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Ageing Well - Phil Swann Presentation Leadership Academy

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Phil Swann, Programme Director at Shared Intelligence explores the opportunities and strategic challenges facing local political leaders in implementing a place based approach.

Phil Swann, Programme Director at Shared Intelligence explores the opportunities and strategic challenges facing local political leaders in implementing a place based approach.

Published in: Education

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Transcript

  • 1. PHIL SWANN SHARED INTELLIGENCE
  • 2.
    • National context
    • The core methodology
    • Bournemouth, Dorset and Poole
    • Things to think about in applying the approach
    Place-based Productivity
  • 3.
    • Deficit reduction strategy and spending review outcomes
    • Lessons from Total Place
    • Place-based budgeting
    • Community Budgets
    National Context
  • 4. How does the money flow? What do citizens want? What are the service pressures? Developing, testing, and refining a series of propositions
    • greater collaboration;
    • a deeper engagement with citizens; and
    • a genuine focus on place?
    How can we get improved outcomes at less cost through: The core question
  • 5. The core question
  • 6. Bournemouth, Dorset and Poole
    • Focus on support for older people
    • At sub-regional level, including: 1 county and 2 unitary councils; 2 PCTs; 6 Districts police and fire
    • 3-person project team and chief executive project board
    • A-(B+C)=Y where A is saving from reducing admissions to hospital; B is increased investment in community services; C is the cost of sustained investment in universal services and well-being; and Y is the contribution to a significant reduction in public expenditure
  • 7.
      • Leadership and political challenges
      • Cultural and organisational change
      • Governance and financial management
      • Relationship with other programmes
      • Capacity
    Bournemouth, Dorset and Poole Concluded that it is possible to secure improved outcomes at less cost but a number of issues and barriers to be addressed:
  • 8. Bournemouth, Dorset and Poole
    • Project Board conclusion that main focus for implementation should be council/PCT level
    • Recognition of “a case for” some activity at “a wider geographical level”
    • Organisational history cast its shadow over the project (including the process by which the pilot was initiated)
    • The sub-regional focus had implications for ownership and level of ambition
  • 9.  
  • 10. Buy-in is everything
    • Buy-in across organisational and geographical boundaries: the challenge of the issues will expose any reluctance
    • Buy-in of service directors and heads of service – those responsible for implementation – is critically important
  • 11. Keeping it clear (if not simple)
    • The core question
    • Developing and testing propositions and hypotheses
    • Retaining a focus on “at less cost”
    • Retaining the centrality of the citizen’s perspective
  • 12. Maintaining momentum
    • The challenge of maintaining momentum without a government deadline in the face of inevitable pressures to slow down
    • Piggy-back on unmoveable local timescales and programmes
    • Use project milestones – assemblies, events – to maintain progress
  • 13. A creative space
    • A way of creating the space in which “mainstream” programmes can be more ambitious
    • Remember:
      • The citizen perspective
      • The financial pressures
      • To get out more.
      • To create space for learning from the process

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