GOVERNANCE IN PARTNERSHIPS

CHECKLIST OF GOOD PRACTICE

Introduction

1. This document sets out a suggested checklist of good practice for governance in partnership organisations. It has been developed by a
working group comprising representatives from the Department of Health, Health Action Zones (HAZs), District Audit, and Merseyside
Internal Audit (see Appendix 1).

2. The checklist has been developed in the context of increasing emphasis by government of the need for a more joined-up, holisticapproach
to addressing social issues, leading to the development of a wide range of planning and operational partnerships, involving not only the
core public services but often including the voluntary and private sectors, and wider communities. Examples of these partnerships are at
Annex 2. From April 2001, Local Strategic Partnerships (LSPs) will provide a single local co-ordination framework within which local service
providers and existing local partnerships can operate.

3. This checklist was developed in the first instance for use by HAZs1. However, since many of the issues which it addresses are relevant to
other public sector partnerships, it is hoped that other partnerships will find the document helpful. Implicit in its development has been the
acknowledgement of the considerable variation in the range and scale of partnerships - in terms of size, complexity, population coverage,
and objectives. With this in mind, the checklist is not intended as a definitive framework of governance issues applicableto all partnerships.
Nor it is intended to be prescriptive. Rather, building on much existing good practice, it is intended to set out a baseline of governance
issues applicable to partnerships, subject to local circumstances and intended outcomes.

1
Health Action Zones (HAZs) established in 1998 and 1999 as local partnerships involving the NHS, local authorities, local communities, the voluntary and business sectors,
to adopt a whole systems approach to public health. There are 26 HAZs in England, covering some of the most deprived areas of the country, and covering a population of
some 13 million people. HAZS were not set up with centrally prescribed governance arrangements. In many aspects of their work, HAZ governance takes place through
existing Health Authority structures. However, many HAZ partnerships are complex, and can involve complex arrangements for the delegation of responsibilities and decision
making. Following the issues of a questionnaire to HAZs on governance issues, and a subsequent workshop in April 2000, a number of HA Zs agreed that a checklist of good
practice for governance would be helpful, in particular to identify the governance issues which HAZs need to be aware of, and so to help HAZs underpin the effective delivery of
their objectives.

1
 Governance: What Does it Mean?

4. Governance is a process by which an organisation or business is managed and regulated. Effective governance enables an organisation to
solve its problems and deliver its objectives. Principles relating to Governance have been addressed by a number of bodies. The Report of
the Committee on the Financial Aspects of Corporate Governance (the Cadbury Report) identifies three fundamental principles of
Governance:-

• Openness
• Integrity
• Accountability

5. The Report of the Committee on Standards in Public Life (the Nolan Committee) defined a similar set of principles:-

• Openness
• Integrity
• Accountability
• Selflessness
• Honesty
• Leadership
• Objectivity

2
6. In its 1998 publication Accountability, A Framework for Public Services, the Chartered Institute of Public Finance and Accountability
(CIPFA), suggested that governance includes the following elements and principles:-

• Openness Access to Information

Communication with Stakeholders
Appointments to posts

• Financial and Performance Management

Annual Reports
Corporate Planning

• External Review Audit arrangements

Regulation

• Due process Compliance with the law

Standards of Behaviour
Conflicts of Interest

• Redress Complaints Mechanisms

Independent Review (e.g. Ombudsman)

7. Other publications are also relevant – e.g. the Code of Practice on Openness in the NHS, the Joseph Rowntree Foundation Code of Practice
for the Voluntary Sector.

3
Using the Checklist

8. The checklist is intended as an aide-memoire. It aims to help partnerships address some of the key governance issues which can arise in
partnership working. Under each of the headings describing elements of governance (eg “Perfomance Management”, “Audit” etc) is a list of
issues which partnerships may wish to consider in determining whether their processes for decision making and accountability are
transparent and robust. Each list cross-refers to a subsequent table setting out issues which might be incorporated into good governance
practice for the partnership. Neither the lists nor tables are definitive, and may include elements which are not appropriate to all
partnerships. Partnerships may wish to add or substitute other features to address their own circumstances.

Health Systems & Partnership Branch

NHS Executive
Department of Health
December 2000

4
 CONTENTS

AUDIT
page 15
LEADERSHIP
page 6

LEGALITY
PLANNING page 14
page 7

REPORTING COMPLAINTS
PERFORMANCE page 13
page 8

DECISION
MAKING
page 9 APPOINTMENT OF
STAFF
page 13

STANDARDS OF FINANCIAL CONSULTATION COMMUNICATION

CONDUCT/PROBITY ARRANGEMENTS page 13 page 13
page 10 pages 11-12

5
 • Does a strategic policy See Pages 16/17
making body exist for the for what good
partnership? practice might look
• Does it have Terms of like
Reference?

