IRRV ANNUAL SCOTTISH CONFERENCE & EXHIBITION 2010 ‘YEARS OF CHALLENGE – securing the future for public services’

1. IRRV ANNUAL SCOTTISH CONFERENCE & EXHIBITION 2010‘YEARS OF CHALLENGE – securing the future for public services’ 1-2 SEPTEMBER 2010 Crieff Hydro Hotel Crieff

2. Making Shared Services Happen Sir John Arbuthnott Chair of Clyde Valley Review

3. The challenge for the provision of public services is considerable and has been clear since the end of 2008. I will address what is necessary in order to get better value from targeted strategic joint working across different partners Realism is vital but doom and gloom doesn’t help We start from a strong base of funding We need strong leadership and clear policy Spats about the public and private sectors don’t help. Both have a role and need each other 3

4. Increased Pace Of Change In Efficiency & Reform Economic Black Hole Improvement of Service Delivery For Customers 20 Years Cuts Top Down Borrowing EFFICENCY, SERVICE TO CITIZENS -ve => 10% - 15% / 4 yrs for LAs Pace of change Modernising Government Efficient Government Shared Services Pathfinders Diagnostic Projects 2005 2001 2006 2008 2009 Bidding Phase COSLA / Improvement Service Government funded initiatives INITIATIVES FOR SAVINGS/EFFICIENCIES 4

5. The Clyde Valley Review The “8” realised early on that savings by individual Councils would be insufficient The review was asked to critically examine scope for joint working by Councils that would improve efficiency and delivery From the start it included Health Boards, Strathclyde Police, Fire and Rescue Services, Transport, Scottish Enterprise, and Job Centre Plus 5

6. My Approach From the outset I excluded a review of structures including boundary changes and governance... time consuming...disruptive and costly. In longer term could be reassessed but not now. Review must be fully consultative across the public bodies and beyond Ideas were tested at executive, planning and operational levels. More that 50 meetings with interested parties including trades unions Began April 2009 deadline November 2009 6

7. CASH X EFFICIENCY = DELIVERY CASH x EFFICIENCY =DELIVERY Clyde Valley Review – Reality Check CASH DELIVERY EFFICIENCY Business planning Managing Sharing Resilience Duplication Purchasing HR/Training Tax and Grant Transactional income Resources Investment SOA Outcomes Winning Trends Losing Trends Prioritisation Timescales 7

8. Clyde Valley Review – Criteria Customer Outcomes Delivering Efficiency Delivering Cash Savings Local Delivery Needs Political Acceptability • Affordability • Capacity to Deliver • Employee Impact • Sustainability • Risk 8

9. Clyde Valley Review Focus Social Care Services Health – Personalisation Education Workforce Planning Strategic Priorities • Asset Management • Property • Roads • Fleet • Transport • Waste Management & Disposal Infrastructure & Support Services Economic Pressure Charging Framework Operational Support • Support Services • Modernising Government • Transactional Website • Diagnostic Business Cases 9

10. Recommended Areas For Shared/Joint Working An Integrated Health and Social Care Service Single Social Transport Solution Shared Roads Maintenance Developing a Joint Approach to the “Back Office” A Joint Economic Strategy • Integrated Waste Management approach • Joint and Streamlined Fleet Management and Maintenance • Property Sharing and Management in Local Hubs • Joint Workforce Planning • A Common Charging Framework 10

11. The “8” have followed up the report by taking forward 7 Work streams. • Integrated Waste Management led by N.Lanarkshire and Glasgow with all 8 as partners. • Health and Social Care led by Renfrewshirewith 7 partners • Social Transport led by Glasgow City Council and N. Lanarkshire with all 8 as partners • Property Sharing and Local Management in Hubs led by S. Lanarkshirewith3 partners identified and others to come • Joint Development of Support Services led by East Renfrewshire and Inverclydewith all 8 as partners • A Common Charging Strategy led by East Dunbartonshire with partners to be confirmed • Joint Economic Activity led by West Dunbartonshire with 7 partners 11

12. Outcomes so far 12

13. The Way Ahead Partnerships & Governance Accountability between the Partners Clear Financial Memorandum Joint responsibility for scrutiny and monitoring and compliance with regulations Leadership development 13

14. Partnerships not an option but a necessity • Need for urgency • Public Sector, Private Sector and the Voluntary Sector will all play a role • All 3 will have to work differently • These themes have been emphasised by the Independent Budget Review Panel (29 July) 14

15. Wider Implications • Is this model applicable to other Community partnerships in Scotland and beyond..? • Is it robust to Political Change? (Clyde Valley has seen its share of these recently!!!) • Could it be applied across Scottish Government systems? • What role for the private sector... especially if partnerships can’t save enough? 15

16. Wider Implications • Is this model applicable to other Community partnerships in Scotland and beyond..? • Is it robust to Political Change? (Clyde Valley has seen its share of these recently!!!) • Could it be applied across Scottish Government systems? • What role for the voluntary and private sectors.. especially if partnerships can’t save enough? 16