Final Greenwich Third Sector Representative Handbook 2011 by cKJ3212f

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									Greenwich Civil Society Organisations
     Representative Handbook
                2011




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Contents


1.Foreward: The Changing Context for Local Partnership Working Page 3
2 Representation: How it all works & why it matters           Page 4
3 Greenwich Partnership                                       Page 5
4 Greenwich Partnership & the Four Thematic Partnerships      Page 6-7
5 Representatives from Key Bodies and their Functions         Page 8
5.1 Greenwich Council                                         Page 8-9
5.2 NHS                                                       Page 10
5.3 Police                                                    Page 11
5.4 Other Agencies                                            Page 12
6. How to engage with CSOs: The Role of the CSOs Page 13
Representative
7 How Meetings Work                              Page 14
7.1 Before the Meeting                                        Page 15
7.2 During the Meeting                                        Page 16-17
7.3 After the Meeting                                         Page 17
8 Support for CSOs Representatives                            Page 18
9 Expectations from Partnerships                              Page 19
10 Useful Documents                                           Page 20
Appendix 1 Local Partnership Working: Further Information     Page 20
Appendix 2 CSOs Representative Feedback Form                  Page 21
Appendix 3 CSOs Representative Role Description               Page 22
Appendix 4 Jargon Buster                                      Page 23-26




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1. The Changing Context for Local Partnership Working

This guide has been written as a resource to help Civil Society Organisations (hereafter
CSOs) effectively represent the sector in Greenwich. CSOs is the new term used by
government to describe what was previously known as the Voluntary, Community and Faith
/Third Sector.

As a starting point; it is useful to provide the local and national context to this guide.

The context for local partnership working has changed radically since the election of the
coalition Government in May 2010. Alongside substantial cuts in public spending, CSOs,
councils and their partners are looking to respond to the new national policy agenda of
localism, devolution and the Big Society as well as major reforms in Health and Policing.

The Government has started to meet its commitment to remove top-down targets and
regulations in order to free up local partners to work together in new ways in response to
local circumstances. At the same time, it has also made clear its intention to encourage and
promote a greater diversity of local public service providers; in particular from CSOs.

Much of the statutory framework within which local Partnerships previously operated has
been dismantled. For the sector and our partners, the uncertainty around these changes
means that sometimes being a representative will be challenging. There are of course
opportunities that will arise out of these changes. The trick for the sector and partners will
be to grab these opportunities as they arise. We hope that this handbook will in some way
help with this. For further information on the changing context for local partnership working
please refer to Appendix 1.




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2. Representation on Greenwich Partnerships and Sub-Partnerships:
How it all works & why it matters


To answer both questions we need to understand the Local Strategic Partnership (LSP) and
the four thematic sub-boards underneath it. A local strategic partnership is a single body
that brings together representatives of the public, private and CSOs, to support each other
and work together.

In Greenwich, the LSP is “The Greenwich Partnership”.

The Greenwich Partnership engages in key strategic discussions and local decision making to
deliver the Greenwich Strategy (a vision for Greenwich).

To make this happen there are 4 Thematic Partnerships and other Partnerships operating
underneath them.

These Partnerships discuss and make decisions on specific issues that have a significant
impact on the lives of people who live, work, learn in and visit the borough.

Considering the importance of CSOs (CSOs) contribution towards the quality of life in the
London Borough of Greenwich (LBG), it is important that there is representation of CSOs on
these Partnerships and that through these representatives, the voice of CSOs is heard and
acted upon.

However, effective representation requires networking, coordination, consultation and
feedback and CSOs Representatives need to be supported to do this.

This guidance produced by GAVS, has been developed as a resource to help you as a CSOs
Representative to play your role with confidence. It complements support you can receive
from GAVS staff. Please feel free to contact us on 0208 858 1363 or info@gavs.biz
whenever you require support and a member of the team will get back to you.




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3. Greenwich Partnership

The Greenwich Partnership engages in key strategic discussions and local decision making to
deliver the Greenwich Strategy (a vision for Greenwich).

Currently, there are representatives on the Greenwich Partnership from members of the
local business community, representatives from public sector services such as the Council,
NHS and Police, and representatives from the community and CSOs. There are also specialist
advisers on race and disability issues. The Partnership meets at least four times a year and is
chaired by the Leader of Greenwich Council.

