1. Why Total Place? CSW is the right size to “think big : act small” and create a meaningful, accountable partnership Economic Partnership in place for several years already A population of 1 million should be enough to consume our own smoke…… …..as we can develop our concordat with each other and the centre NHS PCT cluster developing West Midlands-wide sub-regional focus is the way forward Direct damaging experience of individual organisation financial turnaround as the old way of working Children and young people’s services selected as a complex whole system, but manageable, illustrative pilot

2. Bullying Led by: Warwickshire NEETs Led by: CSW Partnership Child Health Led by: Coventry Coventry, Solihull and Warwickshire Total Place Themes School Improvement Led by: Solihull Relationship with Whitehall (Field Forces) Led by: Solihull Shared Services Led by: Solihull Build Capacity across the Sub-region Led by: CSW Partnership Children ’ s Services Underpinning Themes 0-5 Years16-18 Years Impact on services beyond scope and into 19-24 Years

4. The Concordat Approach A new Compact between Central Government and an accountable sub-regional partnership. Rules and relationships together True commitment to localism - trust local systems to respond and deliver One national strategy and policy development – themes and outcomes, not departments Aligned target setting and performance regimes - outcome not process based. Places should be judged on what they achieve not how they achieve it Collapsing and streamlining inspection and regulation regimes

5. Mainstreaming Committed to mainstreaming the Total Place approach across a number of dimensions. Continuing our programme of public sector summits to test and build political ownership and wider public sector buy-in. Establishing light but accountable partnership arrangements across the sub-region Using the learning from Total Place pilot to develop a more formal common, overarching collaborative strategy for the sub-regional that will:- –Embed the work on children’s services through a common CSW value added strategy owned by the 3 Children’s Trusts –Roll out 2 nd wave of projects engaging NHS more – e.g. Looked After Children, out of area complex placements, safeguarding development, youth offending, CAMHS, maternity and paediatric configuration.

6. –Review learning from children’s services pilot to consider best priority areas to take forward for adult and older people’s services. –Refreshing and updating shared services strategy –Creating a formal plan for common development and support services, e.g. improvement services, academy and observatory. Developing an economic and financial model that projects savings and how they are applied between the three areas of double running for new services; savings to each organisation’s bottom line; savings returned to the centre

7. Making the concordat real in the first instance for children’s services across Government upwards as well as locally with schools, GPs and other front-line commissioners Developing an engaging narrative with local people about what better for less means for them in terms of what services they can expect, where more self support is likely to be needed and what share of savings they can expect to see in their pockets.

8. By 2025 If this fundamental change can happen – and there will be many vested interests threatened by such proposals – we might have a public sector in the sub-region which makes much more sense to people who populate the sub- region:- 1. There will be points of entry to the whole system which are universally recognisable and organised to bring solutions to the person at the point of entry – electronic or physical.

9. 2.There will be far fewer agencies with their own internal self preservation approaches. Partner organisational form will be much more fluid and aiming to co-ordinate around the shifting patterns of usage by citizens. 3.There will be a “universal” workforce model with the requisite skill base being refreshed and updated to meet the evidence of the shifting pattern of need. Organisations will train together to gain together. 4.There will be an explicit “mixed economy” representative Governance of the whole Public Sector in the sub-region. 5.There will be an integrated IT approach to optimising information to enable the community in the sub- region to operate on finding its own solutions where possible. This will be directly relayed to all homes/mobiles/ visitor centres.

10. 6.There will be a boundrylessness approach to people accessing the public sector with an ability to move freely access the whole without having to go through the “hoops” citizens face at this point. 7.There will be universal solutions for key functions across current administrative/agency boundaries which will reflect the way people live their lives. Some of our service solutions will be highly localised, some will transcend the sub-regional boundaries, some will be co terminus with the sub-regional boundary. Most “transactions” will be experienced at a distance through IT and the traditional idea that place and geography is a paramount issue for interaction with a service/function will have been replaced. 8.There will be a public service culture which continuously refreshes and challenges itself to ensure continuous patterns of change are the accepted norm.