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

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

The challenge for the provision of public services is considerable and has been clear since the end of 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

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

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

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

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

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

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

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

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 Renfrewshire with 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. Lanarkshire with3 partners identified and others to come Joint Development of Support Services led by East Renfrewshire and Inverclyde with 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

Outcomes so far 12

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

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

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

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