Phil Swann

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

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Phil Swann

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

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