Greg Burke Government Office for the North West

Too many people and places left behind despite major investment Economic marginalisation of entire communities Generational, cultural, emotional, physical and economic deprivation and dependency Too many targets, too much top-down diktat, too much muddle and waste, too much stifling of local ideas Lack of private sector investment (or interest) Failure costs money – chaotic families can cost £300k per year Local Integrated Services (LIS) – the problem

Public Services Now – the problem Department for Culture, Media & Sport DCMS Voluntary & community sector (includes co- operatives and charities VCS Department for Education DfE Department for Work & Pensions DWP Pension, Disability & Carers Service PDCS Her Majesty’s Revenue & Customs HMRC Homes & Communities Agency HCA Housing BenefitHB Council Tax BenefitCTB Local AuthorityLA National Offender Management Service NOMS Ministry of JusticeMOJ Strategic Health Authority SHA Primary Care TrustPCT General PractitionerGP Department of HealthDH Communities & Local Government CLG Glossary A complex network of public service providers and intermediaries engaging with people, families and neighbourhoods, often with VCS organisations helping people navigate or access the system (or filling service gaps). Direct DeliveryIntermediary Govt Dept Library GP Police Jobcentre Fire Social Landlord Social Services Probation Neighbourhood Team Children’s Services Hospital Drug Treatment Courts NOMS MOJ Home Office CLG DfE DWP PDCS HCA LA PCT SHA DH School HMRC Prison HB/ CTB DCMS Health Visitor VCS Key

The direction of control shifts, from the service providers to the person, family or neighbourhood, through the local budget holder commissioning on their behalves and to meet their needs. The connections between providers and suppliers are not visible to the person/people in need. People, families and neighbourhoods access support from a local budget holder. The local budget holder commissions integrated services from the range of public sector funders designed around the needs of the communities in which they operate. Local Integrated Services – the solution The VCS organisations are still active in this implementation model. They may, in the case of Social Enterprises and mutuals, be – or be a part of – the local budget holder. There may be a need for some individuals to get additional support simply to be able to access the local budget holder in the first place. And there will still be a need for VCS organisations to fill niche provision gaps or to provide the connections at the boundaries between types of services. Key Voluntary & Community Sector, including mutuals and co-operatives Library GP Police Jobcentre Fire Social Landlord Social Services Probation Neighbourhood Team Children’s Services Hospital Drug Treatment Courts NOMS MOJ Home Office CLG DfE DWP PDCS HCA LA PCT SHA DH School HMRC Prison HB/ CTB DCMS Health Visitor

A number of places are exploring the idea Government interested – builds on Total Place Could be ready to roll-out April 2011 Seen as a practical way of implementing the Big Society concept Needs increased flexibility and removal of barriers particularly around pooling of budgets and data sharing Generates increased community engagement and VCS involvement Requires Ministerial and official buy-in across Whitehall – some promising signs Awaiting Spending Review! Local Integrated Services – where are we?