• Where appropriate, is there

a separate body to oversee See Pages 18/19
implementation of the for what good
LEADERSHIP partnership’s activities? If practice might look
so, does it have Terms of like
Reference?

• Does a clear written See Page 20 for

statement exist of the what good practice
partnership leader’s might look like
objectives, responsibilities,
and arrangements for
accountability to the
partnership?

6
 PLANNING

• Is there a clear, measurable plan for delivering

the partnership’s aims?

• Is the plan clearly linked to the partnership’s

aims and objectives?

• Is it agreed by all the partners?

See Page 21 for what good
practice might look like
• Is it appropriately resourced?

• Does the plan incorporate clear principles of

how the financial position is to be reported? i.e.
approval, accrued expenditure provision,
expenditure and reallocation of underspend?

• Is there a process to review/update the plan as

monitoring reveals it is out of date or as
circumstances change?

• Does the plan take account of unforeseen outcomes

(whether beneficial or adverse) resulting from the
planned course of action? Is it clear what will be done
about these?

• Does the plan take account of the impact of related

policy initiatives?
• Is it joined up locally?

• How will any area of overlap, duplication, be resolved?

• Involving which participants?

7
 REPORTING PERFORMANCE

• Is there a process to report on the progress

that the partnership makes?

• Does it cover all elements of the

business plan?

• Do defined criteria exist against

which to benchmark achievements?

• Does the performance management

See Page 22 for what
process include clear milestones, good practice might look
outcomes and delivery dates?
like

• Is there a clear process to monitor

performance and act on results?

• Is the partnership clear what it will do if

monitoring reveals slippage against planned
targets?

• Does the plan specify who is responsible for delivery of

the plan overall and of specific elements?

• Is the partnership clear what it will do if targets are

revealed as too ambitious?

• What arrangements will apply in the event of changes in

policy or objectives?

• Is the partnership clear what it will do if poor performance is

reported?

8
 DECISION MAKING

• Has the partnership agreed a process

for decision making?

• Who is the accountable body for the

partnership?

• Where appropriate, has it defined what a

quorum will be for decision-making
purposes?
See Page 23 for what
good practice might look
like
• How will decisions be recorded?

• What happens if agreement cannot be reached?

• Who acts as secretary to the partnership? Do they

keep records of decisions? Who agrees them?

• Is the partnership clear about what information and

advice it needs to be put before it before it can reach
decisions?
• To what timescale?

9
 • Is there a clear definition of what
constitutes appropriate conduct by
members of the partnership?

STANDARDS OF See Page 24 for what good practice

might look like
CONDUCT/PROBITY

• Does it reflect the need to avoid

impropriety and the appearance of
impropriety?

10
 FINANCIAL
ARRANGEMENTS
(see also next sheet)

• Have available resources

been matched against the
partnership plan?

• Is it clear who will spend

which resources?
• To what timetable?

• Is it clear which set of standing financial

instructions (SFIs) are to prevail?
• Have SFIs been updated to deal with
partnership expenditure?

• Are clear arrangements in place for the See p ages 25/26 for
delegation of the partnership budget and what good practice
accounting of spend, where appropriate might look like
(e.g. for individual projects, or to external
bodies-such as the voluntary or private
sector)

• What is the minimum process by which the

bona fides and financial standing of
bodies/groups presenting for funding are to
be evaluated?

• Are clear arrangements in place

for budget monitoring?

• Who exercises control over

budgets?
• How is this control aligned to the
overall accountability structure?

• Is there an o verall accountable

officer for partnership
resources?

11
 FINANCIAL ARRANGEMENTS
(continued)

• if appropriate, what arrangements exist to

ensure VFM in the allocation of money?

• If appropriate, to what extent is

compliance necessary with external
tendering procedures (e.g. DoH
guidance, EU procedures) See Pages 25/26 for what
good practice might look like

• If appropriate, are clear arrangements

in place for the disposal of partnership
assets?

• Where appropriate, has the partnership

agreed that no barriers to inter-agency
auditing will exist?
• How is the process to be administered?

• Is it clear how contracts will be let by the

partnership?

• Is the partnership clear who will own any

assets, including any which may be bought
jointly with other partners?

