Re-inventing local services
Improving services, reducing costs

                    Jason Lowther
Director (Policy & Deliv...
About Birmingham
•   Britain's biggest city outside London
•   Over a million residents
•   Regional capital - over 42,000...
Sustainable Community Strategy
Vision 2026
•   Global City with a Local Heart
•   Economic prosperity and wellbeing
•   Bu...
Birmingham’s building blocks



            Commitment to          Test investment
             collaboration        vs. L...
Key Principles
                       Prevention



     Partnership                     Personalisation




       Co-Pro...
Birmingham’s Total Place ambition
3 objectives
•   Put citizens at the heart of better service delivery

•   Identify effi...
Work undertaken so far…
•   Map expenditure and investment in City of Birmingham

    £7,500,000,000

•   Test alignment o...
Pilot (July 09 – Feb 2010)
6 Project Themes
• Early intervention for children with behavioural difficulties
• Working with...
Each Project Theme will work
on:-


 Scope   Deep Dive   Innovation   Savings   Barriers
Collaborative Leadership
•   Common vision and purpose
•   Strong strategic leadership
•   Empowering staff to be creative...
Prevention – investment and return

•   Children and families - £400m benefits for £40m investment
    (over 15 years)

• ...
Drugs and alcohol misuse


Stabilisation/     Needs       Care                     Recovery /
    Harm                    ...
Using customer Insight…

          Customer Segmentation                     Better informed customer strategy
 To group c...
Direct economic
    exchange between
                      Yes                                           Customer         ...
Customer Strategy

       Outcome-based Service Transformation driven by customer need




   Customer       Outcomes     ...
Strategies based on customer needs
1      Segment Profiles                                            Key events and servi...
Birmingham Group F (13.3%)
Diverse (large) families, but mainly from South Asian origin living in inner city
terraces
    ...
Customer
Insight on
drugs misuse

People dealing in
drugs at least a fairly
big problem in the
local area
Barriers
                  Agreement and action with   Agreement and action with
              yes partners (including    ...
Emerging barriers
•   Short-term financial horizons

•   Conflicting performance management and regulatory / audit
    exp...
Improving services and reducing costs
involves …
• Service redesign rather than modification,
    doing different things
•...
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Jason Lowther - Total Place

