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NEWHAM PARTNERSHIP Constitution and Terms of Reference Contact Officers: Lead Officer: Clerk to the Newham Partnership Board: David Hodgkins Barry Ray Head of Corporate Planning and Deputy Head of Committee and Partnerships Partnerships 020 3373 9932 020 3373 1257 firstname.lastname@example.com firstname.lastname@example.com Revised November 2009 1 Contents 1. Title and Status .......................................................................................................... 3 2. Vision.......................................................................................................................... 3 3. Aims and Guiding Principles .................................................................................... 3 4. Powers of the Partnership ........................................................................................ 5 5. The Structure of Newham Partnership .................................................................... 5 6. Terms of Reference ................................................................................................... 7 6.1 The Newham Partnership Board ........................................................................... 7 6.2 The Public Service Board ...................................................................................... 8 6.3 Partnership Action Boards ..................................................................................... 9 6.4 Mayor"s Strategy Commissions ........................................................................... 10 7. The wider focus of Partnership working ............................................................... 11 8. Membership and Chair arrangements ................................................................... 12 9. Roles and Responsibilities for Chairs and Vice-Chairs for the NP family.......... 14 10. Newham Partnership Meetings .............................................................................. 14 11. Quorum .................................................................................................................... 14 12. Secretariat ................................................................................................................ 14 13. Attendance at meetings .......................................................................................... 15 14. Training .................................................................................................................... 15 15. Voting ....................................................................................................................... 15 16. Behavioural expectations for Members................................................................. 15 17. Code of Conduct...................................................................................................... 17 18. Declaration of Interest at meetings ........................................................................ 17 19. Gifts and Hospitality................................................................................................ 19 20. Termination of Membership ................................................................................... 19 21. Admission to the Public and Press........................................................................ 20 22. Circulation of Information ....................................................................................... 20 23. Amendments to the Constitution ........................................................................... 21 Revised November 2009 2 1. Title and Status 1.1 The Name of the Partnership shall be the Newham Partnership (NP). It will perform the role of Newham"s Local Strategic Partnership as set out in government guidance and legislation. 1.2 The Newham Partnership (NP) meetings shall comprise of the following parts: the Newham Partnership Board, the Public Service Board (formerly the Chief Officers Group) and Partnership Action Boards (formerly Local Action Partnership Boards). All the groups shall be collectively known as the "Newham Partnership family". 1.3 This Constitution shall apply to all parts of the NP family. 1.4 The London Borough of Newham shall act as lead partner and the accountable body for Newham"s Local Strategic Partnership. The London Borough of Newham will discharge its obligations under the Local Government Act 2000 for improved service delivery and the enhancement of democracy. 2. Vision 2.1 The Vision of the NP is "Newham: a major business location and a place where people choose to live, work and stay". However, "a major business location" may be omitted unless being used in a business context. 3. Aims and Guiding Principles 3.1 Newham Partnership brings together the public, private and third sectors in order to deliver improvements for the residents of Newham. By providing strong community leadership, harnessing collective resources, and building from a diverse base of knowledge and expertise the Partnership recognise more can be achieved together than working alone. 3.2 Members of the Partnership have together set a shared strategic vision to shape Newham"s future based on residents" priorities. This is set out in Newham"s Sustainable Community Strategy and is expressed through our shared vision – making Newham a place where people choose to live, work and stay. The seven themes of the Strategy are: Working Newham Young Newham Safer Newham Housing Newham Active and Connected Newham Healthy Newham Cleaner Greener Newham Revised November 2009 3 3.3 The Partnership"s overall vision is summarised by the Mayor of Newham in the introduction to the Sustainable Community Strategy: Newham is an ambitious place. We want our residents to have the same opportunities and standard of living as the rest of London, and these ambitions are rooted in what local people want – for themselves, their families and their local communities. We call this convergence. Over the next few years there will be many opportunities for all of us living and working in Newham. We need to make sure these opportunities turn into real advantages for local people, with better life chances for families and a stable, prospering future for the borough. Our residents want to have both opportunities and responsibility. An opportunity to raise their aspirations and responsibility for making their own choices in life, whether it be about what kind of job they want, where they want to live or where their children go to school. This is at the core of what will make Newham a place where people will actively choose to live and to raise their family. 3.4 NP is the Local Strategic Partnership (LSP) for the Borough. Every local authority area is expected to have a Local Strategic Partnership. It is a non-statutory, multi agency partnership. As the LSP is an unincorporated body, Newham Council acts as the Accountable body for any programme or initiative where NP is the decision making body. Any decision involving funding or resources would need to be endorsed by the Council or other Council Body. 3.5 The Government"s guidance on LSPs identifies the distinct role of local councils in helping to establish LSPs in terms of their key role as service providers and their democratic responsibility for local communities. The guidance also emphasises the need for genuine involvement from all sectors, and that effective community involvement is essential in partnership working. 3.6 As part of its responsibility for developing and implementing the Borough"s overall Sustainable Community Strategy and vision, the Partnership must ensure effective strategies and plans are in place to deliver improvements for local residents. There should also be effective performance management, with clear and shared accountability for the delivery of joint strategies and plans, underpinned by challenging and shared targets. 3.7 As a key element of this, the NP has agreed with central government a Local Area Agreement (LAA), which sets out targets for 2008-11 to deliver against our key priorities. The refreshed Sustainable Community Strategy for 2010 to 2030 also sets challenging targets and milestones for the next twenty years. 3.8 The NP will work to promote the interests of Newham beyond the Borough"s boundaries, providing leadership in dealing with external organisations, regional bodies and Central Government. 3.9 The NP will utilise existing bodies and organisations to deliver its priorities. The LSP will seek to reduce the need to develop new structures that would add to the bureaucratic burden and will look to rationalise partnerships operating in Newham where there is overlap. Revised November 2009 4 3.10 The LSP is supported by officers employed by Newham Council. 4. Powers of the Partnership 4.1 The NP shall be an unincorporated body with no legal powers. It will operate as a collaboration of agencies and function within the legal framework of individual members. 4.2 The NP shall have the power to act as necessary, within the spirit of its collaborative arrangements, for the purpose of achieving its objects. 4.3 The NP shall operate within a framework of government guidance for NP"s and any grant conditions set as part of the Neighbourhood Renewal Fund (NRF) process. 4.4 The NP shall have the following powers at its discretion: a) To hold and regulate ordinary meetings of the NP family, which will be open to the public to attend; b) To consult, provide or seek advice where and when appropriate; c) To publish or distribute information; d) To refuse entry to any person or remove any person from any meeting or sub- meeting of the NP family, in accordance with the terms of this constitution for disruptive, violent, unruly or overbearing behaviour of a physical or verbal nature, bullying, harassment, or deliberate damage to property or any conduct contrary to the objects and purposes and objectives of the NP or expressing views or behaviour which are contrary to the principles of equal opportunities; e) To suspend or remove member organisations or representatives from membership, in accordance with the terms of this constitution; f) To make representations, whether by way of support, concern or objection, concerning any action or proposed action by any authority, organisation or person in respect of the issues falling within the objectives and purposes of the NP; g) To elect or delegate representatives to attend meetings of outside bodies to inform them of the work of the NP; h) To liaise with relevant organisations to receive information to ensure the effective functioning of the NP; and i) To do all such other lawful acts that are necessary to achieve the objectives and purposes of the NP. 4.5 When the relevant organisation, partners or agencies are delivering NP activity, it is for them to ensure they comply with their relevant procedures. They must also ensure they have proper procedures in place, which are in accordance with the good governance standard for public services published in January 2005. 4.6 The NP may, from time to time, review and regulate the NP"s constitution, membership and the NP family as it sees fit. 5. The Structure of Newham Partnership 5.1 The Newham Partnership Board is the strategic governing body of the NP. It is responsible for the overall strategic direction of the NP, providing leadership and Revised November 2009 5 influence with its members acting as ambassadors for the Borough. The Newham Partnership Board leads the family of partnership bodies set up to deliver the shared vision and Sustainable Community Strategy, which the Board has ownership of. 5.2 The Newham Partnership Board will task the four Partnership Action Boards and the Public Service Board with responsibility for delivering the overall vision and the seven themes of the Sustainable Community Strategy and will hold them to account for delivery. It agrees all strategic plans as set out in the Strategic Policy Framework as well as having ownership of the LAA. 5.3 The Partnership Action Boards bring together partners and organisations who will direct and deliver key objectives across the seven themes of the Sustainable Community Strategy. The Action Boards are: 1. Children's Trust Partnership Action Board for Young Newham 2. Crime and Disorder Reduction Partnership Action Board for Safer Newham 3. Employment and Enterprise Partnership Board for Ambitious Newham and Housing Newham (in terms of the housing needs of individuals) 4. Health and Well Being Partnership Action Board for Healthy Newham 5.4 Each of the Partnership Action Boards provide leadership of that specific theme, developing detailed strategies and action plans for the delivery of outcomes. The Boards have responsibility for managing the delivery and performance of any LAA indicators and other key targets within their theme, undertaking a partnership approach to delivering improvements and added value. They will be responsible for identifying key issues and emerging trends and carrying out any statutory functions which fall within their remit. 