Governance and structure

Strategic ownership, sponsorship and funding 

  • The director for children’s services in the council holds overarching accountability for delivering the plan and ensuring alignment with wider partnership priorities, including the Families First Partnership (FFP) and Neighbourhood Plan

  • Senior leaders across health, education, and early help services act as programme sponsors, championing the approach and supporting consistent system-wide coordination 

  • Funding streams are identified, aligned, and monitored to ensure resources are deployed effectively and equitably, with a clear focus on areas of highest need

Performance management approach 

  • A structured performance management framework will monitor progress against agreed outcomes, priority actions, and measures of success through a monthly community and family hub working group, identifying risks and solutions to challenges. This will report directly to the Ambitions Board 

  • Local, regional, and national data will be reviewed regularly to track trends, identify emerging needs, and inform targeted intervention

  • Insights and performance updates will be shared across the partnership to maintain a shared understanding of impact, strengths, and areas requiring improvement

Resource allocation 

  • Financial, workforce, and operational resources will be allocated based on need, evidence, and strategic priorities outlined in the plan

  • Transparent decision-making processes will ensure that partners understand how resource decisions are made, supporting fairness, accountability, and efficient use of capacity

Risk, assumptions and mitigations 

  • Key risks to delivery will be routinely reviewed through the governance structure

  • Mitigation strategies will be developed collaboratively, ensuring that risks are identified early and managed effectively to maintain delivery momentum 

Continuous reflection and improvement 

  • Quarterly reviews of the BSIL plan through the Ambitions Board will assess progress, celebrate successes, and update priorities in response to data, feedback, and emerging need 

  • Learning from local best practice, national policy developments, and sector guidance will inform continuous improvement

  • Ongoing feedback loops with early years settings, health services, voluntary and community partners, and families will ensure that the plan remains responsive, inclusive, and grounded in lived experience