But while there is much debate about partnership working, manyprofessional barriers are still in place and the true depth ofco-operation between agencies, enabling families to access the servicesthey need, varies considerably.
Only by developing a common vision, backed up by trusting and flexiblerelationships, can organisations improve the planning and delivery ofservices. By pooling our knowledge we develop a greater understanding ofthe needs of children and can use our resources effectively.
In their new role as market managers, local authorities have a crucialrole in bringing together strategic partners to develop integratedprovision for children.
Greenwich Council has high-level strategic plans in place to drivethrough the delivery of children's centres in the borough. It has drawntogether support across the council with the deputy chief executiveleading a team comprising education, Sure Start and early years, financeand property to deliver a cross-cutting investment programme. Thecouncil has also linked with the Greenwich Teaching Primary Care Trustto create a Sure Start strategic group that oversees joint projects toinclude health in all developments. As a result of this high-levelbacking, it is set to reach its target of 21 children's centres ahead ofschedule.
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