Transcript presentation title (use normal view to edit)

New directions in Government
thinking
Andrew Cozens
Strategic Adviser, Children Adults &
Health Services
Time Banks UK Conference, Cardiff
4 May 2006
Summary
• The main strands
• The new “sectors”
• People, places and councils
• Analysing two examples
• The opportunities for time banking
The main strands
Reform and choice
“driving innovation and improvement through
more diverse provision and putting people in the
driving seat.” (Tony Blair)
Respect
“It is about putting the law abiding majority back
in charge of our local communities.”
“I want to bring back a sense of respect in our
schools, communities, towns and villages.”
The main strands
• Responding to society’s challenges:
– dramatic technological development and
global competition;
– higher expectations of public services;
– demographic change, more and diverse
households;
– accelerating climate change;
– need for identity and a sense of place;
– continued disengagement from and erosion
of trust in politicians and governance.
Public sector reform
 The key principles:
– High national standards and full
accountability.
– Devolution to the front line to encourage
diversity and local creativity.
– Flexibility around the needs of users: how
staff are employed/services fixed.
– Promotion of alternative providers and
greater choice.
The “new” sectors
• Statutory
• Private
• Third sector (voluntary, community and social
enterprise)
• Fourth sector – user led and managed?
• Fifth sector – people shaped?
People, places and public services
• I can access the public services I need through
one front door.
• I can choose the service I need.
• I can influence the design of the service I need
and ensure it’s tailored to my individual needs.
• We are able to influence the decisions that
matter about the future of our village, town and
city.
• In our area the conditions for economic success
are in place.
People, places and public services
• We get value for money for our taxes and can
influence how they are spent.
• Our council listens to us.
• I know how to contact my local councillor for
help when I need it.
• My local councillor is a powerful advocate for our
area.
The new machinery of government
• Local Area Agreements (LAAs) transformed into joint
delivery contracts, with and influenced by local people.
• Neighbourhood governance arrangements to empower
community organisations and people.
• Differential devolution to cities, towns and counties of
transport, skills and regeneration.
• Underpinned by more visible and accountable elected
leadership:
– strategic leaders steering the local public sector;
– frontline councillors as community leaders and
advocates.
(Local Government Association)
Analysing two examples: Respect
• To truly tackle disadvantage and build a dynamic,
prosperous and socially just society, we must offer the
support and challenge needed to tackle anti-social
behaviour, and its causes, and ensure that we all pass
on decent values and standards of behaviour to our
children.
• Where people feel confident, safe and supported, they
will be able to come together with others in their
neighbourhood to build trust, share values and agree
what is acceptable behaviour.
(Respect Action Plan 2006)
Analysing two examples: Respect
• Activities for children and young people.
• Schools: improving behaviour and attendance.
• Supporting families.
• A new approach to the most challenging
families.
• Strengthening communities.
• Effective enforcement and community justice.
Analysing two examples: The White Paper
• Key themes: independence, choice, diversity of
providers, well-being.
• Duty of DASS to champion social inclusion in the council
and community.
• Joint responsibility with DPH to undertake a strategic
assessment of the health and social care needs of the
population to support commissioning.
• Responsibilities for information, assessment and service
quality of the services provided in the area, included selffunded.
Analysing two examples: The White Paper
•
•
•
•
•
Choice will mean people will increasingly determine what services
they want and where. Providers that offer these services will thrive,
those that don’t won’t.
Individual budgets will put far more control in the hands of people
who use social care services, affecting the way 6 different income
streams can be spent around their personal needs.
Markets will need to be developed to ensure they have an
appropriate range of services to choose from.
Practice based commissioning will put more control in the hands of
primary care professionals, who develop care packages for their
patients.
Payment by results will encourage practices and PCTs to
commission care safely and more cost effectively in the places
people choose to be treated, encouraging shifts from inpatient to
day case and outpatient, and treatment outside the secondary care
sector
The opportunities for time banking
• Fresh perspectives on the underlying themes:
•
•
•
•
•
Well-being
Respect
Empowerment
Independence
Choice
quality
Self-esteem
Value
Belonging
Interdependence
Preference and
The opportunities for time banking
• Practical model for bringing people together:
–
–
–
–
–
–
–
–
Co-production (two way service delivery)
Getting people talking
Healthy communities
Life/work balance
Building community capacity
Developing new skills
Getting the help we really need
Getting the places we want.
Forthcoming Local Government White
Paper
“Local government has always had a major and unique role to play in
helping to define and deliver successful communities, making decisions and
trade-offs on behalf of local people, and developing a strategic view of the
area and its future. Local government is not just about the provision or
enabling of services. It is about shaping successful communities that are
socially cohesive, economically vibrant and able to exercise choice and
celebrate their distinctiveness........we need to develop a better
understanding of what the public want - as citizens, service users and
taxpayers....how can we get the balance right between national standards
and local variation? How can we most appropriately balance what the public
want and what they are willing to pay for and in doing so how can we
manage pressures most effectively and who should be accountable for
what?”
(Sir Michael Lyons)
New directions in Government
thinking
Andrew Cozens
Strategic Adviser, Children Adults &
Health Services
Time Banks UK Conference, Cardiff
4 May 2006