The SPC and University of Winchester held their second joint seminar on public health and wellbeing in March 2019. The event follows on from the seminar we held in 2018 on our ageing society, and explored how we can prepare for a better quality of life in later years. Our speakers looked at diet, exercise and mental health. An audience of over 150 took part in a lively discussion afterwardsliving-well-seminar-summary-final
Our report for the Blagrave Trust outlining practical policy recommendations to address some of the issues facing young people in Hampshire, Portsmouth and Southampton can be read below.SPC-Blagrave-Trust-Report-April-2019-With-Appendixes-2
Since their establishment in 2010, Local Enterprise Partnerships have been integral to economic growth across England, providing a channel for government investment in infrastructure, skills and innovation. A joint Southern Policy Centre/PwC seminar held at the beginning of December exploredhow our local LEPs see their future role and discussed how they can help fulfil the needs of the Central South of England.
Julian Gray of PwC opened the discussion by suggesting that the urban South Coast was a great place to live, but that it underperformed economically. The session’s Chair, John Denham, reminded us that LEPs are big spenders, but that their activities were ‘under the radar’ for many, and they needed to be accountable to business and local communities.
John reflected on the suggestion of Lord Jim O’Neill, former Treasury minister, at a recent Southern Policy Centre seminar that the central South lacked ‘a distinctive, “stand-out” proposal which built on unique local strengths and offered …. a clear sense of local identity and place’.
Gary Jeffries, Chair of Solent LEP, saw a compelling vision of the central South coast as a ‘world class coastal economy’, building on our existing strengths. He suggested that a strong component of that vision should be the marine and maritime economies, but without neglecting other strengths in medicine, space technology and the wider knowledge economy.
Gary noted the proposed changes to LEP boundaries (now approved by ministers) which would see the New Forest area become part of Solent LEP. The parts of Test Valley, Winchester and East Hampshire districts which were currently part of Solent LEP would join the rest of their district in EM3. This would strengthen Solent’s coastal focus.
The LEP want to shape a distinctive local industrial strategy which builds on what we do well, and provides an investment plan which will support the growth of these sectors and of our economy, tackling infrastructure under investment and low productivity.
Alastair Welch, director of ABP’s Southampton port, highlighted the significance of the port in the UK’s global trade. Southampton was not ‘the end of the line’ but a ‘gateway to the world’. We should lobby hard for the investment to help us maintain this pre-eminence, which has many wider benefits for the central South’s economy.
We should be ‘thinking big’ and ensuring we invest in what is already excellent in our local economy to maintain our world-leading status. That will ensure we send a message about the success of our local economy, rather than a gloomy assessment of weaknesses. They could only be addressed, Alastair suggested, by building on our local strengths.
Presentations concluded with an assessment from Zoe Green from PwC of what would make a good local industrial strategy. Zoe’s experience with the national pilot on these strategies made clear that government ministers wanted to see investment in areas and sectors which can unlock local, regional and national growth. The best strategies would be ambitious and offer a distinctive vision for a place – highlighting its brand, assets, talent and even ‘liveability’.
A good strategy would also be based on robust partnerships between the public and private sector, which allowed the area to explore new ways of working. In Zoe’s view, collaboration across boundaries was vital to realising the vision for what the central South can be. That transcends organisational boundaries and presents a picture of how partners can deliver change at a scale which will have real economic impacts. In some areas, neighbouring LEPs in the pilot programme had taken a more strategic overview of their local industrial strategies, making a persuasive case for investment by highlighting shared aspirations and ambitions.
The discussion that followed these presentations echoed the need for an ambitious vision that businesses could get behind. One speaker endorsed the need for our area speaking with a coherent collective voice, and the need to avoid being parochial. Others spoke about our shared identity and the many things that bind us together.
Many of the businesses present were keen to get behind an ambitious vision for our future, and there was some discussion about the process for developing local industrial strategies, including the timetable – with Zoe pointing out that Government’s aim was to have all in place by early 2020.