Visit: www.greenwichpartnership.org.uk for further information


Responsibilities of the Greenwich Partnership

As well as discussing borough-wide issues Greenwich Partnership is responsible for
overseeing the implementation of the Greenwich Compact; a code of conduct for the public
and Civil Society Organisations. It also manages the contract for the host of Greenwich
Local     Involvement      Network    (LINk)   (likely   to   be   re-named    ‘Healthwatch’)
http://www.greenwichlink.org.uk/



Below the Greenwich Partnership are four key ‘thematic strategic Partnerships, tasked with
implementing the strategic direction set out by the Greenwich Partnership. These are:


1.      Safer Greenwich Partnership
2.      Children’s Trust
3.      Health and Well Being Board
4.      Greenwich Employment and Skills Partnership (GESP)




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4. Greenwich Partnership and the Four Thematic Partnerships.

The diagram below shows the current Strategic Partnership Structure in Greenwich


                                       Greenwich Partnership




           Safer                 Children’s             Health & Well              Greenwich
        Greenwich                  Trust                 Being Board              Employment
        Partnership                                                                 & Skills
                                                                                  Partnership
                                                                                     (GESP)


Below is a summary of each of these Partnerships.



The Four Thematic Partnerships

1.     The Safer Greenwich Partnership (SGP) is the Community Safety Partnership for
Greenwich and brings together various agencies to tackle crime, anti-social behaviour, drug
or alcohol misuse and re-offending within the Borough. The SGP is governed by a strategic
body that agrees priorities for each year and oversees all Community Safety activity within
the Borough. Members include representatives from the Crown Prosecution Service,
Greenwich Council, Greater London Authority, Greenwich Community Engagement Board,
HMP Belmarsh, HMP Isis, Southeastern Railway, Transport for London and Woolwich
Barracks.

2.     The Children's Trust is a partnership led by the Local Authority involving a range of
partners including Health, CSOs and the Police. It is responsible for integrated strategy
planning and delivery to improve outcomes for Children and Young People in Greenwich.


3.     Health & Wellbeing Board aims to improve the overall health and wellbeing of
residents of Greenwich. It has an ongoing role in agreeing the key strategic priorities for
improving health and wellbeing, tackling health inequalities, and for ensuring that joint

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strategies are in place to address these priorities. The membership and Terms of Reference
of the Health and Well-being Board are being reviewed to reflect the changes to NHS
commissioning and Public Health responsibilities


4.     Greenwich Employment & Skills Partnership (GESP) aims to provide a local platform
to respond to challenges, drive change and make a significant impact on worklessness in the
Borough. The partnership works to maximise the opportunities for local residents to benefit
from new and growing employment, to reduce barriers to work, and to raise the aspirations
of young people and local residents.




Currently the above four thematic Partnerships have a range of associated Partnerships and
working groups underneath them.




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5. Representatives from Key Bodies and Their Functions

Having looked at the basic structure of Partnerships in Greenwich, the next section will
explain a bit more about the bodies which are represented on these Partnerships and the
various Partnerships underneath. As a CSOs representative, you will be working alongside
representatives of many of these bodies. Understanding who these people are, how they fit
into their own hierarchy and the role they play on the board will go a considerable way to
helping you in your role as a CSOs representative.



5.1 Greenwich Council


Greenwich Council is the local authority for Greenwich and is composed of 51 councillors.
Councillors are people elected by residents in each of the 17s areas of Greenwich (known as
wards) to represent them in the Council's decision-making process about local services. The
services directly provided or contracted by local authorities are enormous, ranging from
housing, adult and children's services through to libraries, refuse collection and street
cleaning.


All 51 Councillors meet together at regular Full Council Meetings to decide the Council’s
policy framework and set the budget each year.


Greenwich Council - Management Arrangements


Political management of Greenwich Council is via the Council Cabinet which leads Council-
wide policy and strategy development on issues that cover all Council departments.

Each Cabinet member is responsible for particular aspects of the Council’s priorities often
carrying cross-cutting responsibilities. As a group, the Cabinet has to make decisions which
are in line with the Council’s overall policies and budget. In Greenwich many decisions have
now been delegated to individual Cabinet members




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There are some areas where the Cabinet does not have responsibility. Regulatory functions
such as development control, planning applications and licensing decisions are delegated
from the Council to separate decision-making committees.


Greenwich has a range of Overview and Scrutiny committees through which non-executive
councillors can question and challenge the performance of the Cabinet in a manner that will
enable public debate.


