Cumbria Strategic Partnership

Leadership
Effective partnerships have both ambition and drive, and capitalise on the opportunities provided by shared expertise and energy.   However real leadership is required to ensure that this collective power is harnessed and does make a difference. Whether it is for negotiating increased resource, or lobbying for policy changes, it is essential the partnership voice be heard, the shared view is expressed and that mechanisms exist to influence all associated activity. 

The CSP has an executive board made up of the chairs from the Local Strategic Partnerships, the Leaders of the District/ Boroughs and representatives from particular areas, such as health, crime and housing. Or the chairs from the Thematic Partnerships who have specialist knowledge such as Health, Crime and Economy.

Trust
Effective partnerships are also dependent on the development of trust between all partners. This includes the evolution of an accurate understanding of the shared agenda and accountabilities, and clarity about specific roles and responsibilities to avoid duplication of effort. Partners should be clear about shared risk and reward and should support other partners when necessary.   This level of trust is rare in a new partnership and has to develop through time, nurtured by a culture of openness and respect.

Learning
Partnership working provides countless opportunity for both improving learning and organisational development processes. These learning themes include: 

• How partners organisations workOrganisational and individual relationship building 
• Shared learning, training and development to increase partnership effectiveness 
• Sharing best practice 
• Opportunities for merging strategies to increase impact 
• Understanding what works in partnership and what doesn't
• Maximising shared benefits
• Organisations and individuals learning together to improve the partnership approach

Managing for performance
It is crucial to have mechanisms in place to demonstrate the added value of partnership working. This is dependent on a clear understanding of the shared objectives, of roles and responsibilities, and an openness and willingness to engage. Resources should be in place to ensure that:  

• Shared objectives and targets are set and agreed - ensuring clarity of purpose and the reduction of duplication 
• Targets should be SMART 
• Mechanisms are in place to measure and report on achievements
• Evidence is collected in order to illustrate success
• All progress is measured and regularly reported to partners
• Shared success in celebrated
• Clear exit strategies are in place and there is a shared understanding of when the usefulness and added value of a partnership is reached

The CSP will be reviewing the progress against the Sub Regional Strategy in April 2006 and will refresh the strategy to ensure the priorities are topical.

Equality
All partnership activity should be governed by the principle of equality. Members and Officers should only engage with those partners and partnerships, which can demonstrate an adherence to an overarching approach of openness, fairness and impartiality in all their activity.

The Equality and Diversity task group works to ensure that all CSP activity and that of the Thematic Partnerships addresses social cohesion in its broadest sense in their strategic approach.