5.5 Those themes from the Sustainable Community Strategy, which do not have a specific Partnership Action Board (Active and Connected Newham and Cleaner Greener Newham), will be managed as cross cutting themes, with each Partnership Action Board and individual partners contributing to their delivery. 5.6 Where required, bespoke workshops and seminars will take place focussing on any of the seven themes to address specific issues or where a wider range of partner engagement will contribute to developing a successful approach to delivering priorities. 5.7 The Public Service Board (formerly the Chief Officer Group) will manage the NP"s performance, enabling the achievement and delivery of the vision and priorities. The Public Service Board provides the senior management drive to the NP and is accountable to the Newham Partnership Board. It advises the Newham Partnership Board on future plans, undertaking forward thinking and scenario planning. 5.8 For the LAA, the Public Service Board provides programme, performance and finance management, ensuring effective links between the Partnership Action Boards and other bodies. It is responsible for unlocking barriers across the Partnership Action Boards, particularly on cross cutting issues and where individual Partnership Action Boards are unable to resolve an issue due to factors outside of their control. Revised November 2009 6 5.9 Performance Management of LAA targets and the delivery of all plans and outcomes are managed through quarterly performance reports. The Public Service Board will receive reports from the four Partnership Action Boards. This will be on an exception basis, identifying key areas of concern, blockages or cross cutting issues, which require a wider partnership input. 5.10 The Public Service Board provides a summary report across all seven themes of the Sustainable Community Strategy to the Newham Partnership Board, again on an exception basis identifying areas of concern. The report also identifies the action the Public Service Board and the Partnership Action Boards have taken to resolve problems and asks the Newham Partnership Board to endorse its action or recommend further measures that it would wish the Public Service Board to consider. 5.11 Appendix D sets out a diagram showing the structure of the partnership 6. Terms of Reference 6.1 The Newham Partnership Board 6.1.1 The Newham Partnership Board is the strategic decision making body for the "Newham Partnership", which is the Local Strategic Partnership (LSP) for the Borough. The membership reflects the broad range of partner organisations from the public, business and voluntary sectors who are involved in delivering the Partnership"s vision for Newham. The Newham Partnership Board oversees the various other LSP bodies including the Public Service Board and Partnership Action Boards. The Board is chaired by the Mayor of Newham. 6.1.2 The terms of reference for the Newham Partnership Board are as follows: i) The Newham Partnership Board is responsible for the overall strategic direction and vision of the Newham Partnership, providing leadership and influence with its members acting as ambassadors for the Borough. ii) The Newham Partnership Board has responsibility for developing the Sustainable Community Strategy and for ensuring the delivery of its priorities and desired outcomes. This includes the agreement and delivery of the targets as set out in the Local Area Agreement. The Board also has responsibility for agreeing all other key partnership strategies as set out in Newham"s Strategic Policy Framework (appendix xx), ensuring they are aligned with the Borough"s overall priorities. iii) The Newham Partnership Board is the governing body of the Newham Partnership with responsibility for approving the Constitution, terms of reference and making partnership decisions. Where those decisions require formal approval, it will make recommendations to Newham Council in its role as the accountable body. iv) The Newham Partnership Board will task the four Partnership Action Boards and the Public Service Board with responsibility for delivering the overall vision and the seven themes of the Sustainable Community Strategy and will Revised November 2009 7 hold them to account for delivery, receiving annual reports on their activity and their contribution to the Partnership"s overall aims. v) The Newham Partnership Board will receive quarterly performance reports from the Public Service Board summarising performance across the Newham Partnership against the agreed shared outcomes and targets. It will also receive reports to ensure value for money and the delivery of targets; and to take decisions on any additional action or change of policy required. vi) The Newham Partnership Board, when appropriate, will review the governance arrangements for the Newham Partnership and will have responsibility for agreeing the Chair and Vice Chair of all partnership bodies. vii) With the support of the Public Service Board, the Newham Partnership Board will be forward thinking, aware of the changing national policy agenda and to intervene positively across the partnership to influence and deliver improved outcomes for local residents. 6.2 The Public Service Board 6.2.1 The Public Service Board is responsible for the performance management of the Newham Partnership; ensuring resources are focussed on identified priorities and undertaking problem solving to help improve performance. The Public Service Board will support the four Partnership Action Boards and individual partners in tackling cross cutting priorities and unblocking performance issues, which individual organisations cannot resolve on their own. The Public Service Board will also assist the Newham Partnership in strategic policy development, identifying emerging issues and scenario planning. The Public Service Board will be chaired by the Chief Executive of London Borough of Newham. 6.2.2 The terms of reference for the Public Service Board are as follows: i) To support the Newham Partnership Board in being forward thinking, proactive in meeting new challenges and opportunities; and to intervene positively across the partnership to influence performance, service development, integrated working and innovation. ii) To oversee the management of the delivery of the Newham Partnership"s agreed targets through the Partnership Action Boards, ensuring barriers to performance improvement are addressed; iii) To produce quarterly performance reports for the Newham Partnership Board, identifying areas of concern and the action taken to address low performance. iv) To implement and act upon the decisions made by the Newham Partnership Board, in particular to ensure the implementation and alignment of strategic plans in order to achieve the outcomes set out in the Sustainable Community Strategy. Revised November 2009 8 v) To ensure effective communication, engagement and co-ordination across all parts of the Newham Partnership family, inviting partners to attend to discuss key issues when required. vi) Members will be expected to endeavour to attend on a regular basis. In the event that they cannot attend, they may send an appropriate and named substitute. vii) The membership of the Board is: Chief Executive of the London Borough of Newham (Chair) Borough Commander of the Metropolitan Police in Newham Chief Executive of NHS Newham Chief Executive of the Newham University Hospital Trust Chief Executive of the East London and City Mental Health Trust District Manager of JobCentre Plus Vice Chancellor of University of East London 6.3 Partnership Action Boards 6.3.1 Partnership Action Boards bring together partners and organisations who will direct and deliver key objectives across the seven themes of the Sustainable Community Strategy. The Action Boards are: 1. Children's Trust Partnership Action Board for Young Newham 2. Crime and Disorder Reduction Partnership Action Board for Safer Newham 3. Employment and Enterprise Partnership Action Board for Ambitious Newham and Housing Newham (in terms of the housing needs of individuals) 4. Health and Well Being Partnership Action Board for Healthy Newham 6.3.2 The Partnership Action Boards have responsibility for managing the performance in terms of delivering targets and outcomes, which fall within their remit. In addition contributing to the Newham Partnership"s overall targets where they can make a positive impact on cross cutting priorities. 6.3.3 Those themes from the Sustainable Community Strategy, which do not have a specific Partnership Action Board (Active and Connected Newham and Cleaner Greener Newham), will be managed as cross cutting themes, with each Partnership Action Board and individual partners contributing to their delivery. 6.3.4 The general terms of reference for the Partnership Action Boards are as follows: i) To provide leadership across a specific theme of the Sustainable Community Strategy, developing detailed strategies and action plans for the delivery of outcomes. ii) Managing performance of any LAA indicators and other key targets within their theme, undertaking a partnership approach to delivering improvements and ensuring added value. Revised November 2009 9 iii) To receive quarterly performance reports, undertaking performance management and problem solving and to provide an exception report on areas of concern to the Public Service Board and the Newham Partnership Board. iv) To work with the Public Service Board to overcome barriers and identify solutions, ensuring a cross cutting and shared approach to improving performance. v) To identify key issues and emerging trends, using the Partnership Action Board as a forum for information sharing and developing a shared approach and joint working across their field of work. vi) To ensure that the Partnership Action Board"s work informs and complements the work being implemented across all of the themes of the Sustainable Community Strategy, identifying opportunities to provide added value and contribute to delivering the Newham Partnership"s overall vision and objectives. vii) To carry out any statutory functions, which fall within their remit, and to determine any additional terms of reference or responsibilities that together the partners wish to pursue. viii) To produce a forward plan for agendas and seek to achieve a balance between performance management and consideration of strategic issues. ix) To engage local businesses and independent organisations around specific areas of work or to fill specific specialism, knowledge or skills roles, and are transparent about the rationale. x) To undertake an annual self-assessment and review their focus and objectives, structures and membership in light of the outcomes. 6.4 Mayor's Strategy Commissions 6.4.1 The purpose of the Mayor"s Strategy Commissions are to assist the Mayor in ensuring key strategies provide a clear framework for delivering high quality services that make a real difference for local people. 6.4.2. The Standing Commissions will provide a forum for high level discussions around the strategic development of the Mayor"s priorities, which are in turn focussed on residents" needs and their priorities. 