While councillors set the direction of the Council, Council officers (employees of the Council)
advise the Council, put policies into effect and organise the provision of services.


Key Roles within Greenwich Council


The Chief Executive is responsible to councillors for the Council officers, ensuring the work
of the different departments is co-ordinated and Council offices run efficiently. The Chief
Executive is the main link between the senior managers of Council departments and
between senior managers and councillors.          He/she leads a management team: the
Greenwich Management team (GMT that meets frequently to discuss the corporate
management of the Council.



Directors lead the individual departments of the council. They each have a management
team of senior officers.



A Management Team of Senior Officers is supported by other officers and employees.
Council officers and employees include a wide range of responsibilities, from librarians,
housing workers refuse collectors, social workers to home carers.




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Public Sector Representation on Greenwich Partnerships

Nearly all the Partnerships and working groups in Greenwich are led by the Council. Those
directly reporting to the Greenwich Partnership tend to be chaired by a Cabinet member
and are seen to provide political direction for a particular area. These meetings are likely to
be very formal and have large agendas.


Below this is a range of Partnerships and working groups attended and /or chaired by
council officers of various levels.


5.2 NHS Greenwich

NHS Greenwich is the lead organisation for the National Health Service in Greenwich and is
often represented at partnership meetings. NHS Greenwich is currently responsible for
commissioning (arranging and paying for) the healthcare services for local people, however,
this is likely to change in the coming months. Its aim is to significantly improve health
solutions and reduce health inequalities across Greenwich so that local people feel positive
about the care and support they experience. The NHS locally and nationally is currently
undergoing major restructuring. Please contact GAVS for further information on 0208 858
1363, info@gavs.biz.




5.3 Oxleas NHS Foundation Trust
Oxleas NHS Foundation Trust provides mental health and learning disability services in
Bexley, Bromley and Greenwich, community health services in Bexley and Greenwich, and
specialist services to Lewisham. Greenwich Community Health Services joined Oxleas in
April 2011. Community health services are provided in a range of settings, including health
centres, schools and nurseries, community centres and in people's own homes, by nurses,
therapists and other health care processionals. For more information about community
health, mental health and learning disability services available in Greenwich, please visit
www.oxleas.nhs.uk or call PALS (Patient Advice and Liaison Service) freephone on 0800 917
7159.



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You should be able to keep up with developments at any stage, by reading the latest edition
of Oxleas newspapers ‘In the Mean Time’ and Oxleas Exchange.



5.3 Greenwich Borough Police

The Metropolitan Police Service is the largest of the police services that operate in greater
London (the others include the City of London Police and the British Transport Police).


Following a recent restructuring, most of the day-to-day policing of London are the
responsibility of 33 borough operational command units (BOCUs) one of which is the
Greenwich OCU. There are currently 5 stations within the borough; Woolwich, Greenwich,
Thamesmead, Abbeywood, Plumstead and Eltham.


The police place great importance in the concept of partnership and neighbourhood policing
and relationships with the local authority and other agencies in the borough. They are
generally well represented on a variety of Partnerships in the borough.




Safer Neighbourhood Teams

Each ward in Greenwich has a Safer Neighbourhood Police Team and a Safer
Neighbourhood Panel made up of members of the community who live or work within that
ward. This panel meets regularly to discuss the concerns facing the local community around
crime and anti-social behaviour, and set the priorities the local police team will tackle. They
also get involved in working with the police team and local partner agencies such as the
Council to find lasting solutions to these priorities.

Youth Ward Panels

Every Safer Neighbourhood team is now looking to set up a youth ward panel similar to the
adult ward panel above. Young people on this panel will be involved in setting policing
priorities that matter to them and work with the police and wider community to address
them.




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5.4 Other Agencies likely to be represented on Partnerships & sub-
Partnerships
     Job Centre Plus – a government agency (part of the Department for Work and
      Pensions (DWP)) supporting people of working age from welfare into work, and
      helping employers to fill their vacancies.
     London Fire & Rescue Service - the largest fire and rescue service in the UK. It
      responds to fires and other emergencies and prevents fires from causing harm or
      damage to people and property. It also provides the following services: community
      safety, emergency response, emergency planning, resilience and regulatory safety.