• Is it clearly defined, and agreed by all, who is

the accountable body for the partnership? Is
their role and responsibilities set out and
agreed?

• Where are d ocuments to be retained?

• How are they to be secured?

12
 • Does the partnership have
clear arrangements in
place for consulting on
CONSULTATION
proposals?
• What arrangements does the
COMMUNICATION partnership have to
communicate its
developments?
• What arrangements are in
STAFF/EMPLOYEE
place for staff appointments
APPOINTMENTS to the partnership?
• Are clear arrangements in
COMPLAINTS place for handling complaints?
See Page 27 for what
good practice might look
like
See Page 28 for what
good practice might look
like
See Page 29 for what
good practice might look
like
See Page 30 for what good
practice might look like
13
 LEGALITY

• Has the partnership considered how it

will access legal advice?

• How will the partnership

know when it n eeds legal
advice?

• Has the partnership “mapped” the

legal framework under which its
partners operate? Are there
variations? If so, how will these be
addressed?

See Page 31 for what good

• Are experiences available to the
practice might look like
partnership about the
pooling/commissioning of a central
source of legal support for common
areas of principle/contract/practice?

• Is the partnership planning to use flexibilities

granted under recent legislation (e.g. Health
Act 1999, or the Local Government Act
2000)
• Does this involve the exercise of powers that
have historically been illegal?

• Are there any public liability issues which the

partnership should address?

• Is legal advice advisable to address risk

assessment?

14
 AUDIT

• Is it clear who provides internal audit

for the partnership?

• If more than one organisation is involved, what

liaison arrangements exist between them?
• To what extent are they auditing to congruent
plans and approaches?

• Is cross-referencing to a supporting See Page 32 for what good

auditing policy group/standard required? practice might look like

• Who provides external audit?

• If by more than one organisation, do

liaison arrangements exist?

• Can auditors follow the spend of

money both within the
partnership and to individual
projects?

15
 LEADERSHIP

Terms of Reference for a STRATEGIC

policy making body might include the Does your partnership have this
following issues:- element of governance?

• Membership, and arrangements for NO /YES / BEING DEVELOPED /

making appointments NOT APPLICABLE

• Responsibilities of members NO /YES / BEING DEVELOPED /

(including attendance) NOT APPLICABLE

• Arrangements for induction of new members, NO /YES / BEING DEVELOPED /

including after the policy body has been NOT APPLICABLE
established

NO /YES / BEING DEVELOPED /

• Arrangements for chairing meetings NOT APPLICABLE

• Relationship to the HA and other partners

NO /YES / BEING DEVELOPED /
NOT APPLICABLE

• Relationship to HiMP, Community Plan, NO /YES / BEING DEVELOPED /

Best Value (or similar developments) NOT APPLICABLE

NO /YES / BEING DEVELOPED /

• Corporate responsibilities, including objective NOT APPLICABLE
setting

NO /YES / BEING DEVELOPED /

• Arrangements for delegation, and to whom NOT APPLICABLE

NO /YES / BEING DEVELOPED /

• Reporting arrangements, including NOT APPLICABLE
exceptional reporting

NO /YES / BEING DEVELOPED /

• Declaration of members’ interests NOT APPLICABLE

16
 NO /YES / BEING DEVELOPED /
• Conflict resolution NOT APPLICABLE

• Arrangements for public

meetings/availability of public papers NO /YES / BEING DEVELOPED /
NOT APPLICABLE

• Arrangements for specialist (e.g. legal)

advice where necessary NO /YES / BEING DEVELOPED /
NOT APPLICABLE

• Annual stocktake/review of arrangements NO /YES / BEING DEVELOPED /

NOT APPLICABLE

17
(Where appropriate), Terms of Reference for
an operational body overseeing Does your partnership have this
implementation of partnership activities
might include the following issues:- element of governance?

NO /YES / BEINGDEVELOPED /
• Arrangements for chairing meetings NOT APPLICABLE

• Membership, and arrangements for NO /YES / BEING DEVELOPED /

making appointments NOT APPLICABLE

• Relationship to the strategic policy making

NO /YES / BEING DEVELOPED /
body
NOT APPLICABLE

• Responsibilities of members (including NO /YES / BEING DEVELOPED /

attendance) NOT APPLICABLE

• Arrangements for induction of new

members, including after the implementation NO /YES / BEING DEVELOPED /
body is in situ NOT APPLICABLE

