Welcome to Local Partnerships’ impact report. This year I am delighted to celebrate 15 years of Local Partnerships’ support for the public sector. That encompasses local and combined authorities, central government departments, the Welsh Government and Welsh local authorities, and other vital parts of the public sector ecosystem. I hope you will enjoy reading about the successes we help our clients achieve across the three business units: Climate, Commercial and Place, throughout this impact report. As trusted public sector advisors, our fingerprint is found across the public sector and the ripples of our impact reach far and wide.
I hope you will enjoy reading about the successes we help our clients achieve across the three business units: Climate, Commercial and Place, throughout this impact report
FOREWORD
At a time of squeezed budgets and increased focus on productivity and efficiency we strengthened the public sector by returning a surplus to our public sector owners.
Central to our work is a public sector ethos and the desire to work with key stakeholders to deliver the priorities of our owners and thereby to strengthen communities across England and Wales.
I would like to thank the Board and the executive for their support, wise counsel and input throughout the last year. It has been my pleasure to welcome Leon Wong to the Board this year as the Welsh Government representative. This is a key role as our work to support Wales’s ambitious recycling rates and deliver wider positive climate impact continues alongside delivering value across the public sector landscape.
Wales is now ranked second in the world for recycling, a truly impressive feat and one to which I am proud that we have made a contribution. Leon stepped into the position replacing longservice Board member Steve Davies, to whom I would like to pay tribute. My thanks also to Claire Holloway, our long-time Corporate Secretary, and welcome to Lucy Quinton, who takes up the reins.
Local Partnerships is a people business. As such, I am proud of our achievements to support our amazing staff in the delivery of their duties. This includes prioritisation of equality, diversity and inclusion, including work to correct the gender imbalance at senior level, flexible arrangements to balance work and caring responsibilities, and support to ensure those from ethnically minoritised backgrounds thrive and progress up the career ladder.
This demonstrates our commitment to an environment that ensures we have the capacity and capability to support you, our public sector colleagues, to the fullest.
My sincere thanks go to all our experienced and dedicated staff, without whom we would be unable to support our clients, and the communities they serve. Given the challenges facing the public sector, from delivery of net zero ambitions, to plugging the commercial capability gap, to place-shaping, this year we have welcomed new faces onto the team who further enhance our collective skillset and ability to support the public sector.
I commend the tireless work of Adele Gritten, our Chief Executive, and the leadership team that supports her. Together, they continue to identify the needs of the public sector and have developed a five year business plan that supports the sector’s evolving needs whilst supporting the capacity and capability required to achieve success.
Local Partnerships occupies a unique position in the public sector through our joint ownership by the Local Government Association, HM Treasury and the Welsh Government. We form a bridge between central government policy and local delivery, and facilitate a meaningful dialogue between the public and private sectors. Through this, we help to accelerate the delivery of major infrastructure, tackle climate challenges through waste efficiency and renewable energy propositions, enable wider place-making initiatives, and overall deliver best value to the public sector.
Keith Fraser Chair (independent), Local Partnerships
Owned by the public sector, for the public sector, we share our intellectual capital freely and are delighted to share many statistics throughout this report on how extensively our tools, toolkits and wider collateral are used.
Adele Gritten Chief executive
I’m delighted to be into my second year as Chief Executive of Local Partnerships, an “in-house” consultancy jointly owned by the Local Government Association (50%), HM Treasury (45%) and the Welsh Government (5%) that works solely for public sector organisations.
As a key interface between regional, local and central government, we provide expert advice and practical resources alongside project/programme delivery support, enabling public services to thrive.
Whether supporting or accelerating the delivery of major infrastructure, tackling climate challenges through waste efficiency, circular economy and renewable energy propositions through to wider
place-making and place-shaping initiatives, Local Partnerships helps transform services across the public sector ecosystem.
Our organisation was created to help public sector organisations face the ever-increasing challenge of meeting rising demands for services in fiscally constrained times. Our team of specialists brings a formidable combination of public and private sector experience offering the highest quality and most effective support to the public sector. We are a hands-on company and work collaboratively for the benefit of our clients, often sitting alongside or embedded into project teams, rather than providing advice from afar.
We’re so proud to be part of the public sector family working across all corners of England and Wales, providing capacity and capability where it is needed. We deliver tangible results that make a positive impact at local and national levels though accelerating delivery and optimising outcomes.
This impact report reflects our year one achievements as part of our five year growth plan. Our streamlined business as part of that plan operates as three core sector verticals:
Our Climate team supports and accelerates the delivery of major energy infrastructure programmes, including tackling climate challenges through waste efficiency, circular economy and renewable energy development at scale and pace.
Our Commercial team helps transform services and delivery mechanisms across the public sector. We undertake significant transformation and change management work helping the sector maintain and improve services, generate and maximise income, develop innovative ways to save money or achieve operational efficiencies and improve outcomes.
Our Place team supports place-making and place shaping initiatives with work areas including funding and grant support, green agendas, housing and homelessness and local government reform.
We also have Data Analytics and Assurance capabilities straddling each vertical. From gateway reviews providing external validation on project delivery and value through to geospatial mapping and interactive dashboards, our talented experts help the sector delivery value and efficacy for the public purse.
Owned by the public sector, for the public sector, we share our intellectual capital freely and are delighted to share many statistics throughout this report on how extensively our tools, toolkits and wider collateral are used.
At a time of political change, we are well-placed to continue to support the sector deliver on its current and new ambitions.
I would like to thank all colleagues and our Board for all their hard work and support over the past 12 months and I look forward to seeing Local Partnerships go from strength to strength this year.
Adele Gritten Chief Executive, Local Partnerships
@LP_AdeleG I 07771 838 817
Click the video to hear more from Adele Gritten.
Cliciwch ar y fideo i glywed mwy gan Adele Gritten.
OUR OVERALL IMPACT AT A GLANCE
We supported the Welsh Government Energy Service: C.
£26m total capital investment £32m income generated from renewable energy/savings from energy efficiency measures
78,000t CO2e reduction achieved Developed and implemented the Mutual Investment Model, facilitating procurement of £1bn of infrastructure in Wales
Through our Re:fit framework, across the public estate we delivered:
£418m capital investment £25.8m annual energy cost savings
69,700t CO2e savings annually
5,000+ resources downloaded from our website
Number of projects, by region
We supported the development of:
291 MW of renewable energy capacity
580 MW of solar PV with local authorities responding to nationally significant planning applications
1,368 attended our virtual events Identified data pathways to reduce total emissions, annually, by up to 48,449t CO2e
AT A GLANCE
We are an in-house public sector consultancy jointly owned by the LGA, HM Treasury and Welsh Government. We work solely for local and combined authorities, central government departments, the Welsh Government and other public sector bodies. We are proud to be part of the public sector family.
Local Partnerships delivers value and efficacy for the public purse. As a key interface between local and central government, we provide expert advice and practical resources alongside project and programme delivery support, enabling public services to thrive.
Whether supporting and accelerating the delivery of major infrastructure, tackling climate challenges through resource efficiency and renewable energy propositions through to wider place-making initiatives, we help transform services across the public sector ecosystem.
Our work aims to provide benefit for the whole public sector. We issue regular guidance and best practice collateral. Examples include our Greenhouse Gas Accounting Tool, Local Authority Company Review Guidance, the Climate Adaptation Toolkit through to our CEO Blueprint. These can be all found in the Resources Hub section of our website.
Our activity is organised into three business units: Climate, Commercial and Place. We also have two cross cutting disciplines – Data Analytics and Assurance – that work across our three units to deliver projects and programmes for the public sector.
CLIMATE
As a delivery focused organisation we bring capacity and capability to support our clients’ ambitious and critical aims
Globally, climate change is the greatest challenge facing ecosystems and humanity and, in response, the UK has a legally binding obligation to reach net zero emissions by 2050. The UK public sector has a pivotal role to play, accelerating the scale and pace of delivery through finding and commercialising innovative solutions.
Our Climate work supports the public sector to:
` deliver strategic and practical approaches and solutions to achieve net zero
` plan for a changing climate, by assessing local impacts and necessary changes
` deliver renewable energy infrastructure and energy efficiency projects
` develop and deliver solutions to minimise waste and facilitate a circular economy
As a delivery focused organisation we bring capacity and capability to support our clients’ ambitious and critical aims. We provide practical support including project and programme management, governance advice, project reviews,
feasibility studies, business case development, technical advice, stakeholder engagement, strategic, commercial and contract support.
We provide support with greenhouse gas accounting, pathways to net zero, action planning, area-wide engagement, project development and delivery, green finance, procurement, commercial arrangements and data analytics. See the Resource Hub on our website for our free to use Greenhouse Gas Accounting Tool.
We support local authorities and wider areas in the development of climate adaptation plans through the use of our climate adaptation toolkit, an approach endorsed by Defra, the Climate Change Committee and the Environment Agency.
With expertise in Resource Efficiency and the Circular Economy, we work across England and Wales, supporting local authorities to implement government policy and delivering national infrastructure requirements. We work closely with Defra and the Welsh Government which enables us to support local authorities with the stream of new challenges faced.
Our advice is grounded in practical solutions, and we offer technical, commercial, and procurement support to help our clients to plan strategically, solve complex commercial issues, manage programmes or projects effectively and increase delivery confidence. We have developed a new standardised contract for local authorities to use for the procurement of new anaerobic digestion facilities to help support the weekly food waste collection, for example.
We are a market leader in supporting development of renewable energy projects and programmes. Offering a commercially based approach to delivery, we work with partners including local authorities and the Welsh Government. Our work includes major strategic programmes such as the establishment of Trydan Gwyrdd Cymru the state owned renewable energy development company and Ynni Cymru to expand community-owned smart renewable energy generation across Wales, as well as hands on delivery of significant renewable energy and storage projects.
We advise on energy projects at all stages of development and delivery including retrofit, heat networks, renewables and energy storage.
We have a dedicated team of PFI specialists to support contracting authorities through this complex process
There is a systemic commercial and capability gap in the public sector –this is recognised by individual local authorities as well as key government departments such as that responsible for local government and the Cabinet office. This gap impacts on the public sector risk profile, the assurance that organisations can give relating to grant spend or investment, and the ability of public sector organisations to demonstrate value for money and efficacy. There is continuing pressure on the sector to act in a commercial way to provide services efficiently and to optimise the income that organisations generate.
