New directions in Government thinking

Andrew CozensStrategic Adviser, Children Adults & Health Services

Time Banks UK Conference, Cardiff4 May 2006

Summary• The main strands

• The new “sectors”

• People, places and councils

• Analysing two examples

• The opportunities for time banking

The main strandsReform 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.”

The main strands• Responding to society’s 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.

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.

The “new” sectors• Statutory• Private• Third sector (voluntary, community and

social enterprise)• Fourth sector – user led and managed?• Fifth sector – people shaped?

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 it’s 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.

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.

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)

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)

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.

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.

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 don’t won’t.

• 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

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

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.

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)

New directions in Government thinking

Andrew CozensStrategic Adviser, Children Adults & Health Services

Time Banks UK Conference, Cardiff4 May 2006