The LEPs are already building the evidence base for their strategies, and will want to involve local businesses and communities in shaping their vision. Attendees at our seminar reflected the enthusiasm for that collaborative approach, and the desire for an ambitious, positive statement about what the central South can achieve.
SPC and PwC hope to arrange further events as our local industrial strategies progress. We look forward to working with our LEPs and businesses to help shape our shared future.
Is there a strategy for the central South? A new SPC project
There is a widely-shared fear that central southern England is not attracting the additional resources and powers that are being enjoyed in other regions.
The former Treasury Minister, Lord Jim O’Neill, has criticised previous devolution proposals from central southern England, saying that they failed to identify clear priorities and distinctive outcomes for the area.It is clear that progress in the future will depend on developing a clear regional strategy with broad political, business and public sector buy-in. It is also clear that the government has backed some sub-regional strategies (for example the Oxford-Cambridge corridor) with no formal devolution deals in place.
Many strategy documents and plans have been published for central southern England by LEPs, local authorities, statutory undertakings and business organisations. However, it is difficult to find an overview of these proposals, let alone an assessment of whether they create a coherent and complementary set of policies.
The new SPC project aims to address that shortfall. Rather than re-open the sensitive and difficult topic of devolution structures, we want to address the underlying question: is there a coherent strategy for central southern England? And, if not, where are the gaps and omissions?
There is no comprehensive collation of the current strategies in place or being developed in the region. The project will bring that analysis together. It will cover for example: LEPs and cross-LEP initiatives; government, LEP and local authority-backed bodies such as Transport for the South-East; local authority strategies for development planning, transport, housing and local economic strategies; private sector-led initiatives from organisations such as EEF, FSB, CBI, IoD and Business South, and major employers such as ABP.
Taken together, existing plans and strategies cover most of the issues that would be contained in a regional strategy. Some are quite local in focus, but many have regional and national significance. But, covering different geographies and sometimes developed in silos, it is not clear whether taken together they form a coherent, integrated approach. Nor is it clear what weaknesses and omissions exist. Aspiration and the capacity to deliver are not the same thing.
There is an urgent need to highlight the major problems we face collectively in the central South and assess how best they can be meet through a coherent regional strategy. Our project will allow us to take that overview of the plans and strategies for our region and their efficacy.
By doing so, we can help develop a clear and shared statement of regional priorities. This will be of immediate value to any organisations seeking to champion the region but also provide the core content of any future devolution discussions.
The SPC project
Our initial research will support a series of stakeholder seminars that will examine the main policy areas in turn. The seminars will be based on a series of original analyses which summarise current plans and proposals. These papers, writtenin an accessible and non-academic style, and based on close collaboration with the appropriate LEPs, local authorities and other bodies, will be presented to an audience of key business interest, public authorities and other stakeholders.
Seminar structure: It is proposed to cover two related topics in each seminar. This will provide the best balance between attracting the appropriate audience for each event and giving sufficient time to discuss proposals. Our initial proposal is to cover the following topics (although this may be amended as research results emerge):
Seminar 1: planning and housing
Seminar 2: transport and infrastructure, including broadband
Seminar 3: higher education and innovation
Seminar 4: learning, skills and productivity (covering both HE and FE)
Seminar 5: energy and sustainability
The seminar discussions will be moderated to focus on areas of consensus support, and to identify significant issues that are inadequately covered by existing strategies. The final project will summarise the seminar conclusions. It will highlight the policies that clearly command widespread support as regional strategies. It will also identify areas for further development.
The report will be presented to a wide range of stakeholder groups and also to the region’s elected politicians.
We want to acknowledge the generous support for the Barker Mill Estate for this project. We are seeking organisations willing to host each of the five seminars.
Our researcher, James Dobson, started work on 22ndOctober on a five-month contract.
The project is being overseen by a steering committee with representatives from local government, business, Westminster and LEPs.
Prof John Denham, Director, Southern Policy Centre
Speaking at an SPC seminar in May 2017, Lord O’Neill said that the only proposal that was even considered by Ministers was that from Portsmouth-Southampton-IoW. The proposal has now been rejected by government.