Councils face increasing challenges in recruiting and retaining staff. We know that councils have capacity and capability challenges, particularly in relation to:
` key corporate functions such as commercial, finance and procurement
` cross cutting activities such as business case development, financial modelling and service redesign
` specialist services areas such as housing, regeneration and social care
Councils, finding their current financial position unsustainable, are still turning to commercial activity for faster revenue generation. Meanwhile, the consequences of ill-managed or poorly judged acquisitions or investments are well documented.
There are over 700 operational PFI contracts across the UK at a total annual cost of c.£10 billion to the public sector. Early PFI contracts are coming up for expiry in increasing numbers and there is an urgent need to support contracting authorities through this complex process and into new service provision. The public sector often lacks the capacity or skills required to manage this transition. We have a dedicated team of PFI specialists to support contracting authorities with this.
Our team can also help the public sector achieve efficiencies across a range of areas from contract management, refinancing and savings reviews to benchmarking, market-testing and reviewing insurance premium risk-sharing calculations. The team is working with Crown Commercial Services, the
Department responsible for Local Government and the Cabinet Office helping to deliver the Contract Management Pioneer Programme (CMPP). This is an accredited programme which improves the capability of contract managers throughout the local government sector.
The team effectively shares knowledge and best practice preparing guidance notes, tools and templates. These include material supporting CMPP, Commercial and Business Process Mapping toolkits as well as guidance on reviewing local authority owned companies (LATCo). Through this work, we help improve and increase the commercial skillset and contractual knowledge of public sector stakeholders and have helped public sector organisations to identify over £1.2 billion in savings.
Local Partnerships’ team of specialists provides extensive assistance to central and local government across all of these areas. This ranges from hands on strategic advice or assurance reviews, to training and the production of guidance and toolkits.
We help clients develop and deliver projects that respond to the changing needs of places
The Place Business Unit supports our public sector clients to develop, deliver, and review, interventions that contribute to successful placemaking. This is complex and challenging owing to the number of elements involved and their interdependence. Councils are facing multiple place-based challenges and public sector needs including:
` a general lack of resource across a range of place-based services. Senior Place managers are often responsible for a wide range and diverse portfolio of services and many lack both the resources and expertise required.
` the struggle to meet the challenges around the pace of housing delivery, including identifying and delivering options to meet the need for affordable housing and temporary accommodation
` increasing pressures around investment in existing housing stock, driven by regulatory changes and the move to net zero, with limited capacity for key areas such as contract management or sourcing decisions
AT A GLANCE: PLACE
` rapidly changing roles of places, particularly town centres and the need therefore to ensure that the required infrastructure is in place
` a need for commercial support in the sphere of health and social care contracting with the private sector
` management of inflation and labour market challenges for the successful delivery of critical infrastructure schemes
We leverage the broad range of skills and experience within Local Partnerships to support a strategic approach to placemaking.
We help clients develop and deliver projects that respond to the changing needs of places, particularly the infrastructure requirements of our urban centres. We support:
` housing delivery and access to housing
` increasing the quality of existing housing
` defining and delivering complex capital programmes of work
` commissioning, market management and contract management to local authorities for health and social care
` integration of health and social care and its enablers
` development of better strategic cases for infrastructure investment, and production of HMT Green Book compliant business cases
` definition, development and maintenance of physical assets
` areas wishing to explore alternative structures as part of efficiency drives or moves to secure greater devolution powers and funding
` government department assessment of the deliverability of projects for capital grant funding competitions
Our Gateway
Process provides a structured approach to assurance and decision making for public sector projects
Local Partnerships’ project assurance services provide an independent and objective assessment of any project’s health and performance. It can help identify potential issues early on, mitigate risk and ultimately improve the likelihood of project success. In addition, undertaking such a review offers the opportunity to build confidence amongst strategic leadership, elected members and funding organisations that the project is in good hands and ongoing sponsorship of the project is desirable and indeed appropriate. Investing in support that maximises project success is therefore key, as is ensuring that your organisation is utilising all the tools at your disposal.
Our Gateway Process provides a structured approach to assurance and decision making for public sector projects. It consists of a series of stages or “gateways” that projects must pass through during their lifecycle. At each stage, project progress and readiness to continue are assessed by an independent team drawn from our experienced consultants. This is often supplemented by an external peer reviewer drawn from a comparable public sector organisation or project.
Not all assurance needs, however, can be addressed through this single solution. That is why we have developed a series of assurance tools and services specifically directed at a variety of needs. These include:
` individual contract reviews
` feasibility and business case reviews
` housing development reviews
` health checks, short, sharp project reviews
` bespoke reviews, focussed on a specific element or discipline (procurement, communication etc.)
Our team has the skills and capability as well as the public sector understanding to support our clients effectively
In an era of data-driven decision making, it is critical for public sector organisations to use data effectively to enable substantiated decision making and support the development and delivery of key programmes.
The Data Analytics team provides data and evidence-driven insight, tools and capacity services for our public sector clients. Our team has the skills and capability as well as the public sector understanding to support our clients effectively.
Our work focuses on:
` providing compelling data-driven insight across our sectors
` the production of toolkits
` visualisation of data including market intelligence dashboards
` data and geospatial modelling, including the expansion of waste-flow and renewables modelling
` financial modelling and analysis to support the development of business cases across our sectors
We seek to share our intellectual capital freely and publish free-to-access toolkits, guidance and thought leadership
Caroline Hampden-White
Local Partnerships’ communications work supports our objective to inspire our audience, inform them of our expertise across key areas of interest including climate response, resource efficiency and the circular economy, commercial initiatives and placemaking, and invite them to engage with us.
The annual LGA conference, the pinnacle of the local government calendar, provides a platform for us to engage across Officers and Members. There, we launched our new website –localpartnerships.gov.uk. A primary goal was to increase the usability and accessibility of the website. This ensures it serves as an effective digital hub for information and engagement, meeting
the needs of users by helping them to find the material they need quickly and efficiently.
A key part of the new website is the Resource Hub, which is a one stop shop to access and search for our free resources. Over the past year, more than five thousand resources have been downloaded from our website and we have supported over 60 events.
Our new web-based forms enhance interaction with stakeholders and allow us to respond quickly to feedback, ensuring continuous improvement in service delivery and project execution. This proactive approach supports our goal of deepening stakeholder relationships and improving project outcomes.
We seek to share our intellectual capital freely and publish free-to-access toolkits, guidance and thought leadership such as the Greenhouse Gas Accounting Tool and the Temporary Accommodation Model.
Focusing on relevant topics such as climate change, commercial skills and data analytics, we help shape the discourse around public sector innovation and sustainability. We’ve produced blogs, think pieces, infographics and articles such as “Our response to the White Fraiser Paper”, “Review of The Second National Infrastructure Assessment” and “Local Partnerships responds to Council Climate Action Scorecards”.
We regularly contribute columns in trade and national media such as “A call for transparency and accountability”, “CEOs – The buck stops with you”, “Help is at hand to tackle the housing challenge”, “Offices for Good?”, “Helping councils count greenhouse gas emissions” and “Realising the benefits from your PFI/PPP contract”.
Our speakers consistently contribute their expertise at key industry events, webinars and conferences, whether hosted by us or by industry partners. Of our many experts our dynamic
chief executive, Adele Gritten, regularly takes the stage at major conferences and events. Her articles and discussions address the critical roles of leadership and innovation in the public sector, helping set the agenda for future growth and operational excellence within our organisation and the sector at large.
We have sought to expand our reach and foster more dynamic interactions with our community through X and LinkedIn. We have seen a marked increase in engagement, showing that our content is resonating well with our audiences. Our infographics make lengthy new policies, quick and easy to understand such as the “Review of Simpler Recycling”.
We are proud to have supported our award category “Leadership in responding to the climate emergency” jointly with The MJ since 2019. We also support The LGC awards as an overall sponsor, and our experts regularly join judging panels for other organisations,
such as Director Michael Berrington being a judge for the Partnerships Awards 2024. Being a judge provides unique insight into what’s happening in a rapidly changing market. Through this, we identify and celebrate the best the local government sector has to offer and highlight the fantastic work being carried out across councils and communities.
Click the video to hear more from Caroline Hampden-White.
PURPOSE OF OUR WORK
Our purpose is to help public sector organisations face the ever-increasing challenge of meeting rising demands for services, with shrinking budgets.
Our team of specialists brings a formidable combination of public and private sector experience offering the highest quality and most effective support to the public sector. We are a hands-on organisation and work collaboratively for the benefit of our clients, often sitting alongside project teams, rather than providing advice from afar. We provide capacity and capability where it is needed.
Occupying a unique position in the public sector, Local Partnerships facilitates change by working impartially and collaboratively across all parts of central, local and regional government, and devolved administrations.
Our support is especially relevant in helping local and combined authorities with their responsibilities to shape and create place-based growth. This includes the increasing requirements for housing delivery, and the planning and funding of social, digital and enabling infrastructure. We work with authorities to develop their commercial capabilities, helping them achieve and maintain financial resilience. Remaining dedicated to helping local, regional and national governments deliver services even more efficiently and effectively. We are very proud of the successes we have helped our clients achieve over the last 15 years.
HIGH LEVEL OBJECTIVES
To meet the aims and vision for Local Partnerships we will challenge ourselves to achieve the following:
Provide a fulfilling and supportive work environment, appreciating collaboration and valuing diversity. Be approachable, visible, transparent and flexible in the way we work.
Listen to our clients and owners and adapt to their priorities.
Make a positive impact at the local level, accelerating delivery and optimising outcomes.
Be humble about our contribution and proud of our results.
Provide value for money. Produce high quality work. Deliver tangible positive results.
CLIMATE: CLIMATE RESPONSE
Local Partnerships supports both decarbonisation objectives and helping organisations to adapt to climate change.
