, to run assets and services.
3.2 Whilst locality working will be part of a whole council approach, as part of the structure for the new North Yorkshire Council a central corporate localities team has been established comprising a Communities team (incorporating the Public Health funded Stronger Communities Programme), a Parish Liaison & Local Devolution Team and a Migrant Programmes Team.
3.3 The Communities team lead on the delivery of pillars one and three and the Parish Liaison & Local Devolution team lead on pillar four of the locality operating model.
3.4 A number of programmes and projects have been agreed as early priorities to help to establish and embed the locality operating model.
4.0 LOCALITIES PROGRAMME PRIORITIES – PROGRESS UPDATES
Localities Service and Local Member Support arrangements
4.1 The new Localities Service went live on 1 May 2024.
4.2 The Communities Team work collaboratively with other services; communities; public sector; and voluntary and community sector partners to deliver the following aims:
· Prevention and community resilience - supporting communities to contribute to the Council and public health prevention priority to reduce, prevent or delay the point at which people need to access statutory health and social care services.
· Supporting people to live longer, healthier and independent lives within their community and contributing to broader public health priority to reduce health inequalities.
· Supporting communities to become more resilient to respond to local challenges.
· Social Regeneration - Ensuring that the places where people live, now and in the future, create new opportunities, promote well-being, and reduce inequalities so that people have better lives, in stronger communities and achieve their potential.
4.3 The Communities Team is based on three area teams, each including two Area Committee localities: West (Skipton and Ripon; Richmond areas); Central (Harrogate and Knaresborough; Selby and Ainsty areas); and East (Scarborough and Whitby; Thirsk and Malton areas).
4.4 Each Area Committee area has a Locality Lead Officer who is the single point of contact for all Members whose divisions are located in those constituencies regarding both the work of the Localities Team and can also support all Members to navigate other services.
4.5 Working closely with Legal and Democratic Services, the Parish Liaison and Local Devolution Team works alongside the county’s 664 Parish Councils offering a range of support including the development and implementation of the Parish Charter; arrangements for effective consultation and parish liaison; and providing a single ‘front door’ interface for town and parish councils.
4.6 They are also responsible for managing the Council’s corporate arrangements for the devolution of council assets and services to town and parish councils and community groups; our statutory responsibilities in relation to Assets of Community Value and Community Right to Challenge.
4.7 The Migrant Programmes Team has brought together a number of existing refugee and asylum seeker programmes alongside the Homes for Ukraine programme to form a single integrated service.
Parish Charter
4.8 The review of the Parish Charter is progressing, the Parish Charter working group met in May and a further meeting is scheduled for 11 November. The commitments within the Charter have been progressed and an action plan developed that sets out the detail required to complete the review and enable work across the council to embed and monitor the arrangements. The commitments set out the relationship between North Yorkshire Council and the Parish Sector, informing other Parish Liaison work.
Parish Liaison/Consultation
4.9 The work to develop Parish Liaison has included the establishment of a programme of area-based Parish Liaison meetings. These will be preceded in each area by informal 'drop-in' days where Parish Councils are invited to discuss any local/other issues. These drop-in days provide the opportunity for the Parish Sector to engage with North Yorkshire Council within their area. It also enables any local issues to be identified and helps to facilitate discussion at the Parish Liaison Meeting and/or with relevant Council services.
4.10 The work to coordinate and improve Parish Sector consultation has commenced; this includes the ongoing development of a Forward Plan of key consultation campaigns with appropriate communication and coordination. Actions include the consideration of consistent consultation timescales (appropriate for the Parish Sector), advance communication and a commitment to provide feedback. Opportunities are also being explored to facilitate Parish Sector requirements for each Consultation.
4.11 In addition to individual consultation campaigns a voluntary representative group of Parish/Town/City Councils and Parish Meetings is being established. This will be a valuable opportunity for regular informal dialogue with the Parish Sector to inform the on-going development of initiatives such as the single ‘front door’, liaison meetings, dedicated web pages etc. as well as broader Parish Liaison activities. It will also facilitate the establishment of baseline information for performance and service monitoring.
Parish Sector single ‘front door’
4.12 The work to consider the options to provide a Parish Sector single ‘front door’ is being progressed. These include considerations of various options for information and consultation, engagement, enquiries, service requests and transactional services. It is also linked to the revision of all Parish Sector web pages and the roll out of a dedicated Parish Liaison e-mail contact facility.
Local Devolution
4.13 The work to progress local devolution has focused on the agreed double devolution pilot proposals. Progress on these has been dependent on the availability of information due to restructures and the capacity of Parish Councils to develop and submit full business cases. Following more detailed operational discussions between services and Parishes, revised and in some cases reduced proposals are emerging.
4.14 In some cases, service elements that formed part of the original bids now form part of broader operational service reviews as work has progressed about potential wider devolution opportunities to the Parish Sector within services. These include previous agreements with Parish Councils within the former Scarborough district and options for public conveniences across the North Yorkshire Council area.
