One: Rationalisation of the existing partnership structure by 50%
Two: Alignment to statutory requirements e.g. the new Health and Wellbeing responsibilities and democratic accountability i.e. a stronger role for elected Members.
Three: Partnership substructure supported and underpinned by a lead partner, to ensure each theme Partnership secures executive action necessary to progress
Four: Partnership is able to draw on a wider set of local perspectives, to reflect growing significance of key stakeholders (GPs, schools, Registered Social Landlords)
Five: Arrangements to enable Croydon to continue operating in the vanguard of place-based service transformation e.g. national pilot for Community Budgets and progressing Croydon’s Big Society agenda.
Six: Recognise the changing nature of leadership i.e. more dispersed through GP commissioners and head teacher etc.