Who we are
The Oldham Partnership is made up of senior leaders (Elected and non-elected) from a wide variety of organisations, groups, businesses, networks and individuals who are working towards delivering Oldham’s Vision:
‘For the Borough to be a place of choice. We want Oldham to be recognised as a place of opportunity for all; where people choose to live, visit, study and work.’
In October 2011 the Oldham Partnership arrangements were reviewed and refreshed to take account of the significant changes that had taken place since the last review and ensure arrangements were right for Oldham.
The refreshed Oldham Partnership Structure
The Public Service Board is currently chaired by Nick Brown, OBE; the Chief Executives’ Management Board by Charlie Parker, Chief Executive, Oldham Council and the Oldham Forum is co-ordinated on behalf of the Partnership by Voluntary Action Oldham.
Agendas and Minuets
Public Services Board
Chief Executives’ Management Board
- Agenda 12 Oct 2011 (doc)
- Agenda 18 Nov 2011 (doc)
- Agenda 14 Dec 2011 (doc)
- Minutes 12 Oct 2011 (doc)
Values
The Partnership has signed up to the recently published ‘Co-operative Charter’ and agreed to adopt the Values it contains.
Download the charter (PDF)
The Charter supports the Ambition that Oldham is committed to developing a Co-operative future; one where citizens, partners and staff work together to improve the Borough. We want all members of the community to play an active part in building our co-operative borough. This means everybody doing their bit.
Operating Principles of the Boards:
1.Exercising objective and focussed leadership
Oldham Partnership will demonstrate strong leadership working collaboratively to unlock problems, drive delivery and work for innovation and investment to help make transformational change in Oldham.
2. Focus of small number of priorities
The Boards will develop a set of priority outcomes and actions which will form the basis of the ‘Oldham Story’ and be the focus of the Boards work. There will be clear and strong working links developed between the Boards and each of the Thematic Groups and regular engagement with the Oldham Forum.
The Partnership will carefully ‘pick its issues’ and then Members will act either individually, collectively or through the direction of the Boards to deliver.
3. Clear and explicit commitment to action
It is recognised that on occasion there may be a tension between pursuing strategic priorities for Oldham which were potentially in conflict or out of synch with their organisation’s priorities. The process of establishing the ‘Oldham Offer’ should help Members identify where they can commit to partnership working and where they can’t.
This process will give a clear and true picture of the commitments each Member and the priorities each part of the Partnership.
4. Learning by doing
Board Members will seek to create the right climate for new approaches to be taken as a way of breaking into often entrenched issues. Celebrating success and learning from mistakes will be fundamental to creating that climate.
5.Building trust and strong relationships
Board Members recognise the importance of building personal relationships and trust within the ‘whole system’ of the Strategic Partnership.
Every effort will be made to ensure that the way the Partnership operates builds, and sustains, trust and strong relationships with opportunities for cross/joint working sought wherever possible.
6. Good and positive communications
The refreshed strategic partnership arrangements aim to make it clearer about role, responsibilities and accountabilities of each element. There will be more a strong focus of celebrating good news, communicating the positives and generally ‘talking Oldham up’.
The Boards will develop the ‘Oldham Offer’ which will provide each member with key facts and messages to be used in internal and external communications. There will be a specific communication and marketing strategy developed for Oldham Partnership with regular reports back in to both Boards.