Transcript IRRV Scottish Conference

IRRV ANNUAL SCOTTISH
CONFERENCE & EXHIBITION 2010
‘YEARS OF CHALLENGE – securing the
future for public services’
1-2 SEPTEMBER 2010 Crieff Hydro Hotel Crieff
Making Shared Services Happen
Sir John Arbuthnott
Chair of Clyde Valley Review
The challenge for the provision of public services is
considerable and has been clear since the end of
2008.
I will address what is necessary in order to get
better value from targeted strategic joint working
across different partners
Realism is vital but doom and gloom doesn’t help
We start from a strong base of funding
We need strong leadership and clear policy
Spats about the public and private sectors don’t
help. Both have a role and need each other
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Increased Pace Of Change In Efficiency & Reform
EFFICENCY, SERVICE TO CITIZENS
Economic
Black Hole
Improvement of
Service Delivery
For Customers
20 Years
Cuts
Top Down
Borrowing
-ve => 10% - 15% / 4 yrs
for LAs
Pace of
change
Modernising
Government
2001
Efficient
Government
Bidding Phase
2005
Government funded initiatives
Shared Services
Pathfinders
2006
2008
COSLA / Improvement Service
INITIATIVES FOR SAVINGS/EFFICIENCIES
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Diagnostic
Projects
2009
The Clyde Valley Review
> The “8” realised early on that savings by
individual Councils would be insufficient
> The review was asked to critically examine
scope for joint working by Councils that
would improve efficiency and delivery
> From the start it included Health Boards,
Strathclyde Police, Fire and Rescue
Services, Transport, Scottish Enterprise,
and Job Centre Plus
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My Approach
> From the outset I excluded a review of structures
including boundary changes and governance...
time consuming...disruptive and costly. In longer
term could be reassessed but not now.
> Review must be fully consultative across the public
bodies and beyond
> Ideas were tested at executive, planning and
operational levels.
> More that 50 meetings with interested parties
including trades unions
> Began April 2009 deadline November 2009
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Clyde Valley Review – Reality Check
CASH
DELIVERY
EFFICIENCY
•CASH
X
EFFICIENCY
=
DELIVERY
CASH x EFFICIENCY =DELIVERY

Tax and Grant
Transactional
income
Resources
Investment
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Business planning
Managing
Sharing
Resilience
Duplication
Purchasing
HR/Training
SOA Outcomes
Winning Trends
Losing Trends
Prioritisation
Timescales
Clyde Valley Review – Criteria
•
•
•
•
•
Customer Outcomes
Delivering Efficiency
Delivering Cash
Savings
Local Delivery Needs
Political Acceptability
•
•
•
•
•
Affordability
Capacity to Deliver
Employee Impact
Sustainability
Risk
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Clyde Valley Review Focus
Social Care Services
Health – Personalisation
Education
Workforce Planning
Strategic Priorities
Infrastructure &
Support Services
Asset Management
• Property
• Roads
• Fleet
• Transport
Waste Management & Disposal
Economic Pressure
Charging Framework
Operational
Support
Support Services
• Modernising Government
• Transactional Website
• Diagnostic Business Cases
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Recommended Areas For Shared/Joint Working
• An Integrated Health
and Social Care Service
• Single Social Transport
Solution
• Shared Roads
Maintenance
• Developing a Joint
Approach to the “Back
Office”
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• Integrated Waste
Management approach
• Joint and Streamlined Fleet
Management and
Maintenance
• Property Sharing and
Management in Local Hubs
• Joint Workforce Planning
• A Common Charging
Framework
The “8” have followed up the report by taking forward 7 Work streams.
Integrated Waste Management led by N.Lanarkshire and Glasgow with all 8 as
partners.
• Health and Social Care led by Renfrewshire with 7 partners
•Social Transport led by Glasgow City Council and N. Lanarkshire with all 8 as
partners
•Property Sharing and Local Management in Hubs led by S. Lanarkshire with3
partners identified and others to come
•Joint Development of Support Services led by East Renfrewshire and Inverclyde with
all 8 as partners
•A Common Charging Strategy led by East Dunbartonshire with partners to be
confirmed
•Joint Economic Activity led by West Dunbartonshire with 7 partners
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Outcomes so far
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The Way Ahead
Partnerships & Governance
Accountability between the Partners
Clear Financial Memorandum
Joint responsibility for scrutiny and monitoring
and compliance with regulations
Leadership development
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•Partnerships not an option but a
necessity
•Need for urgency
•Public Sector, Private Sector and the
Voluntary Sector will all play a role
•All 3 will have to work differently
•These themes have been emphasised by
the Independent Budget Review Panel (29
July)
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Wider Implications
•Is this model applicable to other
Community partnerships in Scotland and
beyond..?
•Is it robust to Political Change? (Clyde
Valley has seen its share of these
recently!!!)
•Could it be applied across Scottish
Government systems?
•What role for the private sector...
especially if partnerships can’t save
enough?
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Wider Implications
•Is this model applicable to other
Community partnerships in Scotland and
beyond..?
•Is it robust to Political Change? (Clyde
Valley has seen its share of these
recently!!!)
•Could it be applied across Scottish
Government systems?
•What role for the voluntary and private
sectors.. especially if partnerships can’t
save enough?
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