Desired Review Strategic Outcome

Option 1

Stop undertaking and supporting non statutory services

Option 2

Status Quo

Carry on as we are

Option 3

HCC as man provider of services

Option 4

Develop a County Council strategy and deliver by outsourcing all services

Option 5

Develop a County Council strategy and deliver by improved partnerships working across all lifelong learning provision

Ensuring seamless provision and ease of access

Some non-statutory services could be provided by others but there would be no mechanism to help provide coherence and clarity to the range and diversity of provision

The BV review has indicated that greater co-ordination of services is required. Standing still is not an option

Theoretically this could lead to a more integrated and seamless range of provision. In practice the County council is not the only statutory provider and is not resourced to undertake the full range of lifelong learning functions

Even if possible in some of the statutory services ensuring coherence across a range of services would require very complex and detailed contractual arrangements, even if shaped and directed by a clear HCC strategy

A clear strategy to co-ordinate and focus the current work of the County Council would enable seamless provision and ease of access to be developed in partnership with other statutory agencies and voluntary providers

Effective communication and consultation about Lifelong learning provision

If the County Council decided not to support or undertake non-statutory services then it would have no reason to communicate details of provision made by others or to consult about them

The BV review has identified areas where communication and consultation could be improved and information made more widely available

If the County Council were to be the main provider across services then there would also be opportunities to improve communication and consultation by brining al the services under one organisation

Achieving coherence in communication and consultation in an out sourced model would require detailed and intricate contractual requirements. Achieving effectiveness in these areas would be a major challenge

The County Council would work with other partners to improve existing communication and consultation including sharing of information about provision and use of consultation arrangements

Developing quality and capacity amongst service providers

This would not be a matter of concern to the County Council

This is unlikely to happen consistently and coherently across service providers if there are no changes

Under a single organisation this could be planned implemented and monitored

Arrangements would need to be built into the contracts. Outsourcing would lead to a need for significant additional quality control

Partnership working would enable the County Council to work with others to secure quality and build capacity together

Desired Review Strategic Outcome

Option 1

Stop undertaking and supporting non statutory services

Option 2

Status Quo

Carry on as we are

Option 3

HCC as man provider of services

Option 4

Develop a County Council strategy and deliver by outsourcing all services

Option 5

Develop a County Council strategy and deliver by improved partnerships working across all lifelong learning provision

Fostering cooperation between service providers

This would not achieve this improvement

The BV review has pointed out the need for better planning and co-ordination of lifelong learning services not only with external providers but also across County Council departments

This would be unnecessary with this option although the task of achieving co-operation across such a large and diffuse organisation would be demanding

Contractual arrangements with a range of different providers are unlikely to develop co-operation. Such arrangements are usually implemented to foster competition

Developing a clear strategy and seeking to deliver through partnerships should enable co-operation across departments and other service providers to be developed

Plugging gaps and improving provision

This would not concern the County Council

Areas for improvement have been identified, but new working practices need to be developed if things are to be made to happen

As the main provider the County council would be able to undertake this work directly, but would still need to liaise/co-operate with others

Plugging gaps requires an overview of services and local intelligence to provide the picture. Reporting arrangements would need to be built into the contracts

A HCC strategy combined with partnership with other providers would create a framework for gaps to be identified, plugged and services improved

Desired Review Strategic Outcome

Option 1

Stop undertaking and supporting non statutory services

Option 2

Status Quo

Carry on as we are

Option 3

HCC as man provider of services

Option 4

Develop a County Council strategy and deliver by outsourcing all services

Option 5

Develop a County Council strategy and deliver by improved partnerships working across all lifelong learning provision

Providing leadership in terms of coordination, direction, support, enabling, strategic planning, empowering, promotions and advocacy

Hampshire Council would not be undertaking these roles

BV Review has identified a need to strengthen the County Council's work in these areas, both across the County Council and with other statutory and voluntary agencies

The County Council could undertake these roles as a main service provider but this would require major statutory changes

Leadership would be by commissioning rather than elective and enabling. Advocacy would be weakened

A HCC strategy, combined with partnership working should enable the County Council to provide leadership and direction across the range of lifelong learning activities with different emphasis according to the services involved. It will be leadership with democratic legitimacy

Optional use of full HCC resources

Hampshire County Council resources could be available for redeployment, but these would be limited and would lack value added potential

Effective use of resources is based upon clear policy direction and strategy. The BV review has identified the need for clearer communication better co-ordination and strategic direction

If Hampshire County Council was the main service provider major additional resources would need either to be raised, redirected or both

The co-ordination of service contracts would be highly complicated and require resources to be spent in setting up, monitoring and reviewing the contracts

A partnership approach could enable the County Council to make effective use of its resources and by working with others produce more value to the community than either the County Council or others working in isolation