•This report provides
an independent critique of the Wigan Deal drawing on in-depth research,
including interviews with key stakeholders, focus groups with members of the
public and evidence from data analysis. It explores what local authorities, NHS
organisations and others can learn from Wigan’s journey of transformation.
•The Wigan Deal is an example of
‘asset-based’ working, in which public services seek to build on the strengths
and assets of individuals and communities to improve outcomes. Although other
areas have explored similar approaches, Wigan is notable for the scale and
consistency with which these ideas have been applied.
•Widespread cultural changes are needed in
public services to realise the full potential of this kind of approach, and
this involves challenging engrained ways of working. In Wigan this has been
achieved through bold leadership and a long-term strategic commitment to
working differently with local people and communities.
•To build a new relationship with the public
there needs to be a shared way of working across all of the services operating
in a place. In Wigan, the local authority has led the development of the Deal,
but a key part of the process has been closer working with the NHS, voluntary
sector organisations and others to establish a common approach.
•Wigan’s journey shows it is possible to
achieve substantial savings while protecting or improving outcomes, but only if
services are genuinely transformed and upfront investment is available to help
bring about new ways of working. The Deal is not a panacea, but it does
illustrate the kind of work that is needed to shift to a new model of public
service delivery in which patients, service users and communities are involved
as active partners in improving health and care
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