Since their establishment in 2010, Local Enterprise Partnerships have been integral to economic growth across England. In July this year the Government sought to strengthen their role, making proposals designed to ensure they are fit for purpose. Join us for our free seminar, organised in conjunction with PwC, which offers an opportunity to learn how our local LEPs see their future role and discuss how they can help fulfil the needs of the Central South of England.
Date: Monday December 3rd. 8.30am – 10.30am
Venue: PwC, 3 Ocean Way, Southampton. SO14 3TJ
The full event flyer can be seen here: SPC:PWC LEP seminar flyer
Our area has a rich arts and cultural offer, with a wide variety of organisations and strong levels of public engagement. Our report, undertaken on behalf of Arts Council England and with support from the Partnership for Urban South Hampshire (PUSH), examines the collaborative arrangements which exist to facilitate joint working between arts and cultural organisations in Dorset, Hampshire and the Central South coastal unitary councils.
To read the report, click here: SPC Collaborative Culture Report Revise October 2018 – WEB VERSION
The Central South is recognised as having some of the highest housing costs outside London. Our report, undertaken on behalf of Enterprise M3 LEP and Radian housing association, reviews the cost of house rental and purchase in our region and quantifies those costs, showing how they have increased in recent years. It also explores the impacts of those costs on the affordability of housing, on patterns of rental and purchase, and on commuting behaviour.
At the heart of this study is an examination of how the Central South’s business community believe high housing costs affect them. Drawing on survey data and interviews, it reveals a concern for their ability to recruit to professional, technical and support roles, and a fear amongst some that an inability to attract skilled staff will force them to re-examine plans for growth and investment, and perhaps even consider relocation.
To read the full report, click here: SPC Housing Report Revise October 2018 – WEB VERSION
Despite its perceived affluence relative to other parts of the UK, pockets of severe multiple deprivation exist across the South Coast region. This research offers a timely corrective to over-simplistic ideas of an English North-South divide by highlighting the significance of ‘hidden’ deprivation in affluent areas. It also provides some depth and nuance to our understanding of the broader effects of deprivation, which is relevant to the ongoing debate about the ‘left behind’ in Britain and the drivers of social upheaval and political disaffection. To read the summary report click here: MAKING ENDS MEET summary
For the full report, click here: MAKING ENDS MEET full report
On March 22nd the University of Winchester and Southern Policy Centre co-hosted a seminar to explore the impact on the Central South of England of the changing make-up of our society. The event was chaired by Professor John Denham, Director of the Southern Policy Centre, and heard presentations from Lord Geoffrey Filkin of the Centre for Ageing Better, Alex Whitfield from the Hampshire Hospitals Foundation Trust and Graham Allen from Hampshire County Council. The audience of nearly 200 took part in a discussion after the presentations.
The growth of the Central South’s older population was outlined in a background briefing paper prepared by the Southern Policy Centre for the seminar. That quantified the increasing proportion of our population who will be over 65, together with the anticipated increase in age related health conditions and the social challenges posed by an ageing population.
All present recognised that these demographic changes presented opportunities for individuals and communities: the challenge was to ensure older people could enjoy a good quality of life and continue to contribute to society. That depended on older people continuing to enjoy good health and social care, having stable finances, feeling part of their community and having a sense of purpose.
Our discussion focused on the first of those challenges, ensuring our health and social care services were ready to meet the challenge of an ageing society. The context is a growing national appreciation of the funding challenges facing the NHS and local government, and a projected £20bn funding gap for these services by 2025.
There was a consensus that, whilst national politicians needed to grasp the nettle of funding and give a clear direction on future fiscal policy, the solution lay in local leadership. It was for society as a whole, and not just the NHS, to ensure that the local challenge was properly understood and collective responses found. Whilst the health service and local councils both faced immediate crises, it was essential they were not deflected from finding longer term solutions.
Five broad, and inter-related themes emerged from presentations and discussion:
- Solutions must be driven by reliable data on local circumstances. Understanding local trends and healthcare priorities allows us to understand what we need to change and where our efforts are best directed. The picture for the Central South will differ from that for London, Manchester or Norfolk. Local initiatives have made better use of data to forecast demand and provide a good start.
