corporate register of partnerships - gravesham · with the project’s details ... gravesham...

GRAVESHAM BOROUGH COUNCIL

Corporate Register of Partnerships

December 2017

A summary of partnership and shared working

arrangements

Gravesham Borough Council - 2 - Register of Partnerships – December 2017 Introduction The council maintains a comprehensive register of its partnerships and shared working arrangement that is reviewed on an annual basis.

The council defines a partnership as “an agreement between the Council and one or more independent bodies to work together to achieve one or more objectives”.

In addition to this, the council also splits the partnership register into ‘Significant’ and ‘Key other partnerships’. In order for a partnership to be classified as significant it must meet the following definition:

“a partnership for which there is a council resource provision of £10,000 or greater or one that is fundamental to the delivery of a strategic objective within the council’s Corporate Plan. Without this effective partnership therefore, the delivery of Gravesham Borough Council’s key corporate goals would not occur.”

In addition to partnership working, the council also has a number of shard working arrangements in place which range from a full-shared service with another local authority to shared manager/officer arrangements.

All of the partnerships and shared working arrangements the council is involved in are included in the register as follows:

Page Ref. Name of Partnership Significant 4 Altogether Safer – Reducing Violence Against Women & Girls (VAWG) 6 Audit & Counter Fraud Shared Service 8 CCTV Partnership

10 Citizens Advice in North & West Kent (CANWK)

11 Contaminated Land Officer Partnership

12 Dartford and Gravesham Community Safety Partnership

15 Dartford, Gravesham and Swanley Health and Wellbeing Board

17 Energy Saving Trust Advice Centre (ESTAC) (Careline Services)

18 GO TRADE

20 Gravesham Area Board

22 Gravesham Arts Council

24 Gravesham Gateway

25 G-Safe

27 Housing Associations (Registered Providers)

29 IT Services Shared Management

31 Kent Connects

33 Kent Downs Area of Outstanding Natural Beauty (AONB) Partnership

35 Kent Energy Efficiency Partnership (KEEP)

37 Kent Equality Cohesion Council

38 Kent Home Choice

40 Kent Housing Group

43 Kent and Medway Air Quality Partnership

45 Kent and Medway Sustainable Energy Partnership (KMSEP) (formerly Kent and Medway Green Deal Partnership)

47 Kent ‘No Use Empty’ Initiative

49 Kent Resource Partnership

51 Kent Safeguarding Children Board (KSCB)

53 Legal Services Shared Service

55 Lend a Hand Local Authority Mortgage Scheme (LAMS)

57 Local Children’s Partnership Group

59 North West Kent Countryside Partnership

Gravesham Borough Council - 3 - Register of Partnerships – December 2017

Page Ref. Name of Partnership Significant 61 Payroll Shared Service

62 Revenues & Benefits Management Arrangements

64 South Thames Gateway Building Control Partnership (STG)

66 Supporting People Partnership

67 Thames Defence Heritage

68 Thames Gateway Kent Partnership

70 GLOSSARY OF TERMS 1


Name of Partnership Altogether Safer – Reducing Violence Against Women & Girls (VAWG)

Responsible Officer Kath Donald (Strategic Manager, Community Safety Unit)

Lead Member(s) Councillor John Knight, Lead Member for Public Protection & HR

Statutory Status Non-statutory partnership.

Aims and objectives of partnership

To deliver a multi-agency project (Altogether Safer) over three years to reduce different forms of violence against women and girls through: improved access to and provision of services to support victims; increasing the percentage of victims willing to support a prosecution; preventative work with boys and young men; and, raising awareness of and improving access to services by victims from BME communities and hard to reach groups.

Expected outcomes Delivery of an ‘out of hours’ Police Station-based Independent Domestic Violence Advisor Service will fill a gap in existing services and make support available at critical times. This should reduce the level of repeat victimisation and result in an increase in the local rate for the prosecution of offenders of VAWG. Group work and 1:1 support for boys and young men aged 11-18 years will effect a change in behaviour that will reduce the potential for them to offend/reoffend in terms of VAWG. Work with BME communities and hard to reach groups will help to break down barriers that may be preventing some victims from seeking the help and assistance they need.

Links to GBC Strategic Objectives

Strategic Objective One – Safer Gravesham Strategic Objective Two – Stronger Gravesham

GBC Resources (financial, officer, assets etc)

The Council is the lead partner agency coordinating and overseeing the delivery of the project and its financial management. The CSU’s Strategic Manager will be providing progress reports twice yearly to the Home Office and has responsibility for ensuring the project is delivered in accordance with the project’s details submitted in the original application for funding to the Home Office Transformation Fund. Monthly meetings of the Altogether Safer Project Delivery Group are organised by the CSU and attended by Strategic Manager (chair) and administration is completed by the CSU Administrator. Bi-monthly progress reports are provided by the Strategic Manager to the North Kent Domestic Abuse Forum and on a quarterly basis to the Dartford and Gravesham Community Safety Partnership. The Project is being funded almost in its entirety over three years with a Home Office grant of £229,000. This will be paid in arrears and the Council is forward-funding the initiative. Monthly meetings of the Project Delivery Group are hosted at the Council’s Civic Centre.

Partnership membership Gravesham Borough Council Kent Police Choices (formerly North Kent Women’s Aid) Kent Equality Cohesion Council Rethink Mental Illness (locally Rethink Sahayak) Dartford Borough Council

Governance arrangements Separate Service Level Agreements have been created and agreed between the Council and Choices, KECC and Rethink Sahayak whilst a Grant Agreement is in place between the Council and the Home Office.

Gravesham Borough Council - 5 - Register of Partnerships – December 2017 Financial reporting arrangements and timeframe for reporting

A separate Cost Centre has been created for the Project and financial reporting systems have been agreed with partners (these form part of their SLAs). Financial and progress reports will be provided to the Home Office twice-yearly in accordance with the Grant Agreement. Partners are asked to provide regular reports throughout the year of expenditure to the CSU and via the Project Delivery Group (process for reporting is included in the Project’s Delivery Plan).

Performance monitoring arrangements and details of formal review of partnership arrangements.

Performance monitoring currently takes place on a monthly basis through the meetings of the Project Delivery Group. The different strands of the project have clear and agreed targets against which progress is assessed. Progress reports on the project are also provided (by the CSU) to the Dartford and Gravesham CSP and to the North Kent Domestic Abuse Forum. An annual report will be prepared at the end of each financial year.

Risk Assessment The partnership does not present a risk to the Council; the partnership has provided an opportunity for key partners to deliver work that makes a significant contribution to both the Council’s own and the CSP’s objectives that would not have been possible without this externally provided funding. The Council is forward-funding the project and claiming expenditure back from the Home Office in arrears. Late announcement by the Home Office of successful bids (caused by the General Election) has meant a delay in the start date of the project in Year One; it is possible that we will not be able to effect spend of the entire amount which we have available to us in 2017-18. However, considerable efforts are being made to ‘recoup’ time lost due to the delay e.g. by increasing the hours of operation of the Out Of Hours IDVA Service in this first year.

Date Partnership Created / Approved by Cabinet

Created August 2017. Date Partnership Terminates (if applicable)

March 2020.

Significant partnership Other partnership


Name of Partnership Audit & Counter Fraud Shared Service

Responsible Officer Stuart Bobby, Director (Corporate Services)

Lead Member(s) Councillor Leslie Hills, Lead Member for Performance and Administration

Statutory Status Local authorities statutorily required to have internal audit.


The Audit & Counter Fraud Shared Service was established on 1 March 2016 to provide internal audit, counter Fraud and investigation services to Medway Council and Gravesham Borough Council. The work of the service for Gravesham is driven by an annual plan, agreed with the Finance & Audit Committee in March of each year. The vision of the service as set out in its Strategy, agreed with the Finance & Audit Committee in March 2017, is to “deliver high quality assurance, consultancy and counter fraud work to help ensure the authorities meet their objectives. We will act as a catalyst for driving positive change, promoting improvement, learning and innovation so that we can truly add value. By investing in our staff and working to raise our profile, we aim to become the default and respected advisor and critical friend at the heart of Medway Council and Gravesham Borough Council”.

Expected outcomes The Shared Service has achieved the following outcomes: • Reduced cost of the Internal Audit and Counter Fraud Service to each

council, taking into account any reductions in funding arising from the introduction of the Single Fraud Investigation Service.

• Increased resilience. • Increased efficiency through adoption of best working practices and

sharing of audit and fraud resources. • Maximising the opportunities presented through sharing a large

common boundary, and dealing with similar day-to-day issues.


Corporate Objective 4: Sound and self-sufficient council


The Shared Service has a total of 14 posts, currently staffed by 11.45FTE. Two posts are currently vacant with recruitment pending. As set out in the Shared Service agreement, approximately 36% of these resources are directed towards delivering the Audit & Counter Fraud Plan for Gravesham, equivalent to approximately 4 FTE (5 FTE when all posts filled). The Shared Service agreement sets out the budgeted cost to Gravesham for 2016-17 as £216,221. The team occupy space in the Civic Centre, though all ICT hardware is provided by Medway Council.

Partnership membership Gravesham Borough Council and Medway Council.

Governance arrangements The Shared Service Agreement in place sets out the governance of the service; • S151 responsibilities in relation to the provision of internal audit have

been delegated from Gravesham to Medway. • Schedules set out scope of services, service standards, reporting

requirements and financial contributions.

Financial reporting arrangements and timeframe for reporting

Gravesham Borough Council is invoiced on a quarterly basis by Medway Council as host of the Shared Service. The expenditure budget for this arrangement is monitored through the council’s internal budget monitoring processes and reported via the established financial reporting arrangements.

Gravesham Borough Council - 7 - Register of Partnerships – December 2017 Performance monitoring arrangements and details of formal review of partnership arrangements.

The Shared Service has established a suite of performance measures and arrangements to report on the outputs and performance of the team to the council’s Management Team and Finance & Audit Committee on a quarterly basis. The council’s Annual Governance Review and Statement considers the effectiveness of internal audit arrangements.

Risk Assessment The Shared Service has a business plan and risk register in place for the delivery of its services.


1 June 2015: Cabinet approval given for the partnership to become a full shared service. 1 March 2016: Shared Service launched.

Date Partnership Terminates (if applicable)

N/A



Name of Partnership CCTV Services Partnership

Responsible Officer Simon Hookway (Service Manager, Economic Development) Kath Donald (Strategic Manager, Community Safety Unit)

Lead Member(s) Councillor John Knight, Cabinet Member for Public Protection & HR

Statutory Status Non-statutory Partnership, however, the partnership was established exercising powers under the Local Government Act 1972, Local Government Act 2000 and Localism Act 2011.


The aim of the Partnership is to provide benefit from a shared service across Gravesham, Medway, Maidstone and Swale that operates 24 hours per day throughout the year in a cost-effective manner. In November 2015, Medway’s Cabinet agreed to commence an agreed Alternative Delivery Model for Medway Control Centre, changing to a Local Authority Trading Company (LATC) – Medway Commercial Group (MCG). The CCTV Partnership operates as a distinct function of MCG. One objective of the new model is to delivery greater efficiencies and reductions in costs through the growth of new business.

Expected outcomes Continuing improvements to the effectiveness and resilience of the CCTV service thereby making a positive contribution to deterring and preventing crime and anti-social behaviour (ASB) as well as providing greater reassurance to residents, visitors to the borough and local business and retail partners. Running costs for the Gravesham CCTV service remained stable during the life of the original 5-year contract and continuation with the arrangements in place has provided some reliability in terms of finances required to support CCTV which can be less predictable in a standalone service.

Future benefits would relate chiefly to economies of scale in the procurement of equipment and services and potentially some small savings if new business is generated by Medway Commercial Group (MCG.


Strategic Objective One – Safer Gravesham Strategic Objective Two – Stronger Gravesham Strategic Objective Three – Sustainable Gravesham


• The number of dedicated staff required to deliver Gravesham’s CCTV service is five FTE operators.

• Each participating authority pays an annual revenue cost taking into account the number of cameras held by that authority, maintenance and staffing. In 2016-17, Gravesham’s revenue cost contribution was £204,664. Operational changes (sharing of a CCTV desk with Medway) have led to a saving of approximately £60,000 in 2017-18 that should be sustainable for several years.

• Each participating authority maintains ownership of its cameras and technical equipment. (We currently have over 50 permanent cameras and 5 rapid deployment mobile cameras)

• Service Manager (Economic Development) serves on the Partnership Board (meeting quarterly), taking decisions on behalf of GBC (in consultation with the Leader as necessary).

Strategic Manager (Community Safety) acts as a substitute on the Partnership Board if necessary, attends Operational Management meetings as required and oversees operational matters e.g. deployment of mobile CCTV cameras.

Partnership membership Gravesham Borough Council, Medway Council, Swale Borough Council and Maidstone Borough Council.

Governance arrangements MCG acts as the host whereby all Councils wishing to participate in the Partnership transfer the delivery of their CCTV functions to MCG.

Gravesham Borough Council - 9 - Register of Partnerships – December 2017 Governance arrangements continued

The original Memorandum of Agreement (MOA) contains the Terms of Reference (ToR) for the partnership. This was completed in consultation with the Legal Services team of each participating authority. The Terms of Reference set out the practical governance arrangements for the partnership including details of membership, arrangements for meetings and the decision-making process of the partnership In order to ensure ethical standards are maintained the service will be delivered in accordance with Home Office approved Codes of Practice The MOA also provides details of the process for withdrawal from the CCTV partnership, should a council wish to leave. There is a requirement for a business plan to be produced each year and this to be agreed by each of the partner authorities within stipulated timescales. The original contract supported by the MOA came to an end in March 2017 and was extended for one year via a Deed of Variation. Discussions are currently taking place to agree a further extension for a longer period to provide stability.


The financial services for the partnership, including accountancy, internal audit and insurance services are provided by MCG. Each financial year, the Head of the CCTV Partnership is required to prepare business plan and a revenue budget for approval by the CCTV Partnership. The draft business plan and budget should be submitted to each of the Councils not later than 1 June in the year prior to it taking effect for their approval before it is adopted by the Partnership Board. In addition to the budget for the next year, indicative budgets for each of the two subsequent years are also required to be provided. There has been some delay in the provision of a new draft contract/business plan that will need to come into effect as the existing arrangement draws to an end; as mentioned above negotiations are in progress with other partner Authorities. In accordance with the Memorandum of Agreement, the Partnership Board receives quarterly financial monitoring reports.


The Annual Business Plan for the partnership sets out the performance management arrangements and it is the responsibility of Medway Council to ensure that appropriate arrangements are in place.

Risk Assessment The partnership undertakes risk assessment to analyse and manage risk effectively and maintains a risk register. The risks identified form part of the business plan and/or are notified to the Councils by the Head of the CCTV Partnership. Potential risks to the future of the Partnership itself include the willingness of partners to renew the contractual arrangements with MCG once the existing contract comes to an end (the withdrawal of any partner would impact the financial commitments required from those who remain).


01 October 2012 Date Partnership Terminates (if applicable)

Current extension to contract due to end in March 2018.



