Key Strategic Partnership Workshop – Considerations to take forward:
What you have told us
Organisations contributed to the results below
 KCC
 MCCH
 Mental Health Matters
 Porchlight
 Sevenoaks Area Mind
 Social Enterprise Kent
 Needs simple structure model
 Lead partner better placed to manage performance than KCC, less governance to work through
 Identify % of funding for innovation/local assets managed through agreed governance/panel decision (KCC/CCG/Lead Partner) with
less rigid contract arrangements
 Empowering advice, not advocacy
 Co-production regarding supply- service users involved in monitoring - 360° feedback
 Service users voice within the procurement process
 Co-production regarding service specification
 Lead partner – contract management role/post to manage performance and delivery of outcomes
 Stated % of finding for contract management role
 3rd party relationships for mutual benefit but not part of the formal network agreement
 Unified systems to report outcomes and to measure performance
 Longer term contract with staged approach to performance to enable development of the partnership, especially in Year 1.
 Reasonable transition period (3 months minimum)
 Block contract set against outcomes and monitored through milestones
 Contract which is flexible which can adapt to changes/opportunities over the life of the contract
 Contract to support performance measures – responsibility of all partners not just the lead
 KCC engaged in monitoring performance of network at some level – support unblocking and present message regarding performance
 Quality audit/shared information systems