Local public service reform
Published on:This document summarises the findings of our work and identifies sources of help that may be useful to local areas and government departments supporting local public service reform.
This document summarises the findings of our work and identifies sources of help that may be useful to local areas and government departments supporting local public service reform.
The Better Care Fund has not achieved the expected value for money, in terms of savings, outcomes for patients or hospital activity.
Local authorities have kept up levels of capital spending but face pressure to meet debt costs and maintain investment in existing assets.
The Department for Education recognised since 2010 that child protection services are not good enough but its subsequent response has not yet resulted in better outcomes. Spending on children’s social work, including on child protection, varies widely across England and is not related to quality. Neither the DfE nor authorities understand why spending varies.
UK Government says it is on track to meet target to resettle 20,000 Syrian refugees by 2020. Local authorities’ ability to secure suitable school places and houses a risk to success. NAO estimate programme will cost £1.12bn by 2020.
Devolution deals to devolve power from central government to local areas in England offer opportunities to stimulate economic growth and reform public services for local users, but the arrangements are untested and government could do more to provide confidence that these deals will achieve the benefits intended
This report highlights the issues our case study areas told us were important to them in carrying out the Care Act. Local authorities may find their experience informative as they continue to develop their own approaches to carrying out the Care Act.
The Department of Health now needs to gain a better understanding of the different ways to commission personalised services for users, and how these lead to improvements in user outcomes.
The CQC, the independent regulator of health and adult social care in England, has made substantial progress but needs to recruit and train staff and build a new organisational culture.
Fire and rescue authorities have managed funding reductions well. The Department for Communities and Local Government should, however, seek greater assurance that authorities are maintaining service standards and delivering value for money locally
Services and outcomes for people with neurological conditions need further improvement.
This paper explores the principles departments should use to manage provider failure. There is room for improvement in the way failure of providers is considered and managed.
The government has made a commitment to improve support for young people leaving foster or residential care in England but the system is not working effectively.
While the impact of the Pupil Premium will take time to become clear, it has the potential to bring about a significant improvement in outcomes. However, the Department for Education and schools have more to do.
This Departmental Overview is one of 17 we are producing covering our work on each major government department. It summarises our work on the Department for Communities and Local Government during 2013-14.
The Government did not meet its goal of transferring by 1 June 2014 all people with learning disabilities and challenging behaviour, for whom it was appropriate, from mental hospitals into the community.
Overall spending on discretionary local welfare support by central and local government has reduced since April 2013. The consequences of this gap in provision are not understood.
The first phase of the Care Act has been implemented well, but this places new responsibilities on local authorities whose core funding is being significantly reduced.
Over 10 million people who used public services (about 1 in 5) in the UK last year faced problems with the services. Detriment can and does occur. But users find the complaints and redress systems confusing.
Wave 1 City Deals encouraged cities to develop capacity to manage devolved funding and increased responsibility. It is too early to tell what impact they will have on growth.