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A growth industry? Howard Davis, Regional Associate, LGID Frank Rosamond, Regional Lead Peer

Partnership Working, Shared Chief Executives, Joint Commissioning & Working with Local Enterprise Partnerships. A growth industry? Howard Davis, Regional Associate, LGID Frank Rosamond, Regional Lead Peer Michael Gage, Regional Lead Peer 18 October 2010 local.gov.uk.

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A growth industry? Howard Davis, Regional Associate, LGID Frank Rosamond, Regional Lead Peer

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  1. Partnership Working, Shared Chief Executives, Joint Commissioning & Working with Local Enterprise Partnerships A growth industry? Howard Davis, Regional Associate, LGID Frank Rosamond, Regional Lead Peer Michael Gage, Regional Lead Peer 18 October 2010local.gov.uk

  2. Some types of partnership • RIEPs • Total Place • LSPs & LAAs • Shared Officers-C/Ex, Directors, Managers, Specialists • Joint Activity- eg Procurement • Separate Agency eg Somerset Waste • LA/Voluntary sector • LA/ Health Sector • LA/ Police-Crime Reduction Partnership

  3. Traditionally LAs jealously guarded their independence. So what has changed? • Move from a systems based approach to problem management to alternative approaches to solution finding • Recognition that issues which have multiple causes and effects concerning health inequalities, social exclusion, homelessness, unemployment anti-social behaviour etc require services to be integrated in order to address such cross cutting issues • Financial pressure (unitary debate) • Change in the national climate RIEPs, force majeure • Transformational agenda

  4. Rationale for Shared Chief Execs • Turning around a failing authority (cf Schools) • Cover for sudden loss-illness or dispute • Desire to explore closer working arrangements • The Transformational agenda…more Las taking the opportunity for shared working and efficiencies on a permanent or contractual basis • When C/Exs move on, Members may look for a collaborative solution • Leader/Chief Exec relationship (Pickles)

  5. 10 steps to building partnerships • Identify the nature of the partnership and its name • Identify the steps to achieving the vision • Who is to be involved-organisations, Members and professionals • Activities to be undertaken-what changes as a consequence? • Problems and dilemmas-impact on partnership development

  6. 10 steps to building partnerships (2) 6) Communication.. between its membership and externally 7) Community participation.. involvement, reaction and concerns 8) Evaluation.. Monitoring arrangements; achievements 9) Skills mix… right mix of skills and abilities 10) Future direction… long or short term planning; provision of resources; learning

  7. Characteristics of successful Integration (transformational/transactional • Active core of individuals-Members and Officers • Political support, direction and ownership • Focus on vision and action plans • Shared understanding and vision across both councils • Informal networks and links • Provision of shared resources/budgets • A phased approach- effective business cases prepared underpinning development work re service costs, transition costs and project savings • Ability to learn • Sustain motivation and momentum- continuing dialogue • Pragmatism- taking advantages of vacancies, legislative change • Cultural change

  8. Key Factors • Ensure no large cultural differences • Similarities in the areas covered by the councils • Communities need to have some similarities • Both LAs must trust the C/Ex • Clear and well understood governance and accountability • Politicians must be able to trust and work with each other

  9. Babergh and Mid Suffolk District Councils • Committed to bring about integrated management and service delivery arrangements between 2 councils by April 2011 • Integration will range from shared arrangements for the delivery of specific services through to full merger of the councils' respective staff within a single management and operational structure • All would be achievable in principle within existing legislation provision • In addition there will be feasibility work on the potential for full constitutional merger

  10. Babergh (2) 2 Phases • Phase 1 of project will cover: • A) Feasibility, service design and structure • B) Initial transition of the shared services and integrated management teams under a common framework • Phase 2 will focus on transformation and seek to deliver efficiency savings

  11. Babergh (3) Outcomes • Economies of scale • Sharing of assets and resources in teams • Sharing of senior managers • Pooling of scarce skills and expertise • Increased capacity and resilience to deliver services to the community • Increased performance and strategic capacity

  12. Demonstrates two dimensions to change • Climate change- directed towards structures systems management changes… first order change • Cultural change ..second order change

  13. Conflict in partnership working • Lack of understanding of policies, objectives and priorities • Inadequate resources to meet needs or demands • Incompatible structures and procedures, roles • Personal, historical and hidden issues • Continuous political and organisational churn

  14. Three dimensions to consider in reviewing partnerships • Context- focused ….what factors will effective partnership working be designed to promote • Process-focused… the extent to whichpartnership governance and organisational arrangements are commensurate with the complexities of partnership working • Outcomes- focused…. How far partnership working contributes to better outcomes for individuals and the community

  15. The emphasis ….. • Is on moving to quality and outcomes rather than the key focus being on volume and price

  16. So the shift is towards …. • Services that are personal, sensitive to individual need and that maintain independence and dignity • Promoting health and well-being and investing now to reduce future ill-health costs

  17. And the key driver will be …. • The Joint Strategic Needs Assessment • A legal document jointly produced by councils and PCTs • PCT Directors of Commissioning , Directors of Public Health, Directors of Adults and of Children’s Services are expected to work together to produce and deliver the JSNA

  18. And it needs to recognise that … • Leisure • Housing • Transport • Libraries • Environmental services • And more …. Are important elements to delver to support to those who need it

  19. Local Enterprise Partnerships • To fill the gap left by the demise of the RDA’s • To drive economic growth • To be genuinely private/public partnerships • To go beyond obvious local authority boundaries • £1 billion Regional Growth Fund • So much more about influence than hard cash. • 56 Bids (too many!!!) • 15-22 possible Green lights at this stage ?

  20. Key issues …. • Discussion and • Questions and Answers

  21. Partnership Working, Shared Chief Executives, Joint Commissioning & Working with LEPs • Howard Davis, Regional Associate, LGID • Frank Rosamond, Regional Lead Peer • Michael Gage, Regional Lead Peer • howard.davis@local.gov.uk • 07920061197 • local.gov.uk

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