1. New Structures, New Outcomes: the implications of the concordat

2. The main changes since May 07
3 changes in government – UK, Scotland, local
New relationship local/Scottish Government – the concordat
Focus on outcomes
Contract culture
‘declutter the landscape’
New Futures Funding already devolved/gone

3. Scottish Government National Performance Framework
7 high level targets
- Solidarity: increase overall income earned by 3 lowest deciles by 2017
- Cohesion: narrow the gap between the best and worst performing regions by 2017
- Participation: labour market participation: to maintain position as top performing country in UK and narrow gap with top 5 OECD countries by 2017

4. Scottish Government 15 national outcomes
2: more and better employment opportunities for our people
3: better educated and more skilled
4: young people are successful learners, effective contributors
7: we have tackled the significant inequalities in Scottish society
9: we live safe from crime, disorder and danger

5. Scottish Government 45 national indicators
None directly refer to employability/ employment
7: increase the proportion of school leavers in positive and sustained destinations
10: decrease the proportion of individuals living in poverty
13: increase the social economy turnover
30: reduce no of people with severe literacy and numeracy problems

6. Scottish Government Economic strategy
Focus on solidarity and cohesion
Continuing the work of Workforce Plus
Potential gendered approach
‘everyone should be supported to achieve their potential’
Tackling structural barriers
Joined up services

7. Economic strategy (2)
Help people through transition points e.g care system, homelessness, substance misuse, offending)
Targeted support for the most disadvantaged within universal service
UK initiatives to complement Scottish
Strong role for 3rd Sector

8. Local Government
During 2008/9 each local authority to produce a single outcome agreement based on national outcomes and local outcomes/ priorities
Possibility of agreements with Community Planning Partnerships in future
Further reductions in ring fencing of funds
Simpler performance reporting system

9. Local level ‘decluttering of landscape’ – fewer larger providers
32 different sets of priorities
Contract culture – implications
Cherry picking of those closest to labour market?

10. Contract culture
Impact on relationship: partners or commissioner/provider?
Impact on quality/ qualifications/ staff retention/service development/ethos and values
Choice for service users?

11. Measuring what’s happening
Little national monitoring
Homelessness Monitoring Group, but lesser role
Potentially different measuring in different areas
Understanding what is a positive outcome/ effective service (i.e. not only rewarding cherry picking)
Persuading commissioners what is a positive outcome/ effective service

12. Preparing the case Developing agreed outcome measures
Make the case for ‘ethical contracting’
Recognise trend away from multiple needs
Potential work on cost benefit analysis
Making outcome measures useful for internal service planning – not simply bureaucratic necessity
Stagnation or development