Agenda item

The Redditch and Bromsgrove Partnership Manager introduced the report and in doing so noted that Redditch Partnership was the Local Strategic Partnership (LSP) for the Redditch area and aimed to bring together representatives from a wide variety of agencies across the public, private and voluntary and community sectors to enable partnership working for the benefit of residents locally.

It was explained that the makeup of the Redditch Partnership had changed in recent years for a number of reasons, including changes around health with the introduction of Integrated Care Systems (ICS), which were formalised in 2022. As part of those changes District Collaboratives were formed, including Redditch District Collaborative  

The Redditch and Bromsgrove Partnership Manager provided an overview of the structure and work of the Redditch Partnership and Redditch District Collaborative (RDC) in addition to a number of other partnership groups highlighted in the report in which the Council was involved in a co-ordinating or partnership role.

Following the presentation, a Member expressed concerns about the performance of the Redditch Partnership and the RDC. In addition, concerns were raised about the lack of elected member representation on Redditch Partnership or any of the groups mentioned in the report.

A response was provided by Officers that the Worcestershire County Council Health and Wellbeing Board (HWB) provided a Member oversight over the work of the partnership groups across the county. Redditch Borough Council was represented at the HWB by a Member chosen at the Annual Council (Councillor Brandon Clayton was the Council’s representative for 2026/27). As the same elected member was also invited to join the Redditch Community Wellbeing Group, it ensured there was a connection between the local Redditch Partnership Group and the Worcestershire-wide health board. It was also confirmed that the relevant Portfolio Holders were also represented on the Redditch Partnership last year and this was hoped to continue.

In response to concerns over the performance metrics and monitoring, it was highlighted that the Redditch Partnership was a completely voluntary, non-statutory partnership, it was difficult to set precise targets as the aim of the Partnership was for voluntary organisations and public sector bodies within Redditch to come together and form connections and partnerships.

It was explained that several years ago the Redditch District Collaborative (RDC) was in a situation where multitude of groups existed that were not connected to one another with the result that a number of different groups of voluntary sector and public partners worked in isolation. Following a review outlined within the report, the number of groups under the umbrella of Redditch Partnership had reduced. Membership of each group was also reviewed and all groups retained had to set out how they linked to the overall Redditch Partnership structure. It was noted that work continued on establishing which organisations were best represented through the RDC.

It was emphasised that collaboration through RDC enabled the different organisations to network and share ideas on how they were delivering their individual programmes and initiatives and how their organisations could collaborate to improve overall outcomes for residents. It was reiterated that as such there was no governance structure to set quantitative targets for the individual organisations that chose to voluntarily collaborate in the arrangement, and especially voluntary sector organisations.

Officers also explained that the various groups and partnerships listed in the report also enabled various agencies to come together and enable multi-agency work that otherwise would not be possible. An example was cited of one of the primary care network (PCN) that was part of the RDC being able to provide drop-ins practices where patients where able to come for health appointments and also receive support on housing and energy matters at the same time: this was an example of developing a holistic approach to health that took account of how financial and housing problems could be tackled to improve overall health outcomes.

It was clarified that the Redditch Partnership itself held no funds to provide to its individual members or any voluntary organisations, it acted entirely as a Partnership that brought different organisations together. Redditch Borough Council provided funding to some of the organisations involved with the work of the partnerships and groups named in these reports, and where such funding was being provided, the organisations would be subject to conditions applicable under the relevant fund/grant that they were receiving from the Council.

Members expressed concern about the complexity of the current arrangements and the concerns that the work of the different groups under the Redditch Partnership and Redditch District Collaborative umbrella could be detached from residents. Some Members expressed the opinion that information on these arrangements should be simplified as to enable elected members to better understand how to refer residents to appropriate help offered by the individual partners.

Members expressed the opinion that more detail was required in the report on the work and aims of each partnership/group named in the report together with applicable examples of work or outcomes that had been achieved. It was requested that case studies of work of the Redditch Mental Health and Housing Group be circulated to Members.

The diagram of the governance arrangements of the different partnerships and groups forming around the Redditch Partnership was also requested by Members.

A report was requested to be provided on the work and impact of the Bromsgrove and Redditch Network (BARN). It was suggested by some Members that this would be best addressed through a report to Performance Scrutiny Working Group.

RESOLVED that

the annual update report be noted.

[Following consideration of this item, the meeting was adjourned from 7.46pm to 7.52pm].