6.4.3. Members of the Standing Commissions will contribute their expertise and skills to help inform the development of evidence based and effective strategies which will deliver outcomes that improve peoples" quality of life. They will collectively use their experience, knowledge and ideas to inform the Mayor"s strategic thinking, bringing different perspectives and views on complex issues and new challenges, thereby helping to inform the Mayor"s priorities in his role as Mayor of Newham and Chair of the NP. Revised November 2009 10 7. The wider focus of Partnership working 7.1 As well as working within the Partnership"s formal structures, there is recognition that there is much wider and richer seam of partnership working being undertaken on a day-to-day basis across the public, business and third sectors. Whether this is on a bilateral basis or through other forums specific to individual areas of work, or within specific sectors, it is important that the LSP recognises this and the important role all of this work plays in improving service delivery, facilitating networking and information sharing. 7.2 The Mayor of Newham has also established Strategy Commissions, to assist him in the development of strategic policies. These will include a range of key experts who will advise the Mayor on the development of policy to address residents" priorities. The Mayor will use the work of the Strategy Commissions to inform his contribution to the strategic policy work of both the Council and the NP. 7.3 In order to ensure the wider role of partnership work is recognised it is proposed to: 1. Map out the key forums and networks within the Borough in order to ensure they are engaged in and aligned with the development and delivery of strategic priorities and improving partnership work overall. 2. Identify where there are gaps in engagement and a lack of regular communication, across all sectors but specifically within the business and third sectors. 3. Ensure the facilitation of regular 1-2-1 and group meetings amongst partners at both a strategic service delivery level and at a grassroots level. 4. Work with the third sector to deliver effective and productive relations and engagement, which is undertaken primarily through a strengthened Compact Implementation Group and through the ChangeUp partnership. 5. Establish a partnership forum to address environmental and climate change issues. A decision on what form this should take will reflect the work currently being undertaken by Forum for the Future. 6. Other themes are supported through existing forums, ad hoc seminars and workshops and/or a task and finish approach focused on outcomes. For example, on preparing for 2012, developing key strategies such as the Local Development Framework etc. 7.4 Communication and Partnership Capacity Building 7.4.1 There is also an opportunity for the NP to deliver more effective communications and collaborative styles of working through facilitated development work focussing on: 1. developing an effective approach to collaborative working in order to develop an understanding of individuals" role and responsibilities and build trust and capacity across partners. Revised November 2009 11 2. offering 1-2-1 support and mentoring of partnership members to develop individuals" skills and ability to contribute effectively to meetings. 3. facilitation of networking events and seminars on key issues. 4. developing regular communications, e-bulletins, data sharing hubs etc, and in particular enabling this through a new partnership website. 5. a joint approach to consultation, research, data sharing and engagement activity. 8. Membership and Chair arrangements 8.1 The membership of the NP shall reflect key stakeholders within Newham and shall reflect a balance between the Public, Private, Community, Voluntary and Faith Sectors. 8.2 The NP shall review the appropriateness and balance of its membership at least once every three calendar years. 8.3 The NP family may, from time to time, invite representatives from other organisations, who shall not be members of the NP, to attend and speak. Such invited representatives shall not have voting rights 8.4 Each of the bodies will be expected to determine their membership on the basis of ensuring: 1. Member organisations are relevant and are key to delivering the NP"s shared priorities through their work and activity. 2. That the individual representing an organisation is of a level that they are able to contribute effectively to partnership discussions, offering expertise and able to make decisions on behalf of their organisation. The organisation may nominate a substitute for their representative, who can attend on an observer basis, however this should not be a regular arrangement. 3. That the individual representing attends regularly and is prepared to follow up actions between meetings, to ensure actions are delivered and to be willing to write reports and make presentations to the relevant Board(s) if and when required. 4. That member organisations recognise the nature of partnership working, in terms of having shared ownership of priorities, targets and both problems and solutions. 5. That member organisations and their individual representatives actively support and promote the Borough"s shared vision and priorities, working with other organisations, actively seeking opportunities to deliver added value and improved outcomes through working with other partners. 6. That membership is approved by the relevant Board. 8.5 There will be three types of member of the NP: Postholder by virtue of a post they hold in a representative organisation where the NP"s constitution has that particular post as being a member of a body. Elected following an agreed voting process for an agreed duration. Revised November 2009 12 Co-opted the member is asked to join by the Chair with the agreement of the NP. They will remain a member until: they are no longer performing a role in the Borough relevant to the NP, they choose to leave or the NP agrees to remove them. 8.6 The NP through its decisions will be held to account by local residents and as a collective group will need to have confidence that all of its members have been elected through an open and transparent process to a standard expected of any publicly accountable organisation. It is therefore of upmost importance that the process for nominating and electing members cannot be open to challenge on grounds of being unfair or excluding or not encouraging participation. The NP and Newham Council, as its accountable body, will therefore reserve the right to ensure any nomination process for a representative is fair and open. 8.7 The Chair and Vice Chair of the Boards are: Newham Partnership Board - Chair: Mayor of Newham; Vice Chairs: Chairs of the Partnership Action Boards Public Service Board - Chair: Chief Executive of the London Borough of Newham; Vice Chairs: Chief Executive of NHS Newham and Borough Commander Children's Trust Action Partnership Board - Chair: Executive Member for Children and Young People; Vice Chair: Chair of NHS Newham Crime and Disorder Reduction Partnership Action Board - Chair: Chief Executive of the London Borough of Newham; Vice Chair: Borough Commander Employment and Enterprise Partnership Action Board - Chair: Chief Executive of East London Business Alliance; Vice Chair: Executive Member for Human Resources and Industrial Relations Health and Well Being Partnership Action Board Chair: Chair of NHS Newham; Vice Chair: Executive Member for Health 8.8 The Chair and Vice Chair of each Partnership Action Board will be appointed by the Newham Partnership Board. Together with the lead officer, they shall be directly accountable and answerable to the Newham Partnership Board for the performance of the Partnership Action Board. 8.9 The Chair and Vice-Chair for each part of the NP family must come from different sections of the respective memberships. 8.10 Should the Chair of a Partnership Action Board resign from that role then the Vice- Chair will become the Acting Chair. The Newham Partnership Board, at its next available meeting, will designate a member of that Partnership Action Board as Chair. 8.11 Membership of the Newham Partnership 8.11.1 Membership of the Newham Partnership Board as at 1 November 2009 is listed in Appendix A. Revised November 2009 13 8.11.2 How members of the Newham Partnership Board were appointed is listed as Appendix B. 8.11.3 Membership of Partnership Action Boards as at 1 November 2009 is listed in Appendix C. 9. Roles and Responsibilities for Chairs and Vice-Chairs for the NP family 9.1 The Chair of each part of the NP family shall have input into their agenda and shall conduct the meeting in an informed, orderly fashion. 9.2 The Chair of each part of the NP family should work in partnership with the members of the NP, the NP family, and the Chair of the Newham Partnership Board to achieve the overall objectives of the NP and act in the best interest of the NP. 9.3 The role of the Vice Chair(s) is to assist the Chair in carrying out their role and when the Chair is unavailable, to have input into the agenda and to conduct the meetings in an informed, orderly fashion. 9.4 The Vice Chair shall deputise for the Chair at the Chair"s request or in the absence of the Chair at any meetings and shall undertake such other duties as might be assigned by the part of the NP family to which they are Vice Chair. 9.5 In the absence of both the Chair and Vice Chair at any meeting, those present shall elect, by simple majority vote, an interim chair for the purpose of the meeting only. 10. Newham Partnership Meetings 10.1 A programme stating the dates and times for all NP meetings for the forthcoming municipal year shall be approved by the Newham Partnership Board before the end of the previous municipal year. 10.2 Meetings of any of the NP family shall not exceed two hours in length except by agreement of the majority of those present and eligible to vote. Meetings may be extended by half an hour by agreement. Any item not dealt with at the end of this time must be deferred to the next meeting. 10.3 Training days, special meetings, and other events may exceed the two hour limit where the nature of those events requires a longer period of time. 11. Quorum 11.1 The Quorum for a NP meeting shall be one quarter of the full membership of the particular NP family meeting, except where a specific part has determined another quorum level for that particular part. If a meeting is not quorate, the members present may still hold the meeting with decisions being endorsed at the next quorate meeting. 12. Secretariat 12.1 The secretariat support for the NP family of meetings will be provided by the London Borough of Newham, through its Democratic Services Unit. Revised November 2009 14 12.2 The secretariat will provide a full secretarial service, including room bookings, maintaining circulation lists, preparing agendas and minutes, updating the constitution etc. Minutes do not have to be verbatim but shall comprise a brief summary of proceedings, decisions and significant issues raised. Minutes of the NP family of meetings shall be public documents. 13. Attendance at meetings 13.1 If a representative fails to attend three consecutive meetings without good reason, the Member organisation will be notified and invited to replace their representative. 13.2 Any organisational representative who is unable to attend a meeting may nominate a named substitute from their organisation to represent them at that meeting. The substitute may speak and vote on behalf of that member. A substitute should be used sparingly. 13.3 The NP may excuse attendance by members where there is a good reason upon request to the Newham Partnership Board. 13.4 Members are expected to regularly attend NP meetings and are expected to arrive on time and stay for the full meeting. Members should indicate to the Chair or Clerk of the meeting in advance if they are unable to attend, or will be arriving late to the meeting. Members should inform the Chair or the Clerk if they will need to leave before the end of the meeting. 13.5 If, in the view of the Chair of the particular part of the NP family, a member"s attendance at any particular meeting was insufficient, the Chair shall instruct the Clerk to mark that member as being absent. The Chair"s decision is final. 