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Jason Lowther - Total Place

  1. 1. Re-inventing local services Improving services, reducing costs Jason Lowther Director (Policy & Delivery), Birmingham City Council
  2. 2. About Birmingham • Britain's biggest city outside London • Over a million residents • Regional capital - over 42,000 businesses • A safe city with crime rates lower than all other core cities • An international centre of business and professional services • Europe's youngest city • A city of faiths • A leading “Science City” and “Digital City”
  3. 3. Sustainable Community Strategy Vision 2026 • Global City with a Local Heart • Economic prosperity and wellbeing • Building aspirations of our young people • High quality of life for all citizens • Improving health inequalities • Tackling community safety issues • Diverse and strong communities
  4. 4. Birmingham’s building blocks Commitment to Test investment collaboration vs. LAA outcomes Strong local Consensus on Strategic partnership 2026 outcomes / LAA
  5. 5. Key Principles Prevention Partnership Personalisation Co-Production Business Transformation
  6. 6. Birmingham’s Total Place ambition 3 objectives • Put citizens at the heart of better service delivery • Identify efficiency savings • Develop new collaborative leadership
  7. 7. Work undertaken so far… • Map expenditure and investment in City of Birmingham £7,500,000,000 • Test alignment of investment to priorities • Identifying the challenges and solutions
  8. 8. Pilot (July 09 – Feb 2010) 6 Project Themes • Early intervention for children with behavioural difficulties • Working with people with learning disabilities • Working with people with mental health problems • Reducing the impact of drug and alcohol misuse • Gangs • The Poolway ‘Total Community’ project
  9. 9. Each Project Theme will work on:- Scope Deep Dive Innovation Savings Barriers
  10. 10. Collaborative Leadership • Common vision and purpose • Strong strategic leadership • Empowering staff to be creative • Working across organisational boundaries • Different ways of working, thinking, behaving • Citizen/community focus
  11. 11. Prevention – investment and return • Children and families - £400m benefits for £40m investment (over 15 years) • Gangs - £14m from 13 incidents • Alcohol – 10% reduction in health costs • Drugs - £9.50 saved for each £1 spent on treatment
  12. 12. Drugs and alcohol misuse Stabilisation/ Needs Care Recovery / Harm Intervention prevention recognised planning maintenance
  13. 13. Using customer Insight… Customer Segmentation Better informed customer strategy To group customers with similar characteristics Better served customers and service needs Resident needs better met Build Customer Knowledge More satisfied residents To help us understand what our customers Resident trust in “gold standard” of data need and want protection and security Increased staff satisfaction Develop Customer Strategy To treat our customers differently according to Improved approach to equality, diversity their needs and preferences & social inclusion Raise city reputation Manage Communication To inform the right people at the right time and show we are listening 13 13
  14. 14. Direct economic exchange between Yes Customer Citizen organisation and member of public? No Beneficiary Obligatee Service wanted by member of public? Yes No Adapted from “Engaging public sector clients” (John Alford, 2009)
  15. 15. Customer Strategy Outcome-based Service Transformation driven by customer need Customer Outcomes Initiatives Investment Output Needs Continuous enhancement of “joined up” service solutions in collaboration Segment-specific solutions increasingly inform and drive operational service planning, budgeting, delivery and performance management 15
  16. 16. Strategies based on customer needs 1 Segment Profiles Key events and service needs Mosaic Public Sector Data Group c Group b abcabcbacbacbacbacba cbacbacbacbacbacbacb Group b Group b acbacbacbacbacbacbab cbacbacbacbabacbacba Group a cbacbacbacbacbacbacb acbacbacbacbacbacbac + Ssrvice need Service need bacbacbacbacbacbacba cbacbacbacbacbac Service need 2 Service Delivery Framework 28 High-level Service Categories based on customer need High, medium, low importance of access to information and service usage per segment Preferred / most receptive channels per segment 3 Segment Service Plan Group c Segment-specific Service Solutions Segment Service Plan Group b Segment Service Plan Group a Strategic Priorities Service Offering – most relevant services per segment Channel Mix for Service Delivery 16
  17. 17. Birmingham Group F (13.3%) Diverse (large) families, but mainly from South Asian origin living in inner city terraces Key Descriptors Large families, some overcrowding Low qualifications Service sector or manufacturing jobs Modest incomes Terraced housing Religion important Multicultural communities – Pakistani, Bangladeshi and other Asian minorities, plus Eastern Europeans, Somalis and Caribbean Language issues, poor or no English literacy Health issues, including obesity and high infant Preferred (Receptive) Channels mortality Internet Sense of community Telemarketing Community Associations & religion-based channels Unreceptive Channels TV Leaflets Newspapers 17
  18. 18. Customer Insight on drugs misuse People dealing in drugs at least a fairly big problem in the local area
  19. 19. Barriers Agreement and action with Agreement and action with yes partners (including partners and central voluntary and private government departments sector) (O/P) and/or agencies (O/P/G) Partners Change within one Agreement and action with organisation (O/O) central government no departments and/or agencies (O/G) no yes Government
  20. 20. Emerging barriers • Short-term financial horizons • Conflicting performance management and regulatory / audit expectations on different partners/sectors • “Accountable officer” responsibilities • Inflexible national rules can get in the way of sensible outcomes • The burden of national reporting needs to be reduced. • Facility for rigorous evidence-based analysis and evaluation of programmes • Evaluation of the “value added” by various commercial customer insight products
  21. 21. Improving services and reducing costs involves … • Service redesign rather than modification, doing different things • Prevention and early intervention rather than treating the consequences • Being a public servant for Birmingham’s Citizens • Helping residents and communities to help themselves
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