Feedback and Advice about Delivery Planning for Salford

1. Feedback and Advice about Delivery Planning for Salford NRA Team

2. Partnerships need effective accountability leadership objectives clarity user views Decision making openness & honesty outward facing culture information systems & processes Audit Commission, Governance of Partnerships 2005

3. What is this all about? evidence good process collaboration Strengthening the whole system…

4. Key Factors in Organisational Transformation How are we doing? OD Key Factors Positive Purpose Leadership Adequate scale Productive relationships Localised ODPM Organisational Development Resource 2005 progress

5. Positive Purpose • Transformational purpose of process clear to some people • Residual fixation with plans rather than planning

6. Leadership • Strong advocacy from top management in Council • Visible leadership in PCT • Lack of clarity about objective theme leadership in Economy and Environment • Low visibility of some objective/theme leads-culture of substitution

7. Adequate Scale • Connections with other transformational initiatives not clear enough • Transform Salford

8. Productive central-operational relationships • New role of enablingcore also a challenge • Tending • Tasking • Trusting

9. Sensitivity to Local Circumstances • Strengthening integration with existing processes: • Health planning • Liveability planning • CE Strategy • But danger of disconnections from others: • Connecting People • Children’s Agenda • Sub-regional plans

10. Getting more clarity and focus… Poor Mapping of Locality Picture-

11. Improving collaboration… • Some new people in the room • Some new conversations • Several people getting into new ways of doing business • But default setting to fragmentation • Residual self-protectiveness Collboration leading to joined up ness

12. So far… Housing Enterprise Transport Community Engagement Educational attainment Worklessness Health Community Safety LEQ

13. How to get the most from the delivery planning process... Minimum Aspiration • Improve technical skills • Identifying information needs/sources • Providing and sharing information • Interpreting information for decision purposes • Creating plans that flow from evidence • More coherent, consistent and plausible plans, incremental change but unlikely a significant impact on outcomes for local people

14. and • Pilot multi-agency locality planning • To stimulate innovation and differentiation in service delivery • To develop the skills and arrangements for tackling multiple deprivation at a neighbourhood level • To learn about what works

15. Or go for transformation… • Engage leadership at the highest level across system through key events/conversations • Visible leaders engage and model new behaviours • Focus all change initiatives • Integrate delivery planning with other key change programmes so as to reduce fragmentation, duplication and confusion • Agree what the key whole system planning events/conversations need to be – resource them properly-use them to feed all planning processes

16. What are the key conversations? • Empowered Salford • People believe in themselves • People get involved in services and decisions that affect them • People with expectations of a good life for themselves and their family • Working Salford • Quality of work opportunities and reward • Work as as empowering and rewarding, not punishment

17. and • Happy, healthy Salford for everyone • Healthy lifestyle choices and opportunities • Inter-generational relationships • Focus on children and older people

18. Whole Systems Planning Events • Part of a change programme • Conversations across the system • Enhances ability to cope with complexity • Catalyzes new solutions • Transforms perceptions and relationships • Strengthens self-responsibility • Whole system present taking responsibility • See the big picture before working on part of it • Capable of getting to causes not symptoms