Alternative Governance - SPINE


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Alternative Governance - SPINE

  1. 1. SPINE Public library services in the East of England working together Mike Hosking
  2. 2. SPINE <ul><li>We are: </li></ul><ul><ul><ul><li>Cambridgeshire, Norfolk, Suffolk, Essex, Thurrock, Southend and Hertfordshire </li></ul></ul></ul><ul><li>Existing relationships and record of joint working </li></ul><ul><ul><ul><li>(SCL and Co-East) </li></ul></ul></ul><ul><li>Strategic endorsement by corporate directors </li></ul><ul><ul><ul><li>(ADASS) </li></ul></ul></ul><ul><li>Drivers </li></ul><ul><ul><ul><li>Financial, </li></ul></ul></ul><ul><ul><ul><li>Strategic </li></ul></ul></ul><ul><ul><ul><li>Professional </li></ul></ul></ul>
  3. 3. Start up <ul><li>Gaining early agreement to a vision and common purpose </li></ul><ul><ul><ul><li>Different starting points for original six, now seven, partners. </li></ul></ul></ul><ul><ul><ul><li>Rules of engagement </li></ul></ul></ul><ul><li>Feasibility funding from Improvement East </li></ul><ul><li>Working to an ‘ambitious’ timetable </li></ul><ul><li>First milestones- governance and project management resource </li></ul>
  4. 4. Our project approach <ul><li>AGILE Project - active participation - hot house, SCRUM, spikes, deep dives….this new terminology describes a more intense and focussed style of project working </li></ul><ul><li>Fast paced work-streams, starting high level then identifying areas for more detailed analysis </li></ul><ul><li>Everyone committed to putting in substantial capacity </li></ul><ul><li>Working to an ambitious timetable </li></ul>
  5. 5. <ul><ul><li>Potential to achieve 25% savings over 3 years </li></ul></ul><ul><ul><li>Achievable within timescale </li></ul></ul><ul><ul><li>Satisfies legal and statutory requirements </li></ul></ul><ul><ul><li>Manageable risk </li></ul></ul><ul><ul><li>Transferable and scaleable to other services, other authorities within the region, and to other regions </li></ul></ul><ul><ul><li>Attractive to all stakeholders </li></ul></ul>Key criteria
  6. 6. <ul><li>Two delivery models have been designed </li></ul><ul><li>They will require different forms of governance in terms of delivery vehicles </li></ul><ul><li>Working on a cost benefit analysis to enable the board to decide which option goes ahead </li></ul><ul><li>Appointed a consultant to test the robustness of the appraisal </li></ul><ul><li>Appraisal complete by 12 th August for a board decision on the 19 th August </li></ul>Where we are…
  7. 7. Two models <ul><li>Shared services delivered by a single point, through a traded service or similar, offering stock management and supply, best practice, opportunity generation and horizon scanning for a number of specialisms. Leaving front line delivery and management (possibly) with councils. </li></ul><ul><li>Full and separate regional library service, doing everything, via a separate legal entity. Commissioned by the local authority which retains statutory responsibility </li></ul>
  8. 8. Stakeholders <ul><li>Corporate sponsors </li></ul><ul><li>Improvement East </li></ul><ul><li>SCL (East of England) </li></ul><ul><li>MLA </li></ul><ul><li>Councillors </li></ul><ul><li>Staff </li></ul><ul><li>Citizens or customers </li></ul><ul><li>Communities </li></ul>
  9. 9. Potential benefits / outcomes <ul><li>Service improvement V’s damage limitation </li></ul><ul><li>Opportunity for us to do things differently: </li></ul><ul><ul><li>how will the offer and delivery of it change? </li></ul></ul><ul><ul><li>maximise use of new technology </li></ul></ul><ul><li>Attract Investment </li></ul><ul><li>Reduce costs / economies for scale </li></ul><ul><li>Do it once for all </li></ul><ul><ul><li>avoid duplication </li></ul></ul><ul><ul><li>standardise policies and process </li></ul></ul><ul><li>Improve customer experience </li></ul><ul><ul><li>pooled knowledge and resources </li></ul></ul>
  10. 10. Learning and transferability <ul><li>.. Its been a journey (and will continue to be) </li></ul><ul><li>Change is difficult, wherever you are </li></ul><ul><li>Conceptual agreement to sharing or relinquishing control can be challenging when it stops being theoretical (turkeys and Christmas!) </li></ul><ul><li>But we have experienced and are modelling remarkable professionalism, which is open and frank and not determined by self interest </li></ul><ul><li>We have built stronger relationships, deepened our mutual understanding, and have a strong basis for what happens next. We’ll need these, especially at this stage when we are going to discuss and agree which model we take ahead </li></ul>
  11. 11. <ul><li>Current pace of change - time is running out! </li></ul><ul><ul><li>Started December 2009 </li></ul></ul><ul><ul><li>Implement April 2011 </li></ul></ul><ul><li>Financial – </li></ul><ul><ul><li>obtaining accurate costs </li></ul></ul><ul><ul><li>reliable budget projections </li></ul></ul><ul><ul><li>cash flow </li></ul></ul><ul><li>Members accepting radical solution </li></ul><ul><li>Regional efficiencies V’s local offer </li></ul><ul><li>Need for continued community involvement </li></ul><ul><li>Legality </li></ul><ul><li>Investment </li></ul>Challenges
  12. 12. Conclusions <ul><li>The drivers and the precedents get more and more pressing as the budget situation gets clearer and tougher </li></ul><ul><li>Working together offers opportunities to preserve and vitally to continue to develop the best of the excellent public library services that we have – do we have any other choice? </li></ul><ul><li>What is success? </li></ul>
  13. 13. Contacts <ul><li>Charles Harvey </li></ul><ul><li>SPINE Project Manager </li></ul><ul><li>Essex County Council </li></ul><ul><li>01245 244951 </li></ul><ul><li>mob: 07786125595 </li></ul><ul><li>[email_address] </li></ul><ul><li>Mike Hosking </li></ul><ul><li>[email_address] </li></ul>