Every group should have a written Terms of Reference that sets out the aims, objectives and purpose of the partnership. It is important to establish objectives and end results and develop an understood method of monitoring and review of these objectives.
Members should be provided with a letter of appointment which states the terms of their membership. the ways in which they might be expected to participate and the main point of contact.
Partnerships should establish a process of induction for new members. This should include a briefing from the Chair, an information pack with relevant background information, reports, minutes and papers and an overview of the other sectors and members.
The partnership should be transparent, and members should be given clear information about the Partnership monies and mechanisms for accessing money.
Members should be given at least three weeks to comment on documents and proposals produced by the Strategy Group, if possible.
At least one person from each group should have attended Partnership Working training being offered through Community Planning.
Newly appointed chairs should have a formal handover session with the Outgoing Chair. The members' induction pack should be customised for the Chair by the addition of any specific information relevant to the role. Any training needs should also be addressed.
New members should be asked about any communication needs they might have i.e. large print, interpretation support.
Groups should review their membership on an annual basis.
All stakeholders should be usefully and meaningfully involved in all processes.
Each strategy group should have written standing orders, which set out the rules by which the strategy group operates internally. They should set out the necessary notice for meetings and decision making systems, the process by which Chairs are appointed and the procedure for replacing members who do not attend meetings or participate in the Partnership.
The Partnerships should have a Vice Chair to support the Chair. The Vice Chair and the Chair should represent different sectoral groupings.
All members should be provided with the contact details of the other members of the partnership.
Partnership meeting dates should be set at least six months in advance. A list of the dates should be provided to members.
Pre-meeting information and an agenda should be sent to members at least one week in advance of Partnership meetings. Members should be asked if there are any other agenda items they would like to table. The Chairs will have the overall responsibility for ensuring that the information is sent out.
Sub Group meeting dates should be set by the members of the sub group.
Each strategy group should assess the feasibility of communicating through e-mail, outside meetings. Where this is not possible, traditional methods of communication should be used.
Partnerships must be clear about their reporting mechanisms: whom they report to, how often and what outcomes are.
They should also have clear lines of responsibility and reporting mechanisms for sub groups who report to them.
Members of the group who participate in other groups should be clear about their reporting duties.
Links with other groups should be encouraged and used as a means of identifying common goals and efforts.
Groups should also have clear and transparent Action Plans that outline proposed work and aims for the year ahead, and how outcomes are to be achieved.
The group knows who its customers are and this is made clear in the Terms of Reference.
At least one person from each group must have participated in Engaging with Communities training and be able to recommend good practice in that area.
Thought should be given to involving the public in partnership groups. While lay members might find it difficult to attend meetings, they may wish to be kept in touch with proceedings & be consulted via e-mail or post.
The Chair should have responsibility for keeping abreast of on-going developments, emerging policy and new initiatives to ensure that they can facilitate partnership working and run effective, productive meetings.
Groups should renew their membership annually to ensure that they are fulfilling their stated objectives and that they continue to be representative.
There should be clear codes of behavior, which allow for open, effective and useful debate and disagreement. However it is the Chair's responsibility to ensure that this is never personalised and that matters are always amicably settled.
Strategic groups should form sub-groups to perform particular tasks and take on specific responsibilities. The sub-groups can have a specified life or be on-going, depending on the task and topic they are addressing. A member of the partnership should chair each sub-group. The sub-groups should report directly to the Chair of the partnership.