Agenda and minutes

Sefton Borough Partnership Operations Board - Tuesday 10th December, 2013 2.30 pm

Venue: Sefton Council for Voluntary Service Offices, Third Floor, Suite B, North Wing, Burlington House, Crosby Road North, Waterloo, Liverpool, L22 0LG

Contact: Mike Morris  Senior Democratic Services Officer Tel: 0151 934 2045

No. Item




Apologies for absence were received from Graham Bayliss (Director of Corporate Services) Chief Superintendent Nicola Holland (Merseyside Police) Rob Pritchard ( Merseyside Fire and Rescue Service) and Ben Ryder (Merseyside Fire and Rescue Service).



Minutes pdf icon PDF 65 KB

Minutes attached.


It was agreed that, subject to the addition of Phil Hart and Superintendent Kevin Johnson to the list of those present, the Minutes of the meeting of the Operations Board held on 17 September 2013 be confirmed as a correct record.



Matters Arising

To consider matters arising from the minutes of the previous meeting


Futher to discussions at the last meeting on 17 September 2013, Peter Morgan submitted a document which outlined details of forums which formed the sub- structure to the Health and Wellbeing Board, together with details of the membership of those forums and of the task groups which they had established.



Future Role and Function of the Board pdf icon PDF 43 KB

Discussion outline attached.


Margret Carney referred to the feedback she had received from one- to - one discussions with Board members about the future role and function of the Board. There seemed to be a unanimous view that there was merit in having an assembly for strategic purposes. There was also a view that although the Board may have struggled to identify its own role, it did not want duplication or to be seen to be “rubber–stamping” issues. Comments were made about the variable attendance of Board Members and the subsequent lack of continuity. It was also felt that agendas and actions could be seen to be Council–led. The majority of members felt that other partners should take more responsibility in the Board’s deliberations. Margaret’s own view was that there was a particular issue regarding the formality of meetings and the amount of paperwork. She believed that the Board’s efforts should be concentrated on those relatively few, but strategically important issues for Sefton.


The Board discussed its strengths and weaknesses on a SWOT analysis basis. Janet Atherton felt that one of the Board’s strengths was that it was one of the main agencies where such a range of organisations meet to discuss appropriate issues. Margaret Carney referred to community resilience as a core objective and Roy Williams identified making Sefton a better place in which to live and work as a key common goal for the partners on the Board. Angela White considered that the borough’s ageing population and fuel poverty would be major issues to address. Roy Williams felt that the title of the Board was misleading as it should be dealing with strategic, rather than operational, matters.


 The Board discussed a number of questions in relation to its future role, including:

a)    What does the role need to become?

b)    Where should we focus our leadership and energies?

c)    What do you as a leader of your organisation need from the group of people who make up the Operations Board?

d)    What are your expectations of being a member of the Operations Board?

e)    Membership.

f)     What’s in a name?


Sam Tunney felt that the Board should collectively legitimise action on  specific issues. Chris Jones queried whether the Board needed to look at the impact of the Region and the City Region in terms of the economy. Roy Williams wondered whether the Board’s role should be to lead and champion issues within the borough; to investigate initiatives which would make Sefton great; and whether there could be measurable outcomes for this. Sam Tunney also referred to a possible role in tweaking resources after common discussions. Janet Marlow favoured the idea of the championing role and Angela White believed that all of the staff of the partner organisations were potential champions.


Peter Morgan referred to three key initiatives that had resulted in superb outcomes: the establishment of the Disarm Gun and Gang Crime Strategy Group; the Health and Wellbeing Strategy; and the response to Welfare Reform Policies. Roy Williams stated that although  ...  view the full minutes text for item 21.


Date, Time and Venue of Future Meetings

The next meeting of the Operations Board will be held on:-


Tuesday, 18 March 2014 in Boardroom 2, 5th Floor, Balliol Centre, Hugh Baird College, Balliol Road, Bootle, L20 7EW commencing at 2.30 p.m.



It was agreed that the members of the Board would be canvassed with a view to holding the next meeting in February 2014.