14. Training 14.1 Representatives should attend any such training as is necessary for the role. 15. Voting 15.1 The ethos of the NP is to work in partnership together and therefore, decisions should be made by consensus. On the rare occasions when a consensus cannot be reached, voting shall be by a show of hands and shall be by a simple majority rather than by formal voting. However, at the discretion of the Chair, a vote may be taken on any matter. Each member of that part of the NP family or their substitute shall have one vote. In the case of an equality of votes, the Chair of the meeting shall have a second or casting vote. 16. Behavioural expectations for Members 16.1 Member organisations and their representatives agree to listen, contribute, accept differences of opinion, and must treat others with respect. 16.2 Member organisations and their representatives are expected to behave with appropriate decorum during any meeting of the NP family, and are expected not to behave in a manner that could bring the NP into disrepute. This includes: Revised November 2009 15 a) Not acting in a way that is either verbally or physically violent or unruly, or intimidating to other NP members or members of the public who attend the meeting; b) Not harassing or bullying other NP members or members of the public who attend the meetings; c) Not preventing another person from gaining access to information to which that person is entitled by law; d) Not compromising the impartiality of anyone who works for, or on behalf of, the authority; e) Not behaving in a manner which could reasonably be regarded as bringing the member organisations office or the authority into disrepute; f) Having regard to any relevant advice provided to NP members; g) Ensuring that the authority"s resources are used for proper purposes; h) Complying with the equality laws; i) Not using membership of NP to gain an unfair advantage for themselves or an unfair advantage or disadvantage for others; and j) Not disclosing confidential information or information believed to be of a confidential nature. 16.3 Member organisations and their representatives are expected to familiarise themselves with and abide by the general principles of equal opportunities and not engage or act in a discriminatory manner. 16.4 All Member organisations and their representatives will: a) be responsible for the final approval of projects and initiatives; b) seek to define local needs and to approve projects and initiatives which meet those needs; c) report regularly on the progress of each part of the NP family to Newham Council, partners and residents of Newham; d) link into wider strategies and partnerships in order to attract external funds; e) maintain the highest standard of conduct transparency and ethics; f) when acting on any business of the NP, ensure that their primary duty of care will be to the NP and not to any other agency, organisation, company or individual with which they are involved; g) when involved with any business of the NP, to act at all times in good faith, in the best interests of and for the benefit of the NP; h) always assume collective responsibility for the decisions reached by the NP, particularly when communicating these to third parties; i) support and assist in the auditing processes which are required to be carried out by Newham Council and in any other audits or reviews which may from time to time be carried out by other funding partners; j) Not make public, information which is confidential, without written consent of the NP or divulge information given in confidence to anyone other than another NP member or officer entitled to know it; and k) will ensure they behave in a way that will ensure high levels of public confidence in the work of the NP and the way it does its business. Revised November 2009 16 17. Code of Conduct 17.1 Representatives are expected to sign and abide by the NP Code of Conduct and declaration of interest form in view of the powers and responsibilities of the NP unless the member is already bound by an existing Code of Conduct from the organisation they represent and the organisation has similar provisions in relation to their work with the NP. Forms will be held by the Head of Democratic Services on behalf of the NP and will not be made available to the public without the prior consent of the representative. Appointments cannot be confirmed until a declaration form is completed and received. Failure to complete the form within 28 days will result in the appointment not being confirmed. 17.2 Failure to abide by the applicable Code of Conduct, or behaving in a manner which a member of the public would reasonably consider inappropriate, may lead to the representative and/or the member organisation being removed from the NP. 18. Declaration of Interest at meetings 18.1 The public and all those participating in a meeting should be aware of any interest a member has in a particular matter. Therefore, such interests should be clearly declared unless transparent to all those present by the very nature of the representatives" role. 18.2 Declaring a Personal Interest 18.2.1 The public and all those participating in a meeting should be aware of any personal interests a member of the NP has in a particular matter. 18.2.2 You will have a personal interest in the business of the NP where the interest would affect you or someone with whom you have a close association more than it would affect the majority of people in the Borough. 18.2.3 A representative attending any meeting of the NP family must declare the personal interest at the meeting, unless it is transparent to all those present by the very nature of the representative"s role, for example in representing an organisation(s) or group of individuals. The interest may relate to: a) yourself, your family, friends or close associates; b) your employer or company (except where you are on the NP representing a public body); c) a local voluntary organisation where you hold an official position or are heavily involved with its work; d) your role as a representative of an organisation in which they may gain an unfair advantage over others for example for funding, grants, work or a contract; or e) where you have received a gift or hospitality valued at over £25 within the last three years from an organisation or an individual who would benefit from a decision. 18.2.4 Any interest must be declared at the beginning of the relevant meeting or as soon as you are aware of the interest. Interests must be declared clearly so all those attending the meeting are aware of the interest and how it arises. Revised November 2009 17 18.3 When should a member not participate in the decision: a prejudicial interest 18.3.1 In some circumstances, it may be deemed that the interest is also prejudicial. A personal interest becomes prejudicial where you, the organisation you represent, your family, a friend or a close associate may gain a financial advantage from being involved in making the decision. For example when bidding for funding or a contract. 18.3.2 The exemption to this is when someone is exercising a function of a public nature, for example they have been appointed to sit on the NP by a public body or attend in their capacity as an employee of a public body. 18.3.3 In determining whether an interest is prejudicial, a representative should also consider whether a member of the public, knowing all the facts, would reasonably expect the representative not to take part because of the nature of the interest they have in a matter. 18.3.4 Any representative declaring a prejudicial interest should leave the room and take no part in the particular item. 18.3.5 Failure to abide by the requirement to declare interests may lead to the representative and/or the member organisation being removed from Newham Partnership. 18.4 Registering an Interest 18.4.1 There is a requirement for all members of the NP to complete a form registering their interests, which fall within the categories set out in the Code of Conduct, which include: 1. Membership or position of control or management in: an outside body to which you have been appointed or nominated by the London Borough of Newham: any bodies exercising functions of a public nature (for example, the fire authority or police authority); a charity; and any body that influences Public Opinion or Policy, including any political party or trade union 2. Employment or business 3. Any interests in companies and securities 4. Any contract for goods, services or works made between the London Borough of Newham and the NP member or a company in which the NP member is a partner, a paid director or person or body set out in 3 above 5. Any gift or hospitality received with an estimated value of at least £25 6. Any land or property in Newham 7. Any Corporate/Business tenancies 8. Any Licences to occupy land Revised November 2009 18 19. Gifts and Hospitality 19.1 Any member receiving any gifts or hospitality over the value of £25 as a result of their membership of the NP should complete a declaration form. Members are advised that they should not accept any gift that is so substantial that it may be deemed to amount to an inducement for special treatment. Members must also consider the context in which the offer of a gift or hospitality is made. 19.2 Members that are unsure whether it is appropriate to accept a particular gift or hospitality may seek advice from Newham Council"s Monitoring Officer (the Divisional Director of Legal and Democratic Services). 19.3 The relevant declaration forms are available from Newham Council"s Democratic Services Unit and will be available for public inspection. 20. Termination of Membership 20.1 If a representative or member organisation has acted in a manner that brings the NP into disrepute, or fails to abide by their Code of Conduct, the NP"s Code of Conduct or the requirement to declare interests, then the matter should be considered in the first instance by Newham Council's Monitoring Officer (the Divisional Director of Legal and Democratic Services). The findings from this consideration will be forwarded to the Newham Partnership Board for consideration as to whether the matter should be forwarded to Newham Council"s Independent Standards Committee for investigation and recommendation. 20.2 If a matter is referred to Newham Council"s Independent Standards Committee, the Committee"s recommendations shall be forwarded to the Newham Partnership Board for consideration at the next possible meeting. The Newham Partnership Board shall determine, by a majority of the members present and voting at that meeting, whether or not to remove or otherwise sanction that member organisation or representative according to the advice received from the Independent Standards Committee. 20.3 The member organisation or representative shall have the right to be heard at the Newham Partnership Board meeting that determines whether or not that member or representative is removed or otherwise sanctioned. 20.4 Any vacancy arising from termination will be referred back to the appropriate selecting, electing or nominating organisation or sector to fill the vacancy as soon as is reasonably practicable. 20.5 If the Newham Partnership Board fails to pass the motion, no further action shall be taken. 20.6 Each representative shall cease to hold office if they become unable or unfit by reason of mental disorder, illness or injury, of managing and administering his/her property and affairs. 20.7 For the avoidance of any doubt, should an individual cease to be part of the member organisation, they are not permitted to remain as the representative for that member organisation on the NP. A person is only eligible to be a representative as Revised November 2009 19 long as they are part of the member organisation, and the member organisation still wishes them to be their chosen representative. 20.8 For the avoidance of any doubt, should an organisation or part of the NP family cease to exist then a representative of that organisation or part should not remain as a representative on any other part of the NP family. That is, a person can only be a representative if the organisation or part of the NP they represent currently exists. 20.9 Any member organisation may resign from any of the NP family by giving at least one months" notice in writing of their intention to do so to either the NP Manager or the Clerk to the Newham Partnership Board. 21. Admission to the Public and Press 21.1 All meetings of the NP family (except for the Public Service Board) will be open to the public and the press unless the NP or the Chair of the particular body of the NP family determines that discussion of a particular topic justifies a closed session. Special meetings and Away Days will generally be closed to the public and press. 