Adapting to a changing climate
Our climate adaptation toolkit and associated risk matrix launched in January 2022 has been downloaded by 73 local authorities. Developed with the UK Climate Impact Programme (UKCIP), the toolkit is referenced in the Government’s Third National Adaptation Programme (NAP3) and is endorsed by the Met Office and CDP (formerly Carbon Disclosure Project). We are working collaboratively with the LGA, Climate Change Committee (CCC), Met Office and Environment Agency amongst others to continue to develop the guidance and associated tools and to ensure alignment with the UK’s forthcoming fourth climate change risk assessment and Adaptation Reporting Powers. The toolkit is designed for use by individual teams, services or organisations. Most recently the Cabinet Office has included our toolkit in Issue 4 of its UK Resilience Lessons Digest – Learning to Adapt.
Our delivery work this year has included projects with Milton Keynes City Council, Cardiff Capital Region and Welsh Government Health and Social Care. Working with these clients we have run surveys, webinars and interactive workshops, to capture common risks and best practice of adapting to a changing climate.
Our “Accelerating Adaptation Action: councils preparing for climate change” report, prepared on behalf of the LGA, identified recommendations to take to the Department for Environment, Food & Rural Affairs (DEFRA) as they developed NAP3. Our recommendations included elevating the significance and need for action on adaptation, in line with mitigation, as well as the centralisation of data and resources to understand climate data as the foundation for action.
Welsh Government, Health and Social Care, Adaptation Planning
Local Partnerships was commissioned by the Welsh Government, Public Health Division, to support with their Health and Social Care Adaptation Planning following
Jo Wall
Rachel Toresen-Owuor
Vicky Kingston
the publication of the Climate Change Committee’s (CCC) report, Adapting to Climate Change: Progress in Wales, in September 2023. The work has resulted in the development of the Adaptation Toolkit for Health and Social Care in Wales which will be launched in August 2024.
Emissions reduction
Local Partnerships support organisations with emissions reduction work including carbon accounting, planning pathways to Net Zero, development of project business cases, building retrofit work, fleet transition and generation of renewable energy.
Pathway to Net Zero
Emissions baselines, carbon budgeting and development of effective action plans are key tools in delivering practical emissions reductions. Local Partnerships has been working with the Local Government Association (LGA) since 2020 to enable local authorities to do more of their own carbon accounting with the GHG accounting tool (the Tool) and the Waste Emissions Calculator (the Calculator) –which are free, simple and accessible
CLIMATE RESPONSE
tools for councils to use in accounting for their GHG emissions. Since October 2023, the tool has been downloaded 341 times which equates to 198 councils. In addition, since its launch in January 2023, the Waste Emissions Calculator has been downloaded 257 times by 88 different councils.
Our delivery projects have included:
` supporting Cornwall Council in developing their approach to managing and reducing supplier scope 3 emissions.
` establishing emissions baselines and supporting use of the GHG emissions calculator (Hart District Council, Hertfordshire County Council, Huntingdonshire District Council)
` updating scenario planning tools to identify the capital costs and carbon savings of proposed interventions and support decision making with key stakeholders (Hertfordshire County Council)
` providing support to plan a consultation and engagement process for a Climate Action Plan (Horsham District Council)
` developing and updating councils’ Net Zero Trajectory ( Welsh LGA for all 22 Welsh Councils, Huntingdonshire District Council, Milton Keynes City Council)
We support a wider range of councils with our free, easy to use, quick and robust
Electricity Consumption Forecasting Tool. We also produced guidance on energy supply and provided additional capacity and technical expertise to expedite the development of local energy projects.
We worked with Energy Systems Catapult and local authorities in Greater Manchester Combined Authority to develop and share these tools, under the “Unlocking Clean Energy in Greater Manchester” (UCEGM) project.
Click the video to hear more from Jo Wall.
Programme management
Delivery of climate change programmes is complex and maintaining programme governance and focus are key to successful delivery. We provide Programme Management Office support to Milton Keynes City Council and Cardiff City Council: Cardiff City support
` management and oversight of The One Plant Cardiff programme
` development of an Electric Vehicle Road Map, setting out the requirements for charging infrastructure in the city
` project optimisation at Radyr Weir Hydro Plant. Our interventions improved communications and formalised contract arrangements between the Council and the operator, leading to remediation works and improved performance. The plant performs significantly better than previously, securing a robust income stream for the Council and better fulfilling their renewable energy objectives
Milton Keynes City Council
We remain a critical friend of Milton Keynes City Council, supporting them across a range of activities related to the Sustainability Strategy.
This financial year we have updated the net zero scenario planning tool to give the Council the ability to control the model themselves and use it for decision making. This has included adding extra functionality on the detail of buildings across the Council’s estate, such that they can make more informed decisions on buildings in terms of rationalisation and energy efficiency upgrades. A new focus has been on the Council’s climate risks and adaptation strategy. Individual, in-depth engagement sessions with the Heads of Service across all the Council’s service areas led to the identification of climate risks to include on the Council’s overall climate risk register, as well as the acknowledgement of new actions happening in various service areas due to the changing climate. The outputs from this area of work will support the
further development of the Council’s Sustainability Strategy Action Plan in 2024.
Supporting central government
Net Zero initiatives
The Department for Energy Security and Net Zero supports delivery into local government through a number of initiatives including the Local Area Energy Hubs and the Net Zero Go website. Local Partnerships provides support and advice to these initiatives.
Business
case projects for local energy projects
Energy Systems Catapult’s (ESC) Net
Zero Go team has been building a set of guidance around developing a local energy Outline Business Case, based on the Green Book Five Case Model. Local Partnerships has been working to develop an Outline Business Case template and three Strategic Outline Case templates focused on local energy projects to assist local authorities in the development and delivery of these documents.
The Greater South East Net Zero Hub Local Partnerships supported the Greater South East Net Zero Hub to review organisational structure and governance, to enable the Hub to increase the number, scale and quality of local energy projects being delivered through the recruitment of key personnel.
We provided direct support to Hub clients:
` the East of England NHS Trust –supporting 19 Acute Trusts identify renewable energy and heat network development opportunities which support the implementation of NHS Green Plan ambitions through prudent capital investments and strategic decision making
` providing advice and guidance on the Low Carbon Skills Fund (LCSF) and the Public Sector Decarbonisation Scheme (PSDS). Supporting public sector organisations in the Hub to enable prequalification of potential projects. Further support includes development
m
Local Partnerships has provided support to the public sector resulting in the award of £35m of funding through the Public Sector Decarbonisation Scheme
of high quality LCSF and PSDS applications including the production of comprehensive supporting documentation e.g. project and delivery plans
For PSDS Phase 3c successful applicants we supported are as follows:
` Medway NHS Foundation Trust –awarded £25,886,516 to install heat decarbonisation and energy efficiency measures at Medway Maritime Hospital. Heat pumps are to be installed in 11 buildings and solar panels will be installed across multiple buildings. Additionally, double glazing will be installed in three blocks
` North Hertfordshire District Council – awarded £7,743,224 to decarbonise three leisure centres: North Herts Leisure Centre, Hitchin Swimming
Centre and Royston Leisure Centre. Air source heat pumps and solar panels will be installed at all leisure centres. Additionally, a range of energy efficiency measures will be fitted across all sites, including new heat recovery systems, double glazing, roof and external wall insulation, air handling units, lighting controls, variable speed drives and cooling control systems
` West Oxfordshire District Council –awarded £1,649,013 to decarbonise Windrush Leisure Centre in Witney. End-of-life gas boilers will be replaced with air source heat pumps, and solar panels will be installed to produce renewable electricity. Heating pipework insulation will also be installed to improve the energy efficiency of the building
Total – £35,278,753.
Supporting Welsh Government initiatives
Local Partnerships is a delivery partner in the Welsh Government Energy Service which is delivered in partnership with Carbon Trust and the Energy Savings Trust. Collectively, we provide support to every Welsh public sector body (77 eligible organisations) to support the Welsh Government ambition of being net zero by 2030. The programme includes increasing the energy efficiency of buildings, construction of renewable energy generation facilities, local and regional energy planning support, transition of vehicle fleets to electric power, and improving procurement to reduce the carbon content of goods and services purchased. This year we have also supported Welsh Government with a collaborative procurement for EVs, which is saving the Welsh public purse up to £1m in total on purchase prices.
Last year was the first year of a renewed five year contract for the Energy Service and over that period it has delivered considerable benefits. These include:
` carbon reduction (over installed project lifetimes) was more than 78,000 tonnes
` income generated from renewable energy and savings from energy efficiency measures (over installed project lifetimes): £32m
` total capital invested in Energy Service projects circa £26m
The Welsh Government reprocured their landmark Warm Homes contract last year with strategic contract management support from Local Partnerships. We successfully supported the seamless service continuity between the two projects and helped ensure the new contract was launched on time.
Building Retrofit
Decarbonising buildings is a significant and difficult task. Local Partnerships provides advice and support in developing and delivering projects. Our activities in this area include the Domestic Retrofit Handbook which gives advice on developing and implementing projects. The handbook was updated with financial support from the LGA. In recent years Local Partnerships has been a co-owner (with the Greater London Authority) of the Re:fit energy performance framework.
Mike Williams
Tony Lawson
Click the video to hear more from Carwyn Davies
Under Local Partnerships’ joint ownership projects delivered under Re:fit framework are delivering the following across the public estate nationwide:
` £418m capital investment
` £25.8m annual energy cost savings
` 69,700t CO2e savings annually
The programme is widely used across the public sector by organisations such as NHS Trusts and Health Boards, local councils, and Universities. The framework, facilitated by a multidisciplinary team with knowledge of wider energy and carbon performance improvement across legal, technical, and financial disciplines has supported clients to secure service providers to develop key projects including:
` the next phase of work for Anglia Ruskin University projected to deliver
Cliciwch ar y fideo i glywed mwy gan Carwyn Davies.
approximately £150,000 of annual energy cost savings
` the most recent phase of work for Newport Council projected to deliver more than 210t CO2e and £30,000 energy cost saved annually
The latest iteration of the framework expired on 24 April 2024. Local Partnerships is now providing support to the Greater London Authority to develop the next iteration of the Framework.
Heat and power Renewables
Local Partnerships works with the Welsh Government, local authorities and other public sector clients to develop renewable energy projects and programmes. Recent work includes:
` ongoing development advice and support to Central Bedfordshire Council for the development of up to 177 MW of battery storage and 90 MW of solar PV, feasibility modelling and development support and advice
` installation of 3.4 MW of renewable energy capacity as part of the current Energy Service programme
` the Welsh Government Renewable Energy Developer Programme culminating in the establishment of a new arms-length Welsh Government company: Trydan Gwyrdd Cymru.
