Solace IS Transformation Work Call to Action December 2023

Solace/IS Transformation Work – Call to Action
December 2023
 
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Framework document launched at Solace
conference 2022
CEO working group established in Dec 2022
Quarterly in-person and fortnightly meetings
since January 2023
Anchors paired, sponsors identified, and terms
of reference drafted
Leadership development offer created
Mandate from Leaders to proceed
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Unlock Community Action 
&
 Enable a
functioning, trusted local and central government
relationship
Lead council and cross-sector partnerships with a
focus on outcomes 
& 
Tackle inequality and meet
the needs of all citizens
Design for People’s Needs 
& 
Create Digital,
Design and Technology Enabled Transformation
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Ensuring our work links to the Local Governance Review
and European Charter of Local Self-Government 
Thinking about how our work aligns with, and adds value
to, the Verity House Agreement  
Considering how the workstreams (and projects)
complement and support existing Solace portfolios
 
Ensuring our work complements and enhances existing
programmes of work already underway within Local
Government 
Holding onto the long-term prize, whilst seeking to
achieve savings and efficiencies in the short-term
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The call for radical public sector reform is not “new”
Reforming the delivery of services is
not only a matter of fiscal necessity. We also have to implement
reforms that improve the quality of public services to 
better meet the
needs
 of the people and the communities they seek to
support.”  
(
Christie, 2011)
But the need is
 “
Scotland remains riven by inequalities
: in wealth, in education,
in health and in opportunity. We face huge challenges in renewing
our society and our economy in the aftermath of the pandemic.
While climate change looms larger and more frightening than ever.  
Audit work consistently shows a 
major implementation
gap
 between policy ambitions and delivery on the ground
”.  
(Auditor General for Scotland, 2021)
Therefore, the approach to reform needs to change
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Tackle cause
not symptoms
Create the capacity and the ability
to 
prioritise expenditure on public services
which prevent negative outcomes from arising
.
“Short-termism
” 
is one of the major barriers
to the adoption of preventative approaches
in public services, with resources tied up
in 
dealing with short-term problems, to the
exclusion of efforts to improve outcomes in the
long term
”.  
(Christie, 2011)
Understand lived experienced and
the root cause of the challenges
Identify what needs to be
delivered nationally, regionally, and
locally
Maximise scarce resources -
digital capabilities, data analysis, skills,
capacity
One public sector that works
alongside communities and the third
sector for the benefit of the people
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Three ‘Calls to Action’
1.
for officer-led whole system dialogue on public service reform
2.
for participation in transformation projects over the next 12 – 18 months
3.
for capacity to lead and deliver the transformation work
Great opportunity to influence and shape the future by……..
Participating in the delivery of the workstreams
Contributing thinking and ideas
Networking and building relationships with colleagues
Participating in leadership development, enhancing skills/experience
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1
 