21.2 Members of the public may speak on any agenda item at the discretion of the Chair. Persons wishing to address a meeting shall, if possible, stand on speaking and give their name and if relevant, the organisation they are representing. 21.3 Any deputation or delegations must request permission to speak. Generally, this must be requested one week in advance and the size of the deputation and number of speakers shall be limited to the Chair"s direction. 21.4 Any unruly, overbearing or other inappropriate behaviour by members of the public at an NP meeting will not be allowed. If the Chair"s directions or attempts to restore order are not obeyed, the Chair may call an interval until order is restored. 21.5 Meetings will be conducted in accordance with the generally accepted rules of conduct for meetings. Any attendee not conducting themselves in a proper manner will be asked to leave the meeting, and if need be, will be removed from the meeting. The Chair"s decision shall be final. 21.6 Any media in attendance at any NP meeting shall respect the wishes of anyone who does not want to be photographed or recorded. 22. Circulation of Information 22.1 A programme of dates for meetings shall be drawn up annually so far as possible. 22.2 Agendas should be dispatched to members five clear working days in advance of each meeting although failure to meet this requirement will not invalidate the meeting. 22.3 All reports submitted to the NP should be written using the correct report template, and should be circulated with the agenda as far as possible. Revised November 2009 20 22.4 Copies of agendas and reports should be published on Newham Council"s website five working days before the meeting, except for: a) agendas and reports for the Public Service Board; or b) any agenda or report where it is deemed justified that it not be published; or c) agendas for away days; special meetings and other events. 22.5 Where a meeting is convened at shorter notice, copies of the agenda and reports shall be made available as soon as reasonably possible. 22.6 Where possible, agendas and reports should be available to the press and public. 22.7 Minutes of meetings shall be circulated by e-mail to all members and made available on Newham Council"s website 5 working days after the meeting. They will also be circulated with the next agenda. 22.8 Full and adequate notice of each NP meeting shall be deemed to have been given to each member of that particular part of the NP family by despatch by ordinary post to the latest address notified to the Clerk to the Newham Partnership Board. 22.9 The financial year of the NP shall run in accordance with that of Newham Council as the accountable body. That is, it shall commence on 1 April in each calendar year and end on 31 March on the next calendar year. 23. Amendments to the Constitution 23.1 This constitution may be changed by a resolution at the Newham Partnership Board, and passed by a majority of members present and voting. Where possible, the notice of the meeting should set out the terms of the changes proposed. Revised November 2009 21 Appendix A Membership of Newham Partnership Board Chair of the Partnership (1) Mayor of Newham Deputy Mayor (1) Deputy Mayor Health Reps (3) Chair, NHS Newham Chair, East London & City Mental Health Trust Chair, Newham University Hospital Trust Police (1) The appointee of the Borough Police Commander Job Centre Plus (1) The appointee of Job Centre Plus Learning & Skills Council (1) The appointee of the LSC (London region) Business (4) East London Business Alliance (2) Small/Medium Business Representatives (2) Community, Voluntary and Community Faith Sectors (5) Voluntary Faith Sport Culture Young Mayor of Newham (1) Young Mayor of Newham Higher/Further Education (2) University of East London 14-19 Board Executive (14) Executive Member, Community Intelligence Executive Member, Finance & Asset Mgt Executive Member, Children & Young People Executive Member, Olympics and Public Affairs Executive Member, Housing, Process & Business Efficiency Executive Member for Anti-Social Behaviour Executive Member for Community Forums Executive Member for Health Executive Member for Culture Executive Member for Business Partnerships and Skills Executive Member for Older People and Adults Executive Member for Public Realm Executive Member for Regeneration Executive Member for Performance and Inspection Mayor"s Observers (4) To be determined by the Mayor Revised November 2009 22 Appendix B Membership of the Newham Partnership Board Name Post Reason for being a How they hold their Type of Member member position Sir Robin Wales (Chair) Mayor of Newham Directly Elected Mayor Holds their position Elected following election process. Martin Buck Newham 14-19 The Headteacher Holds their position Postholder Partnership (Joint Rep) representatives on the following open 14-19 Partnership is the advertisement and designated postholder competitive interview. representing the organisation. Selena Bolingbroke University of East London The Director of External Holds their position Postholder Relations is the following open designated postholder advertisement and representing the competitive interview. organisation. Sandy Cotton Learning and Skills To be removed as LSC Postholder Council will cease to exist in March 2010. Rev. Ann Easter Faith Sector Elected Representative of Holds their position Elected the Third Sector (Faith) following election process. Martin Heys Newham University The Chair of the Trust is Holds their position Postholder Hospital Trust the designated postholder following open representing the advertisement and organisation. competitive interview. Graham Houghton City & East London Job The District Manager is Holds their position Postholder Centre Plus the designated postholder following open representing the advertisement and organisation. competitive interview. Liam Kane East London Business The Chief Executive of Holds their position Co-opted Revised November 2009 23 Alliance ELBA is the designated following open postholder representing advertisement and the organisation. competitive interview. Paul Leslie Voluntary Sector Elected Representative of Holds their position Elected the Third Sector following election (Voluntary process. Organisations). Simon Letchford Newham Police The Borough Holds their position Postholder Commander is the following open designated postholder advertisement and representing the competitive interview. organisation. Baroness Molly Meacher East London NHS The Chair of the Trust is Holds their position Postholder Foundation Trust the designated postholder following open representing the advertisement and organisation. competitive interview. Marie Gabriel NHS Newham The Chair of the Trust is Holds their position Postholder the designated postholder following open representing the advertisement and organisation. competitive interview. Colin Watts Community Sector Elected Representative of Holds their position Elected the Third Sector following election (Community process. Organisations). Richard Hunt Sports Sector Elected Representative of Holds their position Elected (currently Co- the Third Sector (Sports following election opted) Organisations). process. Margaret Wheeler Newham 14-19 The Headteacher Holds their position Postholder Partnership (Joint Rep) representatives on the following open 14-19 Partnership is the advertisement and designated postholder competitive interview. representing the organisation. Alison White East London Business The Newham Programme Holds their position Co-opted Revised November 2009 24 Alliance Director of ELBA is the following open designated postholder advertisement and representing the competitive interview. organisation. Vacant Cultural Sector Elected representative of Holds their position Elected the Third Sector (Cultural following election Organisations). process. Revised November 2009 25 Appendix C Membership of the Partnership Action Boards as at 1 November 2009 Newham Partnership Better Health and Well Being Partnership Action Board Members of the Board Marie Gabriel (Chair) NHS Newham Carrie Battersby Borough Director, East London NHS Foundation Trust John Connor Aston Mansfield (Newham Voluntary Sector Consortium) Claire Foreman Interim Executive Director of Adults, Culture, Community and Customer Services Ian McKay Head of Children & Young People's Health, NHS Newham / LBN Rachel Flowers Interim Director of Public Health, NHS Newham Maureen Keane WHCM Forrest Counselling (NVSC) Sue McCarthy Newham Age Concern (NVSC) Penny Pereira Director of Strategy and Service Development, Newham University Hospital Trust Rachel Tofts Tate & Lyle Melanie Walker Chief Executive, NHS Newham Sahdia Warraich The Forum for Health and Wellbeing Councillor Clive Furness Executive Member for Health, LBN Councillor Neil Wilson Executive Member, Equalities & Social Inclusion, LBN Revised November 2009 26 Newham Partnership Children's Trust Partnership Action Board Members of the Board Councillor Rev. Quintin Executive Member for Children and Young People Peppiatt (Chair) Kim Bromley-Derry Executive Director Children and Young People Service Marie Gabriel Chair, NHS Newham John Lock Deputy to Marie Gabriel Melanie Walker NHS Newham Carol Hill Director of Commissioning at NHS Newham, Deputy to Melanie Walker Simon Letchford Borough Police Commander Gary Buttercase Newham Police, Deputy to Simon Letchford Kamini Rambellas Chair of the Local Safeguarding Children's Board Dorothy Briffa Lead General Practitioner in Newham Paul Leslie Voluntary Sector representative – Hartley Centre Marcia Samuels Voluntary Sector representative - New Choices for Youth (NCY Trust) Jan Tallis Parent Governor Representative Khadija Osman Parent Governor Representative, Deputy to Jan Tallis Darren Williams Nursery/primary school Head Teacher Cauthar Tooley Newham Secondary Schools Charlotte Robinson Newham Secondary Schools, Deputy to Cauthar Tooley Martin Tolhurst Post 16 learning provider, Newham College Eddie Playfair Post 16 learning provider, Deputy to Martin Tolhurst Sarah Wilson East London NHS Foundation Trust Revised November 2009 27 Newham Partnership Crime and Disorder Reduction Partnership Action Board Members Joe Duckworth (Chair) Chief Executive, LBN Simon Letchford Borough Commander, Newham Police John Biggs Metropolitan Police Authority Link Member Carrie Battersby Director, East London & City Mental Health Trust Allan Brimicombe University of East London Valerie Brown Race Equality in Newham Bridget Chohan Crown Prosecution Service Victor da Cunha East Thames Group Carina Heckroodt London Probation Service Councillor June Leitch Executive Member for Anti social Behaviour Bernadette Marjoram Executive Director of Environment Mark Smith Stratford Magistrate Court John Talbot Borough Commander, Newham Fire Service Brendan Loughran Director for Learning & Skills Revised November 2009 28 Newham Partnership Employment and Enterprise Partnership Action Partnership Board Members of the Board Liam Kane (Chair) East London Business Alliance Caroline Bloch Newham Healthcare Trust Councillor Christine Bowden Deputy Mayor, LBN Sandy Cotton Learning and Skills Council Amanda Duckett Careers Management Futures Diane Gowland Newham College of Further Education Derek Harvey Jobcentre Plus Rosie Holcroft London Development Agency Councillor Alec Kellaway Executive Adviser, Business Partnerships & Skills, LBN Bernadette Marjoram Joint Executive Director Regeneration, Planning and Property Marta Melvin Business Link for London Tom Storey Bovis Lendlease John Timbs Newham Chamber of Commerce Jonathan Watson Westfield Ray Wilkinson University of East London Colin Zetie Voluntary Sector Revised November 2009 29 Appendix D Newham Partnership – Structure Strategic Objectives, Newham target setting, tasking Mayor's Strategy Commissions Partnership Board Performance Mayor"s Strategic Advice management Public Service Board Crime and Health and Well Employment and Childrens' Trust Disorder Being Enterprise Reduction Partnership Partnership Partnership Sub Groups, Issue based partnership groups Revised November 2009 30
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fouling Companies in Massachusetts
Stevens Water Monitoring Systems, Inc.