Name of Partnership Citizen Advice in North & West Kent (CANWK)

Responsible Officer Melanie Norris, Director (Communities)

Lead Member(s) Councillor David Turner, Leader of the Executive

Statutory Status Non-statutory partnership


To provide free, confidential, impartial and independent advice to local people. To ensure that individuals are aware of their rights to and the responsibilities of the services available to them. To carry out social policy work using CSNWK evidence both locally and nationally. To maintain national accreditation under the NACAB rules and regulations.

Expected outcomes Well supported and increasingly knowledgeable citizens.


Corporate Objective 2: Stronger Gravesham


• Annual Grant £86,490. • Premises costs of approximately £11,500 (Ground Floor Civic Centre). • Additional grant from Housing Services of £7,000 (Money advice

service for tenants and rent arrears).

Partnership membership Company Limited by Guarantee.

Governance arrangements Governance arrangements for the partnership with CANWK are set out in the Service Level Agreement. The purpose of this operational agreement is to define the relationship between Gravesham Borough Council and CANWK and to set out the terms of the working partnership between the two parties. Specifically, the operational agreement sets out a number of integral governance elements including: (1) Term of Agreement; (2) Responsible parties; (3) Staffing provision; (4) Financial arrangements; (5) Insurance provision; (6) Partnership monitoring arrangements; (7) Partnership review process (8) Data sharing protocol.


Annual grant agreed through GBC’s normal budget setting process. Copy of audited accounts submitted to GBC annually. Quarterly financial monitoring reports made to the Trustee Board (copies made available to GBC). Agreed outcomes included within annual SLA.


Annual report. The Service Level Agreement is reviewed every year. Annual client satisfaction survey.

Risk Assessment Failure to support the CANWK would place a significant number of citizens in the borough at risk of marginalisation/discrimination, increased debt and potential poverty through lack of advice and support.


Current SLA commenced in April 2016


Current SLA concludes in March 2019



Name of Partnership Contaminated Land Officer Partnership

Responsible Officer Sarah Kilkie, Assistant Director (Communities)

Lead Member(s) Councillor John Knight –Public Protection and HR portfolio

Statutory Status This is a non-statutory partnership, but delivers statutory service in relation to contaminated land.


A shared officer resource between Gravesham BC and Tonbridge & Malling BC to deliver a specialised statutory service.

Expected outcomes Progression of the council’s Contaminated Land Strategy, closing linking to the planning process. All service requests relating to contaminated land dealt with in a timely fashion. Good working practices from both local authorities are being incorporated into the postholder’s daily work.


Direct links to the commitment to a Safer Gravesham –and delivery of a robust environmental protection service to address air quality issues, contaminated land and noise, flood and oil pollution.


The shared officer was jointly recruited, and is employed by TMBC sharing her time between 2 local authorities. We are invoiced on a monthly basis for her salary and oncosts. The officer is employed as 0.8FTE. The shared arrangement has recently been adjusted from a 50:50 split such that the officer now works 3 days per week at TMBC and only 1 day per week at GBC. We still retain the original £20k pa budget for this role and are carefully monitoring adequacy of the current arrangement. We would look to review the split or seek additional staff resource from elsewhere if necessary.

Partnership membership Gravesham BC and Tonbridge & Malling BC

Governance arrangements Documented shared officer partnership agreement in place and subject to annual review.


Monthly budgetary monitoring of salaries takes this post into account.


Regular 1 to 1 meetings and appraisals with line manager are used to monitor performance. A formal review of the partnership arrangement is undertaken on an annual basis and signed off by both authorities.

Risk Assessment Resilience is a potential issue with this specialised shared post. We have maintained links with a consultant to provide cover if required. The Senior EHO who line manages this shared post can also provide cover.


Partnership commenced January 2011


No specified end date but subject to annual review



Name of Partnership Dartford and Gravesham Community Safety Partnership (CSP)

Responsible Officer Kath Donald (Strategic Manager, Community Safety Unit) and Sean Steer (Operational Manager, Community Safety Unit)

Lead Member(s) Councillor David Turner, Leader of the Council Councillor John Knight, Cabinet Member for Public Protection & HR

Statutory Status Statutory Partnership


To create a safer, cleaner place in which to live, work and socialise.

Expected outcomes Reductions in recorded crime and anti-social behaviour (ASB).


The CSP specifically contributes to the following strategic objectives: Strategic Objective One – Safer Gravesham Strategic Objective Three – Stronger Gravesham


• External funding to support community safety activity is held by the Kent Police and Crime Commissioner (PCC). This is provided to Community Safety Units (CSUs) subject to a satisfactory application to the PCC’s Office detailing how the funds are going to be spent. Applications are made twice yearly - the annual allocation being provided in two halves. The total allocation available to Gravesham in 2017-18 is £31,857. The first application was submitted successfully earlier this year and the first payment of £15,928.50 released to the CSU. An application for the remaining half will be submitted in October to support community safety initiatives throughout the rest of this financial year. CSUs have previously been notified the PCC is reviewing financial plans and therefore, there may be changes to the method by which community safety funds are allocated or made available in future years.

• Officer time is spent in preparing regular performance monitoring reports (including the statutorily required completion of a Strategic Assessment), community consultation exercises, review of the existing Partnership Community Strategy and the production of a revised Strategy each year if necessary to reflect current priorities and respond to changing circumstances.

• Officer time is spent in attendance at and administration of the CSP. Additionally, officers attend and carry out the Agenda planning, minute-taking and other administration for the CSP’s Reducing Reoffending Sub-Group, Drug and Alcohol Action Group (sharing these responsibilities with Dartford CSU colleagues) and Gravesham’s Modern Slavery and Human Trafficking Group.

• There are shared Partnership resources through the co-location of Council officers and Kent Police representatives who work alongside Council staff on a daily basis. Kent Police contribute to the cost of Council office space/furniture and utilities used by Police officers. Both the G-Safe Crime Reduction Initiative Coordinator and a Kent County Council Community Warden are also located within the CSU. Desk space and utilities are provided to these colleagues without financial cost to their organisations, they attend the CSU Daily Briefing Meetings and intelligence that they share is invaluable. The CSU has seen a significant reduction in its staff (employed by the Council) therefore, the ability of both Police and CSU Managers to request tasks to be carried out by the KCC Warden/G-Safe Coordinator helps to reduce the gap created by the loss of staff.

• A hot desk is also provided in the CSU for the Families First Family Intervention Project Workers ensuring that there are effective lines of communication between this Worker, Police and ASB officers.

Gravesham Borough Council - 13 - Register of Partnerships – December 2017 Partnership membership Gravesham Borough Council, Dartford Borough Council, Kent County

Council, Kent Police, Kent Fire and Rescue Service, Police and Crime Commissioner’s Office, Kent Surrey and Sussex Community Rehabilitation Company and Kent and Medway NHS.

Governance arrangements The Partnership has an established set of agreed governance arrangements that have been in place since the joint Dartford and Gravesham CSP was established in 2006. Specifically, the governance arrangements set out the following:

• Remit; • Membership; • Staffing arrangements; • Chairmanship; • Finance and audit arrangements; • Risk management commitments; • Business planning process; • Voting rights; • Operational arrangements.

A CSP Executive Group comprised of the Director (Communities) GBC, Strategic Director, DBC and the Kent Police Chief Inspector (Area Commander for both Boroughs), oversees the annual Strategic Assessment process and the identification of yearly Partnership priorities. The Group also meets quarterly to agree matters that should form Agenda items for forthcoming meetings. The findings of the Assessment and suggested priorities as recommended by the Executive Group are subject to the approval of the main Partnership following public consultation.


Budgetary reports are provided to the Main CSP meetings with a breakdown of expenditure and a brief description of the outcomes of initiatives that have been financed. The CSU also provides a full report to the PCC’s Office twice a year detailing how the funding allocation received has been spent and how the expenditure has supported tackling both the CSP’s and Commissioner’s priorities.


Performance monitoring reports are provided to the Main CSP at quarterly meetings. These reports include detailed information on crime trends and changes in recorded ASB incidents as well as progress reports on the delivery of project work. The Strategic Assessment process, completed towards the end of each calendar year, provides an opportunity for a review of activities carried out and their impact. Changes in priorities in response to differing circumstances or crime trends will also involve the Partnership in simultaneously considering whether any changes are also needed to partnership working arrangements e.g. whether a new Sub-Group needs to be formed to deliver joint work to address a new priority at an operational level or the CSP needs to respond to responsibilities created by new legislation. The annually reviewed Community Safety Strategy also takes account of the findings of public consultation exercises ensuring that issues that are considered most important by local residents are built into planned Partnership activity. Our CSP is unusual in that it is a joint Dartford and Gravesham Partnership but each Borough has its own Crime and Disorder Scrutiny Committee to comply with the provisions of the Police and Justice Act 2006. Gravesham’s Committee allows an opportunity for the close scrutiny of crime and disorder issues and Partnership work being delivered to address them e.g. Reducing Re-offending, Domestic Abuse, Tackling Drug and Alcohol related Crime and ASB, have been specific areas of work considered by the Committee in the past, providing a further means of monitoring the effectiveness of joint approaches in tackling priorities.

Gravesham Borough Council - 14 - Register of Partnerships – December 2017 Risk Assessment There has been a very considerable reduction external funding provided to

support Community Safety activity in recent years (our annual allocation being almost a quarter of amounts received 9 years ago). Currently, there is no confirmation that processes for securing PCC funding will not change next year. New arrangements and a move away from a District allocation is a potential risk to the ability of local CSUs to continue to deliver the range of projects/initiatives that have been fundamental in addressing the Partnership’s strategic priorities at an operational level thus far.


Created December 2006 Date Partnership Terminates (if applicable)

--



Name of Partnership Dartford, Gravesham and Swanley Health and Wellbeing Board

Responsible Officer Melanie Norris - Director (Communities)


Statutory Status It is a sub-committee sitting below the statutory Kent Health and Wellbeing Board as established under the Health and Social Care Act 2012.


To lead and advise on the development of integrated commissioning strategies and plans at the local Clinical Commissioning Group (CCG) level. To ensure a local focus on health and wellbeing, including a clear interest and emphasis on prevention, reduction of health inequalities, and enabling effective local engagement and monitoring of local outcomes.

Expected outcomes • To secure better health and wellbeing outcomes in the local area. • Better quality of care for all patients and care users. • Reduction of health inequalities. • Integrated Commissioning Strategy and Plan based on the JSNA. • Delivery of Kent Health and Wellbeing Strategy outcomes and Joint

Strategic Needs Assessment (JSNA) recommendations at local level.




Member and officer time. DGS HWB must meet at least 4 times per year, but currently meets bimonthly. In addition there are various sub-groups ( Health Inequalities Groups and Local Children’s Partnership Groups at district level) and task and finish groups to support.

Partnership membership Kent County Council, Dartford BC, Gravesham BC, Sevenoaks DC, Dartford, Gravesham and Swanley CCG (Senior Officer and also GP representation), Kent Healthwatch. Other representatives as identified and agreed e.g. voluntary sector.

Governance arrangements Documented governance arrangements are in place. As a KCC sub-committee, the governance arrangements (e.g. terms of reference and disclosable pecuniary interests) are the same as those applied to any other County Council Committee or Sub-Committee. No decision making responsibilities have been delegated to local HWBs. Instead they are required to make recommendations to the Kent HWB and their partner bodies.


Reports to the Kent HWB on an annual basis on its activity and progress against the milestones set out in the Integrated Commissioning Strategy and against the established workplan. Provides recommendations on how and where investment, resources and improvements can be made within the CCG area.


Kent Health and Wellbeing Board acts as a co-ordinating and to some degree tasking group for the Local Health and Wellbeing Boards. However it is recognised that the relationship and communication between the Kent HWB and local Boards is currently inconsistent and needs improvement. KCC has conducted audit and review of Kent HWB and Local HWB relationships. The DGS HWB has recently participated in an LGA self-assessment and review workshop.

Gravesham Borough Council - 16 - Register of Partnerships – December 2017 Risk Assessment Reductions in the Public Health ring fenced grant made to upper tier local

authorities in England has impacted upon delivery of public health projects at local level. Increased focus on one key priority (obesity and healthy weight) across the DGS HWB area, instead of equal focus on a number of priorities is seen as the way forward. Kent and Medway Sustainability and Transformation Partnership (STP) is impacting heavily on the delivery of public health, as part of the wider health and social care arena.


2014 (Previously existing in shadow form)


N/A



Name of Partnership Energy Saving Trust Advice Centre (ESTAC) (Careline Services)

Responsible Officer Dipna Pattni, Energy Initiatives Officer

Lead Member(s) Councillor Anthony Pritchard, Lead Member for Housing



Free and impartial advice to householders on behalf of the Energy Saving Trust. The partnership enables the following aims through energy efficiency work: • Local grant scheme access including renewable energy;

• Promotion and referrals to Energy Company Obligation;

• Written energy advice for householders;

• Marketing services / Media relations;

• Strategic support to reduce fuel poverty both locally and nationally;

• Project & partnership development. Enable vulnerable households to improve the energy efficiency in the home to reduce/eliminate fuel poverty and reduce carbon emissions.

Expected outcomes To reduce fuel poverty as per the Home Energy Conservation Act 1995 (HECA) and reduce carbon emissions.


Corporate Objective 2: Stronger Gravesham Corporate Objective 3: Sustainable Gravesham


Officer time to assist with aims listed above.

Partnership membership Kent County Council (KCC) and all Kent district councils.

Governance arrangements The governance arrangement as set out in the Business Plan and Housing Services Plan. To seek to provide suitable housing to meet the vulnerability needs within the borough. This will be through sign posting to The Department for Business, Energy & Industrial Strategy (BEIS) funded organisation. Advice and help will be provided to all residents when looking at energy matters, including fuel poverty, renewable and sustainable energy.


Reporting in the English Local Authority Statistics on Housing (ELASH, DCLG), Home Energy Conservation Act 1995 (BEIS), Chartered Institute of Public Finance and Accountancy (CIPFA) and local performance indicators. Quarterly and annual reporting.


Performance reviewed annually with Kent Energy Efficiency Partnership and Gravesham Borough Council on own borough wide schemes.

Risk Assessment Not a statutory duty but is recognised as being best practice by the Energy Saving Trust, DCLG/BEIS and all the Kent Local Authorities including KCC. Not funding risks detriment to National Indicators and Performance Indicators related to energy efficiency and additional burden on GBC staff to provide advice and guidance.


September 2009 Date Partnership Terminates (if applicable)

N/A



Name of Partnership GO TRADE

Responsible Officer Chris Inwood (Principal Economic Development Officer)

Lead Member(s) Cllr Samir Jassal, Lead Member for Business Development



GO TRADE is a market development project funded by the European Union Interreg Funding within the France/England Channel area. It aims to help market traders build sustainable businesses and increase visitors to towns with traditional markets, especially within the context of a more challenging retail environment. Partners will work together to share experience and ideas and to establish programmes of markets and business support to reinvigorate traditional markets. This will be undertaken under a strong GO TRADE brand, which in turn will help participating traders to trade in any partner market. Each partner to deliver the GO TRADE project as stated in the application form and partnership agreement.