     Magistrates Courts are a key part of the criminal justice system. In addition, they
      deal with many civil cases e.g. family matters, liquor licensing and betting and
      gaming.
     Local and London Probation Service - a law enforcement agency. It is part of the
      National Probation Service which, together with the HM Prison Service, makes up
      the National Offender Management Service. Probation staff work with the police,
      the local authority and offenders to protect the public and reduce re-offending. They
      deliver sentences of the Courts through credible and effective community
      punishments including programmes to change offending behaviour.
     South East London Chamber of Commerce – a network of local businesses whose
      goal is to advocate on behalf of the business community. Local businesses are
      members, and they elect an executive council to set policy for the chamber.
     Crown Prosecution Service - the Government Department responsible for
      prosecuting criminal cases investigated by the police in England and Wales. The main
      aims involve advising the police on cases for possible prosecution, reviewing cases
      submitted by the police, preparing cases for court and presenting cases at court.
     Greenwich University – works from three campuses, Greenwich, Medway and Avery
      Hill.
     Greenwich Community College provides further adult education including accredited
      and general interest classes.




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6. How to engage with the wider Sector: The Role of a CSOs Representative
    As a CSOs Representative there are 2 key roles you play:
          To actively seek the views and needs of a range of CSOs.
          To represent as far as possible the views of the CSOs as a whole and not the interests
           of one organisation.
Therefore when you receive notice of the partnership meeting you attend, and the agenda
for that meeting, it is recommended you contact GAVS, who will be happy to circulate the
agenda to other CSOs who may be particularly interested in the issues being raised on the
agenda and have views or data they can give you.


As a CSOs Representative, you undertake to:
         Feedback information from the Partnership you attend to CSOs on issues raised and
          work carried out at meetings and in written reports
         Spend time preparing for meetings
         Attend meetings and give apologies, notifying GAVS in advance if you won’t be able to
          attend
         Take an active part in discussions during the meetings
         Respect the fact that that some items involve confidential business which may not be
          discussed outside the meetings
         Complete any actions which you have agreed in meetings
         Declare any conflicts of interest as they arise
         Undertake relevant training to increase your ability to perform the role
         In the event of an issue/concern arising relating to the role, to raise this with the Chair
          and if necessary with GAVS
         Maintain up to date contacts lists for representatives from partner organisations on
          your Board… and please share with GAVS
         Complete the feedback sheet and forward to GAVS for inclusion in GAVS’ weekly e-
          Info Update, at your earliest opportunity, so that the sector can engage.
         Attend at least once a year a relevant GAVS forum to provide feedback to the sector




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The above may sound arduous, but with GAVS support, particularly prior to the first couple
of meetings you attend, you’ll quickly find it is not too time consuming; interesting and a
responsibility you are pleased to offer to the sector as a whole.

7. How Meetings Work
The Agenda
Each partnership provides an agenda in advance of each meeting. The agenda is a plan of
the meeting and gives a sense of purpose and direction to the meeting. The agenda should
include:


       Meeting details (date, time location)
       Points to be discussed, usually beginning with the minutes or record of the previous
        meeting and ending with AOB (Any Other Business), for items relevant to the meeting
        which were not raised/on the agenda


The agenda should be sent out about a week before the meeting is due to take place,
usually along with the minutes of the previous meeting and additional documents relevant
to the agenda, if there are any.


Role of the Chair
The meeting is run by the Chair who is responsible for:

        Welcoming members to the meeting
        Keeping order, including time management
        Making sure decisions are taken if necessary
        Introducing each agenda item and summarising it at the end
        Inviting members to speak



The Minutes

The Minutes of a meeting are a summary of reports submitted and any key comments made
during the previous meeting, a formal record of the decisions taken, together with action
points. As with all papers, minutes will be circulated in advance these should be read in


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advance. During the meeting, the minutes of the previous meeting are usually confirmed as
a correct record. If there are any errors in the minutes, they are corrected and a note of the
error is recorded in the new minutes.


7.1 The Process for CSOs Representatives before meetings.

(See also ‘The Roles & Responsibilities of a CSOs Representative’ above Section 6).

All representatives should receive direct notification of meetings, as well as an agenda,
minutes of the last meeting and papers to be read, before the meeting. If you are not
receiving these, please contact GAVS on info@gavs.biz, Tel: 020 8858 1363.


Before the meeting - Top Tips for CSOs Representatives.

