Due to the nature of the development of core aim 7, in most areas, the practical work usually falls to people who have other jobs and limited time. However, regardless of whether or not there is a dedicated post for child poverty reduction, it makes sense to have a steering group or team of key players to share the work and extend the network of influence.
The make up and function of the team will vary according to local conditions and policy drivers. Very often people from the children and young people’s partnership (e.g. coordinators), Children Services and Youth Service will form the nucleus of the team, acting as a group to stimulate action. It is also important to include other directorates, e.g. housing, transport etc.
The team might meet as a subgroup of an existing partnership, the children and young peoples partnership for example, or completely independently at first.
The team's role is to drive the strategy along by keeping up the pressure on key players to include child poverty in local priorities. In addition the group could have the remit to ensure the implementation of all relevant actions drawn from the statutory plans relating to child poverty and linking to the other strategic partnerships. Ideally, this group would:
- raise awareness of child poverty,
- map existing work that addresses child poverty,
- build on existing work and ensure that new work is instigated to address the gaps identified, including consideration of the initiatives detailed within the plan; and
- ensure that child poverty cuts across all plans and relevant initiatives.
A high profile 'child poverty lead" associated with the team is critical to its success and in accessing the key players. A Lead Member for child poverty supported by a named director would provide senior accountability and direction for the team.
In most cases the early work involved with gathering evidence and engaging people (Steps 1 and 2) will fall to the team; usually there are no resources available other than team members' time and commitment. As the momentum gathers, and key players are prepared to support the development of a strategy, the team should explore opportunies for funding.
Experience from the two child poverty pilot areas highlights the importance of having senior decision makers on the team who can provide accountability, ensure that action is achieved and exert influence when blockages occur.