Expected outcomes Annual programmes of event/specialist markets. Creation of business processes and support including training modules, videos and digital content for existing/ new market traders Development of the tourism product – including research and values, themed markets and events as well as digital tools including social media Click and collect retail trials


Corporate Plan Strategic Objective 3: Sustainable Gravesham


Staff time in managing the project and participating in business support, tourism development, communication and research aspects of the project are being used as match funding (31%) to draw down European funds. An auditor is involved as a first level controller to check and confirm funding claims.

Partnership membership Basildon Council (Lead Partner), University of Greenwich, National Market Traders Federation, Gravesham Borough Council, Great Yarmouth Borough Council, Great Yarmouth Town Centre Partnership, Visit Kent Ltd, Castle Point Borough Council, Ville de Louvigné du Désert, Agence d’urbanisme et de développement (AUD) Pays de Saint-Omer Flandre Intérieure, Chambre de L'agriculture Nord-Pas-de-Calais, Communauté de Communes du Pays de Lumbres, Ville de Caen, Office de Tourisme de Caen, Ville d-Amiens, Pas de Calais Tourisme.

Governance arrangements A formal GO TRADE partnership agreement has been signed by all partners. This sets out the governance arrangements for the project.


Financial reporting deadlines are set by the European Union on a six monthly basis. Internal monthly budget monitoring will be set up and the council submits 6 monthly budget monitoring reports to the GO TRADE lead partners as part of the claim process.


Six monthly performance monitoring is part of the financial claim process. The Lead Partner Basildon BC will report performance to individual partners. A set European Union/Interreg review process will be adhered to.

Gravesham Borough Council - 19 - Register of Partnerships – December 2017 Risk Assessment Points raised by the council’s legal team have been satisfied in the setting

and signing of the partnership agreement. Overall, risks will be managed through internal monitoring and Lead Partner monitoring of the project. Brexit will happen before the end of the GO TRADE project - https://interreg5a-fce.eu/assets/Uploads/BREXIT-9.pdf. The Treasury has guaranteed to fully fund all projects agreed and approved prior to the UK leaving the EU. The establishment of this partnership and the commitment of funding to it is timely in helping to focus activity in the next stage of the Market’s growth in terms of business support activity and funding of themed markets and other events.


Funding submission approved July 2017. Partnership agreements signed September 2017.


2020


https://interreg5a-fce.eu/assets/Uploads/BREXIT-9.pdf


Name of Partnership Gravesham Area Board

Responsible Officer David Hughes, Chief Executive




To enable the council to work with key partners to collectively review and steer available public resources to better meet the needs of the communities within Gravesham.

Expected outcomes That the council continues to strengthen its partnership links (where required) in order to work jointly to deliver better outcomes for members of the community.




Gravesham Borough Council has a budget of £1,000 which is utilised for costs incurred by the council in relation to the administration of the Area Board and its objectives. In addition, officer support to the Board is provided by members of the Corporate Performance and Committee and Electoral Services teams as required.

Partnership membership Membership of the Area Board is as follows: • Five Borough Councillors (including the Leader of the Council who will

Chair the Board); • Five County Councillors representing the Borough; • A representative from Kent Police; • A representative from Kent Fire and Rescue Service; • A maximum of two public health sector representative(s) including one

from the Dartford, Gravesham and Swanley Health and Well-being Board;

• A representative from Jobcentre Plus; • A representative from Council for Voluntary Service NWK; • A representative from Kent Equality Cohesion Council; • A representative from Citizens Advice in North & West Kent; • A representative from North Kent College; • A representative from CAS Training Solutions (CIC); and • A representative from the Ebbsfleet Development Corporation. For appropriate agenda items representatives of other organisations will be invited to attend Board meetings in a guest capacity as determined by the Board.

Governance arrangements Terms of reference are in place for the partnership that set out: • The role of the Board as well as the responsibilities of its Members in

contributing to its success; • Specific details of the membership of the Board along with details of

how new membership requests should be dealt with; • The decision making process of the Board and the basis for a quorum

as well as the requirement for Members to declare any interests they may have;

• Specific governance arrangements for the board and its administration; and

• Details of how any specific complaints regarding the Area Board will be dealt with.

• Meetings are formally minuted with the minutes circulated to all Members once agreed by the Chair and Vice Chair.


N/A. At present the Area Board does not have responsibility for its own budget. Where collaborative projects are delivered between partners contributions are made on an individual agency basis.


In monitoring the delivery of the work of the Gravesham Area Board, the Board publishes an ‘Annual Report’ prepared in May of each year. This report also acts as a catalyst for agreement to the business of the Board in the coming year. As the board’s priorities are reviewed, so is the Board’s Membership. Annual reviews are carried out to ensure relevant partners are involved in the Board’s activities.

Risk Assessment This partnership is considered to be low risk.


01 April 2011 Date Partnership Terminates (if applicable)

N/A



Name of Partnership Gravesham Arts Council (GAC)

Responsible Officer Lyndsey Thompson, Arts and Heritage Officer

Lead Member(s) Councillor Jordan Meade, Cabinet Member for Heritage, Tourism, the Arts and Young People



Delivery of local art development services and providing the opportunity to develop a rich and varied artistic and creative life through a Service Level Agreement (SLA). The purpose of this SLA is to define the relationship between Gravesham Borough Council and Gravesham Arts Council, and to set out the terms of the working relationship between the two parties.

Expected outcomes The arts and cultural services provided by GAC shall be available to all who need assistance irrespective of disability, age, race, gender, sexual orientation, or religious belief. A range of arts development services of a high standard shall be provided to the people of Gravesham by GAC and its members from the aims contained in the GAC Constitution, GBC Corporate Plan and Cultural Strategy. GAC also manage and operate St Andrews Arts Centre in providing arts and cultural opportunities to the public and to recommend to GBC improvements to the facilities in accordance with the terms and conditions of the lease agreement. Opening hours will be in accordance with the premises licence and any other licence requirements


Corporate Objective 2: Stronger Gravesham • Establish a programme of targeted community events and

engagement opportunities to develop a more cohesive community.


• A grant of £6,000 payable annually in accordance with SLA. • Premises cost budget: St Andrews Art Centre £3,930. NB The arts centre is owned by GBC and rented to GAC. The rent is determined by Property Services. As a rule all internal maintenance and service charges are the responsibility of GAC – with GBC responsible for external maintenance and repairs to the building.

Partnership membership Local arts organisations, individual art members, Council Members and Officers.

Governance arrangements The governance arrangements for the partnership with the Gravesham Arts Council are set out in the 2017-18 Service Level Agreement (SLA). The purpose of this SLA is to define the relationship between Gravesham Borough Council and Gravesham Arts Council and to set out the terms of the working relationship between the two parties.


The Executive Committee of GAC shall monitor all of its financial dealings. The Executive Committee shall submit as part of the performance monitoring below provide a copy of the current year’s audited accounts to GBC's showing in detail how the grant has been used (and what is planned) and a review of GAC’s activities by way of an Annual Report to include an updated business plan for the following year.


The total GBC grant funding available for GAC during the year commencing 1 April 2017 until 31 March 2018 is £6,000. Under this arrangement GBC will receive a report from GAC on each planned, but not limited to the events: attendance, performers, publicity, budget, content etc. Subject to a satisfactory outcome the following grant funds would then be released.

Risk Assessment Although the St Andrews Art Centre revenue costs are currently relatively low, because the building was built in the late 19th century and constructed on the river bed of the Thames high maintenance costs could develop in the future.

Gravesham Borough Council - 23 - Register of Partnerships – December 2017 Date Partnership Created / Approved by Cabinet

On-going Date Partnership Terminates (if applicable)

SLA agreed to 31 March 2018



Name of Partnership Gravesham Gateway

Responsible Officer Anita Tysoe, Service Manager (Customer and Theatre Services)

Lead Member(s) Councillor Sandra Garside, Lead Member for Sport, Leisure and Arts

Statutory Status Non-statutory


Gateway is a partnership between Kent County Council and Gravesham Borough Council, set up to provide a wide range of public and voluntary services in one convenient location. Gateway is about creating better access for customers to a range of public services. In providing access at a single location, it is intended to: • improve the customer’s experience of seeking assistance by creating

a friendly and approachable service providing joined up and effective delivery;

• improve service delivery by increased customer focus and sharing of information; and

• increase efficiency by working collaboratively.

Expected outcomes Joining up of information to the benefit of customers; information sharing.




• Management and Officer time to drive the direction of the Gateway and deliver customer service requirement.

• The Gateway is located in the Civic Centre reception and there is use of facilities in the Civic Centre for Gateway staff.

Partnership membership Kent County Council and Gravesham Borough Council

Governance arrangements Current reporting mechanism covering financial planning, operational issues and general performance is in place between Service Manager (Customer and Theatre Services) and Director (Communities) (GBC), and Gateway Operations Manager. Decisions relating to the budget or fundamental changes are reported to Members.


Annual budget review and business planning.


Reports to GBC Management Team and Lead Member.

Risk Assessment KCC and GBC have signed agreements to deliver the joint Gravesham Gateway for a period of 15 years. KCC contribute 50% towards the costs of management, staffing and premises space. Generated income is also shared on a 50/50 basis. The risk would be if the partnership arrangement were dissolved by either party then a share of the initial set-up and building costs would be awarded to the other party.


April 2010 Date Partnership Terminates (if applicable)

2025 if runs to full term of 15 years



Name of Partnership G-Safe

Responsible Officer Kath Donald (Strategic Manager, Community Safety Unit)


Statutory Status Non-statutory Partnership


G-Safe aims to: • Reduce and prevent crime and anti-social behaviour including alcohol-

related crime and disorder; • Improve the detection of crime with a view to apprehending and

prosecuting offenders; • Reduce fear of crime and the effects of fear of crime; • Create a safe and secure environment for customers, staff and

visitors; • Strengthen joint working between the business community, Police,

Local Authority and other agencies and organisations both locally and in partnership with neighbouring Districts and Boroughs.

Expected outcomes Reductions in crime, anti-social behaviour and substance misuse; Increased confidence within the business and retail community in Gravesham as a good place in which to invest; Improved public perceptions about personal safety and the promotion of Gravesham as a safe place to socialise.


Strategic Objective One – Safer Gravesham Strategic Objective Two – Stronger Gravesham Strategic Objective Three – Sustainable Gravesham


The day-to-day management, delivery and financial control of the Scheme has operated independently of the Council since June 2011, bringing the Scheme in line with other Town Centre Crime Reduction initiatives across the County and as recommended by Kent Police. The G-Safe Co-ordinator is employed and managed directly by the G-Safe Board. The Council provides the G-Safe Co-ordinator with an office desk based in the Community Safety Unit (CSU). CSU officers attend and provide advice as appropriate to G-Safe Board meetings. This ensures that good links are maintained between G-Safe Radionet members, the CSU and the CCTV service operating from Medway Control Centre. The CSU works closely with the G-Safe Co-ordinator and there are real advantages to her being co-located at the Civic Centre, including attendance at CSU Daily Briefing meetings and enabling the sharing of information particularly with Licensing Officers. Close working between the CSU and G-Safe is also beneficial as the Scheme provides the CSU with further resources to deliver community safety projects and initiatives e.g. the Safer Socialising Scheme, Shop Safe Scheme for vulnerable people, the use of Exclusion Notices for those engaging in crime and ASB, that would otherwise be very difficult to fund or staff. Quarterly G-Safe Board meetings are attended by the CSU Strategic Manager. Bi-monthly Members’ Meetings are also often attended as these are particularly helpful for information-sharing regarding prolific offenders.

Partnership membership Gravesham Borough Council, Kent Police, local retailers, businesses and licensed premises, KCC Community Warden Service, Street Pastors, Medway CCTV Control Centre.

Gravesham Borough Council - 26 - Register of Partnerships – December 2017 Governance arrangements The Scheme is governed by a Constitution and Code of Practice as

agreed by the G-Safe Board to accurately reflect the current arrangements. The Scheme’s operating practices are audited by the Association of Business Crime Partnerships (ABCP) and it has been recognised as having excellent procedures in place. Audits by ABCP take place every two years and the last audit deemed the Scheme worthy of a Distinction for its governance arrangements. The Strategic Manager, CSU, attends the quarterly G-Safe Board meetings because of the benefits of our joint working but the Council does not have any voting rights. Whilst Council officers attend these meetings they do not have any responsibility for their administration or governance – these functions are carried out by the G-Safe Co-ordinator.


Financial management of the Scheme now rests in its entirety with the G-Safe Board as the Scheme operates completely independently of the Council. We are not required to support the Scheme financially and the G-Safe Board conducts its own financial monitoring. The Scheme has from time to time bid for CSU funding and is then subject to the same criteria and application process that applies to all other organisations approaching the CSU for financial support.


The Scheme is a self-financing initiative with its running costs being met through Radionet membership fees. The CSU supports the G-Safe Board in efforts to promote and expand the Scheme by providing the G-Safe Co-ordinator with details of any businesses that may be interested in becoming members and in opportunities to secure additional funding e.g. to improve the quality of the radio system in place. Clearly a risk to the Scheme would be a fall in membership but to date membership numbers remain stable and the Scheme is currently financially secure. A further possible risk issue is resilience: the G-Safe Co-ordinator is one individual working part-time therefore there is no ‘back-up’ during periods of absence.

Risk Assessment The performance of the Scheme is monitored by the G-Safe Board at regular Board meetings to which CSU Managers are invited and the minutes of which are received. Performance reports on issues, such as the number of persons on G-Safe Exclusion Orders, are provided to the CSU through bi-monthly Tactical Team meetings and regular updates are also received on the publication of quarterly newsletters.


As an independent entity, created in June 2011


--



Name of Partnership Housing Associations (Registered Providers)

Responsible Officer Sharon Donald, Housing Strategy and Development Manager

Lead Member(s) Councillor Anthony Pritchard, Lead Member for Housing Delivery



Delivery of affordable homes in the borough.

Expected outcomes To achieve the council’s target of 30% affordable housing on all eligible sites and to ensure that the mix of affordable homes provided meet housing need in terms of type, size and tenure.




Officer time. GBC Assets: • Gravesham BC buildings/meeting rooms are used although not on a

permanent basis.

• Section 106 funds can also be used by the Housing Associations to help deliver affordable housing.

Partnership membership Abbeyfield; Affinity Sutton; Amicus Horizon; Circle Anglia; Gravesend Churches Housing Association; Hyde Housing Association; London & Quadrant Housing Trust; Moat; Sanctuary Housing; Town & Country Group.

Governance arrangements The partnership was reviewed during 2010 through the North Kent Housing Partnership. Following consultation a North Kent wide protocol for working with affordable housing providers was agreed and signed by all existing affordable housing providers across North Kent. A copy of the protocol is available at www.gravesham.gov.uk/housingstrategy. Registered Providers are regulated by the HCA (formerly regulated by the Tenants Services Association).


