1. The Big Conversation

2. Councillor John Merry What are the big challenges facing the City?

3. Barbara Spicer How are we going to respond to this? Public Service Reform driven by A focus on locality A focus on City Region Collaboration, collaboration, collaboration… Connecting people to opportunity

4. Public sector challenges 2010/13 Beyond the recession Kevin Brady/Martin Vickers/Chris Marsh

5. Public services spending squeeze: How should it feel? Pulling together OR Slash and Burn

6. Facing up to the “Perfect Storm” The simultaneous incidence of events, the combination of which amplifies the overall impact to extreme levels”

7. How high and when? Pressure on local funding and income generation Impact of the downturn on residents and businesses Pressure on capital reserves Pressure on Government funding Demographic and policy issues Local political ambitions

8. Challenges  National policy emphasis on the rights of residents  Personalisation of services  enabling people to tailor them to their preferences  Raising public expectations of value for money and more convenience  Much less money forcing public agencies to focus on their own priorities  More public scepticism about government action, speed of reaction to customer needs/demands  What do we stop doing? How much of what we do NOW is a throwback to what we have always done?  The danger of falling back into silo mentality

9. Opportunities  Major developments  Mediacity:UK  Building Schools for the Future  Housing investments  URC programme  much less public money forcing focus on efficiency through partnership  better information for citizens on service availability – and performance  national policies favouring localism or decentralisation  Building upon the successful joint work by partnership over the past few years  Review of core business, Commissioner v Deliverer

10. The “As-is” position

11. Total Place in Salford What is £1.8billion of public money spent on in Salford each year?

14. The customers perspective… Reaching out to the hard to reach!

15. Citizens Contacting the Council on Three or More Occasions Three contacts in the last 12 months

16. Council Tax Benefits Families All current ‘live’ claims

17. Broughton Citizens Contacting the Council on Three or More Occasions Three contacts in the last 12 months

18. Broughton Council Tax Benefits Families All current ‘live’ claims

19. Council Tax Benefits Claimants All current ‘live’ claims

20. The challenges ahead… Incremental Change Transformational Change

21. The challenges ahead… Incremental Change Transformational Change Observatory Joint Research and Intelligence Unit Joint Strategic Commissioning Multiple intervention families Improved data sharing Improved use of CAF Family Incentivisation packages

22. Improving Life Chances – the next step in the Connecting People journey GENETIC INHERITANCE SOCIAL CLASS (life chances of your parents) EDUCATION AND LIFELONG LEARNING CHILDHOOD POVERTY EARLY YEARS DEVELOPMENT FAMILY INC ACCESS TO FINANCIAL, SOCIAL AND CULTURAL CAPITAL PATTERNS OF LIVING ETC ATTITUDES AND ASPIRATIONS DISCRIMINATION OPEN AND EFFICIENTLY FUNCTIONING MARKETS AND INSTITUTIONS May be mutually reinforcing Life ChancesLife Outcomes Plus sheer luck Feedback loop PMSU 2004

23. A major GM level commitment to reform – made in Salford…..

24. Putting the pieces together – GM Life Chances Pilots Area Joint Needs Assessment Safe, Clean and Green Working Neighbour hoods Locality Children’s Services Health & well being Other services? Focus on the potential cost benefits of key enablers:- - Joint Commissioning - Improved customer journeys & family interventions - Engagement, outreach, brief interventions - Personalisation - Joint leadership and management - Research, intelligence, performance management and evaluation

25. Workshop 1 What are the key strategic priorities / imperatives and challenges over the next few years that the Executive needs to recognise as critical to the ongoing success of the city and where the partnership can add real value and make a difference by working collaboratively (more than the sum of the parts…) ? What do we need to give consideration to in regard to the relationship, role, responsibilities and accountability of the Executive to the City Region Governance machinery and critically with regard to the ‘single conversation’ with Central Government, the new duties around 16 – 19 provision and the deprived area pilots?

26. Dr Eileen Fairhurst/Mike Burrows Health casestudy

27. Workshop 2 What should be the Executive Board’s focus for developing a shared capacity programme across Salford public sector partners given the likelihood of extreme pressure ahead 2011 -16 with significant reducing public spending (up to 30%) ? How do we take real cash out of the public sector system yet maintain our strategic focus on the things that matter to the city? What are the enablers we have at our disposal? E.g. Joint commissioning; personalisation; Research and Intelligence; brief interventions and outreach development work; Life Chances Pilots. How can you respond to these challenges? What can YOU commit to today to develop and take forward?