“The challenges facing local government cannot be tackled alone. There is a need
for public services to re-evaluate their roles & relationships to ensure a
person/community centred approach, through the design and delivery of more
integrated services and approaches that address cause and not symptom”
Supports delivery of anchors 2 (
Lead council and cross-sector partnerships with a
focus on outcomes) and 6 (Tackle inequality and meet the needs of all citizens)
Aims to focus on people through a ‘public sector plc’ that tackles inequality at the
root in order to improve everyone’s life chances
Good intent amongst public service agencies to work collaboratively for the good of
the people but evidence suggests behaviours and actions need to change
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1
Need for a deep and meaningful dialogue on public service reform in a safe space,
between officers in local government, Scottish Government and peer organisations
Driven and led by local government through Solace (office bearers & anchor leads),
with involvement of COSLA officers, local government professional associations etc.
Long-term ambition - positive & radical reform implemented over 3 to 5 years, with
work in motion and dialogue commencing in autumn to winter
Workstream 1 aligns with Verity House Agreement, and Chief Executive Working
Group will feed into the COSLA Special Interest Group on the outputs
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2
Supports delivery of anchors 1 (Unlock community action), 3 (
Enable a functioning,
trusted local and central government relationship), 4 (Design for People’s Needs) and
5 (Create Digital, Design and Technology Enabled Transformation)
Aims to deliver a limited number of focused projects in 12 – 18 months, to help local
authorities achieve savings/efficiencies and develop a bank of research and evidence
that will be helpful in identifying longer-term solutions
Runs in parallel with workstream 1 and delivers building blocks – e.g. sets a
foundation for collaboration and joint working across local authorities
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2
Collaboration within the local government sector on procurement
Analysis of local government’s statutory and discretionary services
The full implementation of Crerar for Local Government
Development of a Digital To-Be State for Scottish Local Government
Identification of new digital shared services that could be delivered
nationally or regionally
Repository of examples of active communities / participatory design
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Working towards our ambitious vision to transform
public services in Scotland
Delivering:
confident and competent leaders who deliver radical
change
successful collaborations
transformed public services in Scotland
leaders who can tackle these future challenges/
leadership for the future
The think piece presents a unique opportunity for
colleagues to be part of a programme of work that has
the potential to transform public services in Scotland
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A network for aspiring Chief Executives, Directors and
Heads of Service
Led and supported by Chief Executives
A programme of events that focus on the anchors and
associated workstreams, bringing colleagues together
to explore topics and challenges 
Opportunities to contribute to the anchors – what is it
we would like to do but need support from colleagues
across Scotland to deliver transformative innovation?
Selecting areas that align with your council and CPP
priorities
Participating with an open mind and an intention of
learning, exploring and sharing collectively
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Supporting leaders to capitalise on their professional
agency and lead courageously
Generating ideas and energy for the anchors and
associated workstreams, expanding our thinking
Building collective solutions
Inspiring and motivating colleagues to progress their
ideas
Networking and building relationships with colleagues
across councils
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Contributing to a workstream
Web pages with information and updates
Case studies
Research
Sharing learning across projects
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Our journey towards transformation includes launching a framework document, establishing a CEO working group, and conducting regular meetings. The focus is on unlocking community action, fostering partnerships, tackling inequality, and leveraging digital technologies. Key considerations involve aligning with governance reviews, adding value to agreements, and complementing existing portfolios. The vision for transformation emphasizes public sector reform to address inequality, renew society post-pandemic, and bridge the gap between policy ambitions and ground delivery. Moving forward, the approach emphasizes tackling root causes and prioritizing capacity-building.


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  1. Solace/IS Transformation Work Call to Action December 2023

  2. Our Journey Our Journey Framework document launched at Solace conference 2022 CEO working group established in Dec 2022 Quarterly in-person and fortnightly meetings since January 2023 Anchors paired, sponsors identified, and terms of reference drafted Leadership development offer created Mandate from Leaders to proceed

  3. Our Transformation Anchors Our Transformation Anchors Unlock Community Action & Enable a functioning, trusted local and central government relationship Lead council and cross-sector partnerships with a focus on outcomes & Tackle inequality and meet the needs of all citizens Design for People s Needs & Create Digital, Design and Technology Enabled Transformation

  4. Key Considerations Key Considerations Ensuring our work links to the Local Governance Review and European Charter of Local Self-Government Thinking about how our work aligns with, and adds value to, the Verity House Agreement Considering how the workstreams (and projects) complement and support existing Solace portfolios Ensuring our work complements and enhances existing programmes of work already underway within Local Government Holding onto the long-term prize, whilst seeking to achieve savings and efficiencies in the short-term

  5. Vision for Transformation Vision for Transformation The call for radical public sector reform is not new Reforming the delivery of services is not only a matter of fiscal necessity. We also have to implement reforms that improve the quality of public services to better meet the needs of the people and the communities they seek to support. (Christie, 2011) But the need is Scotland remains riven by inequalities: in wealth, in education, in health and in opportunity. We face huge challenges in renewing our society and our economy in the aftermath of the pandemic. While climate change looms larger and more frightening than ever. Audit work consistently shows a major implementation gap between policy ambitions and delivery on the ground . (Auditor General for Scotland, 2021) Therefore, the approach to reform needs to change

  6. Actioning the Way Forward Actioning the Way Forward Tackle cause not symptoms Understand lived experienced and the root cause of the challenges Create the capacity and the ability to prioritise expenditure on public services which prevent negative outcomes from arising . Identify what needs to be delivered nationally, regionally, and locally Short-termism is one of the major barriers to the adoption of preventative approaches in public services, with resources tied up in dealing with short-term problems, to the exclusion of efforts to improve outcomes in the long term . Maximise scarce resources - digital capabilities, data analysis, skills, capacity One public sector that works alongside communities and the third sector for the benefit of the people (Christie, 2011)