The use of funds collected through S106 Planning obligations are monitored through a dedicated database, and at monthly budget meetings with the Senior Accountant. These arrangements were developed following an Internal Audit review of Section 106 and Unilateral Agreements that took place in August 2009. A follow up audit took place during 2009-2010. Copies of Annual Reports and Financial Statements are regularly provided.


Housing associations provide monthly updates on all new-build completions and lettings to the Housing Strategy and Development Section. 1-2-1 meetings are held with representatives from partner housing associations on a regular basis.

Risk Assessment Although there is no formal risk assessment undertaken, the Homes and Communities Agency monitor and regulate all Registered Social Landlords (Housing Associations). Should a partner housing association fail this could affect the council’s overall affordable housing target and the ability to meet housing need and our duty to house.


2004 Date Partnership Terminates (if applicable)

N/A

http://www.gravesham.gov.uk/housingstrategy


Name of Partnership IT Services - Shared Management





Reduced cost of IT Service to each council. Increased resilience across the two IT Teams.

Expected outcomes To deliver an effective IT service to Gravesham Borough Council and Tonbridge & Malling Borough Council, providing financial savings while maintaining a high quality service. To align policies and procedures and institute common working practices at both sites as an aid to improving efficiency and resilience, taking best practice from each authority. To share skills, knowledge and experience across the teams to the benefit of both councils.

Links to GBC Objectives Corporate Objective 4: Sound and self-sufficient council


The IT Manager employed by Gravesham Borough Council is shared by the two partners on a 50:50 basis.

Partnership membership Gravesham Borough Council and Tonbridge & Malling Borough Council

Governance arrangements Partnership Agreement in place (signed by both partners and the secondee) which sets out:

• The agreed secondment arrangements for the officer involved including details of the services that are to be provided under the terms of the agreement;

• How secondment costs are to be calculated and shared between the two partners;

• The responsibilities of each partner in relation to management of the secondee; and

• Arrangements for maintaining confidentiality of information held by each partner.

Arrangements for the resolution of conflicts/disputes and the termination of the secondment arrangement.


Gravesham Borough Council will receive an income from Tonbridge & Malling Borough council for the shared IT Services Manager. The income from this arrangement will be monitored through the council’s internal budget monitoring processes and reported via the established financial reporting arrangements.


A formal partnership review will be undertaken after the partnership has been operational for six months with regular annual reviews thereafter.

Risk Assessment A Risk Assessment was undertaken prior to the partnership commencing and is monitored on an on-going basis – it is considered that there is a low likelihood of this partnership causing serious problems to the council. If the partnership was not to deliver the anticipated benefits, the partnership could be discontinued and the IT service would be able to revert back to each council.


01 April 2012 Date Partnership Terminates (if applicable)

On-going, but with annual reviews



Name of Partnership Kent Connects

Responsible Officer Darren Everden, Service Manager (IT)

Lead Member (s) Councillor David Turner, Leader of the Executive



To lead the deployment of technology across Kent encouraging shared services, use of best practice, joint procurement thereby delivering efficiencies and savings. To work with all service providers in Kent in the use of technology to enhance the customer service experience. To provide internet connectivity, links to all Kent district authorities and the Public Service Network through the partnership at reduced operational cost, leveraging economies of scale.

Expected outcomes Reduced costs and efficiency gains through standardisation and joint procurements. Opportunities to participate in external funding bids Sharing staff resources.

Links to GBC Objectives Corporate Objective 4: Sound and self-sufficient council


Annual subscription of £20,000 per annum paid by the council which funds a range of core services such as the shared network for Internet access, Public Service Network (PSN) and shared training.

Partnership membership All Kent District Councils, Kent County Council, Medway Council, Kent Police, Kent Fire & Rescue, South East Commissioning Support Unit (NHS).

Governance arrangements The Governance is set out in the Kent Connects Partnership Agreement. The partnership agreement sets out the following: • The objectives and priorities of the partnership along with clarification

of the partners’ roles and responsibilities in the partnership; • Details of how any declarations of interest are to be made and

emphasising the requirements of partners to declare these; • Details of how funding will be applied across the partnership, how this

will be accounted for and how the costs will be funded through partners agreement;

• Specific details of legal issues including procurement, financial procedure rules and insurance requirements;

• Details of how partners are able to withdraw from the partnership should they wish to; and

• Specific schedules to detail the constitutional arrangements for the relevant Boards that make up the Kent Connects partnership.

The partnership has a Public Services ICT Board which has full strategic responsibility for all aspects of the Partnership including budget setting, user charges, subscription fees, contractual development of the partnership and the organisation of commercial activities. The partnership also has a Strategic Project Board, that reports in to the Public Services ICT Board, who’s main objective is to initiate and develop projects, products and services as directed by the Public Services ICT Board. In addition, the Joint Kent Chief Executives Group approve the strategic direction of the Partnership and review its progress at its meetings every two months or otherwise as agreed.


Annual budget is agreed and monitored by the Kent Connects Public Service ICT Board.


Performance is managed using the project management for each project. Projects are reported to the Strategic Projects Board.

Risk Assessment All projects are managed using Prince2 and are risk assessed.



N/A



Name of Partnership Kent Downs Area of Outstanding Natural Beauty (AONB) Partnership

Responsible Officer Wendy Lane Assistant Director (Planning)

Lead Member(s) Councillor Julia Burgoyne, Lead Member for Planning & the Environment

Statutory Status Statutory Partnership


To secure the conservation and enhancement of the Kent Downs AONB whilst supporting the social and economic wellbeing of its communities. Objectives: (1) to help realise the strategic vision for the Kent Downs AONB, and to oversee the Kent Downs AONB Management Plan; (2) to provide advice to those of its members with statutory responsibilities for the effective management of the Kent Downs AONB.

Expected outcomes (1) a secure and more independent Kent Downs AONB Partnership. (2) a Kent Downs AONB Partnership which is recognised as ‘The

Champion’ for the AONB. (3) the delivery of a well-supported Kent Downs AONB Management Plan

through partners and focussed Kent Downs AONB led projects. Links to GBC Strategic Objectives

Corporate Objective 3: Sustainable Gravesham GBC has a statutory duty placed upon it to act jointly, in partnership with other local authorities to prepare and review an AONB Management Plan under the Countryside and Rights of Way Act 2000. GBC also has a statutory ‘duty of regard’ placed on it towards the purposes of the AONB in all of its functions – the AONB Management Unit assists with this work in partnership with the other member local authorities.


Financial: annual contribution of £4,138 as a standstill budget to be reviewed annually. This matches all other AONB Kent district local authorities and is around 1.3% of the AONB Management Unit’s £310,641 core budget; 72% coming from DEFRA and 28% coming from Natural England. Human Resources: 1 officer attendance (twice yearly) at the AONB Joint Advisory Committee (JAC). Required to comment on consultation documents and take forward to adoption as appropriate with GBC. Use of Buildings: the Kent Downs AONB Partnership does not require use of GBC offices for the JAC Meetings. JAC Meetings are held within the AONB at various locations at no additional cost to GBC.

Partnership membership Public: Natural England, English Heritage, Ashford Borough Council, Canterbury City Council, Dover District Council, Gravesham Borough Council, Kent County Council, London Borough of Bromley, Maidstone Borough Council, Medway Council, Sevenoaks District Council, Shepway District Council, Swale Borough Council, Tonbridge & Malling Borough Council, Kent Association of Local Councils, Environment Agency. Private: Country Land and Business Association, National Farmers Union, Visit Kent. Voluntary: Action with Communities in Rural Kent.

Governance arrangements Terms of Reference: The Kent Downs AONB Partnership has a set of Terms of Reference agreed by the JAC covering: (1) Remit; (2) Membership; (3) Power to Co-opt; (4) Voting Rights; (5) Election of Chairman; (6) Frequency of Meetings; (7) Secretariat; (8) Agenda. Constitution: The Kent Downs AONB Partnership constitutes: (1) JAC; (2) Executive Group; (3) AONB Forum; (4) Sub-committees; (5) AONB Management Unit. Memorandum of Understanding: A Memorandum of Understanding was signed by all partner local authorities and Natural England.


Financial Reporting Time Frame: A report is prepared by the AONB Management Unit Director on the financial position which is presented as an item at each JAC meeting (twice yearly). Budget Monitoring/Management: The JAC agrees the annual budget and the priorities for the Kent Downs AONB. Each partner may ask for further details should it wish.


Performance Monitoring Arrangements: Regular reports are prepared and presented to the Kent Downs AONB Partnership JAC and Executive, which meet twice yearly and four times yearly respectively. The Business Continuity Plan is reviewed annually and presented to the JAC and Executive. A monitoring arrangement has been agreed nationally with Natural England. Review of Partnership Arrangements: In 2002, a review of staffing and governance was undertaken. In 2008 (following the review of the AONB Management Plan), a review of the Terms of Reference was undertaken. The AONB Management Unit has commissioned an internal audit of its finances and management arrangements.

Risk Assessment Risk Assessment: The Kent Downs AONB Management Unit has a Business Continuity Plan and a Risk Register which covers the risks of the Unit and, to some extent, the Partnership (available on request). Risk to Council: Failure to meet its statutory duties including the ‘duty of regard’ to the Kent Downs AONB. Mitigation: The Kent Downs AONB Partnership has been successful at meeting its aims and objectives, therefore it has not been necessary to take mitigation action.


14 July 1997


N/A



Name of Partnership Kent Energy Efficiency Partnership (KEEP)

Responsible Officer Dipna Pattni, Energy Initiatives Officer


Statutory Status Non-statutory Partnership


Co-ordinating a range of initiatives to cut CO2 emissions, reduce fuel poverty and support delivery of government environmental targets via partnership working through all the Kent local authorities and the Energy Saving Trust Advice Centre (ESTAC). Bring funding for Kent to encourage take up of sustainable energy measures and to eliminate fuel poverty.

Expected outcomes To work towards the relevant government performance standards including the Home Energy Conservation Act 1995 (HECA).




Officer time to attend and chair bi-monthly meetings and to engage in future schemes with other partners. Officer time to attend training/conference days to acknowledge guidance in helping the government reach its targets under the Energy Act 2011 and the Climate Change Act 2008. To help develop policies/strategies for GBC and Kent.

Partnership membership All local authorities in Kent, including Kent County Council.

Governance arrangements The governance arrangements for the partnership are set out in the group constitution. The purpose of the group is to improve the council housing stock through energy efficiency measures to deliver aims, objectives and targets identified in The Department for Business, Energy & Industrial Strategy (BEIS) returns. The constitution sets out:

• Each local authority will have a representative from their local authority who will assist in delivering energy initiatives across Kent and their local area;

• Regular meetings including workshops to discuss current issues, share ‘Best Practice’, review progress of on-going projects and circulate case studies where necessary;

• Encouraging working partnerships between local authorities and other agencies in the public, private and voluntary sectors;

• Where appropriate, assist with securing funding and services for works and projects within the Region;

• Taking forward new local, regional and national initiatives on issues relating to the purpose of the partnership; and

• Annual nomination of Chair and Secretary.


Reporting to the Chartered Institute of Public Finance and Accountancy (CIPFA) and The Department for Business, Energy & Industrial Strategy (BEIS) and through performance indicators.


Annual review of partnership and constitution.

Gravesham Borough Council - 36 - Register of Partnerships – December 2017 Risk Assessment Delivery of energy efficiency initiatives in Gravesham and Kent wide could

be at risk without a delivery vehicle such as this. Not funding risks detriment to National Targets and Performance Indicators related to energy efficiency and additional burden on GBC staff to provide advice and guidance.



N/A



Name of Partnership Kent Equality Cohesion Council





The objectives of the KECC service, to which KECC adhere are: To work towards reducing inequality, eliminate discrimination, strengthen good relations between people and promote human rights in the County of Kent.

Expected outcomes • Assist GBC in bringing new and resident communities together through community events such as St George’s Day, Gravesham Festival, Fusion Festival, Christmas Light Parade and specific pieces of community development work;

• Assist GBC in consulting with various communities about GBC policies and services and wider issues linked to the development of the area;

• Advise GBC on its own policies with regard to diversity; • Provide advice to residents on issues relating to all of the strands of

equality and diversity; • Attendance at the Community Cohesion Group and Area Board; and • Working with the council around emerging new communities and any

associated issues.




Grant of £12,360 per annum.

Partnership membership --

Governance arrangements Governance arrangements for the partnership with Kent Equality Cohesion Council (KECC) are set out in the Service Level Agreement. The purpose of this operational agreement is to define the relationship between Gravesham Borough Council and KECC and to set out the terms of the working partnership between the two parties. Specifically, the service level agreement sets out a number of integral governance elements including: (1) Term of Agreement; (2) Responsible parties; (3) Staffing provision; (4) Financial arrangements; (5) Insurance provision; (6) Partnership monitoring arrangements; (7) Partnership review process.


Produce annual audited accounts.


Annually through the Service Level agreement (SLA).

Risk Assessment There is an internal community cohesion group and the KECC participate in that. Cohesion Plus (which is a separate but linked aspect of what the KECC delivers) is the active partner in our community cohesion events and from this perspective also brings significant funding to some of those events.


Current SLA commenced April 2017


Current SLA terminates March 2018



Name of Partnership Kent Home Choice

Responsible Officer Wale Adetoro, Assistant Director (Housing)

Lead Member (s) Councillor Anthony Pritchard, Lead Member for Housing

Statutory Status Statutory – The Homelessness Act 2002


Aim: To allow Gravesham Borough Council to abide to the 2002 Act to ensure that our allocation policies provide for choice wherever possible. Provide guidance on how the implemented choice based lettings scheme works. Objectives: 1) To meet the particulars of the “Choice Based Lettings Code of

Guidance”. 2) Ensure we have introduced an ”advertising scheme” (Choice Based

Letting). 3) Publish a statement in our allocation scheme about our commitment to

offering choice to applicants wherever possible. 4) Provides guidance on how to implement a choice based lettings

scheme.

Expected outcomes 1) Ensure compliance with statutory obligation. 2) Provide more choice to all applicants on the housing register applying

for housing with the authority’s area. 3) Ensure “Kent best practice” by working in partnership with other Local

Authorities and Housing Providers to develop a Kent wide scheme. 4) Delivery of a more open, audited, allocations process to all housing

applicants.

Links to GBC Objectives Corporate Objective 2: Stronger Gravesham Gravesham Borough Council has a statutory duty, along with all other UK Local Authorities to observe the requirements of the Homelessness Act 2002.

GBC Resources (financial, officer, assets etc.)

Financial: An initial financial development contribution of £12,000 was paid to the partnership in 2008. A contribution of £18,000 is made by the council each year. Human Resources: Team of four: - one Senior Allocations Officer, one Allocation Officer and two Applications Admin Officers employed full time to advertise vacancies, assess applications for housing, monitor the housing register, and shortlist applicants for nominations to housing. Use of Buildings and resources: The Allocations Team are housed on the first floor of the Civic Centre and have full access to IT systems, the internet and telephone systems.

Partnership membership Development Members of Locata. The organisation which owns, maintains and develops the IT and Software system that allows Kent Home Choice to operate as an integrated, standalone computer database in the advertising of all properties, and the holding of the details of all applicants and histories of bids made on all council premises advertised. Also produces the auditing information regarding performance and value for money of the Kent Home Choice system. Other members include all other Kent Local Authorities, including Medway and Registered Providers operating within the county.

