Branch presentation on Scottish Executive consultation paper

1
Transforming Public Services
The Next Stage of Reform

• Branch presentation on Scottish Executive
  consultation paper

2
Background

• Future and size of public services in Scotland
  have been the subject of much debate and will
  continue to be a crucial part of next years
  Scottish Parliament Election
• UNISON Scotland contribution to this debate is
  Revitalise Our Public Services manifesto
• Transforming Our Public Services is the
  Scottish Executives attempt to set out a
  framework for the future.
• This is a broad framework document not a
  detailed prescription for future structures

3
Transform Principles

• The paper sets out five key principles
• User Focussed and personalised
• Drive up quality and encourage innovation
• Improve efficiency and productivity
• Join up services and minimise separation
• Strengthen accountability
• Lets look at the headings in more detail..

4
User Focussed

• Values the public service ethos
• Services should be designed around participants
  and citizens not structures of services
• Recognises that the choice agenda only
  delivers for the well-informed , well-educated
  and well-off
• Who runs not important voluntary sector role

5
Quality and Innovation

• Scotland has a deserved reputation for world
  class services.
• Not achieved universally across Scotland
• Proposed solution foster local innovation
  sharing best practice joint outcomes
• Powers of intervention when failure

6
Efficiency and productivity

• Change from structural reorganisations to culture
  of continuous improvement including NDPBs
  (quangos)
• Recognition of the burden of dealing with so many
  audit bodies and high rates of inspection
• Continue Efficient Government Initiative

7
Joining Up

• Challenges facing Scotland cannot be solved by
  one agency working alone
• Cross boundary working needs cultural change
• Practical difficulties also exist Different ICT
  systems make it difficult for information to be
  shared

8
Strengthening Accountability

• Strengthen the role of elected councillors as
  advocates and guardians of communities
• Look at new mechanisms for NDPB accountability
• Recurrent theme accountability for management
  decisions
• Benchmarking against alternative providers cost
  quality and customer satisfaction

9
Structures, Outcomes, People

• Structures emphasis on need for continuous
  change and improvement. All delivery options
  explored
• Outcomes- A great deal of emphasis on measurement
  by results, ignoring availability of resources
• People- other than build leadership capacity
  and a mention of developing human capital the
  document is very light on the role of staff

10
Positives

• Supports the Scottish model of cooperation not
  competition
• Rejects choice theory and implicitly the
  English market model
• Recognises
• The value of public service ethos
• Most innovation emerges locally national
  scrutiny can stifle
• The need to rationalise scrutiny and reporting
• Support for public service networks kills
  competition models
• Opportunity to press democratic accountability
• Structural change from the bottom up. Not
  centrally imposed

11
Negatives

• Still clings to who runs is not important for
  most services.
• Measuring only outcomes ignores the differing
  local challenges and available resources
• Obsession with senior managers performance
• Benchmarking, alternative providers language
• Weak on workforce - management speak human
  capital
• Structural change inevitable

12
Developing a UNISON response

• Sample questions raised in the consultation
• Please discuss and respond
• What more can we do to ensure public services are
  driven by a desire to create as much user focus
  as possible?
• What more can be done to foster a culture of
  innovation and creativity in public services?
• What more can we do to drive up efficiency and
  productivity in public services?

13
Developing a UNISON response

• What role should elected councillors have in
  relation to public services- whether or not they
  are delivered by the local authority?
• Are there areas where structural change would
  bring better outcomes than improved working
  across boundaries?
• Are there legislative changes which would help
  public sector organisations to work more closely
  together?

14
UNISON principles for the public sector

• UNISONs response based on our Revitalise our
  Public Services manifesto. Key principles
• Democracy
• Investment
• Fairness
• Excellence
• Partnership

15
Next Steps

• Seeking views on the paper to assist UNISON
  response
• Develop a bargaining framework What are the
  issues we need to address at
• Scottish Executive, Service group, Branch
• For example the impact of the policy on TCs,
  organisational change, finance and public service
  structures.
• Change is already happening e.g Joint Future,
  shared services, Efficient Government, Community
  Justice Authorities, Citistat

16
Conclusion

• Broad approach positive and in line with UNISON
  policy
• Biggest medium to long term challenge facing
  UNISON
• Impact on most of our members
• Consequences for jobs and bargaining
• If we are to seriously influence agenda must be
  imaginative and be seen to address the needs of
  service users not just staff interests. Thats
  what Revitalise our Public Services is all
  about.
• Start by responding to the consultation questions
  and consider the practical impact on your branch.