Title

The next agenda for Total Place needs to focus greater attention on the private sector, says Steven Foster. More for less, reduced public spending, rising resident expectations, the ageing population, value for money, decentralisation, democratic renewal... The local government buzzwords seem remarkably familiar – before, during, and after the general election. But, while today the drive for localism seems, if anything, more overt, the challenge for councils of making the journey successfully from policy to delivery is just as tough as it ever was. Total Place thinking seems to have entrenched itself as the key driving force for delivering a localist future, and can be expected to be at the heart of the new relationship between Whitehall and local authorities. With its roots in Michael Bichard's contribution to the Operational efficiency review, Total Place provides a convenient framework – and philosophy – for different public sector agencies to work together on a radical rethink over how to tackle major social issues. But, more significantly in the current financial climate, by considering how public money is spent in an area, the type and quality of services offered, and the degree to which services are joined up or duplicated, Total Place offers the compelling vision of delivering improved services for citizens while at the same time substantially reducing costs. That's the good news! Total Place has taken the shared services discussion from being principally about working across local authority boundaries to one that is rooted in sharing services within a locality. It has also taken the shared services discussion from the back office out into frontline service delivery. And not before time. Interesting as the Total Place findings are on new ways of working, the work, to date, still lacks a compelling story around achievable savings and benefits realisation. The key issue of who surrenders control and who receives the monetary benefit is by no means settled. But I have two concerns. The first is the extent to which the question of leadership and governance of partnerships, something which has so dogged the implementation of traditional shared services solutions, still remains unresolved. And second, what has almost been ignored through both official and unofficial pilots is the potential contribution the private sector might make to driving efficiency and collaborative working though service improvements and efficiency gains. The public sector is often, unfairly, caricatured as unable to make quick decisions. In part, this is because of the need for political clearance of direction, but it also reflects an organisational culture where inclusivity and involving colleagues is deeply embedded. The public sector is naturally collaborative, but can lack the discipline and rigour of commercial discussions which, as anyone who has procured services will know, forces the consideration of different scenarios and issues. So, I would urge a greater investment in early consideration of governance and leadership issues. Not just to address the question of how to make things better, but to approach head on the issues of what happens when the parties disagree. As a private sector service-provider, I know that putting in place procedures for disagreement is a necessary companion to visioning a great new future. One goes with the other. I can declare my hand. I believe in public-private sector partnerships and I sincerely hope the next round of Total Place pilots considers the role and potential contribution of the private sector. But, winning a contract with a local authority is just the start of a journey. The economic pressures have forced a radical rethink of most commercial relationships, and the public-private interface is no different. Service-providers – such as Mouchel – want to be involved in the creation of new ideas, and have a positive contribution to make. All our customers want better value for money, and the new Total Place – or perhaps, better referred to as the localism – agenda should challenge us as much as our public sector partners. Include us, challenge us, and share the benefits. Isn't that what Total Place is trying to achieve? Projects tend to fail if they are not built on solid foundations. Governance arrangements are perhaps the most important aspect of collaborative ventures such as Total Place, and an aspect which too often appears not to be addressed satisfactorily. Similarly, private sector service-providers have a lot to offer, are here to be challenged and want to be part of the process. Get it right, and there will be enormous benefits. And, given the current financial situation in the UK, the public sector – and its partners – cannot afford to get it wrong. Steven Foster is senior director at Mouchel Management Consulting

Title

WHITEHALL

Total Place must include the private sector

SUBSCRIBE TO CONTINUE READING