Total Place is a UK government initiative that aims to improve public services by taking a holistic, place-based approach. It involves multiple government departments and local agencies working together to better serve citizens. Pilot programs have focused on issues like alcohol/drugs, mental health, children's services, and reducing barriers for unemployed youth. The initiative seeks to streamline funding, reduce duplication between agencies, and improve outcomes while lowering costs by starting from the perspective of citizens' actual experiences with services. Preliminary results suggest it has potential to drive innovation, increase collaboration, and achieve better long-term outcomes through cross-sector cooperation.

2. Total Place: The story and learning so far Nicky de Beer, Head of Operations Diane Neale, Leadership Centre Advisor and Durham Programme Lead Holly Wheeler, Head of Learning

3. What was the intention? Learning Transformation Efficiencies

4. What is total place? Customer Counting Culture

5. Who is involved in Total Place? The pilot areas are: Dorset, Poole & Bournemouth Kent Croydon Lewisham Luton & Central Bedfordshire Leicester & Leicestershire Coventry, Solihull & Warwickshire Worcestershire Birmingham Bradford Manchester City region & Warrington South Tyneside, Gateshead & Sunderland Durham

6. Alcohol and drugs Mental health Learning disabilities 0-5s Guns and gangs High contact families NEETs Procurement Customer insight Health inequalities Asset management Older people Key themes

7. Total Place: Governance Ministerial group CST SoS CLG MCO LGA High level officials group Lord Bichard (Chair) Helen Bailey (HMT) Joyce Redfearn (CX Wigan & Chair RIEP Task Force) Chris Wormald (CO) John Atkinson (MD Leadership Centre for Local Government) Adam Sharples (DWP) Mak Chistry (Chief Constable, Warks) David Behan (DoH) Laura Roberts (CX, Manchester PCT) Peter Housden (CLG) Andrea Hill (CX, Suffolk CC) Peter Makeham (HO) John Sinnott (CX, Leicestershire CC) Tom Jeffrey (DCSF) Mike Farrar (CX, Northwest SHA)

8. Outcomes? Major innovation- regulatory and legislative change Improvements made simply and locally Changes when Whitehall shifts guidance and emphasis Learning and increasing capacity Better outcomes at less cost for local people

10. Spring budget 2010 Inter- departmental working PBR 2009 Workshops by theme £ Place Count Whole system workshops Learning communities Customer Journeys So what and how have those involved been doing?

11. Break for discussion

12. A Learning History

13. National and Local working together Importance of leadership Timing, people method are important New ways to collaborate Outcomes could be better Value of using data differently Start with the customer There is waste Learning History Highlights

14. Guests from Worcestershire Young people who are N ot in E ducation E mployment T raining

17. Finally on positive note… “ This is an idea whose time has come and that financial context that we’re working in means that the time is now and it’s the right time to be making this stuff happen.” It was brave - people had to put a lot of personal judgement into things and actually quite often in this country people don’t always stand up and be counted and say no, we’re doing it for this reason and that goes back to right people, right place, right time.” “ ... listening far more to the customer experience and having the space to rethink that because of that learning, has been an absolutely amazing experience … their enthusiasm for it to work has been phenomenal.” “ It’s incredible what it does for your confidence to realise that you really have made a serious contribution to something significant, and people have clearly listened.” “ Nothing I’ve ever worked on has made me feel so stupid or so clever, because there are days when you come in and you do stuff and it really works and you think, my god I’m going to change the world here, this is totally different to anything I’ve ever done.”