29 th February 2008 Liberty Stadium Swansea. Welcome Councillor Chris Holley Leader of the City &...

OurAmbition 5

29th February 2008 Liberty Stadium Swansea

OurAmbition 5

OurAmbition 5

WelcomeCouncillor Chris Holley

Leader of the City & County of Swansea

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IntroductionPaul Smith

Chief Executive, City & County of Swansea

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Aims for Today

• Shape the New Community Strategy

• Shape Swansea’s Local Service Board

• Share Progress from Our Partnerships

• Opportunity to Network & Share Ideas

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Sessions

• Delivering through Our Partnerships

• Developing Our Local Service Board

• Developing Our New Community Strategy

• Delivering through Open Projects

• Summary

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Consultation & Feedback

• Through activities

• Through evaluation forms

• On table cloths

• Any time afterwards to:

[email protected]

mailto:[email protected]

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Delivering ThroughOur Partnerships

Session 1

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Better Swansea Partnership Update

Paul SmithChief Executive

City & County of Swansea

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Better Swansea Partnership Update

• Achievements 2007

• Development of Swansea’s New Community Strategy

• Development of Swansea’s Local Service Board

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The Better Swansea Partnership

• Community Strategy Partnership

• Includes:– Key Agencies– Strategic Partnerships– Voluntary, Business &

Public Sectors

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The Better Swansea Partnership

“A body of decision makers not a decision making body”

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Achievements 2007

• Updated the Community Strategy

• Overseen the development of Swansea’s Local Service Board

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Achievements 2007

• Produced regular partnership news updates through the ‘Better Swansea Briefing’

• Held Strategic Workshops on a wide range of issues

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Developing Swansea’sNew Community Strategy

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The Community Strategy

• The Community Strategy is the overarching plan for Swansea

• It includes our 2020 Vision

• First produced in 2004

• Updated annually since

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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

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New Draft Guidance

• Long term strategy based on “thorough analysis of needs & priorities”

• Should reflect local, community, regional and national Priorities

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New Draft Guidance

• 10-15 year vision

• Action plan including outcome targets and Local Delivery Agreement

• 3 or 4 Year Cycle and Annual Review

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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

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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…

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Developing Swansea’sLocal Service Board

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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

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Swansea’s Local Service Board

• Proposals developed since Our Ambition 4

• Wide ranging debate and engagement

• Scrutiny Review

• Aim to finalise in the summer

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Current LSB Proposal

• Build on existing structures – no new meetings

• ‘Open Projects’ to tackle the ‘wicked’ service delivery issues

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• 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

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• 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

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• ‘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

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Service Delivery Issues

• Around 15 issues identified by so far by partnerships

• Each will be defined as a citizen centred outcome

• Further work required

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2 Case Studies For Today

• Economic Inactivity

• Neighbourhood Management

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Partnership Updates

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Making a Better Swansea

for

Children and Young People

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SwanseaCare & RepairSwanseaCare & Repair

T.O.P.I.C. HouseT.O.P.I.C. House

Commended - ClodOlder People StrategyStrategaeth Pobl Hyn

Commended - ClodOlder People StrategyStrategaeth Pobl Hyn

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Developing OurLocal Service Board

Session 2

Collaborative Governance: Collaborative Governance: Lessons from evidenceLessons from evidence

Professor Helen Sullivan, Professor Helen Sullivan, UWEUWE

Swansea workshopSwansea workshop

29 February 200829 February 2008

Key principlesKey principles

• Collaboration is costly so use Collaboration is costly so use sparinglysparingly

• Relationships underpin/undermine Relationships underpin/undermine collaborationcollaboration

• Evidence essential to enable shared Evidence essential to enable shared judgements on progressjudgements on progress

Recent review: 12 Recent review: 12 messagesmessages1.1. Collaboration is not a panaceaCollaboration is not a panacea

2.2. Clarity of purpose is fundamental Clarity of purpose is fundamental 3.3. Decide who does what Decide who does what 4.4. Trust is a key ingredient Trust is a key ingredient 5.5. Collaboration needs appropriate leadershipCollaboration needs appropriate leadership6.6. People collaborating need the right skills and People collaborating need the right skills and

attributesattributes7.7. Governance arrangements must be proportionateGovernance arrangements must be proportionate8.8. Measure and manage collaborative performance Measure and manage collaborative performance 9.9. Take resource needs seriouslyTake resource needs seriously10.10.Delivery is a bigger challenge than strategy Delivery is a bigger challenge than strategy 11.11.Engage meaningfully with citizensEngage meaningfully with citizens12.12.Promote learningPromote learning