based in Portland, OREGON (USA)
Stevens Water Monitoring Systems, Inc.`s mission is to serve our customers worldwide and be our customers` single source for their water resource equipment needs. Stevens designs, manufactures and supports a broad range of instruments and accessories that provide water level, water quality, ground water, soil moisture, and weather information. These products are easy to ...
Gooch Thermal Systems
based in Lebanon, NEW JERSEY (USA)
Gooch Thermal Systems, Inc. is the largest American manufacturer of spiral heat exchangers. We custom-design spiral heat exchangers that are cost-effective, energy saving solutions to difficult heat transfer problems.The spiral heat exchanger is ideal for applications that often foul or plug traditional heat exchangers like the shell & tube or plate heat exchanger. We ...
Genesis Water Technologies, Inc
based in Maitland, FLORIDA (USA)
Genesis Water Technologies, Inc. is a USA based manufacturer of advanced, innovative and sustainable treatment solutions for applications in process water, drinking water, water reuse and waste water to our valued clients and collaboration partners worldwide.
BKT United
based in Anaheim, CALIFORNIA (USA)
BKT provides biological wastewater treatment, membrane filtration, and energy solutions. We have more than 100 wastewater treatment references (including 130 MGD and 190 MGD facilities under construction) for BNR process, retrofitting, CSOs, and TMDL using biological filtration (BBF) or customizable SBR (BCS) technologies. Our revolutionary anti-fouling membrane system, ...
WES Ltd / Weschem Ltd
based in Basingstoke, UNITED KINGDOM
WES Ltd specialises in the design, manufacture, installation, commissioning & post-install support of Chemical dosing and skid based process systems. With clients ranging from the Water PLC's and Chemical manufacturers to British Nuclear Fuels and the Ministry of Defence, WES have sufficient experience to satisfy most requirements. Typical applications may include: pH ...
United Industries Group, Inc.
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United Industries Group, Inc. (UIG), located in Lake Forest, California has been an industry leader in innovative design, manufacture and installation of custom storage tanks and related systems for wet and dry industrial applications since 1969. We provide far more than just tanks. We provide storage solutions. Our designs include all types storage tanks – bolted ...
Biothys GmbH
based in Willstätt-Eckartsweier, GERMANY
Biothys is a company specialized in the development and the optimization of technical answers for olfactory pollutions treatment. Our competences in the bad smells treatment are the result of more than 20 years of experience in this field what allow us today to propose suited solutions in such distinct fields as sewage, waste, farm, industry, petroleum, services or ...
WesTech Engineering, Inc.
based in Salt Lake City, UTAH (USA)
WesTech Engineering, Inc. celebrates 40 years as a recognized leader in the manufacture of liquid/solids separation equipment for industrial and municipal process applications. Surface waters, groundwater, water reuse, drinking water, wastewater treatment and industrial process equipment and technologies designed to meet customer specifications, and exceed performance ...
Cleveland Biotech Ltd.
based in Stockton on Tees, UNITED KINGDOM
CBIO provide innovative natural solutions to the growing problems of pollution in particular to those arising from the discharge of effluents and wastes into the environment. The company breeds and acclimatises a variety of naturally occurring micro-organisms from which products are then formulated for use in the degradation of specific wastes. They are leaders in the ...
Aqua Clear Water Treatment Specialists
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Aqua Clear Water Treatment Specialists has over 20 years as a full service provider and manufacturer of reverse osmosis systems and water treatment equipment. We specialize in providing customer specific water treatment programs, as well as custom built water purification systems for commercial, institutional, and industrial clients. Our products and services are proven ...
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Why pay lobbyist for job elected officials can do?
One View
Opinion: Columns
Perhaps I'm missing something in your article, "Should Oak Park nix funding for Ike lobbyist?" [News, Oct. 20] You state that Oak Park is paying a Washington, D.C., lobbying firm "to help keep tabs on whether the feds may look at expanding the Eisenhower Expressway." To the tune of $171,000 last year, I should add! That's $171,000 to keep tabs on whether the federal government is looking to expand the Ike!?
Besides the fact that it sounds awful expensive for such a minor undertaking, it strikes me that Oak Park already has bodies on the ground in Washington, D.C., to keep tabs on the status of any proposed Ike expansion. Don't we citizens of Oak Park, as taxpayers, already pay Rep. Danny Davis and senators Durbin and Burris to protect our interests? [Editor's note: This piece was sent before the Nov. 2 election.]
Don't our congressmen employ staff to keep track of what's going on in Washington, D.C.? Why the heck are we paying anyone else to keep tabs on what's going on in government? If Davis and Durbin are incapable of performing a basic duty such as this, then perhaps we should exercise our power of authority and replace them at the next electoral opportunity. And Oak Park can certainly find out which, if any, of our current selection of candidates are capable of performing this simple task and advise the community which do and which do not at a cost far less than $171,000.
I also find it quite disturbing that Village Manager Tom Barwin is refusing to make the most recent reports from our highly paid lobbyist public. While such documents are, perhaps, exempt under the claim that they are protected under the pending or imminent litigation portion of the Freedom of Information Act, such exemption is not mandatory. I question the validity of the refusal to release these reports as it is certainly not clear under the FOIA statutes that the exemption pertains to very preliminary lobbyist reports regarding expanding the Ike. Eminent domain may not even be applicable to Oak Park, given the location of CTA and railway property.
In hard economic times such as these, it is shameful that Barwin is apparently protecting what appears to be a gross misjudgment of public funds. The fact that he alleges he saved the village $90,000 in 2009 under this contract is enough to question whether he should continue as our village manager. How can I trust someone who has budgeted more than $90,000 to pay someone for information which should be available for free from our elected officials? How can I trust someone who is not willing to produce information acquired through the expenditure of my tax dollars? Why is it that Barwin "is hesitant to kill the contract"? Is there some actual value the village receives?
Perhaps, but perhaps not. Of course, the citizens of Oak Park cannot make that determination since he refuses the FOIA requests pertaining to the work the village is paying for.
Daniel Seltzer is an Oak Park resident who says he is "tired of paying too much taxes in Oak Park." He lives on the first block south of the Ike on Kenilworth and is a part-time lawyer and researcher at Northwestern University.
Reader Comments
3 Comments - Add Your Comment
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OP Resident
Posted: November 25th, 2010 12:18 AM
The fact that the Village has once again challenged a reasonable FOIA request is alarming but not surprising. The current trustees all pledged a commitment to transparency in government during their campaigns but stiffed the voters and residents once they snared a seat at the table. Barwin is just a slick operator who has bamboozled the trustees into believing that Oak Park can't make it without him. One of his schemes ended up costing us $250,000.
Carmen from Oak Park
Posted: November 24th, 2010 6:06 PM
Thanks for this posting. Many of us have had the same thoughts. The staff of our Washington representatives should be able to provide us with legislative information about the Eisenhower. I would also think that IDOT keeps tabs on the same information, as well as CMAP -- both agencies that would likely share news with our village government if asked.
Posted: November 24th, 2010 8:42 AM
What is even more perplexing is the fact that the IL Attorney General's Office backed-up Barwin's refusal to respond to the FOIA.
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Guangzhou VITA Industrial Manufacturing Co., Ltd.
|Business Type:
|Manufacturer, Distributor/Wholesaler
|Main Products:
|Guangdong, China (Mainland)
|Year Established:
|Year start exporting:
|Number Of Employees:
|11 - 50 People
|Total Annual Sales Volume:
|US$1 Million - US$2.5 Million
|Main Markets:
|Average Lead Time:
|7 Day(s)
Guangzhou Vita Industrial Manufacturing Co.,Ltd. Specilize in providing full set of auto parts of different cars to the customers al...
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Main Warehouses and office located in Guangzhou city, China. It's convenient to offer what the customers need and better service for customers.
Main products (full set of Auto parts of below system) are
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Main brands (full set of Auto parts of below cars) are
Chery, Hyundai, Toyota, Nission, China Motor, Daihatsu,Citroen,
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b) Offer Full Set of Auto Parts for different cars
c) Good price
d) Good Quality
e) Fast delivery
f) Good after-sales service.