Governance arrangements Locata run two independent bodies to manage and organise the Home Choice Scheme. The Kent scheme has its own constitution which provides: • A board consisting of all Kent District Council senior officer

representatives created to oversee and observe the observation by Locata of all statutory and best practice requirements of the Homelessness Act 2002.

Gravesham Borough Council - 39 - Register of Partnerships – December 2017 Governance arrangements (continued)

• The Users Group. A combined body of all “development members” of Kent Home Choice. Made up of the individual Local Authorities running the scheme. The Group looks at, and joint works with technical issues such as software upgrades, failures in the IT system, the implementation of any additional database reports, or any practical failures of the Home Choice system in service provision of the stated aims of compliancy with the 2002 Act.


The Allocations Team are required to provide at the middle yearly quarter a budgetary forecast for the costs of membership of the system for the next financial year. The team’s obligations are to keep the yearly cost at the prescribed level, avoid increases above the level of inflation and ensure the scheme delivers value for money.


Performance Monitoring Arrangements: Locata provide an auditing service which provides regular fortnightly, monthly, quarterly and yearly statistics on the performance of the system. These reports detail the number of properties advertised, let and the time taken to let them. The number of applicants, their personal household details, how long on the waiting list and the amount of offers/bids they have made. The system also breaks down performance, regionally, by authority, by property type, by gender and by age. Review of Partnership Agreements Yearly. With a budgetary and Service review of the Locata System being carried out. All members are required to agree afresh the terms of the Service, costs, provisions and technical requirements of the system. In actuality these are likely to be based on any changes in legislation, fit for purpose, technical failures and budgetary restraints.

Risk Assessment Kent Home Choice is an independent standalone system run by the Locata organisation. As a “bought in” service, it has its own Business Continuity Plan. And will run independently of Gravesham Borough Council in the event of a major incident. Gravesham Borough Council’s Business Continuity Plan covers the absence of the Allocations Team in a major incident.



N/A



Name of Partnership Kent Housing Group



Statutory Status Statutory – The Housing Act 1985, Local Government and Housing Act 1989, Landlord and Tenant Act 1985 and The Localism Act.


Aim: To allow Gravesham Borough Council to abide to the above legislation to ensure that our policies provide/promote collaborative working, sharing expertise and resource to bring efficiencies to common areas of work, that add value to the outcomes, and produces value for money for members, residents and communities we serve. Aim also includes:

1) Provide strategic leadership - shaping and setting the housing agenda;

2) To build relationships and influence decisions for the benefit of Kent;

3) To draw in resources from both traditional and alternative sources; 4) To work together to improve the supply and quality of affordable

homes; and 5) To create sustainable communities in Kent.

Objectives: 1) Share good practice and understanding of the housing market in

Kent and Medway; 2) Ensure there is a supply of good quality new homes to respond to

need and existing social/affordable and private rented homes are managed to a high standard;

3) To develop shared practice and ways of working to increase consistency across the region, to improve access to services and standards of service delivered; and

4) To contribute the collective views of the housing sector in Kent and Medway to influence Central and Local Government policy and regulation to support our communities.

Expected outcomes 1) Ensure compliance with statutory obligation. 2) The continued delivery of key infrastructure to support

managed growth and housing delivery across the County. 3) The continued regeneration of our disadvantaged

neighbourhoods to bring them in line with more affluent parts of the County.

4) The provision of choice and affordability in housing for the citizens of Kent and Medway, including rural communities, which meets their needs and aspirations.

5) The managed improvement and retrofit of existing homes to make them fit for now and the future.

6) To support vulnerable people in housing need to fulfil their potential and live a high quality life through the provision of excellent housing and support services.


Corporate Objective 2: Stronger Gravesham Gravesham Borough Council has a statutory duty, along with all other UK Local Authorities to observe the requirements of the; Housing Act 1985, Local Government and Housing Act 1989, Landlord and Tenant Act 1985 and Localism Act 2011.

Gravesham Borough Council - 41 - Register of Partnerships – December 2017 GBC Resources (financial, officer, assets etc)

Financial: There will be an annual membership subscription to cover the cost of employing the Kent Partnership Manager(s) and/or other activities and initiatives agreed by the Group. The administration of the KHG finance will be managed by a KHG member organisation, agreed by the group. The current agreed sum due is £3,000 per member organisation per annum, KCC will pay £8,000 per annum. Human Resources: Assistant Director for Housing attends three times a year Kent Housing Group meetings. • Various sub-officer group meetings to be attended by the Housing

Options Manager, Housing Operations Manager and Private Sector Housing Team Leader.

Partnership membership The Kent Housing Group (KHG) is a forum for social housing organisations in Kent. KHG has representation from all twelve Kent local authorities, Medway Council, over sixteen housing associations and Kent County Council. KHG also has affiliated representation from the Homes and Communities Agency and when required other partner agencies.

Governance arrangements KHG has a Chair and Vice Chair, these two positions are held and rotated by a local authority Head of Housing and a Senior Housing representative from a Housing Association, the posts are held for period of two years. The KHG is also supported by two Partnership Managers, who work with the Chair and KHG members to ensure that objectives are set and achieved. The Kent Housing Group also has a number of sub groups and task and finish groups, with representation at a number of levels from a number of organisations that report back to it every quarter. Each of the sub groups has a KHG Executive Board Member as mentor to assist the group with work plans and outcome. Each sub group has an elected Chair and Vice Chair and an agreed Terms of Reference.


The Kent Housing Group Treasurer will be responsible for the preparation of an annual budget to support the work of the group and will report quarterly to Executive Board on the financial position. The budget will be agreed in January of each year and at the same time a report of the previous year’s budget will be made. The Kent Housing Group Budget will be monitored by the Executive Board on a quarterly basis.


Performance Monitoring Arrangements: In addition from time to time KHG will set up task and finish groups to undertake specific pieces of work identified by KHG and/or the Executive Board to be required to benefit the majority of members. These will have a clear brief on the outputs/outcomes required and will report to the Executive Board in the first instance before wider presentation to KHG. Review of Partnership Agreements The Chair of the Kent Housing Group will also Chair the KHG Executive Board and will serve a period of two years from election. The Chair will alternate between Local Authority and Housing Association representatives. The Vice-Chair role will also be elected every two years and will of necessity alternate between the Local Authority and Housing Association. Elections will be held every two years at the full KHG Meeting in January with the Vice-Chair standing for Chair. All reporting will feedback ultimately to the Kent Forum.

Gravesham Borough Council - 42 - Register of Partnerships – December 2017 Risk Assessment Given the nature of the KHG there may be times when issues discussed or

actions undertaken by the Group present a conflict of interest either from a personal or organisational (that is the organisation with whom you are employed) perspective. All members need to be aware of this and where appropriate should declare any interests by advising the Chair of the meeting and where necessary will withdraw from consideration or decision making on a particular item. No member should have any financial interest in any contract or transaction associated with the Group. Where one may exist that member should declare an interest and withdraw from the decision making process. Members are expected to maintain confidentiality of matters discussed by the Group, where appropriate or needed, particularly in respect of financial matters or any personal disclosures made by colleagues.



N/A



Name of Partnership Kent and Medway Air Quality Partnership


Lead Member(s) Councillor John Knight –Public Protection and HR portfolio

Statutory Status Non-statutory Partnership (Department for the Environment, Food and Rural Affairs (DEFRA) recognised good practice)


The major aims and objectives of the Partnership are:

• Facilitate a co-ordinated approach through Kent and Medway for the Local Air Quality Management (LAQM) obligations placed on local authorities under the Environment Act 1995;

• Compile, update and maintain an Emissions Inventory of air pollution sources in and around Kent, to assist with the LAQM process;

• Comment on and influence the economic, planning and transport policies within the county so that air quality issues are properly considered and addressed;

• Gain an understanding of the health implications associated with poor air quality and the threat it poses to the health of Kent and Medway’s communities;

• To promote an awareness of air quality issues by working with national agencies, neighbouring authorities, and European partners and to participate in joint initiatives to further the knowledge and understanding of air quality issues; and

• Liaise with DEFRA and Government bodies to assist with the implementation of the National Air Quality Strategy.

Expected outcomes Continued partnership working across Kent working closely with public health colleagues at Medway Council and Kent County Council. The Partnership is working with Kent Public Health to deliver an Awareness raising campaign around the links between air quality and health. Material for a number of key groups, i.e. professionals/decision makers, business, the general public, children/parents is being developed. This has included a toolkit for schools linked to the national curriculum. It has been completed and is available for wider use. Opportunities for reduced costs and efficiency gains through joint procurement –such as is currently in place for the Kent and Medway Air Quality Monitoring Network and Local Air Quality Management Reports (LAQM) Opportunities to participate in external funding bids. Dissemination of knowledge and good practice.


Corporate Objective 3: Sustainable Gravesham


Six days per year. No financial implications of the Partnership itself; however Gravesham currently pays £2809.10 +VAT per annum as part of the jointly procured contract for the Kent and Medway Air Quality Monitoring Network.

Partnership membership All local authorities in Kent, Environment Agency, King’s College London, Health Authority, Highways Agency, Kent County Council, Kent Highways, KCC Public Health.

Gravesham Borough Council - 44 - Register of Partnerships – December 2017 Governance arrangements The Kent & Medway Air Quality Partnership is an officer group reporting to

the Kent Environmental Health Managers Group. As such only minimal governance arrangements are in place relating to terms of reference and frequency of meetings. Minutes are taken from the meetings and reported to all partners. These are not published in the public domain as this has not been considered necessary in the past however they are available to the public on request.


Kent & Medway Air Quality Monitoring Network contract awarded in 2017 and financially monitored by Swale Council. Previous to this Medway have been the procurement authority.


An officer from Gravesham BC is included in the Kent and Medway Air Quality Monitoring Network Contract Group which monitors the contract and the performance of the contractor. The AQ Partnership will continue indefinitely. The Monitoring Network will continue as long as it is supported by members at the time of contract renewal. At the current time all Kent authorities (except Dartford and Sevenoaks who are in the London network) are committed to a minimum of a three year data management contract for their monitoring stations. The aims and objectives are currently under review to ensure they include our public health responsibilities.

Risk Assessment It is not a statutory duty to be a member of the Partnership however it is recognised by DEFRA as an example of good practice which assists in ensuring consistency across the county. It is however a statutory duty to have air quality monitoring data managed and collated and disseminated to the public. The Kent & Medway Air Quality Monitoring Network contract includes this for all members. Dissemination to member, the public, developers and consultants is by the www.kentair.org.uk website.


Partnership created in 1992 Date Partnership Terminates (if applicable)

N/A


http://www.kentair.org.uk/


Name of Partnership Kent & Medway Sustainable Energy Partnership (KMSEP)





The KMSEP is an executive level group providing overall direction for the establishment of Energy Company Obligation (ECO) and Renewal and Sustainable energy for Kent and Medway. Its overarching purpose is to work in partnership to: • ensure residents and businesses get a clear and consistent message

about what ECO is and the best options available to them; • tackle fuel poverty by drawing in as much ECO and other funding to

Kent as possible; • support our local network of SMEs and take advantage of economic

growth and opportunities in the sector; and • reduce carbon emissions in Kent & Medway. The KMSEP will also work with advocacy groups such as Age UK, Citizens Advice Bureau, Home Improvement Agencies, Kent Fire & Rescue and PCTs in delivering aims from the Government’s Fuel Poverty Strategy, also the Kent Health and Affordable Warmth Steering Group and working with Public Health agencies.

Expected outcomes To work towards the government’s targets under the Energy Act 2011 and the Climate Change Act 2008. Delivering at local level through the Climate Local Kent/Kent Environment Strategy.




• Officer time to attend: Steering Group Meetings; Project Board Meetings; GBC Project Delivery Group Meetings and Communications Meetings and any future procurement/bids.

• Engage and help deliver energy measures within the borough through the partnership working in the domestic sector.

Partnership membership Gravesham Borough Council is a partner within the KMSEP. The partnership comprises public, private and voluntary sector bodies including representation from all local authorities in Kent and Medway, NHS, water companies, housing associations, business networks and communities.

Governance arrangements The Partnership has agreed to work together on projects as detailed in its Memorandum of Understanding (MoU) agreement/Framework Service Agreement/Form of Service Contract. To ensure consistency, the partnership’s structure will mesh with the existing governance structures developed to deliver strategies such as the Kent Environment Strategy and Kent and Medway Housing Strategy. The partnership will therefore include members of the Kent Environment Champions Group and Kent Housing Group, ultimately reporting back to the Kent Forum. A project board is set up to oversee the programme as a whole and enable key decision making. Key decisions will be made through the project board with consultation and ratification by the partnership group as a whole. Any communications, minutes and agendas from the board will be circulated to all partnership members and comments will be sought prior to meetings. Through a transparent communication network, all stakeholders will have the opportunity to be involved and will be able to track the partnership’s achievements.


Continuously, mini tendering for an ECO Financing Agreement which includes financing of ECO measures in homes within the GBC administrative area (Relevant Homes) through the Framework Agreement. Financial reporting will be worked through the Project Board in partnership with the appointed Kent Provider.


Fortnightly review at district level on project delivery. Bi-monthly review of partnership and its delivery through the Project Board meetings. Annual Steering Group meeting for the whole partnership co-ordination and delivery. All reporting will feedback ultimately to the Kent Forum.

Risk Assessment Identify opportunities and drivers, such as relevant targets, new HECA requirements, ECO eligible households, business opportunities, skills gaps etc. Without affecting any of its rights or remedies, either party to the Service Contract may terminate it with immediate effect by giving written notice to the other party.


Start date of Partnership – 20.07.2012 First Framework Agreement – 17.12.2012 – 31.03.2014 Current Framework Agreement – 11.11.2015


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Name of Partnership Kent ‘No Use Empty’ Initiative

Responsible Officer Sharon Donald, Housing Strategy and Development Manager Simon Doherty, Project Surveyor

Lead Member(s) Councillor Anthony Pritchard, Lead Member for Housing Delivery

Statutory Status N/A


To provide advice and information on empty properties including interest free loans to owners of empty properties to bring properties up to a saleable/lettable standard.

Expected outcomes • Reducing the number of empty properties in the borough and increasing a limited housing resource.

• Funds received from the New Homes Bonus being used for community improvements.




GBC staff resources will be varied dependent upon interest and take up of loans. There is no specific budget implication for Gravesham Borough Council.

Partnership membership Kent County Council and Gravesham Borough Council - although a Kent-wide partnership, the partnership agreement for provision of interest free loans will cover just the Gravesham area.

Governance arrangements A contract/agreement is in place between Kent County Council and Gravesham Borough Council which sets out the responsibilities of each authority and liabilities in relation to the No Use Empty Initiative interest free loans. KCC intend to issue loans to applicants referred to them by Gravesham Borough Council. KCC will indemnify Gravesham Borough Council against all financial risk associated with the scheme and will place a charge on the property via Land Registry prior to the release of any loans. Kent County Council has its own internal procedure, policies and decision making process to comply with in terms of the scheme as a whole and undertake the necessary checks on the title, local land charges, value of the land offered as security and as part of the loan process. Eligibility for new members to the Kent Country Council No Use Empty Initiative is the responsibility of Kent County Council.


