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Learning the lessons Presentation to the Neighbourhood Management Conference Geoff White

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Cities Research Centre, University of West of England - Marilyn Taylor ... May be easier for some (eg Chester) but not for others (eg Greenwich)...priorities ... – PowerPoint PPT presentation

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Title: Learning the lessons Presentation to the Neighbourhood Management Conference Geoff White


1
Learning the lessons Presentation to the
Neighbourhood Management ConferenceGeoff White
Tim Thorlby November 2002
2
Purpose
  • To present the findings from the scoping phase of
    the evaluation.

To understand whats working well . . . and not
so well
. . .do all management approaches work the same ?

3
Content
Introduction to the SQW team . . . . . . and to
the scoping work 1) Findings 2)
Implications General Pathfinders 3) Next
steps for the evaluation
4
Introducing the SQW team
  • SQW is leading and managing the interim
    evaluation to 2004 . . . supported by
  • Cities Research Centre, University of West of
    England - Marilyn Taylor
  • GFA Consulting - Geoff Fordham
  • University of Cambridge, Department of Land
    Economy - Peter Tyler
  • European Institute of European Affairs - Michael
    Parkinson
  • MORI NOP - Bobby Duffy and Richard Glendinning

5
. . . and the scoping work
  • First step was fact-finding and familiarisation -
    scoping
  • understand the conditions in which Pathfinders
    operate
  • describe their objectives, structures, procedures
    projects
  • assess quality of baselines and suggest
    improvements
  • identify key risks likely to affect delivery of
    Programmes
  • learn lessons from set up launch of the
    Pathfinders
  • pick up on the issues to explore in the rest of
    the evaluation

6
(1) Research Findings
  • Scoping research undertaken in all 20 Pathfinders
    in May/June
  • . . . a formative stage but key features
    lessons emerging
  • Brief findings on
  • (a) Local conditions possible implications
  • (b) Pathfinder structures partners
  • (c) Early progress
  • (d) Early issues

7
(1a) Local conditions
  • 20 Pathfinders all small areas, deprived, most 2
    5000 hholds, all regions mix of urban
    /seaside /edge-of-town
  • Reviewed local conditions context
  • Area conditions
  • Residents characteristics
  • Location/accessibility
  • Possible to group Pathfinders by
    conditionshelping or hindering. Good mix of
    pilots, but also implications for strategy
  • Affects scope of activities eg. some need
    housing investment
  • Prospects for bending ? May be easier for some
    (eg Chester) but not for others (eg
    Greenwich)priorities may differ
  • Intensity extent of pop turnover
    inter-generational poverty

8
(1a) Local conditions (contd)
  • Institutional context differences
  • 19 covered by at least one ABI, but few
    inherited specific partnershipsmostly new
    partnerships
  • 12 Pathfinders in NRF areas, 8 not
  • 11 Pathfinders with two-tier local authority
    structure
  • Issue for evaluation to explore...what difference
    will this make ?

9
(1b) Pathfinder structures partners
  • Early daysbut same basic model Board, Manager
    Team, 4-5 theme groups, Council as Accountable
    Body, with some differences
  • Board composition
  • most have all sectors
  • 60 of all reps are community/resident/councillors
  • 2 have resident majority, 2 have no voting
    providers
  • Gaps local businesses, Local Learning Skills
    Councils
  • Structure? eg. Woolwich Common runs Sure Start
  • What difference does it make ? What works ?

10
(1c) Early progress
  • Community good levels of engagement, using wide
    range of approaches
  • Fora, neighbourhood committees, youth reps,
    direct elections, Citizens Panel, etc
  • Service providers good level of involvement
    from most organisations in most areas
  • Partnership structures good progress in
    establishing decision-making structures
    recruiting Managers, etc
  • Mindsets starting to change ? Something new

11
(1d) Early issues.
  • Baselines/evidence
  • OK improving area conditions baselines
  • Gathering and using data on public services
    (quality, scale, take up, expenditure) is very
    difficult significant area for development by
    all
  • Outcomes priorities
  • Do they reflect baseline issues ? Are they
    specific enough ?
  • Too ambitious too much too soon ! Need 2-3
    priorities in 1 year, accept that change for some
    themes will be slower

12
(1d) Early issues.(contd)
  • Projects vs Process
  • Activities were sometimes ambiguousNM needs to
    focus on mainstream processes, more than short
    term projectsold habits die hard ? Do partners
    appreciate that the process is the programme ?
  • Support
  • Most Pathfinders concerned about key risks
    barriers will (can?) service providers bend
    and change as required ?
  • Pathfinders need active support at district,
    regional national level

13
2) Implications
  • a) Neighbourhood management general
  • Baselines and outcomes
  • Engagement of service providers users
  • Risk assessment management
  • b) NM Pathfinder Programme
  • Integrated programme management
  • Portfolio management
  • Complementary action

14
2a) General baselines outcomes (1)
Ensuring that objectives and outcomes drive
project selection and resource allocation
15
2a) General baselines outcomes (2)
Making sure that aims and outcomes are driven by
need
16
2a) General engaging stakeholders
Engaging stakeholders for specific purposes
17
2a) General managing risks
Identifying risks and working on contingency plans
  • Internal
  • Neighbourhood management competencies and skills
  • Partnership arrangements tensions and
    conflicts
  • Restrictive accountability requirements -
    insufficient flexibility for innovation (but
    still need good systems)
  • Stakeholder engagement
  • Insufficient capacity for extent and/or
    intensity of engagement required
  • Disenchantment and disengagement of residents
  • Insufficient incentive for engagement of service
    providers at appropriate levels
  • External factors ? Large scale redundancies,
    failure to secure investment

18
2b) Pathfinders integrated management
Making sure all guidance/advice to Pathfinders is
fit for their purpose and uses consistent
framework
  • Ensure Pathfinders get bespoke advice guidance
    e.g. Performance Measurement Framework,
    Appraisal Guidance, Delivery Plans
  • Use consistent framework and vocabulary in all
    communications the PMF, appraisal guidance,
    monitoring and evaluation
  • Make sure that evidence on what works is drawn
    from more than just Pathfinders e.g. NDC, LSP,
    Scottish Executive
  • Improve teamwork for advice help NRU, GORs
    and NRAs

19
2b) Pathfinders portfolio management
Treating the programme as research development
and managing it as a portfolio of projects
  • More systematic mapping and assessment of
    Pathfinders distributed data-base
  • Identification of extent/nature of risks
    rewards link with contextual conditions
  • Improving evidence-led targeted support from NRAs
    to tackle common problems
  • Being more pro-active in pursuit of good practice
    and selling it
  • Consider complementary actions in support of
    Pathfinders

20
2b) Pathfinders complementary action
Identifying main risk areas . . .
  • Assessing local conditions that might aggravate
    Pathfinder task particularly where they have
    changed e.g. major redundancy
  • Identifying local problems beyond the capability
    of the Pathfinder to address e.g. major housing
    investment needs
  • Spotting intransigence amongst service providers
    to the need for change

. . . And setting in train complementary actions
by NRU and GORs to support the work of the
Pathfinders
21
3) Next steps for the evaluation
  • Research follow-up from scoping
  • Scoping Summary
  • Good practice note
  • Developing public service baseline/improving
    area conditions baseline
  • Review of PMF and develop VFM framework
  • Consumer surveys all Pathfinders
  • Case studies in effective channels of impact
  • Crime / community safety ?
  • Environment / street-scene ?
  • 2002/2003 Annual Review (brief)
  • . . . This stage to be
    completed by April 2003
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