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Total place; what it is and how we do it


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Total place; what it is and how we do it

  1. 1. Total Place What It Is and How We Do It
  2. 2. Background – Why Total Place? <ul><li>Two main reasons: </li></ul><ul><li>- The old ways of working aren’t really delivering the goods for too many people: despite committed staff and years of investment and experience, the results (outcomes) for residents are not as good as they should be </li></ul><ul><li>- The public sector everywhere is facing cuts, we need to do more with less money </li></ul>
  3. 3. What Total Place Is NOT <ul><li>Just another government or council ‘6 month wonder’ initiative that can be ignored because it will go away again </li></ul><ul><li>A ‘tick box’ exercise that can be done quickly and easily with minimal commitment, thought and discussion </li></ul><ul><li>Something BCC does on its own – rather it needs real partnership with many public and voluntary organisations working differently together </li></ul>
  4. 4. OK So What Is It Then? <ul><li>A new way of working that means rethinking how we ‘do’ our services. We can do this by: </li></ul><ul><ul><li>Agreeing what is the objective of our service (does this need adjusting?) </li></ul></ul><ul><ul><li>Looking at where things can go wrong for our customers and how much their problems (eg alcoholism) cost </li></ul></ul><ul><ul><li>Figuring out why it is going wrong and what the characteristics of a better service might be </li></ul></ul><ul><ul><li>Get everyone who needs to be involved working together to design the new service on the ground – this will usually mean people doing different things </li></ul></ul><ul><ul><li>Work out the cost of the new service compared to how much money it could save in reducing problems to make sure it is cost effective, and then test it out to check whether it works on the ground. </li></ul></ul>
  5. 5. What This Looks Like in Birmingham (So Far) #1 <ul><li>We have identified all the public money coming into Birmingham (£7.5 Bn in 2008/9) and how closely the spending of this matches the city’s priorities </li></ul><ul><li>We are working with executive leaders across the city and developing training for middle managers across public agencies to create understanding and support, and deal with some of the barriers to implementing TP </li></ul>
  6. 6. What This Looks Like in Birmingham (So Far) #2 <ul><li>We have developed 6 ‘themes’ to test out the TP theory in practice, these are: </li></ul><ul><ul><li>early intervention in children’s services (working with young children with conduct disorders) </li></ul></ul><ul><ul><li>drugs and alcohol (preventing relapse following treatment) </li></ul></ul><ul><ul><li>gangs (working with families with children at risk of joining gangs) </li></ul></ul><ul><ul><li>mental health (better, more personalised services, joint commissioning) </li></ul></ul><ul><ul><li>learning disability (as mental health) </li></ul></ul><ul><ul><li>Total Community (TP in a specific area of the city - Poolway) </li></ul></ul>
  7. 7. Important Principles And Issues #1 <ul><li>Prevention is better and (in the long run) cheaper than cure, but most of the public sector is ‘doing’ cure – this means we need to think and plan longer term </li></ul><ul><li>For many services the vast majority of money is spent on a small number of people, and often without really sorting out their needs </li></ul><ul><li>Things often go wrong for people when they move between services or organisations, or they finish receiving a service. Services need to be built round the needs of the users rather than those of the organisation delivering them </li></ul><ul><li>Service users need to be involved in designing new services, not only because they can see what works for them but also because they can often do more for themselves than they currently are </li></ul>
  8. 8. Important Principles And Issues #2 <ul><li>Service users need to be involved in designing new services, not only because they can see what works for them but also because they can often do more for themselves than they currently are </li></ul><ul><li>We need to move to the point where the redesign of services is based on good evidence of what works and is cost effective </li></ul><ul><li>We need to reach the point where staff and budgets across public agencies are organised around dealing with underlying problems and needs within the city rather than following the existing status quo within organisations </li></ul><ul><li>There are barriers to progress, some of which need government action but many can be dealt with locally if there is a will to do it </li></ul>
  9. 9. <ul><li>Total Place requires a new way of thinking: </li></ul><ul><li>“ Management is making happen </li></ul><ul><li>what ought to happen anyway. </li></ul><ul><li>Leadership is making happen </li></ul><ul><li>what wouldn’t happen anyway. </li></ul><ul><li>This always entails working at the edge </li></ul><ul><li>of what is acceptable.” </li></ul><ul><li>Richard Pascale </li></ul>
  10. 10. Working Out Total Place Through BEST <ul><li>The TP approach can work at different levels including within small teams, although this may look different (eg less sophisticated cost figures) </li></ul><ul><li>Be creative, think differently through the eyes of your current and possible future service users/customers (whoever they are) </li></ul><ul><li>Be prepared to talk to whoever you need to outside the team to make this work, and where relevant look for ways of sharing information/data, not reasons why you can’t </li></ul><ul><li>Make use of any good evidence around what really works to improve your service, if there isn’t any how would you begin to generate some? </li></ul>