Preparation is key and includes:

    Early reading and review of materials for meetings
    Ensure enough time to prepare e.g. to get the views of CSOs on any issues to be
     discussed. Please contact GAVS for support with this.
    Planning how you will get to the meeting and the time it will take.
     Attend training and information sessions in order to broaden your knowledge base
     regarding the Partnerships/sub-Partnerships and your role within it.
    If you see an issue in a paper being presented in the agenda, which is of particular
     importance to the sector, you may wish to contact the person who circulated the
     paperwork and discuss the matter with him or her.
    People will not mind you challenging an idea or an issue, but where possible, it is
     often more productive to find out who to raise the issue with before the meeting,
     (usually a relevant Officer or the Chair) then he/she will find it easier to respond.




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7.2 The Process for CSOs Representatives during meetings.

You are advised to fill in the simple representative feedback sheet on Appendix 1 as the
meeting progresses. If you wish to raise an issue, you should do so under the relevant or a
related agenda item. As a member of the partnership it is important that you contribute to
meetings. Be conscious however of the time, as there is usually a lot to go through.



When in meetings - Top Tips for CSOs Representatives.


      All meetings have etiquette. Some meetings may be very formal where you address
       the Chair as “Chair” and raise your hand if you wish to speak-waiting until invited by
       the Chair. Explain clearly and gently your feedback/point. Others are more informal
       where first names are used and a lot of brainstorming takes place. This sometimes
       happens at more formal meetings as well. As you get to know the partnership, you
       will start to understand its etiquette.
      If you wish to raise an issue, you should do so under the relevant or a related
       agenda item and wait for the chair to invite your comments
      There will be times when jargon may be used. You should ask for any jargon or
       acronyms to be explained as soon as you don’t understand.
      There will be times when you want to challenge an idea or an issue. If you are going
       to be heard, how you do this is all important. Raising your voice and or criticising
       people or actions without any constructive suggestions or evidence, means it is
       unlikely that you will be taken seriously. Be polite and professional at all times and
       observe meeting etiquette ( e.g.
       Thank the person for their work; go through the strengths of the document/proposal
       first; come up with a positive, alternative suggestion for improvement).
      Be constructive and never offensive. Focus on the issue rather than on the person,
       as this helps the discussion to be objective and not seem personal.
      Concentrate on relevant issues and stick to the agenda
      In some cases there will be an open discussion but often you find that reports or
       papers get agreed very quickly.


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      Be flexible and open to new ways of thinking
      Try to remain calm and focused if you feel under pressure
      A commitment to share information helps to build relationships between partners
      Being a Civil Society representative creates opportunities to strengthen
       Partnerships as we can be seen as independent and objective when difficult issues
       arise.
      Developing good relationships with Chair of the board, and other partners will
       increase your influence.


7.3 The Process for CSOs Representatives to feedback after meetings

As soon after the meeting as possible, please forward the CSOs representative feedback
sheet Appendix 1 to GAVS at info@gavs.biz. If relevant, complete any action points which
you have been allocated within the timescales set.



After meetings - Top Tips for CSOs Representatives
      If relevant, complete any action points which you have been allocated within the
       timescales set.
      Follow up points discussed at the meeting afterwards where relevant via email and
       informal meetings with members of the Board. This helps to build and maintain
       positive relationships with Board members, increases networking as a team, and
       gives an opportunity to expand on issues if there was not enough time during the
       meeting to discuss these fully.




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8. Support for CSOs Representatives in Greenwich
Appendix 2 sets out a core specification for CSOs representatives. GAVS is here to support
you in your role as a CSOs representative-particularly when you are new to this role. Don’t
let the commitment overwhelm you, contact GAVS for support.


Here are some of the main ways you can access support and advice.


    Access training and support provided by GAVS:
    Tailored training e.g. Understanding Representation
    Ongoing 1:1 support from GAVS. Please contact GAVS for more information – e-mail
     info@gavs.biz, Tel: 020 8858 1363.
    Induction by the Chief Officer/Chair of the Board. GAVS can support you with this
    Access to the right language ‘jargon buster’ available in this handbook.

     You can check the websites below for acronyms and jargon used by CSOs
              www.navca.org.uk/localvs/acronyms
              www.faithworks.info/Standard.asp?id=3915
              http://society.guardian.co.uk/glossary
              http://vcsjargonbuster.wikispaces.com/
              www.elephantconsultants.com/page12.htm
              www.acronymfinder.com


    Easy access to the right information – information about structures and how the
     system works is available in this handbook or from the relevant partnership officer.




