Salford Equality Network Monday 29 June 2015 4 - 6pm Salford Suite 4 - 6pm Salford Suite.
Feedback and Advice about Delivery Planning for Salford NRA Team.
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Transcript of Feedback and Advice about Delivery Planning for Salford NRA Team.
![Page 1: Feedback and Advice about Delivery Planning for Salford NRA Team.](https://reader030.fdocuments.net/reader030/viewer/2022032612/56649ebe5503460f94bc8e92/html5/thumbnails/1.jpg)
Feedback and Advice about Delivery Planning for Salford
NRA Team
![Page 2: Feedback and Advice about Delivery Planning for Salford NRA Team.](https://reader030.fdocuments.net/reader030/viewer/2022032612/56649ebe5503460f94bc8e92/html5/thumbnails/2.jpg)
leadership
openness& honesty
systems &processes
outwardfacing
Decision making
objectives clarity
cultureuser
views
information
Audit Commission, Governance of Partnerships 2005
Partnerships need effective accountability
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What is this all about?Clarity and focus
Joined up nessDelivery planning
evidence
collaborationgood process
Strengthening the whole system…
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Key Factors in Organisational Transformation
How are we doing?OD Key FactorsPositive PurposeLeadershipAdequate scaleProductive relationshipsLocalised
ODPM Organisational Development Resource 2005
progress
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Positive Purpose
• Transformational purpose of process clear to some people
• Residual fixation with plans rather than planning
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Leadership
• Strong advocacy from top management in Council
• Visible leadership in PCT• Lack of clarity about
objective theme leadership in Economy and Environment
• Low visibility of some objective/theme leads-culture of substitution
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Adequate Scale
• Connections with other transformational initiatives not clear enough– Transform Salford
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Productive central-operational relationships
• New role of enabling core also a challenge– Tending– Tasking– Trusting
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Sensitivity to Local Circumstances
• Strengthening integration with existing processes:– Health planning– Liveability planning– CE Strategy
• But danger of disconnections from others:– Connecting People– Children’s Agenda– Sub-regional plans
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Getting more clarity and focus…
Weak integration of information of local knowledge and data
and across-
Tentativeinterpretationof information
Inadequateinformation
on needs/causes
Poor Mapping of Locality Picture-
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Improving collaboration…
• Some new people in the room
• Some new conversations• Several people getting
into new ways of doing business
• But default setting to fragmentation
• Residual self-protectiveness
Collboration leading tojoined up ness
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Community Engagement
Worklessness
Health
LEQ
Transport
Community Safety
Enterprise
Educational attainment
Housing
So far…
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How to get the most from the delivery planning process...
Minimum Aspiration• Improve technical skills
– Identifying information needs/sources– Providing and sharing information– Interpreting information for decision purposes– Creating plans that flow from evidence
• More coherent, consistent and plausible plans, incremental change but unlikely a significant impact on outcomes for local people
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and
• Pilot multi-agency locality planning– To stimulate innovation and differentiation in
service delivery– To develop the skills and arrangements for
tackling multiple deprivation at a neighbourhood level
– To learn about what works
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Or go for transformation…
• Engage leadership at the highest level across system through key events/conversations
• Visible leaders engage and model new behaviours
• Focus all change initiatives– Integrate delivery planning with other key change
programmes so as to reduce fragmentation, duplication and confusion
– Agree what the key whole system planning events/conversations need to be – resource them properly-use them to feed all planning processes
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What are the key conversations?
• Empowered Salford– People believe in themselves– People get involved in services and decisions that
affect them– People with expectations of a good life for themselves
and their family
• Working Salford– Quality of work opportunities and reward– Work as as empowering and rewarding, not
punishment
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and
• Happy, healthy Salford for everyone– Healthy lifestyle choices and opportunities– Inter-generational relationships– Focus on children and older people
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Whole Systems Planning Events
• Part of a change programme– Conversations across the system– Enhances ability to cope with complexity– Catalyzes new solutions– Transforms perceptions and relationships– Strengthens self-responsibility
• Whole system present taking responsibility• See the big picture before working on part of it• Capable of getting to causes not symptoms