Transforming Public Services

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 year’s Scottish Parliament Election • UNISON Scotland contribution to this debate is ‘Revitalise Our Public Services’ manifesto • ‘Transforming Our Public Services’ is the Scottish Executive’s 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 • UNISON’s 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 T&Cs, 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. That’s what ‘Revitalise our Public Services’ is all about. Start by responding to the consultation questions and consider the practical impact on your branch.