Local Partnerships led on all aspects of setting up the new company, which included organisational design, staff recruitment, setting up the Board with directors and non-executive directors, core systems implementation, corporate identity and branding and formal registration at Companies House. Trydan’s mission is the delivery of a 1GW pipeline of windfarms on the Welsh Government Woodland Estate by 2040
` a review of previous studies for a solar farm and development of a new financial model to assess its viability for Essex County Council, with current work developing delivery timescales and costs
` support to Oldham Council on the development of a 891kW groundmounted solar array on the site of a former industrial landfill at Wrigley Head in Failsworth, with an anticipated construction budget of c£1.3m. The project is due to be delivered by the end of 2024
` support to Surrey County Council and Methyr Tydfil Council to develop solar schemes supported by a “private wire” and connection and a commercial Power Purchase Agreement (PPA) to a third party (in this case schools and hospitals). Local Partnerships built financial models to support business case development and provided commercial advice to the development of the PPAs
` support to Wakefield Council to develop a business case, compliant with the HMT Five Case Model, for a 20 MW solar farm on its land. This included facilitating workshops to identify the optimal route to market, supporting the grid application process and wider support to identify and resolve key issues and risks for the successful delivery of the project
Our expertise is such that the Local Government Association and the Energy Systems Catapult commissioned Local Partnerships to author sector guidance: LGA – Renewable Energy Good Practice Guide.
ENERGY AND RE:FIT
As the UK transitions to a zero carbon electricity supply the scale of innovation and the size of projects are increasing at pace.
Local Partnerships provided advice to Lincolnshire County Council, Rutland Council, South Kesteven District Council and Darlington in responding to planning applications for significantly large solar PV and battery storage projects. These projects represent 580 MW of solar PV covering around 1,000 hectares of land. We supported with public engagement, development of elected member understanding and establishment of community benefit funds. We were invited to provide evidence to the Parliamentary Energy Security and Net Zero Committee investigating the barriers to grid decarbonisation.
Local Partnerships supports the Welsh Government with their Marine Energy Programme (MEP) which focusses on floating offshore wind (FLOW), tidal stream and tidal lagoon technologies. FLOW has the potential to bring significant employment in Wales, but this is dependent on suitable infrastructure in
local ports. We worked with Port Talbot and port of Milford Haven to secure £1m of funding each from Welsh Government for initial surveys and design work to support port upgrade.
We worked with the Morlais tidal stream demonstration project (Anglesey) to develop a range of creative funding options to enable the project to remain sustainable and increase the deployment of tidal stream devices to the maximum consented for the site – 240 MW.
This year, we led the Welsh Government’s tidal lagoon challenge. This innovative grant fund made £750,000 available to research consortia to demonstrate the potential either to reduce or remove a barrier that is currently preventing tidal lagoons being developed or help to quantify a potential benefit of tidal lagoon development.
These funding awards, and our support has enabled the Welsh Government to fulfil this government programme commitment.
Ynni Cymru is a new Welsh Government programme delivered by Local Partnerships developing a programme of activities supporting community-based smart local energy systems (SLES).
Heat Networks
We have been working with clients to develop heat network proposals within their locality. including Milton Keynes City Council, Staffordshire County Council and the London Borough of Tower Hamlets.
Local Partnerships supported Staffordshire County Council with the development of the Four Ashes Heat Network which would connect a council owned energy from waste plant with three prison sites. With our support the project has successfully secured £11.7m from the Green Heat Network Fund (GHNF) for commercialisation and construction, following over a decade of inertia prior to our involvement.
Cliciwch ar y fideo i glywed mwy gan Rhys Horan.
£11.7m
With our support the Four Ashes Heat Network project has successfully secured £11.7m of funding
Click the video to hear more from Rhys Horan.
RESOURCE EFFICIENCY AND CIRCULAR ECONOMY
Working in collaboration with the UK Government, the devolved Government of Wales and local authorities, we have strengthened the public sector, driving a practical, evidence-based approach to tackling resource consumption and reducing emissions to transition to net zero.
We employ a holistic, system-led approach that engages stakeholders across the entire value chain. We have supported stakeholders in their ambitions to reduce consumption and deliver a circular economy, focused on valuing resources, protecting the environment, mitigating climate change, and addressing biodiversity loss caused by resource extraction and processing.
In 2023-24 Local Partnerships was present at nearly 60 events, including internal webinars and speaking at external conferences.
Our focus is supporting the public sector ecosystem to create a sustainable, fairer economy, that leverages social and economic opportunities to tackle inequality.
Local Partnerships provides an evidencebased and collaborative approach to bring reassurance, resilience and efficiency, supporting the extensive programme of work we deliver in the resource and waste sector of the UK.
Our work has been pivotal in pushing forward policy reform. We provided technical expertise focused on environmental impact, including:
` research and analysis of global reuse and repair policies to support the Welsh Government to develop new policy which will embed Circular Economy principles and reduce carbon emissions
` modelling of Deposit Return Schemes (DRS) in the UK, contributing to the evidence for the regulatory impact assessments and the scope of materials
` modelling the impact of the inclusion of waste incineration in the Emissions Trading Scheme and opportunities to reduce residual waste
` mapping intended packaging extended producer responsibility (EPR) policy outcomes over time for
Derek Rooney
Kristy Spindler
RESOURCE EFFICIENCY AND CIRCULAR ECONOMY
Welsh Government, analysing financial and material flows that will result from packaging EPR implementation to ensure the design will meet the intended outcomes
` investigating how the full net costs of litter can best be incorporated into packaging EPR legislation
` for Defra, undertaking data gathering, quality assurance and analyses of the local authority costs provided as input values to the local authority payments module that forms part of the financial administration of packaging EPR
` co-creation of the Green House Gas Accounting tool for waste reporting enabling local authorities to baseline and monitor emissions from its services
We facilitate translation of policy into practice. We worked with local authorities, a pivotal part of the value chain:
` we supported local authorities in England to prepare for key changes to their services relating to guidance and secondary legislation from the Environment Act (2021). We undertook reviews of services to identify the
impacts of, and compliance with, forthcoming legislation, to inform decision making on future service design and procurements
` we supported local authorities in understanding the financial, carbon and recycling impacts of alternative collections options to maximise environmental benefits while reducing costs
` we appraised alternative delivery options for authorities, including inhouse, through LATCos, joint-ventures, and outsourcing
` we worked alongside the Welsh Government and local authorities in Wales to implement the Workplace Recycling Regulations (Wales) 2023. Our work has supported the shaping and laying of the regulations through robust project management and technical advice. In parallel, our team supported local authority readiness and transformation journeys, ensuring trade services were compliant and offer a competitive service for end users
` in Wales, the delivery of the strategic collaborative change programme has helped local authorities in the development of their strategies and business cases, and implementation of change to reach 70 percent recycling. We work closely with the Welsh Government and local authorities to provide assurance to funding requests, alongside guidance and governance for ensuring successful outcomes are achieved
` in Scotland we are continuing to work with five local authorities to assist in the management of their long-term residual waste treatment contract by providing technical and contractual support for day-to-day operational issues and policy change implications
We have supported resource and waste infrastructure through our longestablished specialist team supporting the Defra Waste Infrastructure Delivery Programme (WIDP) and the Welsh Government Waste Infrastructure Improvement programme (WIPP).
We provided dedicated transactors and specialist legal, financial, commercial and technical support including: change in law provisions, refinancing, complex contracting and preparation for policy change. We organised and ran network and specialist user groups to reach all local authorities with WIDP, WIPP and anchor contracts throughout the year to ensure efficient and environmentally friendly waste processing, while maximising value for money across the public sector. For WIDP, the dedicated transactor support provided technical, legal and financial assistance in the day-to-day management of the projects such as dealing with POPs, contract insurance and change in law. The network group meetings also including support
on policy implementation and guidance on ETS, DRS and EPR helping to inform operational impacts. Specialist subgroups were formed to discuss and inform on specific issues such as contractor changes which impacted across multiple contracts. The WIDP network group meetings and specialist subgroups where open to local authorities in England, Wales and Scotland with over 150 participants at each network group meeting.
We continue to seek and secure investment in green technologies, to boost job creation and economic growth. Our work and ambition promotes a resources hierarchy that seeks to reflect and prevent the emission of greenhouse gases, save energy, and tackle over consumption, to embed systemic change.
Click the video to hear more from Andrew Gore and Hattie Parke.
Expiry
Our work supporting PFI projects prepare for expiry continues to grow as more projects move into this crucial phase. There is also emerging precedent around contractual and non-contractual approaches being set in the market.
We have continued our long-term relationship with the Driver and Vehicle Licensing Agency (DVLA) in respect of their accommodation PFI project, working with them to implement their strategy for expiry, which we helped them develop. We facilitated meetings of a “core engagement group” to discuss strategic issues, assisting with the planning and delivery of the survey on expiry, and reporting on the financial integrity of the special purpose vehicle (SPV). We supported the development of a performance management approach and strategy for the Hard FM Services Contract to be let by the DVLA following expiry.
We assisted LB Lewisham on their housing PFI expiry to develop a project plan for the expiry process. This is in direct response to expiry health check recommendations from the IPA. We also continue to support them in negotiations around the use
of monies that are maintained by the SPV in the lifecycle fund.
We supported the expiry of projects through the IPA‘s Local Government Support Budget. We continue to support LB Tower Hamlets on their heat network PFI. This has been a significant programme of work where we have provided a multidisciplinary team to drive through their initial readiness and an initial assessment of decarbonised and expanded network. This has involved:
` running procurement exercises for technical and legal advisors
` direct provision of hands-on support to drive through change
` provision of programme and project management support and the management of other advisors
` developing a successful bid of £200k for Heat Network Delivery Unit funding
` introduction of performance deduction routine, leading to significant savings (£500k plus) back to the Council
` entering into complex negotiations with the owner of their SPV, around a potential extension of the PFI contract
Georgia Lewis
Neil Okninski
Click the video to hear more from Lee Hannan.
£1bn the capital value for new facilities procured under MIM for Welsh infrastructure
In late March 2024, financial close was reached on the new Velindre Cancer Centre project. This project is being delivered via the Mutual Investment Model (MIM), which Local Partnerships has been instrumental in developing and implementing.