Williams, P and Sullivan, H (2007) Working in Williams, P and Sullivan, H (2007) Working in collaboration: Lessons from theory and collaboration: Lessons from theory and

practice, NLIAH, practice, NLIAH, WalesWales

Swansea Swansea challengeschallenges

Setting priorities for the Setting priorities for the LSBLSB

• Outcomes Outcomes – Must be key to Swansea ‘story’Must be key to Swansea ‘story’– Things that cannot be achieved any other wayThings that cannot be achieved any other way

• What does success look like?What does success look like?– Defining the difference made as clearly as Defining the difference made as clearly as

possible (data for baseline and future targets)possible (data for baseline and future targets)

• Nature of challengeNature of challenge– Transformation or improvementTransformation or improvement

Setting priorities for the Setting priorities for the LSBLSB

• How can we influence change?How can we influence change?– Evidence from elsewhereEvidence from elsewhere– Scope for local applicationScope for local application– Appreciating risksAppreciating risks

• How do we know if we are getting How do we know if we are getting there?there?– Target settingTarget setting– Action planningAction planning– TimetableTimetable

• Ensuring we’re doing the right thingsEnsuring we’re doing the right things– External challenge and scrutinyExternal challenge and scrutiny

What works in delivery?What works in delivery?

• ContextContext– What levers do you have to make change What levers do you have to make change

(carrots, sticks, sermons)?(carrots, sticks, sermons)?– What are the risks and constraints?What are the risks and constraints?

• CapacityCapacity– Are the right people with the right skills in the Are the right people with the right skills in the

right places?right places?– Are lines of accountability clear across the Are lines of accountability clear across the

system?system?– Is project management in place?Is project management in place?– Are resources available?Are resources available?

What works in delivery?What works in delivery?

• ClarityClarity– Goals – what constitutes ‘delivery’?Goals – what constitutes ‘delivery’?– Target setting and timescale for Target setting and timescale for

improvementimprovement– Active performance managementActive performance management

• CommunicationCommunication– Managing relationships with stakeholdersManaging relationships with stakeholders– Acting on feedback from Acting on feedback from

users/citizens/communitiesusers/citizens/communities

AccountabilityAccountability

• Different lines of accountability exist Different lines of accountability exist – key is to avoid conflict– key is to avoid conflict

• FinancialFinancial• PerformancePerformance• DemocraticDemocratic

• Need to distinguish between internal Need to distinguish between internal and external accountability and and external accountability and create spaces for bothcreate spaces for both

LeadershipLeadership

• InstitutionalInstitutional– Council: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:Senior politicians and senior officers:

• Need to distinguish rolesNeed to distinguish roles

– Service leaders:Service leaders:• Need to be able to access: boundary spanners, Need to be able to access: boundary spanners,

project managers, capacity buildersproject managers, capacity builders• Must be linked to the mainstream Must be linked to the mainstream

Co-ordinationCo-ordination

• Resist the urge to set new things up Resist the urge to set new things up (unless old things are removed)(unless old things are removed)

• Map collaboration in SwanseaMap collaboration in Swansea• Make horizontal and vertical Make horizontal and vertical

connectionsconnections• Invest in support functionInvest in support function• Review regularlyReview regularly• Challenge WAG where necessaryChallenge WAG where necessary

Citizen-centred?Citizen-centred?

• What does ‘citizen-centred’ mean?What does ‘citizen-centred’ mean?– Needs and aspirations (multiple and diverse)Needs and aspirations (multiple and diverse)– PersonalisedPersonalised– ResponsiveResponsive– ‘‘Joined-up’Joined-up’– Well-beingWell-being

• Needs application across public service Needs application across public service system not just Swansea system not just Swansea Partnership/LSBPartnership/LSB

Citizen-centred?Citizen-centred?

