Partnerships
Progress Report on Local Strategic Partnerships in NRF areas
This report examines the activities undertaken and the progress made by the 87 Local Strategic Partnerships (LSPs) in areas in receipt of Neighbourhood Renewal Fund allocations from their establishment in 2001 to March 2003.
Title: Progress Report on Local Strategic Partnerships in
Neighbourhood Renewal Fund areas
Author: York Consulting Limited
Date published: September 2004
Number of pages: 40
In 2001 the Government announced the launch of a national strategy to tackle a range of issues surrounding renewal, regeneration, social exclusion and productivity.
In order to implement this goal the Government set out up Local Strategic Partnerships (LSPs) to deliver this strategy locally.
At the same time as initial guidance for LSPs was published, the Government announced the establishment of the Neighbourhood Renewal Fund (NRF). The Fund is worth £1.875 billion across 2001-2006. It is specifically targeted at the 88 most deprived local authority areas.
Summary Conclusions
Overall LSPs made good progress since their establishment to the end of March 2003. They undertook a wide range of activities primarily aimed at improving their operation.
LSPs made particular progress over the period in relation to:
Developing as strategic agencies
LSPs put the critical elements of the National Strategy into Local Neighbourhood Renewal Strategies.
Ensuring inclusiveness in their operation and activities
LSPs have attracted a wide range of representation through both board representation and links to other partnerships or networks. They have identified the need to develop more effective representation from Black and Minority Ethnic Groups and business organisations.
Being action focused
LSPs have delivered a wide variety of joint projects that have made a difference to individuals' lives.
Embracing the importance of learning and development
LSPs have developed learning and development action plans and have clearly recognised the importance of skills development for partnership working. They have undertaken a wide variety of activities to meet the needs identified through this process.
Some generic areas for further development were:
Bringing greater efficiency to neighbourhood renewal and partnership working
They often chose to work with existing partnerships and groups to allow progress in the short-term rather than bring together new and more effective partnerships.
Developing and implementing effective performance management systems
This is an area that LSPs found difficult. Considerable effort has been invested in developing frameworks, performance measures, baselines and targets. However, work to integrate performance management systems between partners has been reported as an unrealistic short-term goal for many, with some LSPs aiming either to align or join together the relevant performance management systems of partners.
Last update: 11 October 2004