Since the announcement of the MIM in 2017, Welsh Government have successfully delivered the following projects and programme:
` A465 dualling – a £550m project to dual 18km of the A465 Heads of the Valleys road between Dowlais and Hirwaun
` Sustainable Communities for Learning – formation of a Joint Venture development company, WEPCo, with the first two projects (a £64m all-through educational campus at Myndd Isa, Flintshire and a £75m grouped primary schools project in Rhonda Cynon Taf County Borough Council) reaching
financial close in 2022 and the first school opening to pupils in 2024
` Velindre new Cancer Centre
The new hospital is part of Velindre University NHS Trust’s Transforming Cancer Services in South East Wales Programme. The new Velindre Cancer Centre is a £300m build project, developed to comply with the Well-being of Future Generations (Wales) Act 2015 and deliver the most sustainable hospital in the UK.
Construction on site has commenced immediately upon close and the Cancer Centre is due to open in April 2027.
To date, without MIM, the capital value of >£1bn for the new facilities constitutes additional investment would not have been made in Welsh infrastructure. The MIM also delivers significant community benefits and allows Welsh Government, via the Development Bank of Wales, to take an equity stake in all projects and programmes.
Neil Okninski
The challenging economic landscape combined with increased expectation regarding service provision will mean that many councils are likely to continue to rely on commercial investments and ventures to provide income streams.
Programme Management Office
We worked with Sandwell Metropolitan Borough Council on establishing a programme management office (PMO). While the council wanted to establish a consistent approach through a crosscouncil framework with shared tools, templates and reporting. This work would also inform the design of their software programme to support project management and determine the roles between a central PMO and services.
A key element was prioritising projects at the start of the process, understanding the level of risk, interdependencies, resource needed and assurance required. We worked with the council to create a bespoke “Project Threshold Tool” that weighs-up a range of different factors to determine what level of support
is needed through a scoring mechanism. It was important that the tool was quick and easy to use knowing the pressure on people’s time – a generic version is available to download.
Part of the work involved learning from other councils in terms of best practice and areas to consider including pitfalls to avoid. Combined with the handson activity from Sandwell Council and experience gathered from the councils of South Cambridgeshire, Watford, Walsall and Wolverhampton, we were able to publish guidance on establishing and running a PMO. The guidance and resources are available from:
PMO – Local Partnerships.
David Crowe
Simon Bandy
Click the video to hear more from Davina Nandhra on PMO.
Local Partnerships provided a flexible and localised response that achieved real positive feedback from the workshop and interviews as people were really engaged. The presentation and preparation for Sandwell’s leadership team was exceeded as Local Partnerships went above and beyond with certain aspects (attending meetings, preparing reports, presentation).
Local Partnerships provided support that meant the pressure was reduced for the SROs. The transformation support along with work on governance and approvals and process mapping could benefit many other local authorities. Local Partnerships provides trusted independence through co-produced/co-designed projects. The project worked well as it included/ incorporated other external organisations across/within Sandwell.
Silo working will always happen but Local Partnerships worked well with all the external organisations with no hesitation to link things up which is a unique trait that could be explored by other authorities.
Sandwell Council
Contract Management Pioneer Programme
Local Partnerships provides wrap-around support for local authorities that are part of the Contract Management Pioneer Programme (CMPP). The programme is free, accredited training for the public sector, and provides the skills, assurance and resilience needed in contract management, especially with greater focus on how contracts are managed with the new Procurement Act 2023. The support provided by us, and sponsored by Crown Commercial Services, follows different stages with the CMPP from getting started, through to check-ins at mid point and then exit walk through to see how the council has progressed as a result of the programme. We will work
with councils along the way, including creating transition plans to support improved contract management practice and providing hands-on assistance to address particular issues.
The CMPP support involves 75 councils of different sizes and geographies. A key benefit is shared learning. Alongside the support, which is only open to councils signed up for CMPP, we have produced a range of tools, templates and guidance, freely available to download:
Contract Management Pioneer Programme
.
Business Process Mapping for procurement and contract management
What started as a pilot project from DLUHC has expanded and developed. The pilot involved working directly with councils to test whether the principle of business process mapping could apply to public sector procurement. The positive results of the pilot were turned into a toolkit which takes councils through a step-by-step guide in conducting their
Using process mapping for both procurement and contract management has been invaluable. It was the perfect time to undertake the mapping exercise as the process facilitated the early incorporation of Procurement Act requirements across commissioning, procurement, and contract management. I would like to thank Local Partnerships for their expert support.
Nimesh Mehta Head of Procurement, London Borough of Harrow
own process mapping, with accompanying tools and guidance – all freely available at bpmtoolkit.co.uk.
The toolkit has been expanded to include contract management in response to councils requesting coverage of the whole commissioning lifestyle. This expansion was also tested with councils working with them to map their end-to-end process over two days of workshops. This work enabled the councils to consider improvements to their current process.
Click the video to hear more from Davina Nandhra on CMPP.
LATCo Guidance
We updated our Local Authority Company (LATCo) Review Guidance which is primarily aimed at reviews of existing council owned companies, the first sections focus on the effectiveness and appropriateness of governance arrangements that are critical, so that the companies may be held to account and to protect the interests of taxpayers.
` Sections 3 and 4 provide a best practice checklist of issues to consider while conducting governance reviews.
` Section 3 focuses on councils’ governance arrangements for overseeing wholly or partly owned entities and holding them to account.
` Section 4 focuses on the establishment of effective governance arrangements for the entities themselves.
` Section 5 sets out the questions and challenges that are relevant to the decision-making processes for establishing wholly or partly owned entities. It provides guidance, questions and issues to address as part of the process to plan and approve the establishment of a commercial entity.
This guidance helps councils ensure they strike an appropriate balance between allowing a company the freedom to manage its activities and ensuring it is accountable for its actions. A summary of evidence and an accompanying action sheet is provided in Section 9. Councils may decide to use this checklist themselves to test the strength of their governance or ask us to undertake this exercise for them.
We held a webinar to complement the report, in which we discussed local authority trading companies and tips for success. We were joined by Max Caller who has experience of both council side and as a Board director of a LATCo and Simon Howick, MD of Oxford Direct Services (ODS), Oxford City Council’s wholly owned environmental services company, talking from the perspective of a LATCo. The lively debate covered a range of aspects and insights to provide ideas for anyone thinking of setting one up in the current challenging economic environment. It proved, as is the case for ODS, that there are some very positive and inspiring examples of LATCos which provides contrast to the more high- profile failures.
Click the video to hear more from Vivien Holland.
Commercial Toolkit
Local Partnerships launched a Commercial Toolkit to support local authorities as they navigate the challenges of commercialism. It takes councils through a structured and robust approach to considering commercial activity. It sets out key considerations and what commercialism means for councils and how this can be achieved.
The overview is followed by five stages representing a commercial journey. These cover the commercial lifecycle from developing a commercial strategy through to reviewing success and addressing issues that reviews may highlight. Below each of these main sections there is more detailed guidance providing additional information around subjects such as the skills, capability, culture and structure of your services.
Councils rely on commercialism to be able to provide public services, for example:
` charging for certain services to make a surplus which can be fed back into public service provision
` changing the way services are delivered in-house to make them more sustainable
` developing new market opportunities
` investing in real estate
Commercial activity should be kept under review as it is always subject to change. This guide serves as a convenient reference point, accessing whichever component as required. By referring to it whenever needed, it helps to ensure the success of any commercial venture. It has a structured and robust approach to considering commercial activity.
We held a webinar in January 2024 to showcase the toolkit and brought it to life with an example from Cotswold District Council. The Chief Executive, Rob Weaver, explained how the toolkit can be useful. He discussed the approach taken to launch a Green Investment Bond including what being commercial means to Cotswold and why such a financial fundraiser worked well for the Council and its stakeholders.
CEO Blueprint
We developed a CEO blueprint, designed to take council Chief Executive Officers through a need-to-know, structured, risk aware and financially sustainable approach to developing commercial initiatives. It enables CEOs to feel confident they have all the bases covered when it comes to council commerciality. It supports CEOs of all council types when overseeing commercial activity irrespective of the end outcomes they are seeking to deliver. The key purpose is to maximise the chances of success.
It is structured around the lifecycle of commercial activity focusing on key considerations at each stage in relation to areas such as strategy, leadership, governance, evaluation, capability, risk and performance management. The guidance stresses three key messages for CEO in order to guard against failed commercial activity:
` establish a culture to challenge commercial activity. It’s important to ensure that commercial activity remains
relevant and consider market conditions or changes to council priorities
` maintain a clear separation between the council and any company that it owns. Companies might either be too close to the council which hampers commerciality or too distant which means the council loses control of what the company is doing. Clarity of position is key to success
` ensure that the scale and financial value of the council’s investments are proportionate to the size and budget of the authority and reviewed regularly. Ensure that the skills and capacity are in place to effectively oversee investments either in-house or buy in
It is the first in a series of CEO Blueprints covering other key areas of Local Partnerships’ core support to local government.
TRANSFORMATION
Our transformation programme has grown and included work funded directly by councils alongside work funded by the government through the LGA sector support programme. In 2023-24 we worked with 17 authorities to support their transformation programmes.
Direct work with councils has supported the identification of £1.6m of savings and transformation programmes that will address budget pressures of more than £165m across the local government sector.
The context for local government remains challenging, and this year we have helped organisations to:
` develop the future vision of an organisation that meets residents’ needs within budget constraints
` set out the operational models and design principles for transformation activity
` put in place the structures for success including governance frameworks, benefits’ realisation, portfolio management and project prioritisation
` identify and appraise options for delivering in innovative ways
Our commitment to sharing our expertise with the sector is a core part of the transformation offer. We chaired two LGA transformation masterclasses on working with strategic partners, publishing case studies and learning from our projects.
Based on our work with Cumberland Council, and in response to a clear sector need we have published our transformation prioritisation matrix.
Sarah-Joy Lewis
Click the video to hear more from Sarah-Joy Lewis
PLACE: HOUSING
Development partner support
We supported LB Tower Hamlets in the competitive procurement of developer partners across a three-tranche housing programme which has now launched in April 2024. The programme comprises 11 sites and the council is seeking private residential development partners to deliver mixed tenure housing, entering into contractual development agreements. It is estimated that the schemes will provide a pipeline of over 250 new homes, of which half will comprise quality, affordable homes to meet local needs. We continue to provide support during the bidding stages.