Loans are provided directly by Kent County Council No Use Empty Initiative to help owners of empty properties bring them up to a saleable/lettable standard. Each loan goes through an internal risk assessment process at Kent County Council, which includes such things the financial standing of the individual or Company, adequate finance including KCC loan to complete project, ID checks for money laundering purposes, independent RICs valuation to confirm property offered is adequate security for the loan. The job is then monitored by GBC and KCC Officers on a regular basis to check progress, including on a request for additional payment of funds where there is a large loan and is being paid in tranches.


On-going monitoring of active cases. Monthly monitoring of incentive through Empty Property Working Group.

Gravesham Borough Council - 48 - Register of Partnerships – December 2017 Risk Assessment Low risk. The initiative has been running for 10+ years with all twelve

districts across Kent participating. The loans are provided by Kent No Use Empty and the partnership agreement will indemnify Gravesham against all financial risk that may be associated with the initiative.


Cabinet Committee approval – 15 September 2011


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Name of Partnership Kent Resource Partnership (KRP) Members Board

Responsible Officer Stuart Alford, Assistant Director (Environment)

Lead Member(s) Councillor Alan Ridgers, Lead Member for Environmental Services



To deliver the objectives of the Kent Waste Strategy: 1. Deliver the best possible outcomes on materials handled by the KRP

from household and other appropriate sources; 2. Deliver the best possible value for money to Kent taxpayers taking

account of whole-service costs paid through Council Tax; and 3. Secure the best possible outcomes through effective partnership

working among the 13 Kent councils, through the SE7 Project, with government, and across the supply chain.

Expected outcomes The expected outcomes of the partnership are: • To strengthen co-operation and joint-working across the council’s in

the partnership; and • An increased awareness across the county of waste and recycling

service including waste minimisation.


Corporate Objective 1: Safer Gravesham


• A budget of £305,750 is available for the Kent Resource Partnership in 2017-18. Gravesham Borough Council contributes £5,000 per year towards this overall budget.

• Officer and Member time from the Cabinet Portfolio Holder(s) and Director or Assistant Director.

Partnership membership All local authorities in Kent

Governance arrangements The Kent Resource Partnership has an Operating Framework in place. The framework sets out the governance arrangements for the partnership as a whole including (but not limited to): • Setting the scope of works for the partnership around three key areas;

waste collection and waste disposal functions, street cleansing functions and environmental enforcement functions;

• Setting out the strategic structure within which the Kent Resource partnership operates;

• Providing details of the specific governance of the Members Board; frequency of meetings, agenda arrangements, quorum details, chair and vice-chair selection, decision making process etc;

• Providing details of the Officers Advisory Group and the Operational Review & Improvement Group in a similar fashion to the Members Board above; and

• Details of the resources available to the partnership along with the expected contribution from partner organisations.


The Kent Resource Partnership agrees a Budget Plan and a Delivery Plan on an annual basis. Kent Resource Partnership Members Board is provided financial updates three times a year when it meets.


Partnership is reviewed annually. Performance information is reported every quarter.

Risk Assessment --


12 March 2007 Date Partnership Terminates (if applicable)

N/A



Name of Partnership Kent Safeguarding Children Board (KSCB)


Lead Member(s) Leader, Cllr David Turner (GBC Member ‘Safeguarding Champion’)

Statutory Status Statutory: s11/s13 of Children Act (2004)


Kent Safeguarding Children Board ultimately works to protect and safeguard the children of Kent. Specific objectives are: • To co-ordinate what is undertaken by each person or body

represented on the KSCB for the purposes of safeguarding and promoting the welfare of children in the area of the Authority;

• To ensure the effectiveness of what is undertaken by each person or body for that purpose; and

• To challenge partner agencies’ arrangements to safeguard children and to accept challenges to their own agency.

Expected outcomes Working alongside key partners, for the council to continually assess and improve its working practices in the safeguarding of children in the borough.


Corporate Objective 1: Safer Gravesham


Although represented on the strategic Board through a District Council lead (2017-18 - Chief Executive of Maidstone Borough Council), GBC has direct representation on a District council sub-group and related working group as detailed below; • KSCB District Council Safeguarding Leads (sub-group) • Child Sexual Exploitation Group (Champions Forum) GBC resources are limited to officer input/support, including a bi-annual audit process. Dedicated officer resource to the Board and its related projects is identified as; Director (Communities), Senior Corporate Change Officer and Corporate Performance Manager.

Partnership membership The Kent Safeguarding Children Board has the following Membership: • Children and Family Court Advisory and Support Service (CAFCASS) • Connexions Kent (CXK ) • District Council representative (Chair of the District sub-group*) • Health providers (nominated representatives from the Health

Safeguarding Group) • Kent Specialist Children’s Services • Kent Education and Young People Services • Kent Police • National Probation Service • Kent, Surrey and Sussex Community Rehabilitation Company • Nominated representatives of Kent Clinical Commissioning Groups • NHS England • Voluntary and Community Sector • x2 Lay Members *NOTE: The council’s current direct representation is with the District Board and its relevant supporting working groups.

Gravesham Borough Council - 52 - Register of Partnerships – December 2017 Governance arrangements The KSCB is underpinned by an annually reviewed Constitution. The

Constitution sets out the objectives for the Board and relevant governance arrangements (including the relationship with its sub-groups). Specifically for GBC, the KSCB District Council Safeguarding Leads sub-group has in place a Terms of Reference that set out the following: • The role of the Group as well as the responsibilities of its Members in

contributing to its success; • Specific details of the membership of the Board along with details of

how it is accountable to the KSCB; • Specific governance arrangements for the board and its

administration; and • Commitment to an annual review of the Group and its terms of

reference. Meetings are formally minuted by KSCB officers with the minutes circulated to all Members once agreed by the Chair.


N/A


KSCB has an adopted business plan for the 2015-18 period. Within the plan was a commitment to the development of a KSCB scorecard to; “reflect a focus on the ‘journey of the child’ – (Pre-birth to adulthood) including: • Universal, Early Help and Specialist targeted service provision • Data and evidence that demonstrates how safe children are becoming.” This performance scorecard was developed by the Quality and Effectiveness sub-group and was published in June 2016. The most significant performance monitoring arrangement directly involving GBC relates to the s11 self-assessment audit. This is a bi-annual audit of the council’s safeguarding arrangements which is scored and reviewed by peer authorities in Kent against a nationally adopted framework. The latest review was carried out in May 2016. Results of reviews are presented to the Corporate Management Team for consideration.

Risk Assessment The overarching risk to the council is twofold; • Legal: s13 of the Children Act (2004) requires local authority areas to

establish a Local Safeguarding Children Board. In its formation, Gravesham Borough Council’s membership of the Board, and directly its supporting partnership forums, forms part of ensuring this responsibility is met.

• Operational: s11 of the Children Act (2004) requires the council to make arrangements for ensuring that their functions, and services provided on their behalf, are discharged with regard to the need to safeguard and promote the welfare of children. The KSCB, through its operational groups and audit processes, operates to share best practice and ensure the council has relevant operational processes in place to effectively administer its responsibilities.



N/A


http://www.kscb.org.uk/__data/assets/pdf_file/0006/60864/KSCB-Constitution-August-2016.pdf

http://www.kscb.org.uk/__data/assets/pdf_file/0020/55343/KSCB-Business-Plan-2015-18-FINAL-29th-February-2016-for-the-website.pdf


Name of Partnership Legal Services Shared Service





The aims and objectives of this arrangement are two-fold: • To share an Information Governance Manager role across the two

authorities • To provide a shared Legal Service across the two authorities.

Expected outcomes The key aim of the partnership is to provide a high quality, value for money service that continues to meet the need of the customer (both internal and external) in terms of information governance and legal services.


Corporate Objective 4: Sound and self-sufficient council. Specifically it links to the following objectives: • Deliver on opportunities for the sharing and selling of council services • Continuously review and adapt how we deliver our services to achieve

financial efficiencies and improved performance.


Shared Management Arrangement for Information Governance – the Information Governance Manager is shared between Gravesham Borough Council an Medway Council on a 43:57 basis. The Information Governance Manager was TUPE transferred to Medway Council on 1st April 2017. The Gravesham Borough Council and Medway Council Shared Legal Services team provide a legal service to both Councils and the GBC staff were TUPE transferred to Medway Council on 1st April 2017. Staff in the Shared Service record the time they spend on GBC matters which is recharged on a regular basis.

Partnership membership Gravesham Borough Council and Medway Council

Governance arrangements A legal agreement is in place for the Shared Legal Service and the shared working arrangements regarding the Information Governance Manager role which sets out: • The agreed TUPE transfer for the officers involved including details of

the services that are to be provided under the terms of the agreement; • How service costs are to be calculated and shared between the two

partners; • The responsibilities of each partner in relation to management of the

shared service and officer; • Arrangements for maintaining confidentiality of information held by

each partner; and • Arrangements for the resolution of conflicts/disputes and the

termination of the arrangement. This agreement is backed up by regular meetings between the Responsible Officers of the two authorities to respond to demand and where necessary adjust the level of support required.


The financial arrangements for the shared working arrangements are set out in the Legal agreement.


As detailed above, there are regular meetings between the responsible officers at GBC and Medway Council in order to monitor the overall performance of the arrangement set out within this register.

Gravesham Borough Council - 54 - Register of Partnerships – December 2017 Risk Assessment There is a risk to Gravesham of not maintaining it’s own legal team

however, the council has a very limited resource within its Legal Services team due officers recently vacating their posts and this arrangement enables the council to continue to provide the same level of the service to both its internal and external customers.



--



Name of Partnership Lend a Hand Local Authority Mortgage Scheme (LAMS)

Responsible Officer Sarah Parfitt, Assistant Director (Corporate Services)


Statutory Status Non-statutory partnership (Whilst not a statutory partnership, this type of partnership is in place in a number of local authorities across England and Wales)


The LAMS scheme is aimed at first time buyers, providing help for potential buyers who can afford mortgage payments – but not the initial deposit – to get on to the property ladder. The scheme is designed to help increase the supply of affordable housing for those who need it, and to help the local housing market and thereby the local economy. All LAMS Schemes with Lloyds Bank were closed by the bank to new applications on 31 July 2016.

Expected outcomes To increase the number of first-time buyers who have been provided mortgages.




In January 2013 Gravesham Borough Council put £1m into the overall partnership which by scheme definition is capital expenditure. In addition, a ring-fenced reserve of £100k has been created to support the scheme. Officer time has been applied in establishing the scheme. On-going officer time will required to provide updates to Management Team and Members regarding scheme success.

Partnership membership Gravesham Borough Council, Kent County Council, Lloyds Bank (previously Lloyds TSB) and Capita Asset Services (previously Sector Treasury Services).

Governance arrangements The scheme is operated by Lloyds Bank and is regulated by the Financial Conduct Authority (FCA) and therefore they are responsible for operating the scheme. A Scheme Indemnity Deed is in place between Gravesham Borough Council, Lloyds Bank and Capita Asset Services which sets out the scheme in detail in terms of the lending criteria and specifically in relation to data protection. In addition, a match-funding agreement is in place with Kent County Council which sets out the agreement of the funding and the terms and conditions of the funding agreement. Due to the nature of the partnership, there are no specific partnership meetings as this is not a decision-making partnership. Now that the funds have been deposited, it is the responsibility of Lloyds Bank to issue mortgages in line with the specific criteria set by the partnership and in line with FCA regulations.


The overall partnership budget is £2m. This includes £1m match-funding from Kent County Council. There are no additional financial monitoring arrangements outside of the usual regular budget monitoring cycle. The only implications for GBC are receipt of interest on funds deposited with Lloyds Bank, payment of interest share to KCC and accounting for any defaults if and when they arise. The partnership will end once the funds are returned to the local authority (five years after placing the initial deposit). There are no other options for exiting the partnership prior to this five year period.


Capita Asset Services issue monthly reports on the scheme in respect to the number of mortgages issued and any arrears/default issues.

Gravesham Borough Council - 56 - Register of Partnerships – December 2017 Risk Assessment In deciding whether to enter the partnership, the following risks were

considered: • Risk of mortgage defaults; • Risk of costs being incurred in the event of the mortgage defaults; • Risk in relation to Counterparties; • Risk of Audit Opinion; • Risk of lower Interest Rates; and • State Aid Issues. It was felt that whilst these are risks, there are processes in place by which these risks can be mitigated / managed.


31 January 2013 Date Partnership Terminates (if applicable)

31 January 2018



Name of Partnership Local Children’s Partnership Group


Lead Member(s) Cllr David Turner, Leader of the Executive

Statutory Status Non-statutory partnership, sitting below the DGS Health and Wellbeing board


LCPGs’ primary purpose is to drive improvement in specific outcomes for local children and young people. The work of each LCPG should be highly-focussed, data-driven and underpinned at all times by delivering a measurable improvement in selected indicators. The activity of the group will include:

• Sharing information to provide understanding of local services and their thresholds

• Providing a vehicle for identifying and addressing local needs and gaps in service provision

• Facilitating and pooling resources to meet the needs of local children and families.

The work of LCPGs will support both the development and delivery of Kent’s Children and Young People’s Plan which will be aligned with the aims and ambitions of Children’s Health and Wellbeing Board (CHWB).

Expected outcomes Working alongside key partners, Local Children’s Partnership Groups (LCPGs) ensure a consistent approach to partnership working at district level across Kent. They provide a connection between countywide strategic bodies and those working with children and young people at a local level. The projects funded by the group will support both the council’s objectives and vulnerable children and young people in the borough.




Member and officer time (Safeguarding officer and communities representative), the meetings are bi-monthly, there are also a number of reports to read beforehand.

Partnership membership The Local Children’s Partnership Group has the following attendance: District Council, Clinical Commissioning Group (CCG), Public Health, Kent Police, Kent Fire and Rescue, Local Schools, Voluntary Sector, Social Care, Early Help, Children’s Commissioning, Education

Governance arrangements There is a county-wide ‘blueprint’ which acts as a Terms of Reference for the group. Meetings are minuted by the KCC Early Help business support team.


The LCPG has an annual grant available of approximately £40k for projects in support of the group’s local priorities. It is organised by monitored by KCC commissioning officers, who receive quarterly reports on performance.


The group receives a regularly updated ‘dashboard’ of information about 17 specific issues. These have been chosen as clear indicators of how the district is performing against the broader outcomes that are the focus of the Children and Young People’s Plan. This information is used to identify local priorities for action, create action plans, and using the partnership to create change.

Risk Assessment No risks presented by the group. If the council was not represented, we would not have a steer on how the grants are spent or be aware of the partnership work.