Company Capability
Trade Capacity
Mid East : 20.00%
Southeast Asia : 20.00%
Production Capacity
Factory Size : 1,000-3,000 square meters
No. of Production Lines : 5
R&D Capacity
No. of R&D Staff : 5 - 10 People
Email to this supplier


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Committee Leaders
APTA BoD Liaison
Jeanine Gunn
Booth Coordinator
Staff Duty
CAPP – Obstetrics Committee Chair
Valerie Bobb
CAPP – Pelvic Committee Chair
Carina Siracusa Majzun
CSM Committee
Julie Weibe
CSM Committee
Karen Liberi
CSM Committee Chair
Sandy Hilton
CSM Coordinator – Assistant
Kari Smith
Educational Review Committee Chair
Cathy Konkler
Federal Government Affairs Chair
Karen Litos
Finance Committee?
Sarah Haag
Caitlin Brietta McCurdy-Robinson
Membership Chair
Shannon Fox
Nominating Chair
Kendra Erven
Nominating Committee
Blair Green
Kirsten Wightmann
Poster/Platform Coordinator
Pam Downey
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Select Local Merchants
RoverchaseRead MoreDogs have 10,000 square feet of space to fetch, run, and play in when staying in Roverchase's gigantic indoor play area. Owners drop off furry companions for a half-day, full-day, or hourly session, giving pets a chance to cavort with other dogs that have undergone the mandatory temperament evaluation. Roverchase provides overnight boarding as well, in cage-free rooms equipped with Kuranda beds and plush blankets. All overnight guests can play in the indoor play area during the day before returning to their luxurious accommodations.224 Commerce ParkwayPelham, AL US
The Super Groomer Dog SpaRead MoreWe offer professional dog and cat grooming in Chelsea Alabama. We are open Thursday-Sunday 8:00 am- 6:00pm We are by appointment only. We only except checks and cash.220 Woodbridge TrlChelsea, AL US
Patton Chapel Animal ClinicRead MoreWhen Dr. Chase Whitworth became Patton Chapel Animal Clinic's lead veterinarian in 2011, he brought with him a renewed effort to connect with the community. He does this by honoring the special role pets play in our lives, and addressing their unique concerns with annual exams, nutritional counseling, and surgery. Additionally, his trained staff nurtures pets with grooming and boarding services.1665 Montgomery Hwy.Hoover, AL US
Cute-N-Classy Pet SalonRead MoreThe scent of soap bubbles and a chorus of barks fill the air at Cute-N-Classy Pet Salon. Dogs and cats of all sizes come in for a scrub, brush, and trim during grooming sessions that take place onsite. The groomer Stephanie also snips and files nails, cleans glands and ears, preps coats with a flea treatment, and makes sure each dog isn?t actually a well-behaved raccoon.106 Brooklane DrHueytown, AL US
Cahaba Beach Dog ParkRead MoreCahaba Beach Dog Park describes itself as "canine heaven," and it might be right. The 4-acre off-leash dog park includes tunnels, streams, trails, and open space for dogs to play with their owners or doggy pals—all of which require temperament evaluation and up-to-date vaccines to enter. There are also separate areas for different-sized dogs and an amphitheater for special events. Additionally, the park provides doggy daycare and boarding services, which include a suite decked out with a memory-foam mattress, television, and webcam, as well as a choice of spa services. Cahaba Beach Dog Park even offers grooming and training. And for your dog's special day, the park hosts dog parties, complete with custom dog cakes or dog goodie bags.3555 Cahaba Beach RoadBirmingham, AL US
Baths Barks and Bubbles Pet SpaRead MoreWhen they aren't being scrubbed or trimmed, the pups at Baths Barks and Bubbles Pet Spa romp and play together in the spa's fenced-in yard, instead of anxiously waiting confined in a cage or pet carrier. Owner Kymberly Dye and stylists Jennifer Hollis and Christy Thomas conduct doggy temperament tests with every appointment to determine whether canines would be more comfortable cavorting with the other pups or lounging in one of the spacious housing areas. The team's passion for every dog's well-being extends to their spa services, which include teeth cleanings, baths, and haircuts that leave fur as neatly trimmed as Danny DeVito's in his crowning role as Air Bud. In addition to standard grooming, they pamper furry companions with creative grooming, safely complementing coats with vibrant colors and stripes.430 14th St SBirmingham, AL US


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After celebrating its 10th edition last year, THE BEATYARD is going coastal this August 1st & 2nd and relocating to the sunniest part of Dublin - Dun Laoghaire Harbor! Taking place over two days, it will combine three areas of music, great food, drinks and games all under one roof. The Beatyard is an experience for all the senses, bringing the best chefs, musicians and creatives together for one weekend. Savour a cocktail in TIPPLE TOWN before making your way to THE EATYARD for a delicious meal and you'll soon be Lost In Music with Sister Sledge! All with the beautiful Dublin Bay as the backdrop to your day.
Providing the musical entertainment will be Sister Sledge, Four Tet, Neneh Cherry, Barrington Levy, Madlib, Public Service Broadcasting, Lindstrom, Craig Charles, Optimo & Mr. Saturday Night B2B, Midnight Magic, Dj Marky, Horsemeat Disco, I Am The Cosmos, Le Freak, Riza, EMBRZ, Telephones, Tandem Felix, Sim Simma and more TBA.
The inaugural EATYARD bespoke food & drink village will deliver a world of flavours, bringing together Dublin's finest artisan producers and local favourites including 3fe Barista Jam - a coffee brewing showcase, Angel Churros, Staple Foods, The Big Blue Bus, Spud Box, 3FE, Suhas Falafel, Brewtonic Beer Hall and Wine-yl Ville with Sim Simma providing the musical backdrop! Dun Laoghaire's finest are getting involved too with Uozo's Fish Stack and Teddy's Ice-Cream available on site for the weekend.
The GAMESYARD - There will be a plethora of special experiences to be had elsewhere on site with Wall 2 Wall - Street Art V Graffiti, The Back R.A.G.E.'s Mobile Barcade & Pinball Parlour, Dub City Sneaks (Dublin's first sneaker fair), vinyl record depot & shopping centre by The Record Spot, steaming hot tubs, crazy golf, basketball and much much more.CONTACT US
Problems, Ideas, Suggestions or Feedback
If this form doesn't work for you, email us directly at firstname.lastname@example.com but we would prefer you to use this form, so that it won't be marked as spam by our email system!


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Los Angeles Lakers NBA Hardwood Classics Up & Under 9FIFTY Snapback Cap
Made of 100% Cotton, Woven
This 9FIFTY™ Snapback cap features an embroidered (raised) Los Angeles Lakers namesake and logo at front, a stitched New Era® flag at wearer's left side, alternate team logo on wearer's right side, and a snapback closure for an adjustable fit. Interior includes branded taping and a moisture absorbing sweatband.
- 20486625
- Color:
- Black/Purple
International shipping available to Canada - info
Price: $20.00$14.00
no sizes available


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I am an Associate Professor of Computer Science at the University of Göttingen, where I am leading the Computer Security Group. Prior to taking this position, I have been working at Technische Universität Berlin and Fraunhofer Institute FIRST. I am a recipient of the CAST/GI Dissertation Award for Computer Security and a Google Faculty Research Award.
My research interests revolve around computer security and machine learning. This includes the detection of computer attacks, the analysis of malicious software, and the discovery of vulnerabilities. I am also interested in efficient algorithms for analyzing structured data, such as sequences, trees and graphs
I am very happy to work with a group of bright and passionate PhD students: Fabian Yamaguchi, Daniel Arp, Christian Wressnegger, and Hugo Gascon.
My Erdős number is 3 (Müller → Jagota → Erdős). My Bacon number is ∞, though. I am an academic relative of David Hilbert. He is my great great great grand-advisor.
Harry: A Tool for Measuring String Similarity.
Journal of Machine Learning Research (JMLR), to appear July 2015.
Comparing strings and assessing their similarity is a basic operation in many application domains of machine learning, such as in information retrieval, natural language processing and bioinformatics. The practitioner can choose from a large variety of available similarity measures for this task, each emphasizing different aspects of the string data. In this article, we present Harry, a small tool specifically designed for measuring the similarity of strings. Harry implements over 20 similarity measures, including common string distances and string kernels, such as the Levenshtein distance and the Subsequence kernel. The tool has been designed with efficiency in mind and allows for multi-threaded as well as distributed computing, enabling the analysis of large data sets of strings. Harry supports common data formats and thus can interface with analysis environments, such as Matlab, Pylab and Weka.
Automatic Inference of Search Patterns for Taint-Style Vulnerabilities.
Proc. of 36th IEEE Symposium on Security and Privacy (S&P), May 2015.
abstract pdf
Taint-style vulnerabilities are a persistent problem in software development, as the recently discovered "Heartbleed" vulnerability strikingly illustrates. In this class of vulnerabilities, attacker-controlled data is passed unsanitized from an input source to a sensitive sink. While simple instances of this vulnerability class can be detected automatically, more subtle defects involving data flow across several functions or project-specific APIs are mainly discovered by manual auditing. Different techniques have been proposed to accelerate this process by searching for typical patterns of vulnerable code. However, all of these approaches require a security expert to manually model and specify appropriate patterns in practice. In this paper, we propose a method for automatically inferring search patterns for taint-style vulnerabilities in C code. Given a security-sensitive sink, such as a memory function, our method automatically identifies corresponding source-sink systems and constructs patterns that model the data flow and sanitization in these systems. The inferred patterns are expressed as traversals in a code property graph and enable efficiently searching for unsanitized data flows—across several functions as well as with project-specific APIs. We demonstrate the efficacy of this approach in different experiments with 5 open-source projects. The inferred search patterns reduce the amount of code to inspect for finding known vulnerabilities by 94.4% and also enable us to uncover 8 previously unknown vulnerabilities.