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9. Expectations from Partnerships


   Chair or a lead Officer to provide an induction session for new Representatives and
    work with GAVS to ensure the CSO representative is supported to play as a full role as
    possible.
   Avoid over use of jargon/acronyms. If they have to be used, to provide an explaination
   Make it clear when items are confidential and not to be discussed outside the
    meeting.
   Be clear about the process for including items on the agenda.
   Ensure that relevant papers are sent out as far as possible in advance of the meeting
    to enable time for them to be read and for any consultation to take place.
   Ensure minutes are sent out promptly so that timely feedback may be given and
    follow up actions taken.
   Provide clarification of papers/issues if necessary




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Useful Documents
Appendix 1
The Changing Context for Local Partnership Working- further information

Comprehensive Area Assessment, the regulatory and monitoring regime for local strategic
Partnerships, has been abolished and councils are no longer required to prepare a local area
agreement (LAA) setting out the strategic partnership priorities for the area. The
Government has also announced its intention to remove remaining statutory duties
affecting local partnership working, including the duty to produce a sustainable community
strategy.

The local response to this changing national context is still evolving. The Greenwich
Partnership, the local strategic partnership for the borough, looks set to continue as a high-
level strategic forum. There is also likely to be a continuing role for strategic partnership
overseeing work in the areas of health & well-being, community safety, children & young
people and employment & skills (see Section 4 of this handbook for details). Beyond this
however, the focus for partnership working is likely to change, with greater emphasis being
placed on service improvement and efficiency gains. New opportunities for joining up
services and budgets across agencies could also see the emergence of new partnership
models, particularly in the areas of health and neighbourhood policing.

Whilst the statutory duty to publish a sustainable community strategy is being removed, it is
anticipated that most local strategic Partnerships will continue to produce a strategy setting
out the high-level vision for their area. The Greenwich Strategy, the local sustainable
community strategy for the borough, sets out a vision for Greenwich in 2015, with milestone
targets for 2012. The borough’s existing LAA came to an end in March 2011 and it seems
unlikely that a similar document will be produced in the future.

If you have any questions please contact GAVS or Jill Crumpton Greenwich Council’s
Partnerships Officer for further information. Jill can be contacted on 020-8921-6488 /
jill.crumpton@greenwich.gov.uk




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Appendix 2
CSOs Representative Feedback Form
Feedback on (includes name of partnership and 2 line max summary of why they exist)

  Date of Meeting............................................................
  Name of representative........................................................................................
  Your Email so others can contact you if they have any queries.

   ...............................................................................................................................


  At least three key issues discussed/agreed at the meeting and their impact on CSOs (if
  any)




   Any personal comments you had about the meeting




   Any ideas/views you want from the sector about this or future meetings




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Appendix 2

Core Person Specification for CSOs Representatives

1.     Understanding of or experience of the Partnerships’ area of                    service
      delivery/strategy
2.     Active commitment to and ability to progress partnership working and networking
3.     Ability to contribute verbally and in writing to the work of the Board
4.     Ability to feedback on discussions and decisions to Greenwich’s CSOs
5.     Active commitment to promoting equality and diversity underpinned by a clear
      understanding of the link between inequality and disadvantage and how policy
      decisions can impact on diverse and disadvantaged communities
6.     Ability to separate own organisational needs from the needs of the wider sector
7.     Have sufficient time, management backing and support within own organisation to
      be a Civil Society representative on the Partnership
8.     Ability to consistently treat other people with respect and be aware of the way in
      which you communicate with other people and your impact on them.


Accountability
Specific commitments we require of the CSOs Representatives are:
To attend 75% of Partnerships meetings per year
      To fill in a feedback form after each meeting with the main points of the meeting, for
      circulation to GAVS members
      To work in partnership with GAVS to ensure Civil Society issues are represented in
      the most effective and coordinated way
      To attend a relevant GAVS forum at least once a year to provide feedback and seek
      input in their representative work. If no relevant forum exists, to feedback at least
      once a year to GAVS




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Appendix 3
Jargon Buster
These are commonly used acronyms, however please note some may also have different
meanings in different contexts
B
    BAME / BME               Black, Asian, Minority Ethnic
    BAMER                    Black, Asian, Minority Ethnic and Refugee
    BMER                     Black, Minority Ethnic and Refugee
    BSF                      Building Schools for the Future - government programme that
     aims to rebuild or refurbish secondary schools

