This document discusses efforts in Birmingham, UK to redesign local services to improve outcomes and reduce costs through a "Total Place" approach. It involves mapping current spending, identifying shared priorities across sectors, and piloting collaborative projects focused on issues like early childhood support, substance abuse treatment, and community safety. The goals are to center services around residents' needs, find efficiencies through partnership working, and develop new leadership models to break down barriers between organizations. Key principles include prevention, personalization, co-production, and business transformation.

1. Re-inventing local services
Improving services, reducing costs
Jason Lowther
Director (Policy & Delivery), Birmingham City Council

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. 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. Birmingham’s building blocks
Commitment to Test investment
collaboration vs. LAA outcomes
Strong local Consensus on
Strategic partnership 2026 outcomes / LAA

5. Key Principles
Prevention
Partnership Personalisation
Co-Production Business Transformation

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. 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. 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. Each Project Theme will work
on:-
Scope Deep Dive Innovation Savings Barriers

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. 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. Drugs and alcohol misuse
Stabilisation/ Needs Care Recovery /
Harm Intervention
prevention recognised planning maintenance

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. 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. 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. Strategies based on customer needs
1 Segment Profiles Key events and service needs Mosaic Public Sector Data
Group c Group b
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Group b Group b acbacbacbacbacbacbab
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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. 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. Customer
Insight on
drugs misuse
People dealing in
drugs at least a fairly
big problem in the
local area

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. 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. 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