In initially setting up the Partnership, the Task Force on Youth and the School and County Boards examined a variety of community models. The design chosen was powerful and full of potential: 16 community members and 8 senior –level School and County staff would sit together at a common table to create an agenda for Arlington children, youth and families. The Partnership would be chaired by citizens, and have dedicated DHS staff to carry forward the work of the Board. During its first year, the Partnership members proceeded to develop recommendations on policy matters and resource allocations, as directed in the charter. The goal was to have these recommendations considered in the FY 03 County budget process. What unfolded were several significant challenges.

Sharing policy and resource allocation decisions across department lines, much less with citizens, was a new experience for the staff members. And the citizen members faced a learning curve on how the various systems affecting children, youth and families work. Still, the Partnership Board members, citizens and staff, worked together to produce the first set of recommendations by November 2001. As these recommendations began to take shape, County and School staff found that the priorities of the Partnership and the priorities of their individual departments were not always in sync. By the time the recommendations were submitted, the FY 03 budget and planning process was well underway, and changes were not an option for consideration. Citizen members expressed feeling as if they had been shut out of important planning information.

Given this experience, the Partnership Board has devoted a significant amount of time and energy toward clarifying expectations of both staff and citizen members and improving communication between the Partnership and the County and School executive leaders, who set departmental priorities. Several mechanisms have been put in place to ensure a better ongoing understanding of directions that the Partnership is taking on the part of the executive leaders and vice versa (e.g., better communication from executive leaders on their budget and planning priorities provided in a timely manner to the Partnership).

In addition, the Partnership has worked to strengthen its own internal norms on reaching agreement, communication between committees and the larger Board, and meeting processes and dynamics.

The Partnership considers these challenges as part of the natural development of any learning organization striving to be as effective as possible. The Partnership is entering 2003 with energy and optimism in developing and putting forward a powerful agenda for Arlington’s children, youth and families.