Total Place: The story and learning

so far

Nicky de Beer, Head of OperationsDiane Neale, Leadership Centre Advisor and Durham Programme Lead

Holly Wheeler, Head of Learning

What was the intention?  

Learning

Transformation Efficiencies

What is total place?  

CustomerCounting

Culture

Who is involved in Total Place?

The pilot areas are:

Dorset, Poole & Bournemouth

Kent

Croydon

LewishamLuton & Central

Bedfordshire

Leicester & Leicestershire

Coventry, Solihull& Warwickshire

Worcestershire

Birmingham

Bradford

Manchester Cityregion &

Warrington

South Tyneside,Gateshead & Sunderland

Durham

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

Total Place: Governance

Ministerial group

CSTSoSCLG

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)

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

Absurdities of the current system

There are 47 separate funding streams in Durham for 25 providers of social housing covering 19,000 homes.

DWP issues 14 manuals on how to apply benefits totalling over 9000 pages. Over 50 different benefits have been identified in one pilot

The audit commission has identified the costs of each tier of management in a ‘supply chain’ at 20%

“There’s 15/20 places they have to go to sort out

benefits and this is young people without any parents,

people in care. It’s an absolute mess…”

“There’s never any such thing as a user pathway from a user perspective, the pathway is always something the

provider invents. What the user experiences is bombardment on the one hand or bemusement when

you fail to get through to anybody on the otherhand, but it doesn’t ever feel like a pathway.”

Spring budget 2010

Inter-departmental

working

PBR 2009

Workshopsby theme£Place

Count

Whole

system

workshops

Lear

ning

com

mun

ities

Customer

Journ

eys

So what and how have

those involvedbeen doing?

Break for discussion

A Learning History

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

custo

mer

There is

waste

Learning History

Highlights

Guests from Worcestershire Young people who are Not in

EducationEmploymentTraining

So, What and How Next?

What might the next stage include…….

– More place working in a holistic way around local people’s needs

– Pilots and parallel places continuing work

How we’d hope to work…

Real change takes place in the real world

Those that do the work do the change – lots of people/organisations have yet to engage

Start with customer/client/citizen and follow the story wherever it leads; engaging all in the system as the work develops (including private & voluntary sector, all bits of the public sector and citizens)

Connect the system more to itself – lots of things are already working (eg QIPP) – don’t ignore or compete with these

People own what they create – especially the public

Big challenges

Governance, Accountability and Leadership

Public funds

Continuing to work differently

Broadening and Deepening

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.”

Questions and more information?

www.localleadership.gov.uk/totalplace

www.communities.idea.gov.uk/totalplace

nicky.debeer@localleadership.gov.uk or holly.wheeler@localleadership.gov.uk