Unblocking stalled sites
We supported Welsh Government with a programme aimed to unblock social housing sites across Wales which were at risk of stalling owing to issues around phosphates in rivers arising from new development. Through close liaison with Welsh Government, Natural Resources Wales, Welsh Water, developers and planning authorities, we worked to identify and address issues on a site by site basis. From an original list of 68 sites, 902 homes
on 37 sites across Wales are now able to proceed (subject to normal planning and development processes). This is made up of 799 affordable homes, and 103 private homes.
Modern methods of construction support
We supported Hull City Council in the development of new modern methods of construction homes on council owned sites in the City. We provided a full development management service to the council, including the provision of architectural, design, planning and cost management services. In March 2024, the first planning applications were submitted. Subject to the planning process, we hope to enable the development of 53 new homes, across five sites in the city.
Housing Delivery Vehicle review
We led a review of Exeter City Living, the Housing Delivery Vehicle established by Exeter City Council. The Housing Delivery Vehicles toolkit is designed to help councils on an end to end journey in the establishment, delivery, and review of housing delivery vehicles: from
Martin Walker
scoping, through market engagement, vehicle development, procurement, and operations and review. Our report to the council made recommendations on the best routes to deliver the pipeline of an estimated 500 homes, supported by Brownfield Land Release Fund resources of around £6m.
Service contract review
We continued to support Milton Keynes Council in the delivery of their repairs and maintenance services. Our services have involved assisting the Council in reviewing, developing and implementing options around procurement (such as the merits of insourcing, outsourcing, and hybrid approaches). This will enable the council to deliver their repairs and maintenance function to 11,118 Council owned homes and 1,340 leasehold properties in the city, as their previous five year, £165m programme comes to an end.
Homes and Housing Data modelling support Homelessness continues to be a pressing problem across councils. We launched our Temporary Accommodation model, freely available on the website.
This was successfully piloted in Manchester, with funding from the LGA . The model helps councils make informed decisions on temporary accommodation pressures. At the launch, we had over 130 registered attendees from almost 80 councils, several of whom are now progressing with this in their areas.
Strategic sites reviews
Surplus council owned land offers an important resource for the delivery of new homes to meet local housing needs. Understanding which sites out of a longlist of sites have the greatest potential to be brought forward – and the appropriate mechanisms for securing their delivery – is increasingly important for councils seeking to target limited resources in the right areas, deliver new housing and regenerate their areas. We prepared a prioritisation tool which applies a tried and tested methodology to guide the selection and prioritisation of suitable residential sites. This enables local authorities to prepare a phase development programme to ensure resources are targeted in those
areas with the greatest potential to deliver new homes which meet local needs.
Handbooks and guidance
Recognising the importance of improving energy efficiency in the housing stock, in terms of net zero and addressing fuel poverty, Local Partnerships has continued to provide support to local authorities and Welsh Government. With support from the LGA, we refreshed the Local Authority Domestic Retrofit Handbook, which provides practical advice to local authorities at the start of their retrofit journey, with updates to reflect rising energy bills and soaring levels of fuel poverty. We have supported Welsh Government in the procurement and management of their £230m Warm Homes (Nest) contract. Working closely with the Welsh LGA, we have also engaged Welsh local authorities to support the development of local authority ECO4 Flex schemes, aligning these with the Warm Homes Nest Scheme and the new Welsh Energy Advice Service operated by EST.
Sector support
We have contributed to a number of conferences and events such as the Public Sector Decarbonisation Conference in March 2024. Given the complexity and risks involved in domestic retrofit, especially in tackling older properties, Local Partnerships has invested in training and development so that we can now demonstrate PAS2035 Retrofit Risk Coordination and Management accreditation, to provide greater assurance to clients.
INFRASTRUCTURE
Liverpool City Region Combined Authority (LCRCA) was undertaking a fundamental transformation of its services, the “In Shape to Deliver” programme. As a part of this initiative, Local Partnerships supported LCRCA transform its Asset Management function. LCRCA holds the role of the Passenger Transport Authority and has responsibility for a diverse portfolio of assets, including offices and buildings, the two tunnels and the world-famous Mersey Ferries.
Local Partnerships challenged the leadership team on their base assumptions
I want to put on record my personal thanks for your input into that (appraisal) process – I found your input really valuable and your advice around some key issues critical. Your independent challenge and observations around our approach was key. Thank you.
Gary Evans Assistant Director Customer Delivery, Liverpool City Region Combined Authority
The Local Partnerships team have helped us on a few projects now – they have proven to be very adept at gathering information from complex stakeholder environments, distilling it down to the essentials and helping us decide on next steps.
Matt Coleman, Head of Data Policy, Data, Insights and People Analytics Division, Department for Transport
of the service, defining a range of service objectives they sought to deliver and leading an appraisal of the variety of solutions designed to deliver them. As the project moved on, we were appointed to an additional role co-ordinating and developing a new target operating model for the delivery of the capital programme.
Local Partnerships has been supporting the Department for Transport Data Team deliver the National Transport Data Strategy since 2019. Focusing on the area of data standards, we have undertaken a series of “Discovery Exercises” for the
department. These fact finding exercises have provided the Department for Transport with the grounding and insight to develop policy, direct activities and prioritise resources.
This year we commenced Phase 3 of the work. This included on-line learning sessions, providing support to the Transport Data Forum quarterly meetings, and providing data standards input into the National Digital Twin Project.
Kevin Jones
WIDER PLACEMAKING SUPPORT
The Place team has worked across a wide range of clients delivering impact in health and social care, energy and transport infrastructure and placemaking.
Business case review work
We worked with the Welsh Government to support the business case for a programme of 50 integrated health and care centres located throughout Wales. These centres bring together services for health and social care with a focus on promoting health and wellbeing and preventing ill health. In addition, we delivered training to the seven Regional Partnerships Boards in Wales on developing and managing capital programmes.
We worked with Hull and North Yorkshire Integrated Care Partnership to develop an analytical tool supporting increasing digital maturity in the care homes sector. The tool enabled greater understanding of how and where programmes aimed at increasing digital maturity are succeeding and consequently where future resource and effort should be targeted.
We helped Cwmni Egino, a Welsh Government company established to progress potential new nuclear projects and provide economic opportunities for north west Wales, to undertake an impact assessment of its work to date. Recent new nuclear policy events have come at a pivotal time for the organisation, impacting its ability to progress critical elements of its programme. This year represented a useful juncture to take stock of what it had achieved and how that has been perceived by the organisation’s key stakeholders as well as take soundings on what its future role could and should be.
We worked with the Government Actuary’s Department (GAD) supporting their business development and continuous improvement approach to explore client perceptions on their experiences of working with GAD. We considered communications, value for money, overall experience, thought leadership, innovation and technical expertise. The work enabled GAD to develop their mission to improve the stewardship of public sector finances by supporting effective decision-making and robust financial reporting.
Jenny Coombs
Martin Forbes
WIDER PLACEMAKING SUPPORT
Flexible and hybrid working is having a dramatic impact on the nature and size of office accommodation required and wider implications for the vitality of our towns and cities where average office occupancy is stagnating around 30%. Many organisations are downsizing but are not quite sure how big they should be and what work settings to create. For local authorities, the situation is critical, many are facing a funding crisis and cannot afford to be holding and maintaining surplus space. What should they be seeking to do in response?
Our “Offices for Good” series of webinars and articles culminated in a launch event at the prominent conference UK’s Real Estate Investment and Infrastructure Forum (UKREiiF) on 22 May. Through this work we have established a collaborative, practical programme to help local authorities respond to the issues and address the questions of what a fit for purpose future office estate needs to look like and how it can be achieved.
Click the video to hear more from Jenny Coombs.
Gateway Reviews
Last year we undertook a number of Gateway Reviews on behalf of councils. These reviews are a structured process that examine major projects or programmes at key decision points in their lifecycle. They are designed to support the effective development, planning, management, and delivery of major projects and programmes.
We provided delivery teams with advice and guidance and funders with confidence that the project is in good hands. Reviews were undertaken for Cheshire West Council, Norfolk County Council and East Riding Council on major highways schemes. The reviews used an independent external reviewer team to provide timely and confidential advice about progress and likelihood of delivery success. This offered the councils an insight into how well the projects were being managed, areas of best practice which could be adopted and what key risks needed to be actively managed.
In addition to Gateway Reviews, we offer a suite of specific reviews tailored to meet the exact needs of our clients. These focussed on specific issues such as contract management, the performance of LATCos and other commercial entities and delivery through capital programmes. Natural Resources Wales (NRW) appointed us to undertake an assurance review on the delivery of the Flood Risk Management Investment Programme for Wales. Our review looked at many elements of the programme including how it is developed and costed, how programme risk is addressed and how performance over the year was managed and communicated. The review team worked with NRW to develop a clear picture of the programme together with a strong sense of what was working well and areas they may to wish to improve. Importantly, NRW was able to demonstrate to their funders that the programme was in good hands with a demonstrable appetite for self-reflection and continual improvement.
Kevin Jones
DATA ANALYTICS
Identified data pathways to reduce total emissions by up to
48,449t CO2e annually
The Data Analytics team is instrumental in delivering data-driven decision making and provides the quantitative support to assess the impact of work in the sector. This year, our work has resulted in significant benefit in a number of specific areas.
Baseline and trajectory models
We developed a number of carbon baseline and trajectory models for councils, while providing ongoing support to Hertfordshire, Huntingdonshire, Milton Keynes, and Cardiff. The models assess the impact of decarbonisation plans to test their ability to deliver net zero. Working with these clients to identify pathways to net zero could reduce total emissions by up to 48,449t CO2e annually.
Data handbooks
A local authority data book was created within the Welsh Waste team to collect, organise, and provide key insights to councils’ waste collection processes. This allows a council to identify where their money is going in and out or how it’s being controlled. It is a tool to support them long-term to make sure costs are recovered, and to grow all targets.
Mapping tools
We supported the Greater South East Net Zero Hub mapping heat networks, and geospatial analysis of acute hospitals for the NHS. This will support decisions in determining where and when the next heat network development will take place across the NHS estate.
