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Principles Index . Briefings
Home . Revitalise Our Services Index
 Principles
to Revitalise Scotland's Public Services
Public
Service NetworksIntroductionIn
April 2003 UNISON Scotland launched its manifesto for Scotland's public services,
Revitalise our Public Services. The centrepiece of that manifesto
was our principles for public service renewal. In this series of briefings we
expand on these principles setting out our positive agenda for the revitalisation
of Scotland's essential public services. What
are Public Service Networks (PSN)?PSNs are essentially
an agreement between public service providers to work jointly on a project usually
by pooling resources and working to a common action plan. They differ from the
much-hyped use of the word "partnerships" which is often used to disguise
the privatisation of public services. PSNs do not substitute or replace the role
of public services or attempt to hide a loss of capacity. In
a changing environment networks are a more rapid and effective method of responding
to change than constant boundary reviews and statutory reorganisation. PSNs can
also bring together the fragmentation of services brought about by privatisation
and the growth of un-elected public bodies. They offer co-operation not competition
and the opportunity to make effective use of ICT and economies of scale without
centralised control. While public bodies can engage in networks that involve various
organisations, the prime focus should be in forging networks of Public Service
Organisations (PSOs). The overall
aim is to encourage a spirit of co-operation, communication and mutual support
across Scotland's public services. A concept severely damaged by the introduction
of market forces to our public services. Why
Public Service Networks (PSN)?Public Service Organisations
increasingly need to collaborate and work jointly to provide public services.
This has already led to partnership working, recognising that many problems require
a multi-agency solution. In a relatively
small country like Scotland PSOs are often organised on a smaller scale to ensure
local responsiveness and accountability. This means that they may lack the scale
too effectively deliver some services. This in turn leads to calls for reorganisation
into larger less responsive units, boundary changes or the privatisation of some
services. The perceived need to respond
to public policy concerns often leads governments to the conclusion that to be
seen to be taking action requires the establishment of a new body or the centralisation
of a service. This brings the service closer to the minister responsible but further
from the service user. This is well illustrated by the growth of the un-elected
quango state, often at the expense of democratically elected local councils. The
latest example in ‘Partnership for a Better Scotland' is the
proposed single agency to deliver custodial and non-custodial sentences. A knee
jerk reaction to public concern over crime. How are
Public Service Networks Organised?PSN's require
comprehensive agreements that cover strategic objectives, shared vision and priorities,
resource commitments, responsibilities and overall control and management. The
key elements include: - Responsibilities
for delivering specific services.
- Financial
controls, investment, budgets and the allocation of risk
- Agreed performance standards, accountability and action plans.
- The application of different organisations' policies and procedures.
- Provisions for the terms and conditions of staff.
- Arrangements for the active involvement of users, community representatives
and trade unions. This includes representation on joint boards and the capacity
to participate.
- Appropriate access to specialist
advice and services when these cannot be sourced in-house.
- Conditions for the termination of the PSN.
The
key driver of a PSN is the needs of the service and the user. Unlike Public Private
Partnerships which are driven by the requirements of markets and private companies. The
Advantages of Public Service NetworksThe main advantages
of PSN's are: - Avoiding major boundary change
and constant reorganisation in response to changing service needs. A typical public
service reorganisation results in at least four years disruption to the service.
- Providing a quick and effective response to service change.
- Taking advantage of economies of scale particularly in purchasing.
- Enabling the provision of effective common services across PSO boundaries.
Most
importantly, PSNs retain the public service ethos in delivering public services
across sectors and fits in with other key principles of public service renewal. Public
Service Networks in ActionA number of current joint
working initiatives have the potential to be developed into effective Public Service
Networks. The largest is Joint Future facilitating community care between health
and local government. On a smaller scale Clinically Managed Networks in the NHSiS.
The common services approach in health and police are examples of the economies
of scale gained by networking across Scotland. All of these examples have had
their problems largely because they have had to operate within the legacy of a
market approach to public services or they have not fully organised as PSNs in
the way described above. The future potential for PSN's is considerable.
ConclusionPublic
Service Networks provide a real opportunity to change the culture of Scotland's
public services from a narrow competitive approach to one were co-operation is
the norm. Responding quickly to the need for service change whilst developing
a genuine involvement of staff and service users. ContactsLisa
Manus -
l.manus@unison.co.uk Dave
Watson -
d.watson@unison.co.uk @
The P&I Team
14 West Campbell St
Glasgow G26RX
Tel 0845 355 0845
Fax 0141-307 2572 top | 
Scotland's
public service union 
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