The Community Strategy The Community Strategy is the overarching plan for Swansea It includes our 2020 Vision First produced in 2004 Updated annually since
New Draft Guidance Community Strategies so far “strong on engagement – less strong on leadership…” New guidance will be statutory & supported by advice notes Duty to Co-operate Proposed
New Draft Guidance Long term strategy based on “thorough analysis of needs & priorities” Should reflect local, community, regional and national Priorities
New Draft Guidance 10-15 year vision Action plan including outcome targets and Local Delivery Agreement 3 or 4 Year Cycle and Annual Review
Proposed Duty to Cooperate Local councils Fire and rescue authorities and fire and rescue services National Park authorities Local health boards NHS Trusts Police authorities and police forces Regional transport consortia Town and community councils
Swansea’s Community Strategy Aim to be ready in the summer Must add value to existing work Must have strong links to services and corporate plans Develop through the Better Swansea Partnership Test proposals today…
The Local Service Board Context Services often uncoordinated & confusing Public services face major challenges Partnerships are here to stay but need to work better Partnerships need to be more open and accountable The involvement of the whole community is needed
Swansea’s Local Service Board Proposals developed since Our Ambition 4 Wide ranging debate and engagement Scrutiny Review Aim to finalise in the summer
Current LSB Proposal Build on existing structures – no new meetings ‘Open Projects’ to tackle the ‘wicked’ service delivery issues
Current LSB Proposal Service Delivery Issues included in the Community Strategy 2 or 3 of the ‘open projects’ will be prioritised and included in Swansea’s Local Delivery Agreement
Current LSB Proposal The BSP will contain the LSB function The BSP will include the Leads for the Public Sector, Voluntary Sector, Business Sector and for Swansea’s Strategic Partnerships
Current LSB Proposal ‘Public Service Leaders’ will have roles written into their job descriptions Existing governance and accountability will be strengthened by linking the projects to specific Scrutiny Boards
Service Delivery Issues Around 15 issues identified by so far by partnerships Each will be defined as a citizen centred outcome Further work required
2 Case Studies For Today Economic Inactivity Neighbourhood Management
Collaborative Governance: Lessons from evidence Professor Helen Sullivan, UWE Swansea workshop 29 February 2008
Key principles Collaboration is costly so use sparinglyCollaboration is costly so use sparingly Relationships underpin/undermine collaborationRelationships underpin/undermine collaboration Evidence essential to enable shared judgements on progressEvidence essential to enable shared judgements on progress
Recent review: 12 messages 1.Collaboration is not a panacea 2.Clarity of purpose is fundamental 3.Decide who does what 4.Trust is a key ingredient 5.Collaboration needs appropriate leadership 6.People collaborating need the right skills and attributes 7.Governance arrangements must be proportionate 8.Measure and manage collaborative performance 9.Take resource needs seriously 10.Delivery is a bigger challenge than strategy 11.Engage meaningfully with citizens 12.Promote learning Williams, P and Sullivan, H (2007) Working in collaboration: Lessons from theory and practice, NLIAH, Wales
Setting priorities for the LSB OutcomesOutcomes –Must be key to Swansea ‘story’ –Things that cannot be achieved any other way What does success look like?What does success look like? –Defining the difference made as clearly as possible (data for baseline and future targets) Nature of challengeNature of challenge –Transformation or improvement
Setting priorities for the LSB How can we influence change?How can we influence change? –Evidence from elsewhere –Scope for local application –Appreciating risks How do we know if we are getting there?How do we know if we are getting there? –Target setting –Action planning –Timetable Ensuring we’re doing the right thingsEnsuring we’re doing the right things –External challenge and scrutiny
What works in delivery? ContextContext –What levers do you have to make change (carrots, sticks, sermons)? –What are the risks and constraints? CapacityCapacity –Are the right people with the right skills in the right places? –Are lines of accountability clear across the system? –Is project management in place? –Are resources available?
What works in delivery? ClarityClarity –Goals – what constitutes ‘delivery’? –Target setting and timescale for improvement –Active performance management CommunicationCommunication –Managing relationships with stakeholders –Acting on feedback from users/citizens/communities
Accountability Different lines of accountability exist – key is to avoid conflictDifferent lines of accountability exist – key is to avoid conflict FinancialFinancial PerformancePerformance DemocraticDemocratic Need to distinguish between internal and external accountability and create spaces for bothNeed to distinguish between internal and external accountability and create spaces for both
Leadership InstitutionalInstitutional –Council: partners expect leadership but fear dominancepartners expect leadership but fear dominance council key resource in supporting collaborationcouncil key resource in supporting collaboration IndividualIndividual –Senior politicians and senior officers: Need to distinguish rolesNeed to distinguish roles –Service leaders: Need to be able to access: boundary spanners, project managers, capacity buildersNeed to be able to access: boundary spanners, project managers, capacity builders Must be linked to the mainstreamMust be linked to the mainstream
Co-ordination Resist the urge to set new things up (unless old things are removed)Resist the urge to set new things up (unless old things are removed) Map collaboration in SwanseaMap collaboration in Swansea Make horizontal and vertical connectionsMake horizontal and vertical connections Invest in support functionInvest in support function Review regularlyReview regularly Challenge WAG where necessaryChallenge WAG where necessary
Citizen-centred? What does ‘citizen-centred’ mean?What does ‘citizen-centred’ mean? –Needs and aspirations (multiple and diverse) –Personalised –Responsive –‘Joined-up’ –Well-being Needs application across public service system not just Swansea Partnership/LSBNeeds application across public service system not just Swansea Partnership/LSB
Citizen-centred? How are citizens involved?How are citizens involved? –Communication –Consultation –Choice –Decision making –Co-producers How are citizens involved? –As individuals –Voluntary and community organisations –Local councillors Are expectations of citizens’ desire for involvement realistic? What are the implications of this?