4.15 As a result of the above there are double devolution proposals at varying stages of development. They are potentially smaller than original expressions of interest, with differing timescales and may include small-scale service transfers such as park benches or in one case the single transfer of a public convenience. In addition, some are also subject to other necessary operational decisions outside of the double devolution process, resulting in decision making on proposals being more complicated than originally envisaged.
4.16 It was agreed previously that the decision on which full business cases will be implemented is made by the Executive, following consultation with the relevant Area Committee and Management Board. However, there are already existing service level agreements in place with Parishes across a range of operational service areas that are routinely implemented at a Directorate level.
4.17 This means that for a double-devolution pilot proposal a full business case is required from a Parish Council for approval by the Executive, as detailed in 4.16 above, whereas the same service transfer of a service to a Parish Council, being progressed as part of operational business as usual or service reviews could be implemented through, for example, a simple service level agreement.
4.18 It is therefore proposed that there is a review of the approved Expressions of Interest by the Assistant Director for Local Engagement with a further report to the Executive in due course. This will consider all Double Devolution proposals and identify those that may be more suitably progressed through operational decision-making arrangements.
Community Rights
4.19 Transitional arrangements to fulfil the council’s statutory responsibilities for community rights were put in place from April 2023. This combined the previous District/Borough processes within a new overall decision-making framework. Support for community rights within the team is now in place and work to develop new structures, policies, procedures, and changes to delegation will be developed in 2024/25. This includes the arrangements for Community Right to Bid, (Assets of Community Value) and the Community Right to Challenge.
Community Partnerships
4.20 There are currently five pilot Community Partnerships in development:
· Sherburn in Elmet - ‘We are Sherburn’
· Ripon and surrounding hinterlands - ‘Uredale Community Partnership’
· Rural Ryedale - ‘Forest and Dale Partnership’
· ‘Easingwold & Villages Community Partnership’
· ‘Leyburn and Middleham Community Partnership’
4.21 The five partnerships are all progressing and have local member leadership and involvement. As anticipated when the pilots were launched, all are developing at their own pace i.e., the pace of the local community which means they are at varying stages of development; however, all are clear about responding to local needs and ambitions and aligning their Local Action Plans to meet needs. These are reflected in the developing partnership priorities as each pilot have identified their own local priorities and ways of organising themselves.
4.22 There are similarities and differences across the five pilots:
|
Similarities |
|
· All are all self-organising with minimal resource demand from the Council. · Officer involvement from the Communities team in Localities. · Local member involvement and leadership. · Serving a geographical area that includes multiple parishes. · All have identified the need for administrative and development support and are sourcing this from within the local community. · A range of key community stakeholders have been instrumental in taking the partnerships forward. · All are making plans for wider engagement exercises in the autumn to inform developing priorities as a basis for their Local Action Plans, build further relationships and to ensure they are seen as inclusive, independent, and trusted entities within their communities.
|
|
Differences |
|
· Governance models: ‘We are Sherburn’ and ‘Uredale Community Partnership’ are using pre-existing Community Interest Companies as a vehicle for their development. Both partnerships felt it would be unnecessary duplication to establish another delivery vehicle when there is already something in place that is working. Forest and Dale, Easingwold and Leyburn are all operating as informal partnerships. · Development and administrative support are being resourced in different ways with some pilots securing grants from the UK Shared Prosperity Fund to carry out specific engagement work; others working with their local Community Anchor Organisations as steering group members and one pilot raising funds through local subscriptions. · Local Action Plans – some partnerships had existing plans which they are refreshing through their local engagement activities. However, for others, the plans are being developed from scratch.
|
4.23 In addition to the five pilots the team are also involved with and support, in a less formal way, the work of three other local community partnerships that were already in existence in Malton, Filey and Knaresborough.
4.24 In order to ensure that the development of the Local Action Plans, a principal ambition for the partnerships, is not done in isolation, discussions are taking place with Economic Development, Regeneration and Planning teams, alongside officers from the Combined Authority to co-ordinate this programme with other support for Town Centre Plans initiatives.
4.25 In conclusion the pilots are judged to be working well and reflect the previously agreed purpose, scope, and terms of reference as agreed by the Executive in May 2023 (Appendix A). They are community led and have support and involvement of their local Members; are building on existing community assets and local relationships (such as local Anchors and existing partnerships), are consulting and engaging with local communities and are made up of a range of partners and local organisations.
4.26 The initial terms of reference suggested that the partnerships operated as ‘informal partnerships’ rather than having formal governance arrangements. This was to ensure that they were open and equitable. It has been highlighted above that two of the pilots (Sherburn and Uredale) have identified existing arrangements in the form of Community Interest Companies upon which to develop their pilots. These are working well, have wide membership and have the support of their local Members.
4.27 It is therefore suggested that the requirement to operate only as informal partnerships be removed from the scope and terms of reference as previously agreed.
4.28 With the new Localities service teams now largely in place there is capacity in the service to support additional partnerships and it is therefore proposed that those Members who wish to bring forward partnerships in their areas be encouraged to do so.