- Enabling digital or technology-driven solutions, which were both more efficient for service users and cost effective for providers. They also facilitate service integration, which has both operational and financial benefits. There are good examples locally of how the NHS and local councils are using technology to provide more immediate, personalised support to older people. Technology can also be a key support to more co-ordinated, integrated care, enabling collaboration and leading to better outcomes.
- Collaboration across the health, local government, voluntary and private sectors to integrate services and explore new models of delivery. Managing people’s health and care needs is a seamless process and the organisational response needs to be seamless. There is also a significant role for community-based organisations and volunteers.
Presenters gave good examples of local initiatives which brought together providers, the challenge is to ensure the shift in organisational culture which allows us to overcome institutional barriers and jealousies. There is a challenge to national politicians to move away from a compartmentalised view of public services.
- Shaping care and support around patient needs and wishes rather than medical or service interventions. A more patient-centred approach is at the heart of several local initiatives by health and care providers. They are designed to give better outcomes for individuals, but can also promote a better use of resources.
- Early intervention to encourage healthier lifestyles and behaviours. Addressing current problems of poor diet, lack of physical activity, alcohol consumption and smoking, and, linked to all of those, poverty at earlier stages in life could have a profound effect on the health and wellbeing, and so care needs, of older people. This in turn raised questions about spending and investment priorities both locally and nationally, for example whether the current split between spending on acute services (49% of budget) and primary care services (11% of budget) in a local Commissioner’s budget struck the right balance.
Resources were a thread running through all our discussions; the consequences of limited and overstretched budgets, the ability or willingness of organisations to pool resources or where investment is best targeted. Our discussions also raised questions about how we allocate funding, and whether the current compartmentalised approach constrains innovation.
There were many good examples of collaboration, but a recognition we need to move beyond this to integrate and transform services. There is a shared understanding that if we are to meet future challenges in an environment where funding is likely to remain constrained, then health and social care providers need to look beyond one-off partnerships or initiatives to tackle discrete problems and find ways of transforming services, with new methods of delivery driven by data and based around individual’s needs.
This more sophisticated, cross-sector and community-based approach encourages an holistic perspective, and brings together partners beyond the traditional health and care sector, to include community organisations, the voluntary sector and individuals acting as carers.
The seminar and presentations from across the health and care sector stimulated a discussion about how we can build on a range of initiatives to provide a better future for older people across the Central South. It is vital that discussion continues to support some of our most important service providers as they struggle to find the resources they need to meet demand and expectation.
To maintain the momentum and continue to encourage informed debate SPC, working with the University of Winchester and others, propose to develop a programme of work based on five inter-linked themes, beginning with a better understanding of need and expectation:
- Forecasting the health and care needs of our population as we face significant demographic changes. That will draw on demographic, health and related data for the Central South, and can help us understand where intervention can have the greatest impact. As a start it would be useful to map those at risk of poor health in older age against the provision of services to understand where resources may be best directed.
- Understanding the aspirations and expectations of our communities for future health and care services, and their views on financing those services. We would like to hear the views of the current older users of services and those who will in future require health or social care. A better appreciation of individuals’ expectations and the choices they are willing to make underpins the re-shaping of future provision.
We also want to explore solutions:
- How to re-shape service delivery. Building on an understanding of local needs and community expectations, we want to examine how all parties – public and private health and social care providers, the voluntary and community sector, as well as our carers – can work together to re-design how they deliver health and social care. It is clear that the voluntary sector, as well as individual carers, has a significant role to play in community-based provision, and there are models elsewhere to learn from. We’ll also consider how localisation of funding and decision-making could help re-shape services, and what role technology can play.
- Investing in prevention to improve the physical and mental health and wellbeing of people as they age. We will consider how different organisations, including voluntary sector bodies, can agree shared priorities and investment to help improve the health of people as they age, whether through new services or by encouraging behavioural change. This is not just about health interventions, factors such as employment, good quality housing and solid community support also have a role in maintaining physical and mental health as people age.