  7. Our Call to Action Our Call to Action Three Calls to Action 1. for officer-led whole system dialogue on public service reform 2. for participation in transformation projects over the next 12 18 months 3. for capacity to lead and deliver the transformation work Great opportunity to influence and shape the future by .. Participating in the delivery of the workstreams Contributing thinking and ideas Networking and building relationships with colleagues Participating in leadership development, enhancing skills/experience

  8. Workstream 1 Call to Action for officer Call to Action for officer- -led whole system dialogue on public service reform dialogue on public service reform led whole system

  9. Solace/IS Transformation Programme Solace/IS Transformation Programme Workstream 1 Workstream 1 The challenges facing local government cannot be tackled alone. There is a need for public services to re-evaluate their roles & relationships to ensure a person/community centred approach, through the design and delivery of more integrated services and approaches that address cause and not symptom Supports delivery of anchors 2 (Lead council and cross-sector partnerships with a focus on outcomes) and 6 (Tackle inequality and meet the needs of all citizens) Aims to focus on people through a public sector plc that tackles inequality at the root in order to improve everyone s life chances Good intent amongst public service agencies to work collaboratively for the good of the people but evidence suggests behaviours and actions need to change

  10. Solace/IS Transformation Programme Solace/IS Transformation Programme Workstream 1 Workstream 1 Need for a deep and meaningful dialogue on public service reform in a safe space, between officers in local government, Scottish Government and peer organisations Driven and led by local government through Solace (office bearers & anchor leads), with involvement of COSLA officers, local government professional associations etc. Long-term ambition - positive & radical reform implemented over 3 to 5 years, with work in motion and dialogue commencing in autumn to winter Workstream 1 aligns with Verity House Agreement, and Chief Executive Working Group will feed into the COSLA Special Interest Group on the outputs

  11. Workstream 2 Call to Action within local government for Call to Action within local government for participation in transformation projects over participation in transformation projects over the next 12 the next 12 18 months 18 months

  12. Solace/IS Transformation Programme Solace/IS Transformation Programme Workstream 2 Workstream 2 Supports delivery of anchors 1 (Unlock community action), 3 (Enable a functioning, trusted local and central government relationship), 4 (Design for People s Needs) and 5 (Create Digital, Design and Technology Enabled Transformation) Aims to deliver a limited number of focused projects in 12 18 months, to help local authorities achieve savings/efficiencies and develop a bank of research and evidence that will be helpful in identifying longer-term solutions Runs in parallel with workstream 1 and delivers building blocks e.g. sets a foundation for collaboration and joint working across local authorities

  13. Solace/IS Transformation Programme Solace/IS Transformation Programme Workstream 2 Workstream 2 Collaboration within the local government sector on procurement Analysis of local government s statutory and discretionary services The full implementation of Crerar for Local Government Development of a Digital To-Be State for Scottish Local Government Identification of new digital shared services that could be delivered nationally or regionally Repository of examples of active communities / participatory design

  14. Workstream 3 Call to Action within local government for Call to Action within local government for capacity to lead and deliver the capacity to lead and deliver the transformation work transformation work

  15. Ambition for Leadership Development Ambition for Leadership Development Working towards our ambitious vision to transform public services in Scotland Delivering: confident and competent leaders who deliver radical change successful collaborations transformed public services in Scotland leaders who can tackle these future challenges/ leadership for the future The think piece presents a unique opportunity for colleagues to be part of a programme of work that has the potential to transform public services in Scotland

  16. Leadership Practitioner Forum Leadership Practitioner Forum A network for aspiring Chief Executives, Directors and Heads of Service Led and supported by Chief Executives A programme of events that focus on the anchors and associated workstreams, bringing colleagues together to explore topics and challenges Opportunities to contribute to the anchors what is it we would like to do but need support from colleagues across Scotland to deliver transformative innovation? Selecting areas that align with your council and CPP priorities Participating with an open mind and an intention of learning, exploring and sharing collectively

  17. Leadership Practitioner Forum Leadership Practitioner Forum Supporting leaders to capitalise on their professional agency and lead courageously Generating ideas and energy for the anchors and associated workstreams, expanding our thinking Building collective solutions Inspiring and motivating colleagues to progress their ideas Networking and building relationships with colleagues across councils

  18. Building Involvement Building Involvement Ways to Engage and Contribute Ways to Engage and Contribute Contributing to a workstream Web pages with information and updates Case studies Research Sharing learning across projects

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