• How are citizens How are citizens involved?involved?– CommunicationCommunication– ConsultationConsultation– ChoiceChoice– Decision makingDecision making– Co-producersCo-producers

• How are citizens How are citizens involved?involved?– As individualsAs individuals– Voluntary and Voluntary and

community community organisationsorganisations

– Local councillorsLocal councillors

Are expectations of citizens’ desire for involvement realistic? What are the implications of this?

Collaborative Governance: Collaborative Governance: Lessons from evidenceLessons from evidence

Professor Helen Sullivan, Professor Helen Sullivan, UWEUWE

Swansea workshopSwansea workshop

29 February 200829 February 2008

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Developing OurNew Community Strategy

Session 3

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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

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Proposal # 1 Citizen Centred Vision

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Proposal # 2 Horizon Priorities

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Proposal # 3 Open Projects

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Delivering throughOpen Projects

Session 4

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What’s Different About Open Projects?

Jeremy StephensHead of Strategic Projects and Performance

City & County of Swansea

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Open Projects

• Designed to engage as wide a range of stakeholders as possible

• Focused on achieving clear and agreed outcomes

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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.

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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

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Governance

Each Open Project will:• Be sponsored by a ‘Public

Service Leader’• Be project managed through

a lead partnership• Consult effectively with local

Councillors

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Governance

Each Open Project will:• Engage with Community &

Town Councils, Community Partnerships & Community Groups

• Report progress via the Better Swansea Partnership

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Market Research Challenge

• Who are the most important stakeholders?

• How should they be communicated with?

Tackling Economic Inactivity

Better Swansea Partnership February 29th 2008

Swansea Economic Regeneration Partnership www.swansea2020.com

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 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.


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.


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


En

gag

em

en

t: A

ctiv

itie

s/Pro

ject

s

Ass

ess

men

t

Mento

r M

atc

h

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

etcSpecialist Support

Packages for Individuals eg

•Childcare•“In work” benefits

calculations•Debt Advice•Transport•Substance

Misuse advice etc

JOB

Specialist Vocational Training

To raise theEmployment

Rate fromcurrent

70.7% by 5%,

6,700 economically

inactive people

would needto become

employed.

“SWANSEA WORKING”

PERSON

‘Neighbourhood Management’

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 StrategyOrganisational Strategy

Integrated Policing ActivityIntegrated Policing Activity

Evidence Based DeploymentEvidence Based Deployment

Dedicated TeamsDedicated Teams

Locally DependentLocally Dependent

Public PrioritiesPublic Priorities

Collaborative PartnershipsCollaborative Partnerships

Intelligence LedIntelligence Led

Community EngagementCommunity Engagement

Performance ManagementPerformance Management

10 Principles of Neighbourhood Management10 Principles of Neighbourhood Management

Organisational Strategy with Organisational Strategy with PartnersPartners

Integrated Integrated Partnership Partnership ActivityActivity

Evidence Based Evidence Based Joint Joint DeploymentDeployment

Dedicated Teams & Dedicated Teams & PartnershipsPartnerships

Locally DependentLocally Dependent

Public PrioritiesPublic Priorities

Collaborative Collaborative PartnershipsPartnerships

Intelligence Led - Intelligence Led - sharingsharing information information

Community EngagementCommunity Engagement

Joint Joint Performance ManagementPerformance Management

10 Principles of 10 Principles of EffectiveEffective Partnership WorkingPartnership Working

EngageEngage

2

PublicPublicIssuesIssues

3

InvestigationInvestigation& Analysis& Analysis

4

PublicPublicChoicesChoices

5

Plan &Plan &ActionAction

6

ReviewReview

7

Root causes &Root causes &stakeholdersstakeholders

PublicMeetingWhat matters most?What matters most?

Police

Go Between

Can we Can we engage?engage?

Yes

No

Focus GroupPublic Meeting

Surveys

What matters?What matters?

ResearchResearch

1

Visible action Visible action

Police

Partners

Public

What doWhat dowe know?we know?

LocalAssessmentScanningScanning

AnalysisAnalysis

ResponsesResponses

AssessmentAssessment

Community Engagement ModelCommunity Engagement Model

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Summary of the Day

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29 th February 2008 Liberty Stadium Swansea. Welcome Councillor Chris Holley Leader of the City &...

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