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Strong and supportive leadership : political and organisational
A common agreed understanding across partnerships of what child poverty means
A vision of how to eradicate and mitigate poverty in your area based on agreed principles
A strategy that encompasses all partners within the local area, involves families and is clear and easy to understand
Creating a whole area child poverty strategyWhat do we know about what works?
Build on existing strong partnership working and leadership
Ensure consistent understanding and definition of child poverty as low income
Take specific action to raise awareness and capacity of local partners to tackle the most common gaps in provision
Use and share data to carry out joint needs analysis with partners to identify those families at greatest risk of poverty.
Use the Child Poverty Act building blocks to check you have all the bases covered
How do we do it?
Develop a strategy that is outcome based on local priorities
Ensure your strategy embeds child poverty targets in mainstream work, such as service planning, training and development plans, commissioning strategies
Co-locate services / outreach where possible I.e children’s centres, schools, job centres, health clinics etc
Use common assessment frameworks and / or impact assessments
Tackle in- work poverty : financial inclusion and support including take up of tax credits and benefits
Pool and align budgets and resources
How do we do it?
Clearly agreed , understood and shared terminology and definitions
Strong and supportive political leadership at local level
An appropriate degree of area- level autonomy to design and deliver strategies to meet local needs
A risk-taking ethos to challenge existing practices
Open channels of communication and trust
Accessible and informative data
Community action and citizen led participation
Involvement of the full range of services and organisations in the delivery of the strategy
Facilitators
Lack of joined up priorities and direction
Consultation fatigue and tokenistic representation
Child poverty agenda becoming isolated
Assuming that projects are the only answer
Lack of robust and high quality data and analysis to support decision making and resource allocation
Lack of long – term development time and planning
Barriers
Agree with partners and clients what the outcomes, targets and performance indicators will be.
Use qualitative and quantitative measures
Ensure outcome measures are focussed on children and families
Create strong links between assessment, planning and action
Design monitoring so that it can be used to assess if and how the intervention has worked
Revise following monitoring and assessment
Work with partners to plan and improve data collection
Assessing and monitoring the strategy
Coordinated Offer of
Support for Local
Partners
Child Poverty
Unit Website ResearchCPU updates
Data ToolPilot info
Child Poverty Toolkit
Save the Children
C4EO Support &
Sector Specialist
s
Take Up
Taskforce Report
and Materials
Beacons And more…
active personalised
support
Good Practice Examples
Online Resources
core offer of support
LGID
Child Poverty
Community of Practice
