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MAKING PLACE BASED AGREEMENTS WORK: LEADERSHIP SOLUTIONS

MAKING PLACE BASED AGREEMENTS WORK: LEADERSHIP SOLUTIONS. Kent Executive Leadership Programme 2010-11. The Executive Leaders Programme – 2030. “Developing Sustainable Leadership”. Leading in the Matrix. Leading in a Shrinking world. Corporate. Across Boundaries. Political.

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MAKING PLACE BASED AGREEMENTS WORK: LEADERSHIP SOLUTIONS

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  1. MAKING PLACE BASED AGREEMENTS WORK:LEADERSHIP SOLUTIONS Kent Executive Leadership Programme 2010-11

  2. The Executive Leaders Programme – 2030 “Developing Sustainable Leadership” Leading in the Matrix Leading in a Shrinking world Corporate Across Boundaries Political Leading beyond boundaries Leading in a confined space Leading in a crisis

  3. What we aim to cover • Background and context • Challenges and Barriers • Analysis of findings • Focus on leadership • Conclusions and Recommendations

  4. Why place based agreements? Localism, localism, localism…… “ It’s not my job to sit behind my desk like some sort of puppet master, pulling at the strings, taking all the decisions….so instead of red tape and regulation, instead of instructions and inspection, we’re giving councils what they’ve wanted to decades. Freedom. Power. Responsibility” Eric Pickles, Secretary of State for Communities and Local Government” 13th October 2010

  5. Our changing landscape • financial changes • service user expectations • policy changes • institutional changes

  6. Kent Ambitions • To help the Kent economy to grow • To tackle disadvantage • To put the citizen in control

  7. The Landscape – example Domestic Abuse Duplicate processes Duplicate resources Complex short term funding arrangements No strategic picture of the problem Lack of understanding of the victim requirements £m’s could be saved through a co-ordinated approach with better service to the victim

  8. The Landscape – example Mental HealthAdmissions process….

  9. Place Based PLUS Cost Effective Place Based Agreements Support Services Integration COMBINATION Place Based Agreements COLLABORATION INTEGRATION Community Safety Partnerships Present Structure CO-OPERATION CENTRALISED LOCALISED CONTROL

  10. Social Capability v Power/Control PAROCHIAL CHURCH COUNCIL 100 ROTARY PARISH COUNCIL NEIGHBOURHOOD WATCH VICARS GARDENING CLUBS SCHOOL GOVERNORS STRENGTH OF SOCIAL CAPABILITY DISTRICT COUNCILLORS KCC BACK BENCHERS MAGISTRATES PUBLIC MP’s KCC COUNCILLORS CABINET MINISTERS 0 0 ACCESS TO POWER & CONTROL 100

  11. Social Capability v Power/Control 100 BIG SOCIETY STRENGTH OF SOCIAL CAPABILITY 0 0 ACCESS TO POWER AND CONTROL 100

  12. Challenges to place based approaches

  13. Challenges to place based approaches • Lack of: • shared mission • buy in • empowerment and ownership • willingness to give things up (zero sum gain) • trust and confidence • Too focused on architecture and process not outcomes • Designed from existing architecture • Incremental not radical • Fail to engage all levels of the organisation • Different performance frameworks • Culture • Risk appetite • Change overload

  14. Expanded Horizons: Learning from Abroad • Trust • Leadership • Scale • Focus • Be prepared to fail • Shared vocabulary

  15. The Solution • - Leadership • Culture • - One Direction • Agreed outcomes • Shared missions • Aligned delivery • - Sovereignty and Governance

  16. Leadership Behaviours: What works elsewhere Strategy Integrity Leadership space Succession planning

  17. Leadership Behaviours: What Can Work in Kent Leadership Honesty Integrity Focus Energy Openness Maturity Humility Courage • Leaders • Visible and accessible • Communication and language • Resilient • Confident • Energy and commitment • Open to change and sharing leadership space • Asking the right questions ‘Leave your ego and preconceived ideas at the door’

  18. Leadership Behaviours: What Can Work in Kent Strategic leadership is responsible for culture Effective strategic leaders will build a culture that supports strategy Organisational culture eats strategy for breakfast The single most visible factor that distinguishes successful culture change efforts from failed attempts is competent leadership at the top

  19. Leadership Behaviours: Summary • Leadership and followership • Leadership and boundaries • Leadership and culture • Leadership and strategy

  20. The Solution • - Leadership • Culture • - Shared Vision • Agreed outcomes • Shared missions • Aligned delivery • - Sovereignty and Governance

  21. Shared vision and sovereignty CURRENT STATE AGENCY = PROBLEM FAMILIES

  22. Shared vision and sovereignty COMMUNITY SAFETY PARTNERSHIP MODEL MORE ALIGNMENT AND COOPERATION

  23. Shared vision and sovereignty COST EFFECTIVE PLACE BASED

  24. Conclusions • Common and shared direction • Joint business change approaches – i.e. Lean • True shared resources • Developing relationships • Outcomes not targets • Developing leadership • Right culture and not simply structures • Make a plan and stick to it

  25. Recommendations – next 6 months • Identify 3 cross-agency areas – task each Ambition Board to conduct a Multi-Agency Lean event – and bring the recommendations re sharing and jointly commissioning services and commitments arising back to the Kent Forum

  26. Questions?

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