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The Big Conversation
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Councillor John MerryWhat are the big challenges facing the City?
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Barbara SpicerHow are we going to respond to this?
Public Service Reform driven by• A focus on locality• A focus on City Region• Collaboration, collaboration, collaboration…• Connecting people to opportunity
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Public sector challenges 2010/13Beyond the recessionKevin Brady/Martin Vickers/Chris Marsh
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Public services spending squeeze: How should it feel?
Pulling together
OR
Slash and Burn
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Facing up to the “Perfect Storm”
• The simultaneous incidence of events, the combination of which amplifies the overall impact to extreme levels”
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How high and when?
• Pressure on local funding and income generation• Impact of the downturn on residents and businesses• Pressure on capital reserves• Pressure on Government funding• Demographic and policy issues• Local political ambitions
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Challenges
National policy emphasis on the rights of residents Personalisation of services
enabling people to tailor them to their preferences Raising public expectations of value for money and more convenience
Much less money forcing public agencies to focus on their own priorities
More public scepticism about government action, speed of reaction to customer needs/demands
What do we stop doing? How much of what we do NOW is a throwback to what we have always done?
The danger of falling back into silo mentality
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Opportunities Major developments
Mediacity:UK Building Schools for the Future Housing investments URC programme
much less public money forcing focus on efficiency through partnership
better information for citizens on service availability – and performance
national policies favouring localism or decentralisation Building upon the successful joint work by partnership over
the past few years Review of core business, Commissioner v Deliverer
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The “As-is” position
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Higher education23%
Benefits and pensions30%
Community safety3%
Social services8%
Healthcare20%
Schools11%
Total Place in Salford
What is £1.8billion of public money spent on in Salford each year?
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The customers perspective…Reaching out to the hard to reach!
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Citizens Contacting the Council on Three or More
Occasions
Three contacts in the last 12 months
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Council Tax Benefits Families
All current ‘live’ claims
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BroughtonCitizens Contacting the
Council on Three or More Occasions
Three contacts in the last 12 months
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BroughtonCouncil Tax Benefits
Families
All current ‘live’ claims
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Council Tax Benefits Claimants
All current ‘live’ claims
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The challenges ahead…
Incremental Change
TransformationalChange
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The challenges ahead…
Incremental Change
TransformationalChange
ObservatoryJoint Research and
Intelligence Unit
Joint Strategic Commissioning
Multiple intervention families
Improved data sharing
Improved use of CAF
Family Incentivisation
packages
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Improving Life Chances – the next step in the Connecting People journey
GENETIC INHERITANCE
SOCIAL CLASS (life chances of your parents)
EDUCATION AND LIFELONG LEARNING
CHILDHOOD POVERTYEARLY YEARS DEVELOPMENT
FAMILY INC ACCESS TO FINANCIAL, SOCIAL AND
CULTURAL CAPITAL PATTERNS OF LIVING ETC
ATTITUDES AND ASPIRATIONS
DISCRIMINATION
OPEN AND EFFICIENTLY FUNCTIONING MARKETS AND
INSTITUTIONS
Ma
y b
e m
utu
ally
rei
nfo
rcin
g
Life Chances Life Outcomes
Plus sheer luck
Feedback loop
PMSU 2004
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A major GM level commitment to reform – made in Salford…..
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Putting the pieces together – GM Life Chances Pilots
Otherservices?
Health & well being
LocalityChildren’sServices
WorkingNeighbour
hoods
Safe, Clean and Green
Area JointNeeds
Assessment
Focus on the potential cost benefits of key enablers:-
- Joint Commissioning
- Improved customer journeys & family interventions
- Engagement, outreach, brief interventions
- Personalisation
- Joint leadership and management
- Research, intelligence, performance management and evaluation
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Workshop 1
What are the key strategic priorities / imperatives and challenges over the next few years that the Executive needs to recognise as critical to
the ongoing success of the city and where the partnership can add real value and make a difference by working collaboratively (more than
the sum of the parts…) ?
What do we need to give consideration to in regard to the relationship, role, responsibilities and accountability of the Executive to the City
Region Governance machinery and critically with regard to the ‘single conversation’ with Central Government, the new duties around 16 – 19
provision and the deprived area pilots?
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Dr Eileen Fairhurst/Mike BurrowsHealth casestudy
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Workshop 2
What should be the Executive Board’s focus for developing a shared capacity programme across Salford public sector partners given
the likelihood of extreme pressure ahead 2011 -16 with significant reducing public spending (up to 30%) ?
How do we take real cash out of the public sector system yet maintain our strategic focus on the things that matter to the city?
What are the enablers we have at our disposal? E.g. Joint commissioning; personalisation; Research and Intelligence; brief
interventions and outreach development work; Life Chances Pilots.
How can you respond to these challenges?What can YOU commit to today to develop and take forward?