1. Public Service Reform Board & the VCS

2. Rationale
“The Metropolitan Local Authority Chief Executives agreed...that the future of good public service delivery required co-ordination across a broad range of public sector agencies.
....invitations to join the West Midlands Public Service Board were extended to the heads of key public sector bodies operating in the Metropolitan West Midlands.”
- Public Service Board Terms of Reference

3. Priorities (1)
Provide leadership..to achieve economic growth and a better quality of life for citizens in the area through the provision of seamless public services at less cost.
Ensure that, at a strategic level, “joined up” priorities and outcomes are achieved.
Identify opportunities to better use public expenditure (aligning budgets, joint planning, resource allocation and shared investment agreements)

4. Priorities (2)
Act as agents for joined-up working and transformational change...championing new forms of delivery across range of workforces
Lead on the identification and agree future pipeline interventions
Commission/establish other “task & finish” groups to deliver on the agreed work programme/agenda.

5. Challenges
20% increase in public service productivity would close the funding gap in the WMCA area
Evidence shows that “capacity to change” is low within public service organisations
Focus now needs to be on culture change, alongside increased productivity
“Troubled Individuals” approach is considered key to public service reform

6. What can the VCS offer? Alternative business and delivery models
Ability to remodel quickly
Experience of working under significant budgetary pressures
Range of perspectives in each public service area

7. What can the VCS offer?
Many good local examples of what’s working well
Involvement in pre-existing public service partnerships
Social policy intelligence and evidence
Infrastructure in place to organise and coordinate VCS efforts