PHIL SWANN SHARED INTELLIGENCE

• National context

• The core methodology

• Bournemouth, Dorset and Poole

• Things to think about in applying the approach

Place-based Productivity

• Deficit reduction strategy and spending review outcomes

• Lessons from Total Place

• Place-based budgeting

• Community Budgets

National Context

How does the money flow?

What do citizenswant?

What are the servicepressures?

Developing, testing, and

refininga series of

propositions

• greater collaboration;

• a deeper engagement with citizens; and

• a genuine focus on place?

How can we getimproved outcomesat less cost through:

The core question

The core question

Bournemouth, Dorset and Poole

• Focus on support for older people

• At sub-regional level, including: 1 county and 2 unitary councils; 2 PCTs; 6 Districts police and fire

• 3-person project team and chief executive project board

• A-(B+C)=Y where A is saving from reducing admissions to hospital; B is increased investment in community services; C is the cost of sustained investment in universal services and well-being; and Y is the contribution to a significant reduction in public expenditure

– Leadership and political challenges– Cultural and organisational change– Governance and financial management– Relationship with other programmes– Capacity

Bournemouth, Dorset and Poole

Concluded that it is possible to secure improved outcomes at less cost but a number of issues and barriers to be addressed:

Bournemouth, Dorset and Poole

• Project Board conclusion that main focus for implementation should be council/PCT level

• Recognition of “a case for” some activity at “a wider geographical level”

• Organisational history cast its shadow over the project (including the process by which the pilot was initiated)

• The sub-regional focus had implications for ownership and level of ambition

Buy-in is everything

• Buy-in across organisational and geographical boundaries: the challenge of the issues will expose any reluctance

• Buy-in of service directors and heads of service – those responsible for implementation – is critically important

Keeping it clear(if not simple)

• The core question

• Developing and testing propositions and hypotheses

• Retaining a focus on “at less cost”

• Retaining the centrality of the citizen’s perspective

Maintaining momentum

• The challenge of maintaining momentum without a government deadline in the face of inevitable pressures to slow down

• Piggy-back on unmoveable local timescales and programmes

• Use project milestones – assemblies, events – to maintain progress

A creative space

• A way of creating the space in which “mainstream” programmes can be more ambitious

• Remember:– The citizen perspective

– The financial pressures

– To get out more.

– To create space for learning from the process