Worcestershire Total Place presentation

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Worcestershire Total Place presentation

  1. 1. Worcestershire PartnershipRoger BrittonProgramme Manager<br />
  2. 2. Worcestershire<br /><ul><li>Population 556,000
  3. 3. Two tier Shire with 6 Districts Councils
  4. 4. Rural – urban mix
  5. 5. Established and successful partnership across the whole of civil society
  6. 6. Mixed levels of economic/social well-being</li></li></ul><li>Public Service Expenditure<br />
  7. 7. Total Place Themes<br />Reducing the current and future numbers of young people (16 – 25) not in employment, education or training (NEETs)<br />Transforming outcomes and opportunities in areas of highest need<br />Strategic inter-agency property asset management and utilisation<br />Developing leadership vision and capacity.<br />
  8. 8. Structure<br />
  9. 9. Total Place – LAAfriend or foe?<br />
  10. 10. Shallow thinking - foe<br />Diversion from the real/day job<br />Too risky<br />Asks difficult questions<br />May corrupt progress to LAA targets<br />Creates tensions in partnership<br />Work required exceeds resources available<br />Endanger inspection results<br />Bit of a jolly<br />
  11. 11. Deep thinking -friend<br />Like it or not we are entering uncharted territory<br />Whitehall is listening<br />Wicked issues<br />Move from incremental to transformational<br />If CAA/One Place is not about this then what is it about?<br />
  12. 12. Seven challenges<br />
  13. 13. Challenge<br />Use Total Place to leverage increased radicalism and innovation into existing (LAA) activity<br />Provocation for taking a new look<br />Legitimises radical thinking<br />Access to Whitehall and other agencies<br />
  14. 14. Challenge<br />Ensure that all our solutions embrace the whole of civil society<br />Do we really engage allpartners?<br />Build capacity in the communities<br />Nudge social behaviours<br />
  15. 15. Challenge<br />Do the right things as well as doing things right<br />We still do lots of stuff … because we do<br />Be disciplined about priorities<br />Lean approaches<br />
  16. 16. Challenge<br />Use disciplined creativity<br />Make something happen<br />Describe and understand the issue<br />Formulate the <br />solution / action<br />Refine<br />
  17. 17. Challenge<br />Get champions to drive change<br />At the top of all partner organisations<br />Throughout organisations<br />Into civil society<br />Not just public sector … across civil society<br />
  18. 18. Challenge<br />Don’t be derailed by budget issues<br />Frightened back into silos<br />Speed of return may be slow<br />No more smoke and mirrors solutions<br />
  19. 19. Challenge<br />Ensure political support<br />Seen as an officer activity<br />Seen as usurping role of elected Members<br />This is the politics of local governance in 21st century<br />
  20. 20. Worcestershire Partnership<br />
  21. 21. Details of Worcestershire’s Total Place work<br />
  22. 22. NEETs: Rationale<br />Rising levels of unemployment amongst young people<br />Risk of a generation “wasted”<br />Differential impact and levels across the county<br />NEET group consume disproportion of public resources – now and in later life<br />Consequences follow NEETs throughout life<br />Impact of the recession<br />Opportunity to engage local employers and community sector<br />
  23. 23. NEETs: Ambition<br />Prevent growth in numbers<br />and form long term basis for reduction<br />Enhance engagement <br />participation in education and training<br />apprenticeships<br />challenge benefits culture/dependency<br />Raise aspirations of young people<br />Create a single approach across agencies<br />Potential for significant savings<br />
  24. 24. Areas of Highest Need: Rationale<br />Commitment to equality of opportunity<br />Opportunity for communities to build capacity<br />enabled by enhanced joint agency approach<br />Significant public expenditure<br />opportunity to transform outcomes and achieve significant financial benefits<br />Opportunity for a wider civil society approach<br />not just public sector<br />
  25. 25. Areas of Highest Need: Rationale<br />Risk and reality of uncoordinated services<br />confusion for users<br />inefficient use of resources<br />disempowerment of users and communities <br />failure to optimise impact<br />Recognition of need to tackle disadvantage in a relatively prosperous county <br />Ability to apply lessons learned in other locations<br />Increased public satisfaction<br />
  26. 26. Areas of Highest Need: Ambition<br />Community capacity significantly enhanced<br />communities at heart of development<br />community led developments and activities <br /> potential transfer of assets<br />Longer term <br />higher incomes and less deprivation <br />more employment and employability <br />more entrepreneurship <br />higher education attainment <br />healthier individuals <br />reduced crime and social nuisance<br />
  27. 27. Areas of Highest Need: Ambition<br />More active citizenship <br />co-production <br />self and household responsibility<br />community action<br />Enhanced civil society<br />Seamless services shaped and controlled by empowered communities, individuals and families<br />More effective joint use of resources<br />shared data<br />professional co-operation<br />
  28. 28. Property Assets: Rationale<br />Significant portfolio of property owned by local and central agencies<br />working with OGC Civil Estate review<br />Opportunity to relocate and co-locate staff and services to meet user needs <br />facilitate more partnership working<br />Opportunity to reduce revenue expenditure <br />Opportunity to concentrate on energy and maintenance efficient buildings<br />Long term aim of capital receipts <br />
  29. 29. Property Assets: Ambition<br />Trigger service re-configuration <br />Rationalised portfolio led by service needs<br />Co-location of services and people<br />leading to more shared services<br />More accessible premises and services<br />More sustainable property portfolio<br />Property as a community resource<br />Potential for community asset transfer<br />Ongoing revenue savings<br />Longer term capital receipts<br />
  30. 30. Countywide leadership<br />Effective strategic leadership is core to sustained success – without this Total Place will struggle to become embedded<br />Cadre of 26 key strategic leaders<br />Shenstone Group<br />Drawn from across civil society<br />Accountable to Worcestershire Partnership<br />12 month programme – “thinking laboratory”<br />Developing thinking and engagement focussed on practical outcomes<br />External input<br />
  31. 31. Appendix: Shenstone Group Members<br />Business and Commerce<br />Chamber of Commerce -Chief Executive<br />Malvern Instruments - Managing Director <br />Qinetiq plc - Chief Technology Officer <br />Worcester Bosch - Managing Director<br />Local Government<br />Bromsgrove District Council - Leader <br />Malvern Hills District Council – Leader<br />Redditch Borough Council – Leader<br />Worcester City Council – Leader<br />Worcestershire County Council - Chief Executive <br />Worcestershire County Council – Leader<br />Wyre Forest District Council - Leader<br />Wychavon District Council - Managing Director<br />Third Sector<br />Community First - Chief Executive <br />Help the Aged - Chief Executive<br />Infrastructure Consortium - Chair <br />Wider Public Sector<br />Fire & Rescue - Chief Fire Officer<br />NHS Worcestershire - Chairman <br />NHS Worcestershire - Chief Executive<br />West Mercia Constabulary - Chief Constable <br />Education<br />St Augustine’s High School - Headteacher <br />Worcester College of Technology - Principal <br />Worcester University - Vice Chancellor <br />Civil Society<br />Bishop of Worcester<br />Festival Housing - Chief Executive <br />Worcestershire Cricket Club - Chief Executive <br />Worcestershire Partnership - Chair<br />

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