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New directions in Government thinking

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Time Banks UK Conference, Cardiff. 4 May 2006. Summary. The main strands. The new 'sectors' ... 'driving innovation and improvement through more diverse ... – PowerPoint PPT presentation

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Title: New directions in Government thinking


1
New directions in Government thinking
  • Andrew Cozens
  • Strategic Adviser, Children Adults Health
    Services
  • Time Banks UK Conference, Cardiff
  • 4 May 2006

2
Summary
  • The main strands
  • The new sectors
  • People, places and councils
  • Analysing two examples
  • The opportunities for time banking

3
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.

4
The main strands
  • Responding to societys 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.

5
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.

6
The new sectors
  • Statutory
  • Private
  • Third sector (voluntary, community and social
    enterprise)
  • Fourth sector user led and managed?
  • Fifth sector people shaped?

7
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 its 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.

8
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.

9
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)

10
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)

11
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.

12
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 self-funded.

13
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 dont wont.
  • 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

14
The opportunities for time banking
  • Fresh perspectives on the underlying themes
  • Well-being Self-esteem
  • Respect Value
  • Empowerment Belonging
  • Independence Interdependence
  • Choice Preference and quality

15
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.

16
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)

17
New directions in Government thinking
  • Andrew Cozens
  • Strategic Adviser, Children Adults Health
    Services
  • Time Banks UK Conference, Cardiff
  • 4 May 2006
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