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Phil Swann, Director of Shared Intelligence on the findings of the Dorset, Poole and Bournemouth Total Place pilot project.

Phil Swann, Director of Shared Intelligence on the findings of the Dorset, Poole and Bournemouth Total Place pilot project.

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  • 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