1. Worcestershire PartnershipRoger BrittonProgramme Manager

3. Two tier Shire with 6 Districts Councils

4. Rural – urban mix

5. Established and successful partnership across the whole of civil society

7. Total Place Themes Reducing the current and future numbers of young people (16 – 25) not in employment, education or training (NEETs) Transforming outcomes and opportunities in areas of highest need Strategic inter-agency property asset management and utilisation Developing leadership vision and capacity.

8. Structure

9. Total Place – LAAfriend or foe?

10. Shallow thinking - foe Diversion from the real/day job Too risky Asks difficult questions May corrupt progress to LAA targets Creates tensions in partnership Work required exceeds resources available Endanger inspection results Bit of a jolly

11. Deep thinking -friend Like it or not we are entering uncharted territory Whitehall is listening Wicked issues Move from incremental to transformational If CAA/One Place is not about this then what is it about?

12. Seven challenges

13. Challenge Use Total Place to leverage increased radicalism and innovation into existing (LAA) activity Provocation for taking a new look Legitimises radical thinking Access to Whitehall and other agencies

14. Challenge Ensure that all our solutions embrace the whole of civil society Do we really engage allpartners? Build capacity in the communities Nudge social behaviours

15. Challenge Do the right things as well as doing things right We still do lots of stuff … because we do Be disciplined about priorities Lean approaches

16. Challenge Use disciplined creativity Make something happen Describe and understand the issue Formulate the solution / action Refine

17. Challenge Get champions to drive change At the top of all partner organisations Throughout organisations Into civil society Not just public sector … across civil society

18. Challenge Don’t be derailed by budget issues Frightened back into silos Speed of return may be slow No more smoke and mirrors solutions

19. Challenge Ensure political support Seen as an officer activity Seen as usurping role of elected Members This is the politics of local governance in 21st century

20. Worcestershire Partnership

21. Details of Worcestershire’s Total Place work

22. NEETs: Rationale Rising levels of unemployment amongst young people Risk of a generation “wasted” Differential impact and levels across the county NEET group consume disproportion of public resources – now and in later life Consequences follow NEETs throughout life Impact of the recession Opportunity to engage local employers and community sector

23. NEETs: Ambition Prevent growth in numbers and form long term basis for reduction Enhance engagement participation in education and training apprenticeships challenge benefits culture/dependency Raise aspirations of young people Create a single approach across agencies Potential for significant savings

24. Areas of Highest Need: Rationale Commitment to equality of opportunity Opportunity for communities to build capacity enabled by enhanced joint agency approach Significant public expenditure opportunity to transform outcomes and achieve significant financial benefits Opportunity for a wider civil society approach not just public sector

25. Areas of Highest Need: Rationale Risk and reality of uncoordinated services confusion for users inefficient use of resources disempowerment of users and communities failure to optimise impact Recognition of need to tackle disadvantage in a relatively prosperous county Ability to apply lessons learned in other locations Increased public satisfaction

26. Areas of Highest Need: Ambition Community capacity significantly enhanced communities at heart of development community led developments and activities potential transfer of assets Longer term higher incomes and less deprivation more employment and employability more entrepreneurship higher education attainment healthier individuals reduced crime and social nuisance

27. Areas of Highest Need: Ambition More active citizenship co-production self and household responsibility community action Enhanced civil society Seamless services shaped and controlled by empowered communities, individuals and families More effective joint use of resources shared data professional co-operation

28. Property Assets: Rationale Significant portfolio of property owned by local and central agencies working with OGC Civil Estate review Opportunity to relocate and co-locate staff and services to meet user needs facilitate more partnership working Opportunity to reduce revenue expenditure Opportunity to concentrate on energy and maintenance efficient buildings Long term aim of capital receipts

29. Property Assets: Ambition Trigger service re-configuration Rationalised portfolio led by service needs Co-location of services and people leading to more shared services More accessible premises and services More sustainable property portfolio Property as a community resource Potential for community asset transfer Ongoing revenue savings Longer term capital receipts

30. Countywide leadership Effective strategic leadership is core to sustained success – without this Total Place will struggle to become embedded Cadre of 26 key strategic leaders Shenstone Group Drawn from across civil society Accountable to Worcestershire Partnership 12 month programme – “thinking laboratory” Developing thinking and engagement focussed on practical outcomes External input

31. Appendix: Shenstone Group Members Business and Commerce Chamber of Commerce -Chief Executive Malvern Instruments - Managing Director Qinetiq plc - Chief Technology Officer Worcester Bosch - Managing Director Local Government Bromsgrove District Council - Leader Malvern Hills District Council – Leader Redditch Borough Council – Leader Worcester City Council – Leader Worcestershire County Council - Chief Executive Worcestershire County Council – Leader Wyre Forest District Council - Leader Wychavon District Council - Managing Director Third Sector Community First - Chief Executive Help the Aged - Chief Executive Infrastructure Consortium - Chair Wider Public Sector Fire & Rescue - Chief Fire Officer NHS Worcestershire - Chairman NHS Worcestershire - Chief Executive West Mercia Constabulary - Chief Constable Education St Augustine’s High School - Headteacher Worcester College of Technology - Principal Worcester University - Vice Chancellor Civil Society Bishop of Worcester Festival Housing - Chief Executive Worcestershire Cricket Club - Chief Executive Worcestershire Partnership - Chair