N/A Date Partnership Terminates (if applicable)

Ongoing



Name of Partnership North West Kent Countryside Partnership

Responsible Officer Sue Lord, Service Manager (Regeneration and Policy)

Lead Member(s) Councillor Julia Burgoyne, Lead Member for Planning & the Environment

Statutory Status Non Statutory


To develop a partnership between organisations representing central and local government and the private and voluntary sectors to deliver a community countryside management service across the countryside and green spaces of the Partnership Area. The Partnership operates a Not for Profit Service to the local community through a Memorandum of Agreement. The Partnership involves working in partnership with landowners, local communities and other agencies to enhance the countryside, rural fringe, towns and villages of the North West Kent area. This is through direct community involvement thereby increasing access, knowledge and understanding of local environmental issues. The Partnership works within four main theme areas: Landscape Biodiversity & Access, Community-Based Initiatives, Education & Learning and Health and Well-being. The main aims of the Partnership are to: • Conserve and enhance the natural and cultural heritage, special

landscape character and the biodiversity of the Partnership area; • Support, work in partnership with and assist communities to undertake

projects and practical action that conserves their local environment, urban green-space and countryside;

• Develop opportunities for all members of the public to explore the countryside of the Partnership Area that are sustainable and support the other aims of the Partnership;

• Promote respect and understanding of the countryside and increase knowledge of the issues that affect rural areas and the countryside around towns;

• Promote and utilise the social and health benefits of the countryside and rural environment for both urban and rural communities; and

• Develop sustainable tourism opportunities that support the rural economy and benefit the countryside of the Partnership Area.

Expected outcomes Enhanced quality of rural area coupled with better understanding and use of our countryside. Improved access to countryside by all sectors of the borough’s residents. Use of volunteers to carry out many of the improvement schemes assists with public ownership of the area plus provides volunteers with additional skills that can be translated in to job opportunities. Improved health levels via the Naturally Active programme which encourages participants to benefit from a programme including health walks, enviro gyms, health and nutrition sessions and family activity days.




Officer – one officer attends quarterly Steering Group meetings. Financial – GBC does not provide Core Funding.

Partnership membership Core Funders:- Kent County Council, Sevenoaks District Council, London Borough of Bexley. Partnership Funders (fund in money or money’s worth):- Environment Agency, Dartford Borough Council, Gravesham Borough Council, Kent Downs Area of Outstanding Natural Beauty Unit.

Gravesham Borough Council - 60 - Register of Partnerships – December 2017 Governance arrangements The Partnership has a Memorandum of Agreement (MoA) running from

September 2015 to August 2017. The MoA details the governance arrangements of the Partnership including the governance of the Partnership Steering Group. Specifically the MoA covers: (1) Remit; (2) Membership; (3) Voting rights; (4) Election of Chairman; (5) Frequency of Meetings; (6) Secretariat; (7) Agenda. In addition, the MoA outlines the operational arrangements of the Partnership. The Project operates under the day to day direction of a Partnership Manager with the assistance of such staff as the Partnership may require and as may be agreed by the Funding Members. The Partnership Manager is directly accountable to the Partnership Steering Group.


N/A


The Partnership Manager prepares the following reports: A Management Strategy; An annual report on the Partnership and review of the forward programme and budget; Reports, financial forecasts and financial statements to every Steering Group meeting; and Agendas and minutes of each Steering Group to each Core and Partnership funder.

Risk Assessment There is no risk attached to this Partnership.



N/A



Name of Partnership Payroll Shared Service



Statutory Status Statutory Partnership in terms of provision of contractual pay and statutory reporting requirements


The provision of a Payroll Service and integrated HR system for Gravesham Borough Council

Expected outcomes Resilience to the service provision; Employee’s, members and casuals (Eg: working on elections) paid on a monthly basis on specified date; Maintenance of integrated HR system and provision of access and information to support the HR function within GBC; Provision of Self-service function reducing administrative impact on HR; Provision of Pension administration service; Provision of Financial reports which integrate with General Ledger


The HR function impacts on all Strategic Objectives in terms of ensuring Strategic Objective Four – Sound and Self Sufficient council


The council TUPE transferred 0.6 FTE to Medway Council. Cost of Service £40,000 per annum Approximately 20% of HR Officers’ time is spent providing starter, leaver, changes and sickness absence information to ensure correct payments are made. HR Manager attends service review meetings with Medway Payroll Manager resolving issues and developing service Financial Services officers process ad-hoc payments when required Assistant Director, Corporate Services authorises payroll each month

Partnership membership Gravesham Borough Council HR; Medway Council HR; Gravesham Borough Council Financial Services; Medway Council Financial Services

Governance arrangements A Service Level Agreement and specification is being put in place signed by Director, Communities for Gravesham Borough Council. Regular meetings between the representatives of the authorities.


The Service Level Agreement and specification detail the financial arrangements for the shared service.


As detailed above regular meetings are held between representatives of Gravesham Borough Council and Medway Council.

Risk Assessment Gravesham Borough Council has entered into this shared service, ahead of a full HR shared service in order to increase resilience and so reduce risk in this area.



N/A



Name of Partnership Revenues & Benefits Management Arrangement


Lead Member(s) Councillor Leslie Hills, Lead Member for Performance and Administration



To jointly manage the Revenues & Benefits Teams of Gravesham Borough Council and Tonbridge & Malling Borough Council (TMBC) to provide savings while maintaining an excellent service.

Expected outcomes The key aim of the partnership is to provide a high quality, value for money service that improves benefits administration performance and maximises revenues collection rates whilst maintaining high levels of customer satisfaction. The joint management arrangement is already delivering financial savings in the cost of providing the service at each council. It is also anticipated that the joint management arrangement will increase the resilience for the two authorities through staff being able to help out at either authority as required. The ability to re-direct resources between the two authorities has already proved advantageous to each authority in helping to manage peaks and troughs in workload. Other benefits will be the ability to continually take the best practice arrangements from each council which should help to ensure the efficient delivery of a high quality service. It has also been a good opportunity to review the possibility of a full shared service arrangement between the two Revenues & Benefits Service areas




Joint management arrangement. Mike Bytheway, Service Manager Revenues & Benefits at GBC, now manages the Revenues & Benefits teams at both sites on a 50:50 basis. The Service Manager Revenues & Benefits remains on the GBC payroll – but half of the costs are recharged to TMBC. Glen Pritchard, Principal Revenues Officer at TMBC, now manages the Revenues teams at both sites on a 50:50 basis. The Principal Revenues Officer remains on the TMBC payroll – but half of the costs are recharged to GBC. GBC Assets – whilst onsite at GBC, the Service Manager Revenues & Benefits and the Principal Revenues Officer utilises desk space, IT computer network and telephone resources.

Partnership membership Gravesham Borough Council and Tonbridge & Malling Borough Council

Governance arrangements Partnership Agreement in place (signed by both partners and the secondee) which sets out: • The agreed secondment arrangements for the officer involved

including details of the services that are to be provided under the terms of the agreement;

• How secondment costs are to be calculated and shared between the two partners;

• The responsibilities of each partner in relation to management of the secondee;

• Arrangements for maintaining confidentiality of information held by each partner; and

• Arrangements for the resolution of conflicts/disputes and the termination of the secondment arrangement.


The cost of the arrangement is included in the Partnership Agreements, TMBC agree to pay 50% of the cost of employing the Service Manager (Revenues and Benefits) whilst GBC agree to pay 50% of the cost of employing the Revenues Manager.


A Partnership Agreement is in place to set the parameters for the joint-management arrangement and performance monitoring is completed on a weekly basis and issued to the relevant directors on a weekly basis. The Partnerships are subject to on-going review by the relevant directors at each authority. It has been decided to enter into a fully shared Revenues & Benefits Service to be located at Tonbridge & Malling Borough Council as a result of the successful partnership working.

Risk Assessment Potential risk that the Revenues and Benefits Section may suffer some reduction in performance due to the managers not being on-site full time. However, they can access GBC IT systems from TMBC and staff are aware that they can be contacted at either authority. It is anticipated that this risk is over-compensated for by the other efficiencies derived from the partnership. Monthly performance reports are circulated to management to highlight any major areas of concern to enable action to be taken as necessary and quarterly performance management information is provided to Members.


12 January 2009


N/A



Name of Partnership South Thames Gateway Building Control Partnership (STG)


Lead Member(s) Cllr Julia Burgoyne (and Cllr David Turner as substitute) appointed to STG Joint Committee



Provision of a building control service in Gravesham, Swale and Medway Councils.

Expected outcomes Outcomes specified within the 2017-20 business plan approved by the STG Joint Committee.


Corporate Objective 4: Sound and self-sufficient council The establishment of the partnership is in line with the priority of transformation. The service is regulatory in the main with the remainder advisory.


• A budgeted contribution from Gravesham BC in 2017-18 of .£53,371 • Officer time in attending meetings and preparing reports -this includes

the Officer Steering Group (4 times per year) and also the formal Joint Committee (4 times per year).

• An officer from the STG partnership regularly uses a hot-desk in the Civic Centre to enable close liaison with GBC staff and to meet any customers who wish to access the service via personal visit to the Civic Centre.

Partnership membership Gravesham Borough Council, Swale Borough Council and Medway Council.

Governance arrangements The governance arrangements for the partnership are set out in the Memorandum of Agreement (MoA) for the South Thames Gateway Building Control Partnership – September 2007. The partnership entered a 2nd 5 year term as from October 2012, and is to enter a 3rd 5 year term in October 2017. The MoA sets out a number of integral governance elements including an overview of the governance arrangements of the Partnership’s operational Joint Committee. Specifically, the MoA sets out the partnership: (1) Remit; (2) Membership; (3) Power to co-opt; (4) Staffing arrangements; (5) Finance and audit arrangements; (6) Risk management commitments; (7) Business Planning process; (8) Joint Committee terms of reference which includes chairmanship, voting rights and secretariat arrangements etc.; (9) Joint Committee Constitution; (10) Exit arrangements.


An annual budget is approved by the Joint Committee with regular monitoring reports subsequently provided to the Committee. Medway Council are the lead council for financial matters.


An annual refresh of the business plan is agreed by the Joint Committee at its June AGM each year following formal consultation with the partner councils. The business plan covers a 3 year period in accordance with good financial practice. Monitoring reports, both performance and financial, are put before the Joint Committee on a quarterly basis. The partnership has examined in detail an alternative service delivery model (Local Authority Trading Company) that may be more advantageous, especially to STG’s consultancy arm. This would allow certain discretionary services (consultancy) to be carried out on a profit making basis. In the climate economic climate this is being progressed no further at this time –but could be reconsidered in future.

Gravesham Borough Council - 65 - Register of Partnerships – December 2017 Risk Assessment The quarterly financial monitoring reports of the partnership are kept under

review and any variations from the agreed budget are reported to Cabinet and to Finance and Audit Committee in order that early action can be taken as required. This has been particularly important during the period of economic downturn experienced since 2008 and which has impacted on the construction industry. Whilst expansion of the partnership to include other local authority partner/s would increase resilience, this would only be considered if at no cost to the existing members of the partnership.



Initial 5 year term expired Sept 2012. 2nd term expires Sept 2017 All 3 partners have agreed to enter into a further 5 year term – to commence October 2017. (



Name of Partnership Supporting People Partnership



Statutory Status Statutory partnership


A commissioning partnership to help vulnerable people to have a better quality of life by providing housing-related support services.

Expected outcomes Funded support for vulnerable client groups.




None.

Partnership membership Probation Service, District Councils, Kent County Council.

Governance arrangements Commissioning Body & Core Strategy Development Group. The Commissioning Body is made up of elected members from all districts with responsibility for the service area. The body makes decisions on spending priorities for the partnership with advice from the Core Strategy Development Group which is made up of Senior Officers from all districts in the County.


Kent County Council is the administering body for the government grant. The Cabinet Member for Housing and/or the Assistant Director sit on the Commissioning Body and receive reports on the budget. The Assistant Director for Housing sits on the Core Strategy Development Group.


D2 – low likelihood with a critical impact.

Risk Assessment Kent County Council provide monitoring reports provided to Commissioning Body & Core Strategy Development Group.



N/A



Name of Partnership Thames Defence Heritage

Responsible Officer Lyndsey Thompson, Arts and Heritage Officer

Lead Member(s) Councillor Jordan Meade, Cabinet Member for Heritage, Tourism, the Arts and Young People



The promotion, development and maintenance of a fortifications and historical defence sites within the borough.

Expected outcomes Within these objectives the partnership aims to restore and make accessible to public viewing: • New Tavern Fort; • The Civil Defence Control Centre at Woodlands Park; and • Chantry Heritage Centre.


Corporate Objective 2: Stronger Gravesham • Establish a programme of targeted community events and

engagement opportunities to develop a more cohesive community.


• A fee of £4,200 per annum is paid to TDH to operate the Chantry Heritage Centre on behalf of GBC.

• GBC offers free use of the Civil Defence Control Centre and New Tavern Fort to TDH who charge a nominal fee for visitors to enter.

• Maintenance and repair costs for all facilities are the responsibility of GBC including service charges.

• G Safe radio is provided by GBC – FOC. • Exhibits within the facilities are mainly in the ownership of TDH except

for the CHC. • Talking The Walk audio equipment installed in Chantry Heritage

Centre and New Tavern Fort - GBC Ownership.

Partnership membership Thames Defence Heritage and Gravesham Borough Council

Governance arrangements The governance arrangements for the partnership with Thames Defence Heritage (TDH) are set out in the 2017-18 Operational Agreement. The purpose of this operational agreement is to define the relationship between Gravesham Borough Council and TDH and to set out the terms of the working partnership between the two parties. In addition, a licence for access is in place for TDH to occupy New Tavern Fort and Civil Defence Control Centre.


The operational agreements are reviewed on an annual basis.


Monthly attendance figures are submitted by TDH. Regular meetings arranged.

Risk Assessment The potential reduction in financial resources would severely undermine the corporate objectives.


Early 1970’s


N/A



Name of Partnership Thames Gateway Kent Partnership

Responsible Officer David Hughes, Chief Executive




The main aims of the Partnership are to: • Create the best conditions possible to attract investment and deliver

sustainable economic growth; • Promote and enable collaboration between private and public sectors

to help achieve growth; • To ensure that the Thames Gateway remains a key priority for

Government These aims are supported by 10 long-term economic objectives for North Kent that underpin the partnership’s Plan for Growth 2014-20: 1. Improve the productivity of the North Kent economy. 2. Attract and retain investment in our priority employment locations. 3. Represent North Kent's interest to Government and the Local

Enterprise Partnership. 4. Support the delivery of at least 50,000 new homes, between 2006 and

2026 5. Ensure that all new development is of the highest possible quality 6. Improve the skills of North Kent’s workforce and tackle unemployment 7. Support the creation of at least 58,000 jobs between 2006 and 2026,

particularly in high value sectors 8. Attract and grow knowledge based employment in North Kent 9. Increase the rate of new business start-ups 10. Maximise the economic benefits of our universities

Expected outcomes The overall vision for the partnership is to:

“Make Thames Gateway Kent the place to be.”

