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Integrating local public services: the workforce issues

The public sector needs to find radical new ways to deliver local services more tailored to local needs while saving significant costs. To help achieve this, many councils and their local public services partners are integrating their services, cutting out duplication and waste, and providing more joined-up services for service users.

Examples of integrated working include:

  • place-based working (formerly Total Place), developing a place-based budget and a ‘whole area’ approach to public services
  • children’s trusts and services
  • adult services, such as mental health, learning difficulties and services for older people or those with disabilities
  • joint appointments and joint working with health services on health inequality issues
  • frontline shared services projects such as ‘one-stop shops’ or shared benefit assessments.

Integrating local public services raises many potential workforce issues for councils and their partners including:

  • new working methods and arrangements for staff
  • changes to roles, structures, job descriptions, and required skills
  • staff relocation
  • secondments to a different organisation or transfer to new employers
  • resolving differences in pay, terms and conditions for staff from different organisations working side-by-side.

This web resource focuses on these key issues and:

  • highlights the key strategic issues for members, for chief executives and other senior managers
  • provides general advice, options and things to consider
  • offers more detailed technical advice for human resources (HR) leads.

In this section

  • Key issues for councillors Last updated 11 August 2010

    The workforce implications of integrating local public services raise many issues for leading councillors. Here are some key messages and steps.

  • Key issues for chief executives and senior managers Last updated 11 August 2010

    The workforce implications of integrating local public services raise many challenges and opportunities for chief executives and senior managers.

  • Defining integrated working Last updated 11 August 2010

    There are many different forms and levels at which local public services can be integrated.

  • Key questions to consider at the start Last updated 11 August 2010

    There are some key questions to be considered when starting to address the workforce issues in setting up integrated local public services.

  • HR and employment law framework Last updated 22 June 2010

    These pages provide introductory guidance on the key HR and employment law issues related to cross-organisational transformation.

  • Equality frameworks and integrated services Last updated 19 November 2010

    The Equality Framework for Local Government is the model for other public sector equality frameworks. All public sector frameworks are now based on five performance areas and three levels of achievement. This enables cross-sector benchmarking and stronger partnership working.

  • Organisational redesign and restructuring Last updated 11 August 2010

    Redesigning and restructuring one organisation successfully is challenging. Doing it across two or more organisations takes even more leadership, skill and determination. The successful major change programmes share a set of common features that can help future change programmes to succeed.

  • Workforce planning Last updated 11 August 2010

    Workforce planning involves senior managers considering a series of questions, then planning and implementing a programme of action to address the key issues identified. Where local public services are integrated, or there is close partnership working or shared local workforce issues, there are benefits in undertaking this process on a local area basis.

  • Partnerships and shared services Last updated 11 August 2010

    Councils are considering collaboration with other service delivery agencies in a number of ways. The workforce issues arising from this way of working should not be underestimated.

  • Managing in a multi-agency context Last updated 11 August 2010

    A multi-agency approach to public service delivery may require a radical shift in the way councils design and deliver their services. This will impact significantly on how councils employ, organise and manage their staff.

  • Managing workforce changes: HR lessons learned Last updated 11 August 2010

    Changing an organisation’s structure creates new expectations concerning roles, responsibilities, relationships and behaviours. Change management must be carefully considered by councils and their partners.

  • Integrating local public services: workforce case study reports Last updated 13 July 2010

    With the practice of integrated partnership working in relative infancy, the following case study reports describe work currently being undertaken. Updates and emerging good practice learning points are published as they happen.

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