Finally, we plan to address how change and improvement can be funded:
- New models for financing of health and social care. We aim to explore models which draw on individual assets, as well as those based on local or national taxation. We will consider how the funding regime may help or hinder re-shaping of services, and how funding options fit with people’s wishes and expectations for health and social care in future.
The Government Plan to publish a Social Care Green Paper later this year, which it promises will consider solutions to the current ‘care crisis’. By understanding what will work best for the Central South our communities will be better placed to respond to whatever new framework the Government sets for the provision of health and social care.
Presentations from the event can now be viewed at: http://southernpolicycentre.co.uk/wp-content/uploads/2018/03/Health-and-Social-Care-Seminar-Powerpoint-presentation.pdf
Local government obsesses about boundaries: we think they’re always wrong. We spend hours, and pounds, looking at options for council reorganisation or Combined Authorities, and rarely agree where lines on maps should be drawn. We seem intent on imposing our own version of order on a complex world which doesn’t respect those lines.
Nowhere is that more true than in and around our capital city. London’s economic and social networks stretch beyond the GLA’s administrative boundaries into neighbouring districts. Nearly 900,000 people travel into London to work every day, about 1 in 6 of the capital’s total workforce. Around 1 in 7 of workers living in the South East and East of England have their jobs in London. Many more living outside the city’s boundary travel in for theatres, events and exhibitions, or just to shop, London residents head in the other direction, for similar reasons. Businesses have intimate links with suppliers and customers across the London boundary. And none of them see that administrative boundary as a barrier, it’s irrelevant to everyday life.
Work with your neighbours is the key message of a report launched by the Centre for London and Southern Policy Centre on 24 January . Our research, sponsored by the GLA, Hampshire and Surrey County Councils and the London-Stanstead-Cambridge Consortium, shows the intricate web of economic and social connections between London and neighbouring Counties and Districts. It demonstrates how interdependent London and her hinterland are.
Our report highlights the common challenges we face. The pressing need for more housing affects us all: the Government estimates that, over the next ten years London, the South East and East of England need to build over 150,000 new homes a year, yet in the past ten years the area has average just 75,000. The area surrounding London is also starved of funding, and so falling short in infrastructure investment: spending between 30% and 60% less than is needed, leading to a predicted shortfall in investment of over £10bn by the 2030s. Yet that infrastructure is essential to keep the regional economy, including London, working.
The report also explores collaboration across the London boundary, and finds a very mixed picture. Some local partnerships work well, and there is an emerging council-led partnership – the Wider South East Political Steering Group – which aims to bring together London Boroughs with their neighbouring shire councils. But that partnership is in its early days and doesn’t yet have the buy-in of all who should be at the table, indeed some are unaware of its existence. Nor does it include influential bodies such as LEPs.
Our report encourages councils in and around London to strengthen the Wider South East partnership, without subsuming individual identities. We suggest that partnership should build a shared vision and lead a more integrated approach to tackling shared challenges: housing, infrastructure, the economy. The draft London Plan, currently out to consultation, should catalyse closer collaboration. A shared vision and voice is particularly important as our big regional cities build increasingly powerful combined authorities.
Central Government must also play its part. Policy making should acknowledge the Wider South East: perhaps the area needs its own Ministerial champion. Centralised mechanisms for funding housing and infrastructure investment need to recognise the case for strategic investment across boundaries.
With the Industrial Strategy and Budget showing the Government intends to channel significant investment towards Mayoral Combined Authorities and other place-based partnerships, the case for that closer collaboration across the Wider South East is becoming unarguable. If our Councils, LEPs, Universities and other major players cannot convince the Government we can deliver in partnership, then we risk losing investment in skills, infrastructure and housing.
No re-drawn boundary is ever going to reflect how London and her neighbours depend on one another. The only solution is to build a partnership which allows the Wider South East to thrive. In the words of singer Jack Johnson “It’s always better when we’re together”.
 Next Door Neighbours: Collaborative Working Across the London Boundary – Centre for London/Southern Policy Centre, January 2018: Centre for London_Next-doors Neighbours Report