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Gateshead Strategic Partnership (GSP)

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October 2011 - A new approach to partnership working

Following an extensive review of partnerships, partners agreed a new approach to joint working that makes best use of time and resource to achieve our priorities for the future of Gateshead.

2011/2012 will be transitional year, ensuring the partnership responds to learning and future change.

Why work in Partnership?

Partners in Gateshead have agreed the following reasons for working in partnership:

• Strategy and Executive (prioritisation and overseeing delivery of Vision 2030 outcomes)
• Commissioning (Analysis; Plan; Deliver; Review) (focus on resources and resource allocation to deliver priorities)
• Delivery (across all partnership structures)
• Performance and contract management (monitoring progress, ensuring accountability)
• Consultation, information sharing and engagement (an inclusive approach - the 'Gateshead Family').

Steering Group

The role of the Steering Group is:

• Overall strategy setting and executive function of partnership working in Gateshead
• Ensure strategic co-ordination and linkages between thematic arrangements and commissioning across key service areas to deliver Vision 2030
• Hold to account partnership boards for delivery through service planning and commissioning arrangements
• Ensuring the delivery of priorities (and the commissioning plans) through an overview of performance and contract management
• Championing the delivery of Vision 2030 and the 6 Big Ideas, as well as highlighting future priorities and opportunities

Partnership Boards

The GSP comprises four themed partnerships:

• Community Safety Board
• Health and Wellbeing Board
• Children's Trust Board
• Economy, Environment and Culture Board

Each partnership board will have its own Terms of Reference that reflect the needs and requirements of the service areas they cover, and incorporate statutory functions where appropriate.

The role of all partnership boards will be:

• Hold statutory roles as required by Government (Health and Wellbeing Board, Community Safety Partnership, land use planning)
• Enable an alignment between strategic and operational focus
• Oversee commissioning arrangements for the relevant theme (including across different geographies), request key partners deliver commissioning plans as required and sign these off
• Ensure the involvement of service users and communities in the development of commissioning arrangements
• Monitor performance and contract management, and be accountable to the Steering Group

Supporting Infrastructure

 A number of existing groups support the steering group and themed partnerships to ensure delivery of Vision 2030.  Some of these will meet on an on-going basis, others will be time limited for a specific purpose or function (e.g. commissioning).  The role of the supporting partnerships will be:

• Task and Finish
• Policy development and advice
• Commissioning
• Delivery/Action
• Consultation

Area and Neighbourhood Arrangements

The main objectives of work at Area and Neighbourhood level are:

• Strong visible and accountable leadership
• Community engagement and empowerment
• Efficient, joined up approaches tailored to neighbourhoods