Introduction to Sub Regional Partnerships 2008/11

In May 2008 the EM IEP Board considered and approved the business delivery plan report and in particular the ratio of core investment resources to Sub Regional Partnerships (70%) and regional programmes (30%) providing the Sub Regions with a three year allocation to develop their improvement and efficiency programmes. The Board also stressed the importance of robust governance arrangements being put into place within each sub region with appropriate programme management arrangements for delivery of the projects, as this devolved approach carried risks to the delivery of improvement and efficiencies for local authorities in the region.

There are five sub regional partnerships:

1. Derbyshire Transformational Partnership (DTP)
2. Leicestershire, Leicester and Rutland Improvement and Efficiency Partnership (LLR IEP)
3. Lincolnshire Improvement and Efficiency Partnership (LIEP)
4. Northamptonshire Improvement and Efficiency Partnership (NIEP)
5. Nottinghamshire Improvement and Efficiency Group (NIEG)

The Board felt it was appropriate to ask sub regional partnerships to concentrate their efforts on three broad areas for improvement for the investment of resources. These being:

• Efficiency (achieving cashable savings) 
• Service Improvements (supporting the delivery of LAA outcomes) 
• Capacity (supporting services and authorities to improve) 

The EM IEP Board has approved the 5 sub regional programmes and governance arrangements. Robust performance management arrangements are in place within each sub region and with the EM IEP Support team to ensure that all projects are on track and deliver the agreed outcomes. Allocated funding is released by the EM IEP on the delivery of outcome milestones identified for each project. The EM IEP Board receives high level monitoring reports quarterly with the sub regions submitting information against key outcomes.

The outcomes of the sub regional programmes are anticipated to provide:

• Integrated, high quality, cost effective services for our customers and communities 
• Sustainable capacity for officers and members to lead and drive self improvement 
• Best practice models for effective collaboration and service transformation 
• Contribution to successful delivery of LAA2 outcomes 
• Achievement of at least 3% efficiency savings for the Region - supporting sustainable and stable financial positions