Overview

This Learning Lab was created by Regeneration East Midlands.

Following a scoping study carried out in May 2006, RegenerationEM has developed a Learning Laboratory focusing on Local Area Agreements (LAAs).

Among the recommendations outlined by the report was the need to develop an understanding of the strategic aspects of LAA delivery, for example:

• commissioning (at all levels);

• a focus on core skills for delivery (i.e. negotiation, performance monitoring);

• a system of benchmarking for delivery;

• more extensive partnership working; and

• understanding the LAA obstacles.

The Learning Lab was designed to work towards developing a comprehensive programme of intelligence, support and training for Local Service Providers (LSPs) and deliverers of LAAs within the region. This included generic skills (partnership working, governance, organisational design, performance management, best practice, use of information and data, networking, commissioning processes, monitoring and evaluation. Focus will be given to identifying and developing the changing skills gaps for the themed partners involved in LAA delivery across the East Midlands.

» Background

Background

Why was it needed?

All the partners are united about the value of LAAs, although there were some recognised tensions between local authorities at different levels, in part because of the lack of knowledge and cultural issues. This project offered a chance to address such issues.

The Learning Lab focused on developing a broad programme of regional activity, as well as a programme of work in two areas of the East Midlands, namely Northamptonshire and Leicester (both at different stages of LAA development). Specifically, the Learning Laboratory aimed to:

Build Delivery Skills

• Working toward improving the delivery of LAA outcomes through understanding the skills availability and deficits within the delivery vehicles and organisations

• Increase skills levels and build capacity where required, either through existing training programmes or developing tailored programmes of training/learning opportunities

• Link in with REM activity including the LSP network programme and existing REM training

• Build resources around LAA's and their partners including web portal, toolkits, reports, training programmes and seminars.

Capture Learning

• Identify current service performance and areas of common weakness. Core groups include: children and young people, safer and stronger communities and healthier communities and older people

• Develop a detailed understanding of what changes behaviour and increases competency in the work place when delivering the agreement

Link to Regional Action

• Create network of partners and deliverers of LAA's across the region including service providers

• Capture lessons that can be transferred within the region, looking at key stages and agreement processes and how they can be captured and applied through best practice

• Build HCA Academy's (previously known as the ASC and refered to as the Academy in the case study later) relationship and understanding of regional perspectives in generic skills for sustainable communities

It is intended that the inherent flexibility of the programme will allow for replication across the East Midlands, as well as providing a model for the wider network of RCEs.

» The Impact

Overview «

The Impact

What action was taken?

The Action Plan proposes three key activities levels:

• Strategic Events and Networking Programme

• Development of LAA Resource Bank

• Local Testing and Support Programme

The activities cross-cut regional and local levels. Regionally, a series of strategic events and networking programme was extended to LSP's in the whole region. It is also intended to reach those from the voluntary, community and private sectors. Locally, there were programmes to develop an LAA resource bank, with a view to develop a comprehensive framework of LAA support after the life of the current project.

The project sucessfully ended in March 2008.  

What makes this special?

The project developed web resources, the aims of the Learning Lab will continue after even after its completion. RegenerationEM will evaluate how this resource is used. There will be tangible outputs that can be specifically counted, e.g. attendance at training sessions. Performance will respond to such measureables, and new events/developments will be planned. However, the intention is also to support culture change over time, and it is recognised that this will be harder to measure. Through developing a detailed understanding of what changes behaviour and increases competency in the workplace, and in capturing lessons that can be transferred elsewhere, the Learning Laboratory has become a unique and sustainable opportunity to develop and enhance skills and best practice.

» Findings

Background «

Findings

What can be learned from this project?

• Various methods and activities are being planned to disseminate learning locally and regionally, including online resources and a website, published materials, tool kits, networks, seminars and training sessions. Best practice was used to highlight the issues each LAA was addressing and how local services and partnerships were allowing the community to be best served.

• However, questions were asked about broader dissemination processes. It was suggested that there has been a lack of guidance in this respect from the Academy and that the RCEs as a group were not sure how their projects feed into the work of the academy, or how the Academy would utilise and disseminate the learning which was being achieved at the local and regional levels.

• There are also issues about fragmentation across the Learning Labs. It is felt that there is a lack of guidance from the HCA Academy, and that knowledge is not shared as fully as it might be. Some RCEs were more proactive that others in this respect, although it was suggested that this might be the result of limited staffing, or of staff changes.

• There were issues around the project development and bidding process with the HCA Academy. The project was originally designed over a two-year period, but this was cut to one year and has impacted on its implementation.

»

The Impact «