Geospacial analysis
We supported the Greater South East Net Zero Hub with a geospatial analysis of Local Enterprise Partnerships, net zero targets for all local authorities and locations of major infrastructure projects. This allows councils to identify different levels of engagement and available funding within the hub areas with comparisons to decarbonisation percentage.
Data transformation
We supported councils with the datarelated aspects of transformation. We assessed Luton Council’s data maturity, helping them to plan improvements over the medium term. We supported Watford Council assess the potential of extending their HR shared services model to adjacent councils.
Joran Mendel Click the video to hear more from Robert Mansfield.
Realtime and interactive dashboards
To facilitate real-time data access and analysis, we have developed interactive dashboards that visualise key performance indicators and enable stakeholders to make informed, data-backed decisions. For example, the digital maturity dashboard we have developed for East Riding Council, enables them to focus resources on working with those care providers which would benefit most from assistance in improving their digital maturity to support their care users better. This has empowered the teams to take greater control of the impact of their performance.
The Data Analytics team has played a pivotal role in elevating Local Partnerships support as a data-enabled organisation. Our ongoing focus on innovation positions us to serve our clients, helping them to deliver better services and work more productively to support the local community.
For more information about Data Analytics link to our website
OUR PEOPLE
People plan
Developments during 2023
This year saw Local Partnerships putting down the building blocks for future success. Employee engagement, development and growth took centre stage as we designed an organisation that could rise to the challenges faced by local authorities and extended the scope of assistance we can provide. We collaborated with staff to develop transparent career development paths and gave every employee a personal training budget to empower individuals to advance their careers. We ensured that wellbeing remained our primary priority by training Wellbeing Champions and line managers in mental health initiatives to support our rapidly-expanding team.
Benefits were reviewed to ensure that Local Partnerships offers a range of relevant benefits, aligned to our values and principles. Our new EV scheme saved 4.05t of CO2 emissions within the first six months!
Significant progress was made towards gender parity with the levelling up of salaries, flexible working initiatives and genderbalanced recruitment campaigns. We made strong inroads towards financial equity by being a Living Wage employer and offering generous pay increases to help with cost-of-living impacts on our lower earners.
Our efforts towards an inclusive and forward-thinking workforce were acknowledged by the ENEI, when they awarded us runner-up in the “Progressive, Agile & Flexible Working Practices” category.
We made a number of high-quality hires, giving us access to a wide-ranging balance of skills and expertise. This forward-thinking ensures we have the capacity and capability to impact positively more projects nationwide.
Planned for 2024-25
2024-25 reflects our dedication to creating an environment where every individual can succeed, whilst building a vibrant and sustainable future for Local Partnerships.
We continue to develop the performance culture by focusing on key values, and ensuring engagement levels remain high by supporting our employees’ success. The first half of the year will see consultation with employees to design and implement values to inspire and motivate.
We will recognise the differing needs of our multigenerational workforce by assisting employees with relevant mental, physical and financial advice and increasing awareness of mental health and neurodivergence within the organisation.
People remain at the heart of everything we do, and wellbeing remains our number one priority. Flexibility and adaptability are ingrained within the organisation’s culture. We recognise that flexibility around working arrangements provides a healthy work-life balance for our team and enables individuals to contribute their best.
Equity, diversity and inclusion
Local Partnerships’ Board and Leadership Team share a strong commitment to increase the diversity of our workforce and ensure we are transparent in our ambition to provide equity of opportunity. In 2024 we will put in place a team of EDI Champions, to ensure that we provide an inclusive workplace and encourage every employee to be authentic at work.
The flexibility offered by Local Partnerships has created a diverse and inclusive workforce by enabling carers the opportunity to fit working patterns around their individual circumstances. Our transparent pay scales and career development pathways allow clear, equitable opportunities for promotion and training.
33% of our staff are carers. We provide the opportunity to fit working patterns around their individual circumstances.
20% of our staff are part-time. Flexibility around working arrangements provides a healthy work-life balance.
5% of our staff are disabled. Local Partnerships aims to provide an inclusive workplace and encourage authenticity at work.
Click the video to hear more from Bridget Goddard-Birkett.
Gender inclusion and pay gap
All organisations with 250 or more employees must publish and report their gender pay gaps. According to government guidance, the “gender pay gap” is the difference between the average earnings of men and women, expressed relative to men’s earnings. There is no equivalent mandate for organisations to produce similar information for other protected characteristics.
Expected staffing levels during 2024-25 remain significantly below mandatory reporting levels. We are, therefore, exempt from publishing our gender pay gap data and calculations. Despite the exemption, we will still gather the information and report it to our Board.
At 1 April 2024, Local Partnerships employed 39 (54%) female and 35 (46%) male employees, out of a total population of 84.
Work undertaken throughout 2023 has corrected the historic gender imbalance in the Director roles, which now sits at 17F:19M (2023: 10F:17M; 2022: 5F:17M).
Levelling-up work has been undertaken in 2024 to correct any historic gender pay imbalance.
The mean pay has been calculated from 1 April 2024 (as adjusted for staff who work part-time). The calculations show that the work we have undertaken to reduce our gender pay gap is taking affect and our overall mean gender pay gap has reduced (2023: 13%).
In 2023, PRP paid averaged 2.81% for women and 2.75% for men. Work continues in 2024-25 to achieve our target of a 0% gender pay gap (+/- 5%).
54% of Local Partnerships employees are female
46% of Local Partnerships employees are male
Gender pay gap for the most common roles
Race and ethnicity inclusion and pay gap
Local Partnerships’ Leadership Team also monitors the employment of colleagues to promote inclusion for all people according to their race, colour, and nationality (including citizenship), ethnic or national origins.
In 2020 we set a target to achieve 15% employees who are from an ethnic minoritised background with two in line management or leadership roles. As of 1 April 2024, Local Partnerships achieved this goal with 16.3% employees (12% of top 25% highest earners) who identify as from an ethnic minoritised background (2022: 14%). We aim to build on these achievements as we continue to construct an inclusive workplace.
Flexible working
Local Partnerships recognises that many of our employees need to balance other priorities or may have preferences that would be difficult to facilitate if we do not offer flexibility.
As of 1 A pril 2024, 28.2% of our team are working reduced or compressed hours contracts, with others working “non-traditional” hours. Our flexibility policy is reviewed regularly to ensure we have wide-ranging opportunities to enable all our employees to achieve work-life balance.
Equality statement
Whether related to accessibility, gender, ethnicity, age or sexual orientation, it is important to find intentional ways to grow in our understanding and support of others.
We believe identifying ourselves as visible and voluntary allies is vital amidst the challenges we face, as it signifies an environment where all colleagues feel supported to bring their whole selves to work.
Local Partnerships’ Board and Leadership Team are dedicated to an inclusive culture, while visibly identifying allyship to others.
Click the video to hear more from Chinwe Oyo.
CORPORATE SOCIAL RESPONSIBILITY
Corporate social responsibility (CSR) is an important aspect of an organisation, showing that it contributes to society beyond the day-to-day work of staff. Local Partnerships has a CSR committee which leads staff in supporting charities through fundraising and volunteering. Our CSR policy confirms our commitment to making a positive contribution to reducing inequality and to community development.
During 2023-24, Local Partnerships selected FareShare – National Foodbank from a shortlist of four potential organisations to be our charity partner of choice for the year ahead. Since then, through fundraising, donations and other sponsored events, we have raised £2,335 which will support with fighting hunger and tacking food waste. FareShare were delighted and responded with the following: “Thank you so much to everybody at Local Partnerships for choosing FareShare as your charity fundraising partner of choice, and thank you for setting up a fundraising page on JustGiving.”
CSR continues to be a strong focus point for Local Partnerships, and in the year ahead we are excited to launch our mentoring scheme with charity “Not Impossible”, where staff from Local Partnerships can support young people from disadvantaged backgrounds in understanding a bit more about the specialist work opportunities and career path options in the public sector.
Thank you so much to everybody at Local Partnerships for choosing
FareShare as your charity fundraising partner of choice
MAINTAINING THE QUALITY OF OUR WORK
The quality of our work and resulting customer advocacy remain our most powerful marketing tools. During the course of the year we reinforced our quality assurance processes both in terms of proposals and assignment deliverables and changed our method of requesting feedback to be dynamic and current. The responses to the client survey demonstrate the continued high regard our clients have for the quality of our work and illustrates our success in consistently meeting, or exceeding, client requirements. From clients surveyed:
100% would recommend Local Partnerships to other public or thirdsector organisations.
For the 7th year running 100% would ask for support from Local Partnerships again. 94 % said Local Partnerships staff were excellent at fulfilling their role. Increase on last year 88% rated the quality of support they received from Local Partnerships as excellent. Increase on last year
CLIENT FEEDBACK
Local Partnerships facilitated the production of our regional climate risk and vulnerability assessment (CRVA). They worked in partnership with us (Cardiff Capital Region), the 10 local authorities in the region and other regional stakeholders to develop a robust framework for assessing risk to council service delivery.
This partnership approach has led to the creation of a climate adaptation regional risk register which provides a baseline position to enable the creation of a regional adaptation plan, that determines what needs to be done, by whom, how and by when.
The risk register will act as a central repository, capturing activity across various stakeholders within the region. To support this process a set of recommendations have been agreed which are now being progressed and monitored via an action plan.
Thank you, Local Partnerships for providing a structured framework for partners to work together on climate adaptation across the Cardiff Capital Region.
Emma Wakeham Local Area Energy Plan Programme Manager, Cardiff Capital Region
CLIENT FEEDBACK
The Local Partnerships team brought a wealth of experience and expertise to our Sustainable Communities for Learning MIM programme. Local Partnerships’ support was invaluable in establishing the delivery joint venture organisation in the first instance and, more latterly, bring the first two pathfinder projects to financial close in the face of significant economic difficulties. Most importantly, the Local Partnerships team integrated themselves fully and seamlessly into Welsh Government to help ensure our success.
