Extending the council’s capacity for community and
Increasingly the role for all staff required greater
community engagement and partnership working. Although this was demanding both
on workload and skills it also offered greater learning, and interestingly for
some was preferable to internal working.
Most managers when prompted could cite examples of good
partnership working that had been developed over the previous few years. This
was one of a number of areas that the organization could be justifiably proud
of. The challenge was for people to have the confidence to communicate this to
all the stakeholders and be able to applaud and celebrate success.
The competencies in this new area of effective partnership
were real nuggets of success. These competencies needed to be transferred not
only to other areas of partnership working but also to where different parts of
the council could work more effectively with each