Collaborative Governance: Lessons from evidence Professor Helen Sullivan, UWE Swansea workshop 29 February 2008
Developing Our New Community Strategy Session 3
Three Proposals Each proposal could be developed further and included in the New Community Strategy Each proposal intended to add value to partnership working and make a difference Each needs your ideas
What’s Different About Open Projects? Jeremy Stephens Head of Strategic Projects and Performance City & County of Swansea
Open Projects Designed to engage as wide a range of stakeholders as possible Focused on achieving clear and agreed outcomes
Open Projects Clear and simple set of principles drawn from locally used project approaches (e.g Prince 2) and adapted for use in a community setting.
Citizens at the Centre All Open projects will: Be designed to achieve benefits for Citizens Build on available evidence and consultation Undertake additional work to engage citizens Work in partnership with community groups
Governance Each Open Project will: Be sponsored by a ‘Public Service Leader’ Be project managed through a lead partnership Consult effectively with local Councillors
Governance Each Open Project will: Engage with Community & Town Councils, Community Partnerships & Community Groups Report progress via the Better Swansea Partnership
Market Research Challenge Who are the most important stakeholders? How should they be communicated with?
Context 135,700 people of working age in CCS 34,600 of those do not work (25.5%) 2,915 are unemployed – in receipt of JSA 24,025 are in receipt of Income Support (IS) or Incapacity Benefit (IB) Townhill 1, Penderry 1, Castle 2 are 3 of top ten most deprived areas in Wales, 22 others in top 100 (WIMD 05) Townhill 20% IB, Penderry 9.3% IS 25% of economically inactive have indicated that they would like to work Statistics DWP/ NOMIS May 07 Swansea Economic Regeneration Partnership www.swansea2020.com
Swansea 2020 - Economic Equity Operational Aims 1.Implement targeted actions to enhance the success of job finding schemes and the development of employability skills. 2.Establish effective mechanisms to reduce the number of IS and IB recipients. 3.Provide better links between economic opportunity and social need, through, for example, social and community enterprise activity. Swansea Economic Regeneration Partnership www.swansea2020.com
The Challenge CCS employment rate around 70.7%. UK average around 74% - 4600 people would need to become employed to match UK average. To raise CCS employment rate by an overall 5% 6700 would need to become employed. DWP ’ s policy document “ Opportunity and Security Throughout Life ” outlines 80% employment aspirations for the UK – to meet that target in CCS 12460 would need to become employed. Swansea Economic Regeneration Partnership www.swansea2020.com
The “ Swansea Working ” Employment Gateway … wrapping provision around the person Project Staff will: Establish a City wide gateway project - participants registered with the project and tracked throughout process Engage effectively with those on inactive benefits, draw them into employability activities so that they make progress towards the world of work Develop tailored employability pathways and support packages with them Ensure they are appropriately mentored and their progress monitored against their action plans Create effective links between individuals and employers Swansea Economic Regeneration Partnership www.swansea2020.com
Engagement: Activities/Projects Assessment Mentor Match Bespoke Provision Menu- access to e.g. Volunteering opps Training/Skills provision ILM’s/ Neighbourhood Renewal projects Job Centre + Programmes Careers Wales West Health Service eg EPP etc Specialist Support Packages for Individuals eg Childcare “In work” benefits calculations Debt Advice Transport Substance Misuse advice etc JOB Specialist Vocational Training To raise the Employment Rate from current 70.7% by 5%, 6,700 economically inactive people would need to become employed. “SWANSEA WORKING” PERSON
Neighbourhood Management. Partnership working at a Neighbourhood level is crucial to improving and joining up services, ensuring residents concerns about what should be done are placed at the centre of delivery and for the delivery of better outcomes. Neighbourhood Management aims to provide communities with: Access - to local services. Influence - over priorities in their neighbourhood. Interventions - joint action partner agencies & the public. Answers - sustainable solutions & feedback on what is being done.
Organisational Strategy Organisational Strategy Integrated Policing Activity Integrated Policing Activity Evidence Based Deployment Evidence Based Deployment Dedicated Teams Dedicated Teams Locally Dependent Locally Dependent Public Priorities Public Priorities Collaborative Partnerships Collaborative Partnerships Intelligence Led Intelligence Led Community Engagement Community Engagement Performance Management Performance Management 10 Principles of Neighbourhood Management
Organisational Strategy with Partners Organisational Strategy with Partners Integrated Partnership Activity Integrated Partnership Activity Evidence Based Joint Deployment Evidence Based Joint Deployment Dedicated Teams & Partnerships Dedicated Teams & Partnerships Locally Dependent Locally Dependent Public Priorities Public Priorities Collaborative Partnerships Collaborative Partnerships Intelligence Led - sharing information Intelligence Led - sharing information Community Engagement Community Engagement Joint Performance Management Joint Performance Management 10 Principles of Effective Partnership Working
Engage 2 PublicIssues 3 Investigation & Analysis 4 PublicChoices 5 Plan & Action 6 Review 7 Root causes & stakeholders Public Meeting What matters most? Police Go Between Can we engage? Yes No Focus Group Public Meeting Surveys What matters? Research 1 Visible action Police Partners Public What do we know? Local Assessment Scanning Analysis Responses Assessment Community Engagement Model
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