Through this vision, and the aims identified above, it is anticipated that North Kent will be recognised as: • An area of exciting towns and cities complemented by an outstanding

natural environment, providing an exemplar of urban regeneration;

• A thriving business centre attracting leading investors and businesses through its diverse and skilled workforce, high-quality commercial sites and local services, and accessibility to transport links and strategic routes to UK and Continental markets;

• An area of strong, integrated communities with harmony between new and existing businesses and residents – where the benefits of development and investment are shared by the whole community; and

• A vibrant cultural hub with a thriving social scene and civic pride– attracting a growing student population, bringing youth and vigour to the community.

In addition, the partnership has been awarded £20 million funding from the government’s Regional Growth Fund for the Thames Gateway Innovation, Growth and Enterprise (TIGER) programme. This programme will offer direct financial support to businesses, on a mostly interest-free basis, that are looking to invest in Dartford, Gravesham, Medway, Swale and Thurrock in projects that will help develop new products and processes and unlock new jobs. It is expected that this will help create more than 2,000 jobs and unlock millions in additional private sector investment.



Gravesham Borough Council - 69 - Register of Partnerships – December 2017 GBC Resources (financial, officer, assets etc)

Meetings of the main board are attended by the Leader and Chief Executive. Other officers are involved as required for input into specific projects. Annual contribution by Gravesham Borough Council of £28,000. Assets The council does not provide any specific assets to the Partnership. The partnership is based in Medway in a building owned by Medway Council.

Partnership membership The partnership is a private and public sector partnership formed in 2001 and comprises senior representatives from across the North Kent businesses and local authorities: Public Sector - Kent County Council, Gravesham Borough Council, Medway Council, Swale Borough Council, Dartford Borough Council and the Ebbsfleet Development Corporation. Private Sector – representatives from Thomson Snell and Passmore, Tarmac, Bluewater and Dovetail Games (there is currently ne Private Sector vacancy on the Board) In addition, observer status is held by higher/further education (North West Kent College and the University of Greenwich), national government and government agencies –(Homes and Communities Agency (HCA)and the Environment Agency) and a North Kent Member of Parliament.

Governance arrangements The Partnership Board is chaired by the private sector with political representation from the five councils and representation from the private sector. Education sector and other government agencies attend with observer status. The TGKP has a Constitution in place which sets out: • Specific arrangements for the partnership in terms of membership of

the Board, member obligations including declarations of interest and voting rights;

• Arrangements for the calculation and payment of subscriptions to the Board;

• Details of how a proposal for the termination of the partnership can be brought forward;

• Specific functions of the Board; and • Secretariat arrangements for Board including details of the quorum,

selection of the chairman and vice-chairman, minute-taking etc. There are four meetings of the Board each year, with the Annual General Meeting held in December each year. Minutes of all of the meetings are held on the Thames Gateway Kent Partnership (http://www.tgkp.org/board-papers).


Medway Council lead on finance with reports to the Board for budget setting, year-end and as appropriate.


Monthly ‘dashboards’ are produced which provide a summary of key economic indicators for the Thames Gateway area. These are used by the Partnership Board in monitoring economic activity. In addition, a regular newsletter is produced by the TGKP to provide an update on key issues that are relevant to the area and to update on any events that are taking place.

Risk Assessment No specific annual risk assessment is carried out.



N/A


Gravesham Borough Council - 70 - Register of Partnerships – December 2017 Glossary of Terms To provide assistance to officers, Members and members of the public when reading the council’s Corporate Register of Partnerships, a Glossary of Terms has been developed to provide additional information about the meaning of some of the words included within the register. Term Used Meaning

Annual Governance Review

This is a review that is undertaken each year in order to assess the council’s overall governance arrangements.

Annual Report A comprehensive report on an organisations activities over the past year, intended to give shareholders and other interested people information about the organisation’s activities and financial performance.

Audit & Counter Fraud Plan

The Audit & Counter Fraud Plan is a document which sets out the work plan for the team for the forthcoming financial year.

BEIS Department for Business, Energy and Industrial Strategy - the UK Government department responsible for business, industrial strategy, science, innovation, energy, and climate change

Business Continuity Plan

A plan that sets out how an organisation will respond and manage business disruption in case of unforeseen events.

Business Plan A business plan is a formal statement of a set of business goals, the reasons they are believed attainable, and the plan for reaching those goals.

CCG Clinical Commissioning Group (CCG) is the local statutory body responsible for the commissioning of certain clinical health services for patients registered with local GP’s. Locally, the CCG is responsible across the Dartford, Gravesham and Swanley areas.

CCTV Closed-circuit television (CCTV) is the use of video cameras to transmit a signal to a specific place, on a limited set of monitors; it is not openly transmitted

CIPFA The Chartered Institute of Public Finance and Accountancy (CIPFA) - the professional body for people in public finance.

Children Act 2004 The Children Act 2004 (c 31) is an Act of the Parliament of the United Kingdom. It is Act the basis for most official administration considered helpful to children, notably bringing all local government functions of children's welfare and education under the statutory authority of local Directors of Children's Services.

Choices Choices (previously known as North Kent Women's Aid) was established in 1996 and exists to provide help to Women and Children across North Kent who are experiencing domestic abuse.

CLG Department for Communities and Local Government (CLG) - the UK Government department responsible for setting policy on supporting local government; communities and neighbourhoods; regeneration; housing; planning, building and the environment; and fire.

Climate Change Act 2008

The Climate Change Act 2008 is a United Kingdom Act of Parliament which aims to enable the United Kingdom to become a low-carbon economy and gives ministers powers to introduce the measures necessary to achieve a range of greenhouse gas reduction targets.

Code of Practice Written guidelines issued by the partnership to its members to help them comply with the standards expected of the partnership.

Gravesham Borough Council - 71 - Register of Partnerships – December 2017 Term Used Meaning

Cohesion Plus The aim of Cohesion Plus is to promote positive community relations in Kent, bringing communities together through the arts, public education and sport.

Community Safety Fund

Formerly the Safer and Stronger Communities Fund. Introduced for all Local Authorities in England in April 2005, the fund brings together central government (including Home Office) funding streams aimed at tackling crime, anti-social behaviour and drugs, empowering communities and improving the condition of streets and public spaces, prioritising the most disadvantaged neighbourhoods.

Community Safety Plan

A plan that outlines how the partnership aim to address the five key priorities for the Gravesham area.

Company Limited by Guarantee

An alternative type of corporation used primarily for non-profit organisations that require a legal framework.

Constitution A document which sets out the fundamental rules governing the conduct of the partnership. It may also include details of the concept and structure of the partnership.

Corporate Plan A document which sets out Gravesham Borough Council’s corporate priorities for a period of years and provides details of the actions to be undertaken towards achieving those objectives.

Cultural Strategy for Gravesham

A document which sets out key objectives for the council and its partners in respect of cultural issues.

DEFRA Department for Environment, Food and Rural Affairs (DEFRA) – the UK government department responsible for policy and regulations on environmental, food and rural issues.

EHO Environmental Health Officer

Emissions Inventory An emission inventory is an account of the amount of pollutants discharged into the atmosphere within the area.

Energy Act 2011 The Energy Act 2011 is a United Kingdom Act of Parliament setting out three key principles: tackling barriers to investment in energy efficiency; enhancing energy security; and enabling investment in low carbon energy supplies.

Energy Saving Trust The Energy Saving Trust is the UK's leading impartial organisation helping people save energy and reduce carbon emissions by providing free, impartial advice and information to help people across the UK to find the best ways to save energy, conserve water and reduce waste.

Environment Act 1995

The Environment Act 1995 is a United Kingdom Act of Parliament which created a number of new agencies and set new standards for environmental management.

Financial Conduct Authority

The Financial Conduct Authority is the conduct regulator for 56,000 financial services firms and financial markets in the UK and the prudential regulator for over 18,000 of those firms.

FTE Full-time Equivalent (FTE) – the number of full-time equivalent staff that are working in the partnership.

HCA The Homes and Communities Agency (HCA) is the national housing and regeneration delivery agency for England.

Health & Social Care Act 2012

The Health and Social Care Act 2012 (c 7) is an Act of the Parliament of the United Kingdom and sets out the reorganisation of the NHS in the UK.

http://www.legislation.gov.uk/ukpga/2012/7/contents

https://en.wikipedia.org/wiki/Act_of_Parliament


Home Energy Conservation Act 1995 (HECA)

An Act to make provision for the drawing up of local energy conservation reports in relation to residential accommodation, placing a duty on local authorities to complete this for council housing stock.

Homelessness Act 2002

An Act to make further provision about the functions of local housing authorities relating to homelessness and the allocation of housing accommodation.

Home Office The Homes Office is the lead government department for immigration, passports, counter-terrorism, policing, drugs and crime.

Housing Act 1985 The Housing Act 1985 is a British Act of Parliament. The act introduced laws relating to the succession of Council Houses. It also facilitated the transfer of council housing to not-for-profit housing associations

ICT Information Communications Technology (ICT).

Jobcentre Plus Jobcentre Plus is an executive agency of the Department for Work and Pensions. It is responsible for assisting people of working age find jobs through its network of Jobcentre Plus offices. It is also responsible for administering some benefits for people of working age and for the administration of National Insurance numbers.

Kent Waste Strategy A sustainable household waste management strategy that sets out how the Kent Waste Partnership will manage Kent’s waste over the next 20 years (Strategy approved in 2007).

Landlord and Tenant Act 1985

The Landlord and Tenant Act 1985 (c 70) is a UK Act of Parliament on English land law. It sets bare minimum standards in tenants' rights against their landlords.

Local Government Act 1972

An Act of Parliament in the United Kingdom that makes provision with respect to local government and the functions of local authorities in England and Wales.

Local Government Act 2000

An Act to make provision with respect to the functions and procedures of local authorities and provision with respect to local authority elections; to make provision with respect to grants and housing benefit in respect of certain welfare services; to amend section 29 of the Children Act 1989; and for connected purposes.

Localism Act 2011 An Act to make provision about the functions and procedures of local and certain other authorities; to enable the recovery of financial sanctions imposed by the Court of Justice of the European Union on the United Kingdom from local and public authorities; to make provision about local government finance; to make provision about town and country planning, the Community Infrastructure Levy and the authorisation of nationally significant infrastructure projects; to make provision about social and other housing; and for other connected purposes.

Memorandum of Understanding/ Agreement (MOU)

A written document describing the roles and responsibilities of two (or more) parties on a particular venture. An MOU is less formal than a contract, but is often signed by the parties involved to indicate their agreement to the principles contained in the MOU. A MOU is sometimes a precursor to a formal agreement.

NACAB National Association of Citizens' Advice Bureaux

National Air Quality Strategy

The National Air Quality Strategy (NAQS) was established as part of the UK Government’s 1995 Strategic Policy for Air Quality Management. It uses health based standards as a framework to control the levels of seven designated air pollutants of seven air pollutants that are known to have adverse health effects.

http://en.wikipedia.org/wiki/Act_of_Parliament

http://en.wikipedia.org/wiki/Community_Infrastructure_Levy


Naturally Active Programme

The Naturally Active Programme utilises Big Lottery Funding and the project covers the areas of Dartford, Gravesham, Sevenoaks and Bexley. It is able to support groups and organisations to access the surrounding countryside through a variety of outdoor activities such as improving a green space, wildlife photography and outdoor sports.

New Homes Bonus The “New Homes Bonus” is a Government scheme which is aimed at encouraging local authorities to grant planning permissions for the building of new houses, in return for additional revenue.

Partnership Agreement

An agreement between the relevant partners setting out how the partnership will operate and the commitment each will make to the partnership.

Prince2 This is a project management method which covers the management, control and organisation of a project.

Police Crime Commissioner

Police and crime commissioner will be elected to ensure the policing needs of their communities are met as effectively as possible, bringing communities closer to the police, building confidence in the system and restoring trust

Police and Justice Act 2006

An act extending police powers and granting the Home Office greater control over operational policing.

Radionet A system of radio stations operating with each other in order to ensure fast communication across a wide ranging area

Registered Social Landlord

Registered Social Landlords (RSL) are government-funded not-for-profit organisations that provide affordable housing. They include housing associations, trusts and cooperatives. They work with local authorities to provide homes for people meeting the affordable homes criteria. As well as developing land and building homes, RSLs undertake a landlord function by maintaining properties and collecting rent.

S151 Responsibilities

These are the statutory responsibilities that are designated to the council’s Chief Financial Officer, as defined by the Chartered Institute of Public Finance and Accountancy (CIPFA).

Scheme Indemnity Deed

A legal document setting out the terms of the lending criteria for the LAMS scheme and requirements in relation to data protection.

SE7 Project The SE7 (South East Seven Partnership) is made up of seven Councils in the South East who are working together to provide better local services at a lower cost to the taxpayer. The council’s involved are:

• Kent County Council • Surrey County Council

• Medway Council • Hampshire County Council

• East Sussex Council • West Sussex Council

• Brighton and Hove Council

Section 106 Section 106 (S106) of the Town and Country Planning Act 1990 allows a local planning authority (LPA) to enter into a legally-binding agreement or planning obligation with a landowner in association with the granting of planning permission. The obligation is termed a Section 106 Agreement. They are increasingly used to support the provision of services and infrastructure, such as highways, recreational facilities, education, health and affordable housing.


Service Level Agreement (SLA)

A document which is agreed between the partners and records a common understanding about services, priorities and responsibilities and clearly defines the "level of service" expected through targets etc.

Shared Service Agreement

This is a document which is signed by those authorities participating in a share service and sets out the governance arrangements fort the shared service.

Significant partnership

A partnership for which there is a council resource provision of £10,000 or greater or one that is fundamental to the delivery of a strategic objective within the council’s Corporate Plan. Without this effective partnership therefore, the delivery of Gravesham Borough Council’s key corporate goals would not occur.

SMEs Small and Medium Enterprise – a small or medium sized independent business that is managed by its owner or part-owners and has a small market share.

Statement of Intent An overarching document setting out the commitment from the Members of the Gravesham Locality Board to work together to deliver outcomes for the community of Gravesham.

Steering Group A steering group is a group of senior officers/partners who oversee the delivery of a project or partnership initiative.

Strategic Assessment

Under the Police and Justice Act (2006), Crime and Disorder Reduction Partnerships (CDRP) are required to produce an annual strategic assessment which identifies the priorities they will tackle over the next 3 years.

Talking the Walk Talking the Walk provides audio tours which aim to enhance the visitor experience and preserve the town's heritage. Tours have been produced for the Riverside, New Tavern Fort and Milton Chantry

Terms of Reference A document which describes the purpose and structure of a partnership along with basis for making future decisions and for confirming or developing a common understanding of the scope among stakeholders.

TUPE Transfer of Undertakings (Protection of Employment) Regulations – the United Kingdom's implementation of the European Union Business Transfers Directive, protecting employees whose business is being transferred to another business.

Unilateral Agreement An agreement in which one party makes a promise, but the other side does not promise anything. Examples of these are offering rewards for the return of lost property.

http://en.wikipedia.org/wiki/United_Kingdom

http://en.wikipedia.org/wiki/United_Kingdom

http://en.wikipedia.org/wiki/European_Union

http://en.wikipedia.org/wiki/Business_Transfers_Directive

corporate register of partnerships - gravesham · with the project’s details ... gravesham...

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