Lessons from the process evaluation of the negotiation of round 1 pilot LAAs

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Lessons from the process evaluation of the
negotiation of round 1 pilot LAAs

• Gina Cutner, Office for Public Management
• 11 July 2005

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Governments aims
Reduced bureaucracy releasing funds to front
line services
Greater flexibility for local solutions to match
local circumstances
3
Local partners aims
Pooling of non-core funding streams and reduced
reporting
Bringing together the totality of local public
spending
More effective local governance
Stronger partnership working
A variety of aims
Dialogue with central government
A shift in the power relationships between centre
and locality
A spectrum of ambition
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Key messages

• Positive welcome for scheme and its potential
• There remains a sense of the jury is still
  out...
• But, early indications of success
• Strong partnership working at locality level,
  leading to more holistic solutions

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LAAs in Localities

• Leap in the dark some welcomed opportunity
  others confusedimprovised
• Tight timescale but encouraged new thinking and
  action
• Some slow to engage partners - partnerships
  tested but often strengthened in the process
• More challenging in 2-tier areas
• Frustrationand enthusiasm achievements and
  learning about project management, communication,
  process, timing etc.
• Most agreements still work in progress

6
Government Offices

• Approaches varied widely
• Led at senior level and high investment of time
  and resources
• Managed well in challenging environment strong
  project management and effective team working
  helped
• GOs played a variety of roles process
  facilitator, critical friend, broker, advocate.
• Relationships between GOs and localities
  effective mutual trust and openness
• Seen as adding value
• Issue of delegated authority

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Central Government

• Praise for ODPM in launching initiative
• Process and timetable challenging for all
• Central departments willing to engage fit
  with some departmental policies - constraints on
  capacity
• Frustration of all involved in agreeing FFs
• Worked best when intelligent problem solving
  dialogue clear explanations on all sides and
  willingness to find other solutions
• Some competing policy drivers which need to be
  reconciled

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Lessons for localities getting started

• Need to engage LSPs and partners early on
• Reflect on possible impact on resources,
  partnerships
• Develop shared vision of what trying to achieve
  through LAA
• Find time for first principles thinking with
  partners focus on outcomes

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Lessons for localities you will need (1)

• Good communications strategy
• Strong project management arrangements
• Clear agreement with GO about process, roles and
  relationships
• Shared project planning and timescales
• Powerful evidence to back up requests for ffs -
  draw up evidence base
• Time for creative thinking, problem solving and
  for learning across localities

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Lessons for localities you will need (2)

• A dedicated project lead/ co-ordinator
• Clarity about roles and responsibilities
  blocks, themes, structures
• Resources and active engagement from partner
  organisations
• Investment of time from Chief Executive and from
  senior managers in council and partner
  organisations
• Political engagement and support

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In two-tier areas

• Harder, different but (even more?) valuable
• Challenge to create strong relationships
  between all partners
• Not everyone can be at the top table need for
  supporting structures, trust
• Speed means hard to keep everyone on board
• Governance arrangements need discussion
• Sometimes - political tensions to be resolved
• Few non-core funding streams - more challenging
  discussions around mainstream resources
• Critical issue how much spatial differentiation,
  and how to handle this

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How far can this go?

• Focus on important local and national goals
• Better dialogue between your authority and the
  centre
• Scope to pool funding
• Less bureaucracy
• Real connection between local agencies
• Radical redesign of delivery systems
• A new relationship between local and central
  government
• A new approach to governing devolved, creative
  and networked