Torben: A Practical Side-Channel Attack for Deanonymizing Tor Communication.
Proc. of 10th ACM Symposium on Information, Computer and Communications Security (ASIACCS), April 2015.
abstract pdf
The Tor network has established itself as de-facto standard for anonymous communication on the Internet, providing an increased level of privacy to over a million users worldwide. As a result, interest in the security of Tor is steadily growing, attracting researchers from academia as well as industry and even nation-state actors. While various attacks based on traffic analysis have been proposed, low accuracy and high false-positive rates in real-world settings still prohibit their application on a large scale. Instead, the few known cases of deanonymization have been reported to rely on vulnerabilities in browser implementations and cannot be considered weaknesses in Tor itself. In this paper, we present Torben, a novel deanonymization attack against Tor. Our approach is considerably more reliable than existing traffic analysis attacks, simultaneously far less intrusive than browser exploits. The attack is based on an unfortunate interplay of technologies: (a) web pages can be easily manipulated to load content from untrusted origins and (b) despite encryption low-latency anonymization networks cannot effectively hide the size of request-response pairs. We demonstrate that an attacker can abuse this interplay to design a side channel in the communication of Tor, allowing short web page markers to be transmitted and exposing the web page a user visits over Tor. In an empirical evaluation with 60,000 web pages, our attack enables detecting these markers with an accuracy of over 91% and no false positives.
Modeling and Discovering Vulnerabilities with Code Property Graphs.
Proc. of 35th IEEE Symposium on Security and Privacy (S&P), 590–604, May 2014.
abstract pdf
The vast majority of security breaches encountered today are a direct result of insecure code. Consequently, the protection of computer systems critically depends on the rigorous identification of vulnerabilities in software, a tedious and error-prone process requiring significant expertise. Unfortunately, a single flaw suffices to undermine the security of a system and thus the sheer amount of code to audit plays into the attacker's cards. In this paper, we present a method for effectively mining large amounts of source code for vulnerabilities. To this end, we introduce a novel representation of source code called a code property graph that merges concepts of classic program analysis, namely abstract syntax trees, control flow graphs and program dependence graphs, into a joint data structure. This comprehensive representation enables us to elegantly model templates for common vulnerabilities with graph traversals that, for instance, can identify buffer overflows, integer overflows, format string vulnerabilities, or memory disclosures. We implement our approach using a popular graph database and demonstrate its efficacy by identifying 18 previously unknown vulnerabilities in the source code of the Linux kernel.
Drebin: Efficient and Explainable Detection of Android Malware in Your Pocket.
Proc. of 21st Network and Distributed System Security Symposium (NDSS), February 2014.
abstract pdf
Malicious applications pose a threat to the security of the Android platform. The growing amount and diversity of these applications render conventional defenses largely ineffective and Android smartphones often remain unprotected from novel malware. In this paper, we propose Drebin, a lightweight method for detection of Android malware that enables identifying malicious applications directly on the smartphone. As the limited resources impede monitoring applications at run-time, Drebin performs a broad static analysis, gathering as many features of an application as possible. These features are embedded in a joint vector space, such that typical patterns indicative for malware can be automatically identified and used for explaining the decisions of our method. In an evaluation with 123,453 applications and 5,560 malware samples Drebin outperforms several related approaches and detects 94% of the malware with few false alarms, where the explanations provided for each detection reveal relevant properties of the detected malware. On five popular smartphones, the method requires 10 seconds for an analysis on average, rendering it suitable for checking downloaded applications directly on the device.
See all publications.
Editorial board of the Journal of Machine Learning Research (JMLR)
Guest editor of the special issue "Threat Detection, Analysis and Defense" in JISA
Steering committee of the GI SIG Intrusion Detection and Response (SIDAR)
Steering committee of the Conference on Detection of Intrusions and Malware (DIMVA)
Associate Member of the EU Network of Excellence SYSSEC
Conference and Workshop Organization
Program chair of the 10th Conference on Detection of Intrusions and Malware (DIMVA 2013)
General chair of the 6th European Conference on Computer Network Defense (EC2ND 2010)
Local organization of GI Graduate Workshop on Reactive Security (SPRING 2006)
Recent PC Memberships
Reviewing for Journals
Whenever Possible
I am a member of "Verband der krawattenlosen Wissensträger" (VDKW)
See all community services.


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Is Former Baylor QB Bryce Petty First-Round Material?
Bryce Petty had a heck of a career at Baylor under head coach Art Briles, but was he a product of the system or was he just that darn good?
Time for Dwight Howard to Really Earn His Ridiculous Paycheck
Dwight Howard was brought to Houston to complete the championship puzzle for the Rockets. If he can play up to the hype that could actually happen.
Out With the Old and Time For the New for Texas Basketball
Even though Rick Barnes has led the Longhorns to the Big Dance in all but one season since his arrival in Austin in 1998 he is expected to be fired.
Texas A&M Fans Have Another Reason to Hate Alabama
The Texas A&M baseball team is off to a fantastic start this season and had hopes of setting a new school record next week against Missouri.
It May Be Time for the Houston Texans to Say Goodbye to Andre Johnson
The last year or so have been rather tumultuous for Houston Texans wide receiver Andre Johnson and it is not likely going to get any better.
Texas College Football Fans--Who Does Run This State?
It's a question that has been widely discussed in recent years without a definitive answer ever being reached that can be agreed on.
Could Jerry Jones Be Executive of the Year Again?
For years fans of the Dallas Cowboys have been hoping and praying for one thing—for Jerry Jones to step down and hire a real general manager.
Do the Houston Texans Need to Draft a Quarterback Early?
The Texans definitely surprised the world when they were as competitive as they were last season. They were not far from making it in to the playoffs.
How Did the Houston Texans Turn the Team Around Without a First Round Draft Pick?
The Texans will be watching the Super Bowl just like 29 other teams, but they may not be as far from getting to the big game as you'd think.
Texas A&M Wins the Recruiting War By Retaining Kyler Murray
The rivalry may be dead on the field, but the recruiting war that has been taking place between Texas A&M and Texas proves that it is alive and well.
Dez or Demarco for the Dallas Cowboys?
Fans of the Dallas Cowboys were treated to something they had not seen in a number of years—a winning team that had a well-balanced offense.
Dallas Cowboys Risk More Mediocrity With Jason Garrett
Jason Garrett got the deal he had been hoping for, five-years for $30 million, but it might have been a big mistake for the Cowboys.
So You Thought Your Texas A&M Buddies Were Insufferable Before…
With the addition of defensive coordinator John Chavis to the Texas A&M staff the outlook has become a whole lot brighter in College Station.
Has Case Keenum Earned a Place at the Table in Houston?
Case Keenum did an admirable job filling in at quarterback the final two weeks of the season, but will it do him and his career any good?
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Sunstone Grills Double Door Dry Storage
Sunstone Grills Double Door Dry Storage
Weights & Dimensions
|Product Type: Side shelf
|Finish: Brushed stainless steel
|Material: Metal
|Number of Items Included: 1
|Hardware Material: Stainless steel
|Rust Resistant: Yes
|Heat Resistant: Yes
|UV Resistant: Yes
|Fire Resistant: Yes
|Stain Resistant: Yes
|Mildew Resistant: Yes
|Weather Resistant: Yes
|Water Resistant: Yes
|Nonstick: Yes
|Dishwasher Safe: Yes
|Handles Included: Yes
|Lighted: No
|Wheels Included: No
|Commercial Use: Yes
|Recycled Content: Yes
|Eco-Friendly: Yes
|Product Care: Clean with non-abbrasive towel along the grain; remove salt and food residue
|Country of Manufacture: China
|Assembly Required: Yes
|Installation Required: Yes
|Additional Parts Required: Yes
|Product Warranty: 3 years on structure against factory defects. 1 year on handle, magnets.
About the ManufacturerSunstone Metal Products prides itself as one of the leaders in the industry, with over 15 Years in the Market, we have become a leader in Innovation and Product Design. We employ the latest technology and equipment allowing us to provide all original tooling, which translates to well-built product that stands the test of time. We offer both Dealer, and Distributer programs in conjunction with full OEM/ODM capabilities, we have been able to hedge our place in the market, while not only producing our Sunstone products, also provide OEM's for many of the Major BBQ Brands in the industry currently.
Sunstone Grills Double Door Dry Storage
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OUR SKU # SUST1035Double Door Dry Storage is also sometimes listed under the following manufacturer numbers: DSH30


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Noté 5 sur 5 étoiles
St. Patrick's Day...
Although I do not know much aboout it, your theme is really nice!!!
I love green & clovers:)
Noté 5 sur 5 étoiles
Wow! Your St. Patrick's Day design is really beautiful. I love it! =)
Noté 5 sur 5 étoiles
This is very pretty