The Big Conversation

Councillor John MerryWhat are the big challenges facing the City?

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

Public sector challenges 2010/13Beyond the recessionKevin Brady/Martin Vickers/Chris Marsh

Public services spending squeeze: How should it feel?

Pulling together

OR

Slash and Burn

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?

• 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

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?

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

BroughtonCitizens Contacting the

Council on Three or More Occasions

Three contacts in the last 12 months

BroughtonCouncil Tax Benefits

Families

All current ‘live’ claims

Council Tax Benefits Claimants

All current ‘live’ claims

The challenges ahead…

Incremental Change

TransformationalChange

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

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

A major GM level commitment to reform – made in Salford…..

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

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 BurrowsHealth 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?