C
    CAF                   Common Assessment Framework - information sharing tool
     supporting safeguarding via the team around the child
    CAFCASS               Children and Family Court Advisory and Support Service
    CAMHS                 Child and Adolescent Mental Health Service
    CAN                   Community Action Network
    CLG                   (Department of) Communities and Local Government
    CLSP                  Community Legal Service Partnership
    CIC                   Community Interest Company
    CRB                   Criminal Records Bureau
    CSC                   Children’s Social Care
    CSF                   Community Support Framework
    CSP                   Community Safety Partnership
    CSSP                  Children’s Strategy Strategic Partnership
    CVS                   Council(s) for Voluntary Service (GAVS is Greenwich’s CVS)
    CYP                   Children and Young People
    CYPP                  Children and Young People’s Plan
    CYPSPB                Children and Young People’s Strategic Partnership Board

D
    DAAT                    Drug and Alcohol Action Team
    DCLG                    Department for Communities and Local Government
    DCS                     Directorate of Childrens Services
    DMT                     Departmental Management Team
    DV                      Domestic Violence




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E
    ECM                    Every Child Matters
    EHRC                   Equality and Human Rights Commission
    ESF                    European Social Fund
    ESOL                   English for Speakers of Other Languages
    EYOD                   Early Years Outcomes Duty
    EYDCP                  Early Years Development and Childcare Partnership

F
      FIS                   Family Information Service (see Family Information Directory
http://www.greenwich.gov.uk/Greenwich/CommunityLiving/FamilyServices/FamilyServices.
htm for online database of services


G
    GAVS                   Greenwich Action for Voluntary Service (CVS Greenwich)
    GLA                    Greater London Authority – led by Mayor of London
    GOL                    Government Office for London – reports to central
     government
    GDDT                   Greenwich District Data Team
    GSCB                   Greenwich Safeguarding Children Board

H
    HA                     Housing Association
    HoS                    Heads of Service

I
    IAG (1)                 Information, Advice and Guidance
    IAG (2)                Independent Advisory Group – community representative
     panel advising the Metropolitan Police on specialist issues at borough level
    ISA                    Independent Safeguarding Authority

J
    JCG                    Joint Commissioning Group
    LA                     Local Authority
    LP                     Lead Professional
    LAC                    Looked after children
    LDA                    London Development Agency
    LGBTQ                  Lesbian, Gay, Bisexual, Transgender and Questioning
    LINk                   Local Involvement Networks (for health and social care)
    LSP                    Local Strategic Partnership



                                                                                       24
M
   MAPPA                   Multi Agency Public Protection Arrangements
   MARAC                   Multi-Agency Referral and Assessment Committee

N
   NEET                    Not in Education, Employment or Training

O
   OCS                     Office for Civil Society

P
   PAF                   Positive Activities Fund
   PFI                   Private Finance Initiative - some BSF schools are being rebuilt
    under PFI arrangements, where school premises are owned by private companies
   PMB                   Project Management Board
   PIC                   Public Interest Company
   PPO                   Prolific and other Priority Offenders
   PVI                   Private, Voluntary and Independent sector –

    R
   RCO                     Refugee Community Organisations
   RJ                      Restorative justice – method for resolving disputes

S
   SAMAG                   Safeguarding Adults Multi Agency Group
   SEF                     Self Evaluation Form – part of inspection process for local
    authorities and schools
   SGP                     Safer Greenwich Partnership
   SIP                     School Improvement Plan / Strategic Improvement Plan
   SIT                     School Improvement Team
   SLA                     Service Level Agreement
   SPAH                    Sport, Physical Activity & Health


T
   TAC                      Team Around the Child (used re. safeguarding)
   TAMHS                    Targeted Mental Health in Schools
   TS                       Civil Society - VCS groups, social enterprises and CICs
   TSO                      Civil Society Organisation
   ToR                      Terms of reference
   Tiers of Vulnerability (Triangle of Need) – a model of children’s vulnerability` based on
    a triangle, with four levels – universal (bottom of the triangle), vulnerable, complex


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    and acute (top). The levels are also known as Tiers of Need, and numbered from
    1(Universal) to 4 (Acute)

V
   VCG                  Volunteer Centre Greenwich
   VCS                  Voluntary and Community Sector

Y
   YIP                  The Youth Inclusion Project
   YISP                 Youth Inclusion and Support Panel
   YOS                  Youth Offending Service




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