Fringe enterprise and peterborough
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The document summarizes Peterborough City Council's efforts to improve front-line services through a long-term partnership with a private company. It details the drivers for change, the selection process for a partner, and the eventual deal signed with Enterprise to deliver services for 23 years. The transition has been smooth so far, with savings projected to rise above £3 million annually within five years while maintaining all services and staff. Both organizations are pleased with the partnership.
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Kent has implemented telecare and telehealth programs since 2004. Over 1,100 users participated in telecare, which helped 93% feel more independent and safer at home. A telehealth pilot from 2005-2007 provided monitors to 250 older adults and found it reduced hospital visits, saved an average of £1,878 per patient over six months, and could potentially save £7,560,000-£10,942,000 annually for long term condition management in Kent. Mainstreaming assistive technologies faces challenges of making it a core service, equitable access, and changing commissioning practices to support assistive technology. The vision is for a shared 'platform' to facilitate wider use of technologies across users.
Fringe 7 7 inquest recommendations and implications
The document summarizes the coroner's inquest into the 2005 London bombings. It discusses the evidence presented by the London Fire Brigade, including testimony from 36 staff members. The inquest examined the emergency response to determine if any failures contributed to deaths. The coroner's recommendations focused on multi-agency training and protocols, but found no issues specific to the fire brigade's response. Other topics discussed were operational discretion, protocols for declaring major incidents on the London Underground, and the financial cost of over £847,000 for the fire brigade.
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- 1. Improving front-line services in Peterborough Local Government Assembly Conference 28 June 2011
- 3. Our objective We set out in 2009 to.. Find a long-term partner that has the right cultural ‘fit’ with Peterborough City Council and our existing team that will… … help us deliver and improve a wide range of front-line services in Peterborough… … and to do so more efficiently than is currently possible in-house.
- 5. Drivers for change Push Pull Reducing grants from central government Potential for step-change in efficiency and savings Localism agenda Access to better systems, processes and training Members Significant new investment In-house team near their ‘maximum’ efficiency Potentially improved job security and variety Further cuts expected Opportunity to keep department intact Expand services to other companies and authorities (reducing costs for Peterborough)
- 16. If we have to refer to the letter of the contract, we have failed Owen McLaughlin, Enterprise Would we do it again? Yes. Matthew Lee, Peterborough City Council
- 17. Thank you [email_address] [email_address] [email_address]