• Corporate responsibilities, including NO /YES / BEING

implementation of objectives DEVELOPED /
NOT APPLICABLE

• Arrangements for delegation, and to whom

NO /YES / BEING DEVELOPED /
NOT APPLICABLE

• Reporting arrangements, including NO /YES / BEING

exceptional reporting DEVELOPED /
NOT APPLICABLE

• Declaration of members’ interests NO /YES / BEING DEVELOPED /

NOT APPLICABLE

18
 • Conflict resolution NO /YES / BEING DEVELOPED /
NOT APPLICABLE

• Arrangements for specialist

(e.g. legal) advice where NO /YES / BEING DEVELOPED /
necessary NOT APPLICABLE

• Annual stocktake/review of
arrangements NO /YES / BEING DEVELOPED /
NOT APPLICABLE

19
 Statement of partnership Does your partnership have this
leader’s responsibilities element of governance?
might include:-

• Objectives NO /YES / BEING DEVELOPED /NOT

APPLICABLE

• Responsibilities NO /YES / BEING DEVELOPED /NOT

APPLICABLE

• To whom accountable
NO /YES / BEING DEVELOPED /NOT
APPLICABLE

• Relationship to the strategic and NO /YES / BEING DEVELOPED /NOT

operational bodies APPLICABLE

• Powers of decision making,

NO /YES / BEING DEVELOPED /NOT
including personal autonomy
APPLICABLE

• Arrangements for delegation,

and to whom NO /YES / BEING DEVELOPED /NOT
APPLICABLE

• Review of responsibilities
NO /YES / BEING DEVELOPED
/NOT APPLICABLE

20
 PLANNING Do you have this element of
A good practice document might governance?
include the following elements:-

• A clear, structured plan, owned

by all the partners, which links NO /YES / BEING
to business plans, aims and DEVELOPED /NOT
objectives APPLICABLE

• A document which is used to

monitor progress by the NO /YES / BEING
partnership, and on which DEVELOPED /NOT
action is taken where the plan APPLICABLE
and monitoring reveals
slippage

• A document that makes clear to

external interests what the NO /YES / BEING
partnership objectives are, how it DEVELOPED /NOT
will achieve objectives, and how APPLICABLE
it will measure achievements

• A plan which is integrated into a

clear performance management NO /YES / BEING
system DEVELOPED /NOT
APPLICABLE

• A document which reveals a NO /YES / BEING

clear link between plans and DEVELOPED /NOT
resources APPLICABLE

• A document which takes NO /YES / BEING

account of related policy DEVELOPED /NOT
initiatives APPLICABLE

21
An effective
performance
management system
Do you have this element of
might include the governance?
following elements:-

• Consultation with
stakeholders, including NO /YES / BEING
DEVELOPED /NOT
service users
APPLICABLE

NO /YES / BEING
• Clear aims and objectives DEVELOPED /NOT
APPLICABLE

NO /YES / BEING
• Clear targets, including DEVELOPED /NOT
baselines APPLICABLE

NO /YES / BEING
• Clear project plan DEVELOPED /NOT
APPLICABLE

• A clear process to monitor the NO /YES / BEING

plan and act on the results of DEVELOPED /NOT
monitoring APPLICABLE

NO /YES / BEING
• A clear, time-limited process to DEVELOPED /NOT
update the plan following APPLICABLE
feedback

22
 Decision making a good
practice document might Do you have this element of
include the following governance?
elements:-

• What a quorum is for decision

NO /YES / BEING DEVELOPED
making purposes
/NOT APPLICABLE

• Who the accountable body is

for decision making purposes. NO /YES / BEING DEVELOPED
(This may not necessarily be /NOT APPLICABLE
the same accountable body as
for financial purposes)

• How decisions will be NO /YES / BEING DEVELOPED

recorded/minuted /NOT APPLICABLE

• How conflicts will be NO /YES / BEING DEVELOPED

resolved /NOT APPLICABLE

• Who has responsibility for NO /YES / BEING DEVELOPED

keeping records of decisions /NOT APPLICABLE

• How reports to the NO /YES / BEING DEVELOPED

partnership will be structured, /NOT APPLICABLE
and what issues need to be
covered (e.g. finance, legal
issues, etc)

23
A Code of Conduct, or a record
of an agreement within the Do you have this element of
partnership that records an governance?
agreed set of standards.
These might include:-

