New ideas, ground breaking policies and leading-edge practice are needed to transform public services that meet people’s needs and give them real choice, writes John Tizard, director of Collaborate
The public wants problems solved and services that meet their needs and choices. And yet, all too often, they are forced into accepting what is offered because services are organised to fit institutional systems, frameworks and silos that we have spent decades, even centuries, creating. And all this exacerbated by politicians, policy makers, commissioners, procurers and service providers from all sectors conditioned to think in terms of existing services rather than solutions to problems.
Consequently, innovation is stifled; new ideas and pragmatic solutions missed (or not even considered); and service provision based on the interests of service providers rather than the needs of citizens and their communities. Worse still, insularity and inward-thinking, especially at a time of austerity, frequently leads to inward self-protection.
The irony is stark, for in reality, many contemporary issues, especially complex social, economic and environmental issues require a range of agencies, often from across the public, business and social sectors in order to resolve them. This is increasingly recognised, but all too often it is evident only in theory and policy statements rather than in practice. Although there are fine examples of cross-sector collaboration that have and are delivering good outcomes for the public, regrettably, they are too often the exception..
All but the most statist of thinkers and ‘non-thinkers’ now accept that the public sector, whilst always retaining a principal role, cannot alone address all society’s needs and expectations – and nor should it. Nor can these needs be left to markets and the business sector alone. And neither should the voluntary sector alone be expected to automatically pick up what has rightly been a state responsibility in areas such as social care and welfare support. Whilst no one sector can deliver all the solutions all delivery should be values based
That said, to then argue that some outcomes ‘require’ contributions from the business and social sectors as well as the public sector should not be conflated with an ideological drive to reduce the role of the state and/or to outsource public services. Equally it is not correct to argue that every social and economic problem requires cross–sector solutions.
There are many examples of formal and informal collaboration between the sectors. working together in different ways. These vary from Local Enterprise Partnerships to public health initiatives to local recycling schemes to social care projects to prisoner rehabilitation to community-based initiatives aimed at building community resilience. The list goes on and on!. And some will be led or facilitated by public bodies whilst others will be spontaneous voluntary initiatives with no public sector involvement.
There is a compelling need to understand better what conditions contribute to effective collaboration; when it might be appropriate and when perhaps not; and what behaviours are required. We also need to understand how public accountability can be achieved, especially when public money is involved. And it is important that collaboration that is about securing better outcomes for the public is values-based and respects equality and universality.
Experience demonstrates that there are major barriers to achieving effective collaboration – its not at all easy. These barriers can be structural or relate to governance but most are behavioural and even cultural. Far too often, when attempting to collaborate, people do not take the time or effort to understand, share or speak to each other, communicating (it seems) in different languages and often not reflecting sufficiently on their own behaviours.
Leadership, a willingness to listen and respect others, curb personal ego’s and institutional interests – and share and cede power and resources are all essential but again rarely present in practice.
Collaboration is not the same as merger or even convergence between the sectors or the takeover of one by another. Nor can it be based on a traditional contracting model which is usually adversarial and far from collaborative. And the sectors have many important differences which should be respected – blurring accountabilities and spurious attempts to conflate the values of the sectors is both unhelpful and undermines the contribution that each can bring to the table.
This is why we have established ‘Collaborate’, to act as: a hub of new ideas, ground breaking policies and leading-edge practice; a centre of leadership and skills development; and a forum for conversation, debate and problem-solving between the business, social and public sectors. Uniquely, Collaborate will design and undertake all its programmes on a cross-sector basis.
Chaired by Lord Victor Adebowale, Collaborate is a community interest company funded by ‘founding investors’ from all three sectors. Based at London South Bank University with whom it partners, we will work with practitioners, academics and policymakers in the UK and internationally, pursuing a strategy overseen by a council comprising leaders from all sectors.
And significantly, the Public Management and Policy Association (PMPA) has moved from CIPFA to Collaborate – where we will build on PMPA’s excellent tradition over the coming months and years.
Our principal aim and driver, however, is to change behaviours and foster genuine respect and understanding between the sectors. This is essential if so many of our contemporary challenges are going to be properly addressed – and we are determined to be a game-changer in this debate.