Hertfordshire Children’s Trust Partnership Strategic Stakeholder Group 6 November 2008 SSG Roles and Responsibilities Andrew Wellington, HCTP Characteristics of successful partnership working Sally Withington, Children First

Strategic Stakeholder Group Terms of Reference Purpose of the Group – three key roles are “ givens ” : To act as “ children ’ s champions ” across sectors and agencies in Hertfordshire To advise the HCTP Executive on the overall strategic direction and priorities of Herts Children ’ s Trust Partnership and the Children and Young People ’ s Plan (CYPP). To provide a challenge and support to HCTP Executive Specific Responsibilities Key Deliverables Membership

Table Exercise – 15 minutes Any additions to: –Specific Responsibilities? –Key Deliverables? –Membership? Report back up to two points - put any additional points on post-it notes on the “ HCTP General Issues ” flipchart What are the key characteristics the partnership will need, to deliver these terms of reference? How will you judge its success? Report back two key points about this

SALLY WITHINGTON Characteristics of Successful Partnership Working in Children’s Trusts

What are the key characteristics the partnership will need, to deliver these terms of reference? How will you judge its success?

“Are we there yet?” makes the following observations : Partners should share a continuing focus on improving outcomes for children and young people Clear terms of reference outlining roles and functions are in place and are “owned” by participants Strong partnerships result in improved integrated working at all levels – from the strategic to front line delivery Partner organisations feel valued and feel that they can influence the work of the Partnership

“ Are we there yet?” cont’d Partners recognise each others’ different organisational cultures and external pressures Time is taken to define key terms and establish a shared language. Reporting lines and accountabilities are clear Good partnerships never stop evolving: “it’s never going to be at point where it’s done and sorted is it?”

“Are we there yet?” Cont’d Working across organisational boundaries can create complexity and ambiguity- roles and functions must be clear and understood by all Representatives of agencies must have decision making powers Systems for reporting back from Partnerships to agencies are robust and used systematically Information from Partnership is cascaded through organisations

“Are we there yet?” Cont’d Strong Partnerships have clear performance management frameworks in place Partners know whether outcomes for children and young people are improving Good channels of communication are maintained – information giving is efficient and effective Talking and working together goes on between formal meetings

“Are we there yet?” Cont’d Strong Partnerships ensure that the views of communities and voluntary organisations are represented effectively and that diverse groups and interests have a voice Good Partnerships have effective mechanisms for involving children, young people, parents and carers

“Are we there yet?” Cont’d Partnerships focus on delivering better outcomes for children and young people - not on structures and processes The best Partnerships do things rather than talk about things