• Declaration of interests by NO /YES / BEING

anyone involved in decision DEVELOPED /NOT
making APPLICABLE

• Definition of what an “interest” NO /YES / BEING

is DEVELOPED /NOT
APPLICABLE

NO /YES / BEING
• Access to information DEVELOPED /NOT
APPLICABLE

• A set of Standing Orders and

NO /YES / BEING
Financial Regulations
DEVELOPED /NOT
APPLICABLE

24
FINANCIAL ARRANGEMENTS

HAs and LAs will already have Do you have this element of
standing financial instructions in governance?
place. It is unlikely these will need
to be defined from scratch
However, it may be useful to revisit
Standing Orders and Standing
Financial Instructions to ensure
these cover:-

• Declaration of interests
NO /YES / BEING DEVELOPED
/NOT APPLICABLE

• Letting contracts and OJEC NO /YES / BEING D EVELOPED

/NOT APPLICABLE

• Ownership of partnership-funded
NO /YES / BEING DEVELOPED
assets
/NOT APPLICABLE

• Insurance of partnership NO /YES / BEING DEVELOPED

activities /NOT APPLICABLE

25
 • Tax (e.g. VAT) liabilities for
partnership activities NO /YES / BEING DEVELOPED
/NOT APPLICABLE

• Auditors could agree a

protocol on how they will NO /YES / BEING DEVELOPED
share information, pool audit /NOT APPLICABLE
resources to cover common
systems used by all partners,
co-ordinate audit planning
and jointly audit performance
delivery throughout the HAZ

• An agreed set of contract

letting procedures, perhaps as NO /YES / BEING DEVELOPED
part of a general review of /NOT APPLICABLE
standing orders

• A clear statement on the

ownership of partnership NO /YES / BEING DEVELOPED
assets (recognising that unless /NOT APPLICABLE
a partnership is a statutory
body, assets cannot be vested
in it), including a statement to
recognise what happens to
assets when the partnership
ends or changes

NO /YES / BEING DEVELOPED /NOT

• Internal monitoring of partnership APPLICABLE
accounts within statutory
statements of accounts (e.g. for
HA/LA).

26
 CONSULTATION
Do you have this element of
A policy statement setting out governance?
arrangements for consultation,
possibly covering the following
issues:-

• Are the objectives of the consultation NO /YES / BEING DEVELOPED

clear? /NOT APPLICABLE

• Are the arrangements for considering NO /YES / BEING DEVELOPED

comments clear and transparent? /NOT APPLICABLE

NO /YES / BEING DEVELOPED

• Is the timetable for responding /NOT APPLICABLE
reasonable?

NO /YES / BEIN G DEVELOPED /NOT

• Is the partnership clear about who APPLICABLE
should be consulted?

• Do arrangements exist for responding to

NO /YES / BEING DEVELOPED /NOT
those who have been consulted?
APPLICABLE

• Are those consulted clear about what NO /YES / BEING DEVELOPED

will happen as a result of the consultation? /NOT APPLICABLE

• How will the outcome of the NO /YES / BEING DEVELOPED

consultation be communicated? /NOT APPLICABLE

• What arrangements exist for managing NO /YES / BEING DEVELOPED

conflicting responses? /NOT APPLICABLE

• Is the consultation process reviewed? NO /YES / BEING DEVELOPED

/NOT APPLICABLE

27
 Do you have this element of
A Communications Protocol governance?
which might include the
following issues:-

• To whom progress on NO /YES / BEING

developments needs to be
DEVELOPED /NOT
communicated, and when
APPLICABLE

• A media strategy for the NO /YES / BEING

partnership DEVELOPED /NOT
APPLICABLE

• What arrangements exist for NO /YES / BEING

communicating developments DEVELOPED /NOT
within the partnership? APPLICABLE

• Arrangements for reviewing NO /YES / BEING DEVELOPED

progress on communications /NOT APPLICABLE

• Whether the partnership NO /YES / BEING

produces an annual report DEVELOPED /NOT
APPLICABLE

• To whom this is available NO /YES / BEING DEVELOPED

/NOT APPLICABLE

28
A personnel policy Do you have this element
statement, including clear of governance?
arrangements for:-

• Advertising posts, both internal NO /YES / BEING

and external, including for those DEVELOPED /NOT
on fixed appointments, e.g. for APPLICABLE
fixed term projects

Recruitment, including
ensuring that:-

• Members of the recruitment panel NO /YES / BEING

are suitably trained DEVELOPED /NOT
APPLICABLE

• Written notes are kept of interviews

NO /YES / BEING
DEVELOPED /NOT
APPLICABLE

• equal opportunities law and practice NO /YES / BEING

are followed DEVELOPED /NOT
APPLICABLE

• Employment contracts, so that it is NO /YES / BEING DEVELOPED

clear who the contractual /NOT APPLICABLE
employer is, including for staff
seconded from other organisations

