Phase 2: Mobilise [Gain Commitment]

Governance

Governance means the formal and informal rules by which action can be agreed and pursued by multiple stakeholders. Partners need to agree:-

  1. What structure of partnership arrangement (on a spectrum from steering group to distinct organisation) is most appropriate
  2. Which agencies should be involved in the partnership and in what role
  3. What operating procedures are required and how these should be drawn up

The governance structure adopted will depend on the extent of joint working that is anticipated. Where will the balance be struck between making services appear seamless to the user and allowing individual organisations to retain their own identities and external relationships? Similar decisions will arise in relation to the approach to federation.

It will not always be practicable for all relevant agencies to be represented on the partnership board. Rather, some stakeholders may be consulted on proposals or merely kept informed of developments.

See Generic Framework Governance ‘white paper’

Why does governance matter?

  1. You need to be able to demonstrate that public money is being properly spent
  2. This means evaluating progress during the project as well as after completion
  3. You need mechanisms to turn commitment into action and to quickly resolve difficulties or differences between partners so that these do not derail your project
  4. You want to ensure a common purpose and shared vision while maintaining and respecting the integrity of individual agencies
  5. Building good relationships between partners will help to deliver lasting improvement in services

How do I go about setting up robust governance arrangements?

Here’s a checklist for effective partnership governance, drawn from a range of Audit Commission publications:-

Leadership

There should be an agreed document clearly setting out the responsibilities and roles of the partnership board (and any sub-committees), the partners, the partnership executive team and multi agency service delivery.

There should be clear processes for ensuring that decisions are taken at the right level.

Not all stakeholders will want to be deeply involved – eg, voluntary or private sector partners. Provide opportunities for them to contribute in ways and at times that are relevant to them.

Policy and strategy

Partnerships need a shared unambiguous mission statement and clear terms of reference incorporated in a written agreement between the partners.

Given the focus on outcomes for service users, it will be particularly important to develop mechanisms for their participation in defining and evaluating outcomes rather than limiting inclusion to consultation exercises.

It is important for practitioners to participate in decisions on policy and practice.

People

  1. The capacity of partners may need to be built in order that they can participate fully in decision making.
  2. Partners need to get to know each other at every level – not just the top.
  3. A budget for capacity building and training needs to be set aside.
  4. If people are to be committed to the partnership they must be freed up from and back filled in their ‘home’ agency.

Partnership and resources

  1. Be clear about the resources that are within the control of the partnership.
  2. It will be important for partners to commit funding to administration as well as to direct service delivery.
  3. Public/public partnerships commonly designate one member to be the accountable body to ensure that proper standards and procedures for financial stewardship are in place. Differences between partners’ procedures need to be resolved during the partnership formation phase so that procedures may be shared.
  4. The roles and responsibilities of the accountable body and the partnership need to be formally agreed and recorded.

Processes

  1. Clear criteria for the allocation of resources must be established based on the objectives of the partnership and implemented through an appraisal system.
  2. Partnership performance must be evaluated on a continuing basis using relevant indicators.
  3. Bid appraisal is a crucial part of the governance arrangements for any partnership and needs to be a formal, transparent process undertaken by independent people showing no bias or prejudice and meeting applicable legal and ethical standards.
  4. There should be procedures for conflict resolution and disputes between partners.
  5. A partnership needs good systems by which to control, monitor and report on its activity and finances. It is likely to need common standing orders and financial regulations, robust internal controls and appropriate internal audit arrangements
  6. Each agency is likely to need reporting on their resource contribution in a form aligned to that agency’s accountability processes

The principles are universal, but the actual Governance arrangements in each partnership will be unique. You will find various examples among the FAME exemplars, such as the Lewisham ISA Business Requirements, Section 2.