The Big Conversation

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The Big Conversation
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Councillor John MerryWhat are the big challenges
facing the City?
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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

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Public sector challenges 2010/13Beyond the
recession

• Kevin Brady/Martin Vickers/Chris Marsh

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Public services spending squeeze How should it
feel?
OR
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Facing up to the Perfect Storm

• The simultaneous incidence of events, the
  combination of which amplifies the overall impact
  to extreme levels

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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

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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

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Opportunities

• Major developments
• MediacityUK
• 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

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The As-is position
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Total Place in Salford What is 1.8billion of
public money spent on in Salford each year?
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(No Transcript)
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(No Transcript)
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The customers perspectiveReaching out to the
hard to reach!
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Citizens Contacting the Council on Three or More
Occasions Three contacts in the last 12 months
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Council Tax Benefits Families All current live
claims
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Broughton Citizens Contacting the Council on
Three or More Occasions Three contacts in the
last 12 months
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Broughton Council Tax Benefits Families All
current live claims
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Council Tax Benefits Claimants All current live
claims
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The challenges ahead
Incremental Change
Transformational Change
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The challenges ahead
Multiple intervention families Improved data
sharing Improved use of CAF
Family Incentivisation packages
Joint Strategic Commissioning
Joint Research and Intelligence Unit
Observatory
Incremental Change
Transformational Change
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Improving Life Chances the next step in the
Connecting People journey
GENETIC INHERITANCE
SOCIAL CLASS (life chances of your parents)
EDUCATION AND LIFELONG LEARNING
Feedback loop
CHILDHOOD POVERTY EARLY YEARS DEVELOPMENT
Life Chances
Life Outcomes
May be mutually reinforcing
FAMILY INC ACCESS TO FINANCIAL, SOCIAL AND
CULTURAL CAPITAL PATTERNS OF LIVING ETC
ATTITUDES AND ASPIRATIONS
Plus sheer luck
DISCRIMINATION
OPEN AND EFFICIENTLY FUNCTIONING MARKETS
AND INSTITUTIONS
PMSU 2004
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A major GM level commitment to reform made in
Salford..
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Putting the pieces together GM Life Chances
Pilots

• 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

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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?
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Dr Eileen Fairhurst/Mike BurrowsHealth casestudy
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Workshop 2

• What should be the Executive Boards 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?