29
 A complaints protocol agreed Do you have this element of
governance?
by the partnership, including
coverage of the following
issues:-

NO /YES / BEING
• Responding to complaints DEVELOPED /NOT
APPLICABLE

• Enabling complaints to be made

NO /YES / BEING
- at strategic level DEVELOPED /NOT
APPLICABLE

NO /YES / BEING
- for employees DEVELOPED /NOT
APPLICABLE

NO /YES / BEING
- users of services DEVELOPED /NOT
APPLICABLE

- from the media NO /YES / BEING DEVELOPED

/NOT APPLICABLE

NO /YES / BEING
• Who is responsible for responding DEVELOPED /NOT
to and handling complaints APPLICABLE

30
LEGAL ADVICE

A protocol defining when it Do you have this element of

might be appropriate to governance?
obtain legal advice, and from
whom, and covering the
following issues:-

• A decision making process NO /YES / BEING

which ensures that legal DEVELOPED /NOT
matters are considered APPLICABLE
during that decision making
process

NO /YES / BEING DEVELOPED

• The pooling of legal advice /NOT APPLICABLE

• Advice in respect of key

legislative areas, including:-
-Health Act 1999 NO /YES / BEING DEVELOPED /NOT
-Local Government Act 2000 for:
-Best Value Partnerships, APPLICABLE
-Well-Being powers
-Community Strategies etc

31
 AUDIT PROTOCOL Do you have this element of
Elements of good practice governance?
might include:-

• Confirmation about which NO /YES / BEING

existing auditing DEVELOPED /NOT
arrangements (e.g. HA/LA APPLICABLE
other) will be used

• An audit protocol between any

different auditors involved
specifying:-

-co-operate in how they will

NO /YES / BEING
auditing
DEVELOPED /NOT
APPLICABLE

-an agreement on common NO /YES / BEING

audit standards DEVELOPED /NOT
APPLICABLE

-a sharing of audit plans NO /YES / BEING

relating to the partnership DEVELOPED /NOT
APPLICABLE

• whether any scope exists for joint NO /YES / BEING

audit teams to work together DEVELOPED /NOT
APPLICABLE

-access by external reviewers NO /YES / BEING

and scope for them to rely on DEVELOPED /NOT
audit work APPLICABLE

32
 APPENDIX 1

LIST OF MEMBERS OF HAZ GOVERNANCE WORKING GROUP

Val Bell, Luton HAZ

Ray Avery, Wakefield HAZ

Julie Elliott, Wakefield HAZ

Alvin Stockmarr, North Staffordshire HAZ

Sharon Ombler-Spain, North Cumbria HAZ

Robert Carter, Nottingham HAZ

Steve Connor, Mersey Internal Audit

David Jennings, District Audit Office, Gateshead

Nick Carroll, District Audit Office, Gateshead

Donna Sidonio, HAZ Central Team, NHS Executive

Judith Beeby, HAZ Central Team, NHS Executive

33
 APPENDIX 2

EXAMPLES OF PARTNERSHIPS

Health Action Zones (HAZs)

26 HAZs exist in England as partnerships involving the NHS, local authorities, local
communities, the voluntary and business sectors, to tackle inequalities and adopt a
whole system approach to public health. HAZs cover a population of about 13 million
in some of the most deprived areas of England.

New Commitment to Regeneration Partnerships (NCRs)

NCRs include representatives from the public, private, community and voluntary
sectors. They have voluntarily developed strategic plans for the regeneration of their
areas, including a strategic vision and an action plan. Individual partners take
responsibility for delivery of particular areas of the action plan.

Crime and Disorder Partnerships (CDRPs)

CDRPs are led by local authorities and the police and include other local
organisations. They conduct a full audit of crime and disorder in their areas and then
develop a strategy for dealing with the main problems identified. They are required to
consult with the community in carrying out their work.

New Deal for Communities (NDC) Partnerships

There are 39 NDC partnerships in small neighbourhoods of around 4,000 people,

and are involved in developing and delivering neighbourhood regeneration schemes
across the country, working in partnership with key agencies and service providers
across the local area and the region.

Connexions Partnerships

From April 2001, these partnerships will provide support and guidance to young
people aged 13-19 to help them to participate effectively in learning and to reach
their full potential. They will be the responsibility of Local Management Committees
(LMCs), working on a county or unitary local authority boundary, or groupings of local
authority areas where partners decide.

34