Daeth tîm Local Partnerships â chyfoeth o brofiad ac arbenigedd i’n rhaglen MIM Cymunedau Dysgu Cynaliadwy. Roedd cefnogaeth Local Partnerships yn amhrisiadwy wrth sefydlu’r cyd-fenter gyflawni yn y lle cyntaf ac, yn fwy diweddar, dod â’r ddau brosiect cyntaf i ben yn wyneb anawsterau economaidd sylweddol. Yn bwysicaf oll, integreiddiodd y tîm eu hunain yn llawn â Llywodraeth Cymru i helpu i sicrhau ein llwyddiant.
Emyr Harries
Deputy Director – Education Business Planning and Governance, Welsh Government
The Waste Infrastructure Delivery Programme (WIDP), responsible for managing Defra’s waste Private Finance Initiative grant programme to a portfolio of local authority waste projects, was delighted to have Local Partnerships working alongside it during 2023/24. The breadth of experience and the flexibility to access certain subject specific expertise when required helps add value to the work of WIDP and its ability to support the local authority waste sector.
Tony Hitching Programme Manager – Waste Infrastructure Delivery Programme, Defra
I want to put on record my personal thanks for your input into that (appraisal) process – I found your input really valuable and your advice around some key issues critical. Your independent challenge and observations around our approach was key. Thank you.
Gary Evans Assistant Director Customer Delivery, Liverpool City Region Combined Authority
CLIENT FEEDBACK
PMO support was excellent. Local Partnerships provided a flexible and localised response that achieved real positive feedback from the workshop and interviews as people were really engaged (which is a feat in its own right).
The presentation and preparation for Sandwell’s leadership team was exceeded as Local Partnerships went above and beyond with certain aspects (attending meetings, preparing reports, presentation).
Local Partnerships provided support that meant the pressure was reduced for the SROs. The transformation support along with work on governance and approvals and process mapping could benefit many other local authorities.
Local Partnerships provides trusted independence through co-produced/co-designed projects. The project worked well as it included/incorporated other external organisations across/within Sandwell. Silo working will always happen but Local Partnerships worked well with all the external organisations with no hesitation to link things up which is a very unique trait that could be explored by other authorities.
Sandwell Council
CLIENT FEEDBACK
Local Partnerships continue to provide hugely valued specialist support to important programmes within the Welsh Government. Over recent years, the breadth of relevant experiences and skills of Local Partnerships colleagues has been essential in progressing development of both Trydan Gwyrdd Cymru and Ynni Cymru.
Ed Sherriff
Deputy Director, Welsh Government
The Local Partnerships team have helped us on a few projects now – they have proven to be very adept at gathering information from complex stakeholder environments, distilling it down to the essentials and helping us decide on next steps.
Matt Coleman
Head of Data Policy, Data, Insights and People Analytics Division, Department for Transport
CLIENT FEEDBACK
Using process mapping for both procurement and contract management has been invaluable. The process has allowed key stakeholders from across the organisation to really reflect on how we are operating across the commissioning cycle and make changes to create a leaner more effective procurement journey.
It was the perfect time to undertake the mapping exercise as the process facilitated the early incorporation of Procurement Act requirements across commissioning, procurement, and contract management.
I would like to thank Local Partnerships for their expert support.
Nimesh Mehta Head of Procurement, London Borough of Harrow
GOVERNANCE AND RISK
The Board Members for 2023-24
Keith Fraser Chair, Independent Non-Executive
Adele Gritten Chief Executive
Jackie Belton Senior Independent Non-Executive
Susan Johnson OBE Independent Non-Executive
Cllr Julian German LGA Appointee
Cllr Howard Sykes MBE LGA Appointee
Cllr Steve Count LGA Appointee
Cllr Peter Marland LGA Appointee
Stephen Dance HMT Appointee
Joshua Fleming HMT Appointee
Faith Quigley HMT Appointee (appointed March 2024)
Will Davies HMT Appointee (appointed March 2024)
Steve Davies Welsh Government Appointee (resigned October 2023)
Leon Wong Welsh Government Appointee (appointed October 2023)
Claire Holloway Corporate Secretary (resigned May 2023)
Teresa Oliviere Corporate Secretary (appointed May 2023, resigned May 2024)
Lucy Quinton Corporate Secretary (appointed May 2024)
Our Board
Terms of reference and responsibilities of our Board and Committees are set out in our Members’ Agreement and Governance Framework which were both revised and agreed by our Members during 2023-24.
The Board has authority for the overall supervision of the organisation including setting the strategy and monitoring performance against the annual business plan on behalf of the Members who retain several reserved matters.
The Board has delegated certain duties to the following Board Committees:
` the Audit Committee assists the Board in monitoring the financial reporting, internal controls and risk management
` the Executive Remuneration and Nominations Committee is responsible for the remuneration of Board Members and senior executive
Principal risks and uncertainties
We maintain a corporate risk register that is used both by the management team and the Board to record our approach to identifying and managing business risks. The three principal risks facing Local Partnerships in 2023-24 are listed below. All our work is carried out exclusively for the benefit of the public sector.
1Quality
High quality and relevant outputs are critical to delivering positive impacts, building client relationships and maintaining the profile of Local Partnerships. During 2023-24 we significantly increased the number of colleagues within our Business Units, and as such ensuring the high quality of our deliverables has remained critical to us. This has been managed through our recruitment process and through our established quality assurance regime which was subject to an internal audit in the year 2023-24.
Local Partnerships continues to monitor and diversify its offer in line with evolving national, regional and local priorities and is excited about the opportunities working with the new government will bring.
During the year we underwent a Risk and Maturity Audit. The results of this have led to a revised Risk Register structure which provides additional support to the organisation in the identification, management and mitigation of risks.
2
Economic and market volatility
Continued government uncertainty, financial uncertainty across local government and the requirement of our client base to deliver more with less has impacted Local Partnerships during the year. We have actively monitored an mitigated this risk as it has impacted the timescales of engagement, and scope of projects being delivered, including changes to scope and value of projects during their delivery.
Local Partnerships’ financial position continues to be strong.
3 Compliance
Compliance risks are continually monitored across the organisation. With the introduction of the new Procurement Act 2023 we have sought update our compliance procedures, strengthening our internal policies and processes and ensuring compliance across the organisation. We have obtained KC opinion regarding our Teckal procurement exemption (ECJ C-107/98) and continue to monitor our ratio of owner to non-owner work. At the end of 2023-24, 95% of our work (by value) across the previous three years was for “owner” organisations.
FINANCIAL PERFORMANCE
2023-24 business plan
In March 2023 the Board agreed our five year business plan, 2023-24 being year one.
Financial performance
In 2023-24 we achieved a turnover of £11.2m This included £0.6m of LGA grant.
We made a net surplus after all operating and financing costs of £0.5m which equates to net margin of 4.6%.
Balance sheet
Our balance sheet continues to be strong with net assets at yearend of £12m of which case and equivalents represented £9.9m.
Audit
At the time of writing our external auditors, Williamson & Croft, are still in the process of reviewing the statutory accounts for filing. Therefore the figures on the following page are indicative only. Our internal audit services in 2023-24 were provided by Astari Limited.
After financing activities.
Business unit income by sector
* As a Teckal company it is important that we monitor the percentage of work done for clients classified as controlling contracting authorities. This is calculated on a rolling three-year basis. The percentage for 2023-24 was 95%. This is in excess of the 80% requirement for Regulation 12(4) purposes.
LGA GRANT
The 2023-24 LGA grant funded delivery focussed on Transformation activity, recognising the demand from the sector as it grapples with budget pressures, new technologies, and new delivery models.
Our work included:
` transformation sector engagement, which explored with councils their understanding and needs in relation to transformation to inform LGA and Local Partnerships’ service delivery offering, and ensure that we were led by the needs of the sector
` contribution to the re-development of the LGA’s TIEX tool: which provides a valuable tool for the sector to self-assess transformation capability and identify areas for improvement
` hands-on transformation support, which provided direct, collaborative support to seven councils across the country. 100% of respondents reported the support had a positive impact on their council’s work to transform, improve and change their organisation or services to a great or moderate extent, of whom 50% who answered “to a great extent”
` bespoke transformation support, which provided light touch support to councils acting as a critical friend to their transformation programmes. 100% of respondents were satisfied with the bespoke advice provided to them, of whom 80% were satisfied “to a great extent”
` shared services support, which provided bespoke support and advice to groups of councils to establish or expand shared service arrangements with the aim of enabling greater efficiencies. 100% of respondents found the support provided helped to improve their understanding of the work and processes required to implement or expand a shared services agreement with one or more councils/partners to a great or moderate extent. Of these, 67% agreed the support helped to a great extent
Through this programme of work we have engaged with 44 councils, providing them with effective support and guidance as well as building capacity and sharing best practice.
Innovation
◦ Feasibility studies
◦ Identification of (alternative) delivery models
◦ Savings, indentification and implementation
◦ Thought leadership (and policy) support – e.g. playbooks, toolkits and case studies
Business case development
◦ Business case development and review
◦ Due diligence
Providing insight and analysis
Implementation and delivery
◦ Commercial analysis
◦ Strategic analysis
◦ Data analytics
◦ Critical friend analysis
◦ Options appraisals and analysis
◦ Implementation of delivery models
◦ Policy support and implementation
◦ Procurement support and contract negotiation
◦ Training and upskilling including dissemination of best practice
Providing technical capability
◦ Financial modelling and appraisal
◦ Legal document/contract support and interpretation
◦ Technical insight into subject matter
Conducting reviews
◦ Assurance and health checks
◦ Commercial/strategic review
◦ Governance reviews
Project/programme support
◦ Change management support
◦ Funding application support
◦ Programme and project management
◦ Stakeholder engagement
CONTACT US
Local Partnerships is a joint venture between the Local Government Association, HM Treasury and the Welsh Government.
We occupy a unique position in the public sector. We facilitate change by working impartially and collaboratively across all parts of central, local and regional government, and the devolved administrations.
We work solely for the benefit of the public sector. Our experts provide
trusted, professional support and advice over multiple disciplines, helping local and combined authorities make best use of limited resources as demand for services continues to rise.
Local Partnerships is proud to be part of the public sector family. We bring public and private sector experience that provides confidence, capability and capacity, helping councils and combined authorities achieve and maintain financial resilience.
Find out more
@LP_localgov I local-partnerships-llp I localpartnerships.gov.uk
Local Partnerships 18 Smith Square, London SW1P 3HZ (registered office) 020 4526 8474 I LPcomms@localpartnerships.gov.uk
