To explain each of these roles:
being passive and allowing mainstream organisations to get on with their work in Burngreave is a possible partnership role. But it would not be good enough so there are no markers in this column;
actively promoting the Strategy is where the partnership encourages other organisations, who run services like advice to learners or supporting businesses, to pay proper and sufficient attention to Burngreave;
proactive animation means the partnership persuades organisations running services to pay more attention to specific Burngreave issues and to other organisations in the area rather than doing exactly the same as they do everywhere else;
being a change agent would be where the partnership exerts much more influence as a champion for Burngreave, a challenger for changes and where New Deal for Communities money may buy extra levels of services that are not already paid for by other means;
taking the lead and initiating projects is where the partnership directs new developments and initiatives to tackle unmet needs or to seize new opportunities. Here the partnership may take on and run a project itself or may find and choose an organisation with whom to work together.
At the bottom of the table is a section headed ‘underpinning’ – this is where the partnership helps spread ideas and good practice on economic development, supports local research and helps develop local skills to run economic development projects.