兰德-One-Place,-One-Budget_-Approaches-to-pooling-resources-for-public-service-transformation_82页_3mb

Summary of "One Place, One Budget?"

Core Content

This report, commissioned by the Local Government Association (LGA), explores the concept of pooling resources for public service transformation through nine case studies across various UK regions. It identifies enablers and barriers to successful collaborative initiatives and proposes a 'reform deal' model as a potential framework for future public sector reform.

Main Objectives

• To examine how different places are using pooled resources to improve public services.
• To identify factors that enable or hinder the progress of these initiatives.
• To provide recommendations for a 'reform deal' that would involve commitments from both central government and local authorities.

Key Enablers

1. Pragmatic Approach

• Initiatives often build on existing practices and relationships.
• Prioritizing early progress and respecting existing boundaries.
• Implementing practical solutions that can be quickly deployed.

2. Use of Evidence and Data

• Data is crucial for creating common understanding and securing buy-in among partners.
• Combining data sources provides new insights and challenges assumptions.
• Shared data enables a comprehensive view of service users and improves coordination.

3. Outcome Focus

• Initiatives emphasize outcomes for residents rather than inputs or processes.
• Shared outcome frameworks guide strategic objectives and help align efforts across agencies.

4. Leadership and Behaviour Change

• Leadership style and organisational culture play a key role in transformation.
• Encouraging flexible working, collaboration among senior leaders, and new ways of problem-solving.

5. Skills Development

• There is a need for new skills and training to support collaborative working.
• Learning from other regions and sectors helps build capacity.

6. Involving Stakeholders

• Engaging businesses, voluntary bodies, and communities in service delivery.
• Encouraging local communities to act as co-producers of services.

Barriers to Further Progress

1. Multi-agency Relationships

• Managing relationships between different agencies is complex.
• Differing priorities and communication styles can hinder collaboration.

2. Data and Information Governance

• Legal and practical barriers to data sharing remain a significant challenge.
• Lack of clarity on governance and accountability structures creates uncertainty.

3. Funding and Outcome Timelines

• Mismatch between national funding priorities and local needs.
• Short-term funding cycles limit long-term planning and outcome focus.

4. Culture and Skills

• Divergent working cultures and skills can impede progress.
• Skills shortages in some areas pose a challenge to effective collaboration.

Reported Impacts

The following table outlines the reported or planned impacts from the case studies:

Place	Reported or Planned Impacts
Cambridge	£500m investment over 15 years, 45,000 jobs by 2031
Cheshire West and Chester	£13m benefits expected by 2017–2018, £570k savings in 2016–2017, 13% reduction in Children in Need cases
Cornwall	30% fall in emergency admissions, 40% reduction in long-term conditions admissions, 20% rise in well-being
Derbyshire	Geospatial mapping and customer segmentation to inform service design, 64 socio-demographic statistics used
Devon	Community conversations feeding into service reform, 11 locality leads, mapped public assets
Greater Essex	Pathways for vocational training and job choices, £150m non-cashable benefits expected, 8,000 apprenticeship places
Suffolk	25% reduction in crime, 26 outcome indicators used, 9% reduction in emergency admissions
Surrey	Family Support Programme scaled to 5,000 families, £30m fiscal benefits over 5 years, 17 partners involved
West Yorkshire	Combined Authority created, 9,000 jobs and 1,000 new houses planned by 2021, £370m public/private investment

Elements of a 'Reform Deal' Model

Asks of Central Government	Asks of Local Agencies
Pooling funding around complex issues	Developing clear goals for improved outcomes
Multi-year funding	Evidence-based programme design
Encouraging routine collaboration	Commitment to data collection and performance monitoring
Integrated commissioning	Robust governance and decision-making arrangements
Removing data sharing impediments	Developing an affordable offer
Supporting local initiatives with skills and secondments	Accountable leadership
Avoiding target-driven burden	Commitment to an ambitious agenda of change
Encouraging creativity and innovation	-

Conclusion

The report highlights the importance of collaboration, data use, and outcome-focused approaches in public service transformation. While the initiatives show promise, challenges such as data governance, funding mismatches, and cultural differences remain. A 'reform deal' model is proposed as a way to align government and local efforts, enabling more effective and sustainable change.