5.0 FINANCIAL IMPLICATIONS
5.1 There are no additional financial implications arising from the recommendations.
6.0 LEGAL IMPLICATIONS
6.1 There are no additional legal implications arising from the recommendations. The proposals are compliant with the Council’s governance and decision-making procedures.
7.0 EQUALITIES IMPLICATIONS
7.1 Equalities impact screening was completed previously when the initiatives in this progress report were formally approved.
7.2 There were no significant issues raised.
8.0 CLIMATE CHANGE IMPLICATIONS
8.1 A climate change impact assessment screening form was completed previously when the initiatives in this progress report were formally approved.
8.2 There were no significant issues raised.
9.0 REASONS FOR RECOMMENDATIONS
9.1 There are potential inconsistencies in terms of the governance arrangements that could apply in relation to the double devolution pilots compared to existing business as usual arrangements coupled with some of the original bids being scaled back. It is therefore proposed that in order to ensure that consistent and proportionate processes are applied that officers review the original expressions of interest and bring a further report for Member consideration.
9.2 The decision to incrementally roll out the establishment of community partnerships was to both give some time to work through proof of concept – and make revisions if necessary to the terms of reference – and also to ensure that the Communities team had the capacity in place to support a wider roll out. The pilots are developing well, and although some minor amendments are being proposed each of the pilots operate within the scope of the original principles for the initiative. The Localities restructure is complete and as such the additional capacity is now in place.
10.0 RECOMMENDATIONS
10.1 It is recommended that:
a. There is a review of the approved Expressions of Interest by the Assistant Director for Local Engagement with a further report to the Executive. This will consider all Double Devolution proposals and identify those that may be more suitably progressed through operational decision-making arrangements due to the smaller size and nature of the proposals being developed.
b. The Scope and Terms of Reference for the operation of Community Partnerships be amended to remove the requirement for Community Partnerships to operate only as informal groups
c. The Community Partnerships programme is opened to all Members who wish to bring forward the development of a partnership in their area.
APPENDICES
Appendix 1 – Community Partnerships Terms of Reference
Rachel Joyce
Assistant Chief Executive Local Engagement
County Hall, Northallerton
29 August 2024
Report Authors: Marie-Ann Jackson, Head of Localities
Mark Codman, Parish Liaison & Local Devolution Manager
Presented
by:
Marie-Ann Jackson,
Head of Localities
Appendix A
Community Partnerships – Terms of Reference
Vision Statement:
Community Partnerships will mobilise the energy, resources and partner relationships that exist in our communities to deliver the most appropriate local solutions for their people and place.
Purpose and Scope
The role of Community Partnerships is to:
· Mobilise communities, unleash energy and ambition & give them a stronger voice
· Be action oriented, creating the conditions for local action to take place that otherwise wouldn’t happen
· Develop local priorities and action plans utilising the skills, knowledge, and assets of a range of partners
· Provide a mechanism for external investment (e.g., UK Shared Prosperity Funding).
In carrying out that role, Community Partnerships will:
· Have a strong focus on prevention and reducing inequalities
· Be encouraged to look long term to tackle local challenges that:
o improve the local economy and contribute to the creation of community wealth
o drive community action
o improve community, environmental and individual wellbeing
o improve community resilience.
Characteristics and Operating Principles
It is likely that the partnerships will look different in different places as they will reflect their local community however it is proposed that they will share some common principles in relation to their membership and mode of operation.
Community Partnerships will:
· Be centred around principal towns and surrounding areas, reflecting natural communities
· Be subject to consultation with local communities and will build on existing assets; it is expected that the nature and make-up of them will evolve and flex over time to meet local needs and priorities
· Will be shaped by and have the support of their local North Yorkshire Councillors
· Be multi-agency and operate as an “informal partnership” of local stakeholders that connect people and organisations in a community by bringing together, on an equitable basis, representatives to be drawn from the public, business, faith, voluntary and community sectors that reflect that place.
· Work together to address those local challenges and issues of shared interest that would benefit from them working collectively as a partnership by providing a vehicle for more joined-up approaches
· Identify priorities and develop a Local Action Plan
· Operate independently, having autonomy to elect their own Chair
· Be inclusive, trusted and recognised by local residents and will encourage local collaboration, local action, and participation.
Community Partnerships will not:
· Be single agencies nor will they have a single focus.
· Be talking shops. Their focus will be on delivering positive change through enabling the delivery of local projects.
· All happen at the same time. Developing partnerships and working collaboratively takes time and it is therefore likely that some will take longer to develop than others.
· Have devolved budgets. They will however be encouraged and supported to explore funding opportunities from a range of sources such as UK Shared Prosperity Funding, Community Infrastructure Levies, national and local trusts and foundations and investment from corporate social responsibility opportunities.
· Be part of the formal governance structure of North Yorkshire Council.
· Have any devolved powers to set public policy or fetter the discretion of any of the individual partner organisations.