An ambitious and challenging programme that brings together elements of central government and local agencies within a place to achieve three things around a priority issue: Service transformations that can improve the experience of local residents and deliver better value Early efficiencies to validate the work A body of knowledge about how more effective cross-agency working delivers the above
Three complementary strands: a ‘counting’ process (mapping money flowing through the place from central and local bodies) and make links between services to identify where public money can be spent more effectively a ‘culture’ process that looks at ‘the way we do things round here’ and how that helps or hinders what is trying to be achieved a ‘customer insight’ strand that looks at the current way local authorities and partners use knowledge about their customers, led by the IDeA
ALL THE REPORTS SAID Reduce performance management regimes Reduce ring-fencing Redesign services around user
ALSO POINT TO PRACTICTIONER GUIDE
As participants to talk to one another for couple of minutes about what that makes them think?
WHAT IS A LEANRING HISTORY? HOW DO YOU READ IT? WHAT DID WE LEARN? An introductory paragraph giving a brief picture of what was happening in the programme during that phase and drawing attention to the issues that the section will highlight • The main section has a narrative commentary on the left hand side of the page and quotes of the interviewees on the right. The commentary (left) is the story of what is happening and has been drawn out of the data the interviews produced. The quotes (right) are to support and bring alive the experience in the voices of those involved and ground the story in real practice • A final paragraph suggests some questions that the learning history team feel the section may provoke. This is designed to assist readers to digest the story and to prompt their own reflections
ALSO POINT TO PRACTICTIONER GUIDE Outcomes could be better and there is waste Nothing new all places found they could do things differently and there was duplication as well money spend at the wrong point in the journey. Importance of leadership There are very different leadership approaches, Public sector political culture can emphasise defensive behaviour and positive spin rather than trust building and reality sharing approaches, Effective leadership of one’s own individual agency is not enough, Implications for democracy and accountability and the role of politicians,A need to establish agreed sense of priority across partnerships, Requires thinking at a whole order of complexity higher than at individual organisation level New ways to collaborate There is waste and agencies can reduce this by working differently (cooperation, devolving responsibility, sharing data, pooling funding National and local working together Themed workshops, co-creation of policy, service resign together etc Timing, people and method are important So economic situation, people in the system, emergent working- follow where you are taken Using data differently Each places count releave different things about how money was used in a place and pointed to places for further investigation. Eg Birmingham Starting with the customer Starting from the customer has been really insightful.--- now mt our guests
-ORID framework -30min conversation -Three questions to answer -? Reflection, process insight and action
This is what people said about how this work was for them….
Leadership Centre - Total Place summit master class presentation
Total Place: The story and learning so far Nicky de Beer, Head of Operations Diane Neale, Leadership Centre Advisor and Durham Programme Lead Holly Wheeler, Head of Learning
What was the intention? Learning Transformation Efficiencies
Who is involved in Total Place? The pilot areas are: Dorset, Poole & Bournemouth Kent Croydon Lewisham Luton & Central Bedfordshire Leicester & Leicestershire Coventry, Solihull & Warwickshire Worcestershire Birmingham Bradford Manchester City region & Warrington South Tyneside, Gateshead & Sunderland Durham
Alcohol and drugs Mental health Learning disabilities 0-5s Guns and gangs High contact families NEETs Procurement Customer insight Health inequalities Asset management Older people Key themes
Total Place: Governance Ministerial group CST SoS CLG MCO LGA High level officials group Lord Bichard (Chair) Helen Bailey (HMT) Joyce Redfearn (CX Wigan & Chair RIEP Task Force) Chris Wormald (CO) John Atkinson (MD Leadership Centre for Local Government) Adam Sharples (DWP) Mak Chistry (Chief Constable, Warks) David Behan (DoH) Laura Roberts (CX, Manchester PCT) Peter Housden (CLG) Andrea Hill (CX, Suffolk CC) Peter Makeham (HO) John Sinnott (CX, Leicestershire CC) Tom Jeffrey (DCSF) Mike Farrar (CX, Northwest SHA)
Outcomes? Major innovation- regulatory and legislative change Improvements made simply and locally Changes when Whitehall shifts guidance and emphasis Learning and increasing capacity Better outcomes at less cost for local people
Absurdities of the current system <ul><li>There are 47 separate funding streams in Durham for 25 providers of social housing covering 19,000 homes. </li></ul><ul><li>DWP issues 14 manuals on how to apply benefits totalling over 9000 pages. Over 50 different benefits have been identified in one pilot </li></ul><ul><li>The audit commission has identified the costs of each tier of management in a ‘supply chain’ at 20% </li></ul>“ There’s 15/20 places they have to go to sort out benefits and this is young people without any parents, people in care. It’s an absolute mess…” “ There’s never any such thing as a user pathway from a user perspective, the pathway is always something the provider invents. What the user experiences is bombardment on the one hand or bemusement when you fail to get through to anybody on the other hand, but it doesn’t ever feel like a pathway.”
Spring budget 2010 Inter- departmental working PBR 2009 Workshops by theme £ Place Count Whole system workshops Learning communities Customer Journeys So what and how have those involved been doing?
National and Local working together Importance of leadership Timing, people method are important New ways to collaborate Outcomes could be better Value of using data differently Start with the customer There is waste Learning History Highlights
Guests from Worcestershire Young people who are N ot in E ducation E mployment T raining
So, What and How Next? <ul><li>What might the next stage include……. </li></ul><ul><ul><li>More place working in a holistic way around local people’s needs </li></ul></ul><ul><ul><li>Pilots and parallel places continuing work </li></ul></ul><ul><li>How we’d hope to work… </li></ul><ul><li>Real change takes place in the real world </li></ul><ul><li>Those that do the work do the change – lots of people/organisations have yet to engage </li></ul><ul><li>Start with customer/client/citizen and follow the story wherever it leads; engaging all in the system as the work develops (including private & voluntary sector, all bits of the public sector and citizens) </li></ul><ul><li>Connect the system more to itself – lots of things are already working (eg QIPP) – don’t ignore or compete with these </li></ul><ul><li>People own what they create – especially the public </li></ul>
Big challenges <ul><li>Governance, Accountability and Leadership </li></ul><ul><li>Public funds </li></ul><ul><li>Continuing to work differently </li></ul><ul><li>Broadening and Deepening </li></ul>
Finally on positive note… “ This is an idea whose time has come and that financial context that we’re working in means that the time is now and it’s the right time to be making this stuff happen.” It was brave - people had to put a lot of personal judgement into things and actually quite often in this country people don’t always stand up and be counted and say no, we’re doing it for this reason and that goes back to right people, right place, right time.” “ ... listening far more to the customer experience and having the space to rethink that because of that learning, has been an absolutely amazing experience … their enthusiasm for it to work has been phenomenal.” “ It’s incredible what it does for your confidence to realise that you really have made a serious contribution to something significant, and people have clearly listened.” “ Nothing I’ve ever worked on has made me feel so stupid or so clever, because there are days when you come in and you do stuff and it really works and you think, my god I’m going to change the world here, this is totally different to anything I’ve ever done.”
Questions and more information? <ul><li>www.localleadership.gov.uk/totalplace </li></ul><ul><li>www.communities.idea.gov.uk/totalplace </li></ul><ul><li>[email_address] or [email_address] </li></ul>