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The Big Conversation
Councillor John Merry
What are the big challenges facing the City?
Barbara Spicer
How 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
Public sector challenges 2010/13
Beyond the recession
Kevin Brady/Martin Vickers/Chris Marsh
Public services spending squeeze: How should it feel?
OR
Slash and Burn
Pulling together
Facing up to the “Perfect Storm”
• The simultaneous incidence of events, the combination
of which amplifies the overall impact to extreme levels”
How high and when?
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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
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
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
The “As-is” position
Total Place in Salford
What is £1.8billion of public money spent on in
Salford each year?
Benefits and pensions
30%
Healthcare
20%
Schools
11%
Community safety
3%
Social services
8%
Higher education
23%
The customers perspective…
Reaching out to the hard to reach!
Citizens Contacting the
Council on Three or More
Occasions
Three contacts in the last 12
months
Council Tax Benefits
Families
All current ‘live’ claims
Broughton
Citizens Contacting the
Council on Three or More
Occasions
Three contacts in the last 12
months
Broughton
Council Tax Benefits
Families
All current ‘live’ claims
Council Tax Benefits
Claimants
All current ‘live’ claims
The challenges ahead…
Incremental
Change
Transformational
Change
The challenges ahead…
Multiple intervention
families
Family
Incentivisation
packages
Improved data sharing
Improved use of CAF
Observatory
Incremental
Change
Joint Research and
Intelligence Unit
Joint Strategic
Commissioning
Transformational
Change
Improving Life Chances – the next step in the
Connecting People journey
May be mutually reinforcing
GENETIC INHERITANCE
SOCIAL CLASS
(life chances of your parents)
EDUCATION AND
LIFELONG LEARNING
CHILDHOOD POVERTY
EARLY YEARS
DEVELOPMENT
Feedback loop
Life Chances
Life Outcomes
FAMILY INC ACCESS TO
FINANCIAL, SOCIAL AND
CULTURAL CAPITAL PATTERNS
OF LIVING ETC
ATTITUDES AND
ASPIRATIONS
DISCRIMINATION
OPEN AND EFFICIENTLY
FUNCTIONING MARKETS AND
INSTITUTIONS
Plus sheer luck
PMSU 2004
A major GM level commitment to
reform – made in Salford…..
Putting the pieces together – GM Life Chances Pilots
Focus on the potential cost benefits
of key enablers:Safe, Clean
and Green
Other
services?
Area Joint
Needs
Assessment
- Joint Commissioning
Working
Neighbour
hoods
- Improved customer journeys &
family interventions
- Engagement, outreach, brief
interventions
- Personalisation
Health &
well being
Locality
Children’s
Services
- Joint leadership and management
- Research, intelligence,
performance management and
evaluation
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?
Dr Eileen Fairhurst/Mike Burrows
Health casestudy
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?