1. Solace - view of the Landscape 2016 Presentation for the PPMA London 13th May 2016

2. Content Who we are what we do Solace Insights survey 2015/16 Leadership and Learning survey 2015 Solace role in supporting professional development Future developments

3. Solace Insights Survey 2015/2016

4. We received 164 responses, which is 40% more than we received last year. The population sample consists of 66% male and 34% female respondents. In total, 99% of respondents were Solace members. -68% current chief executives or senior managers of a local authority -10% former chief executives or senior managers -2% current middle managers -15% graduates or other early career -2% current chief executive at another public sector organisation -1% former chief executive or manager at another public sector organisation Of these: -County councils: 7% -District councils: 35% -Unitary/London borough/metropolitan borough councils: 44% -Private sector: 3% -Third/voluntary sector: 2% -Other organisations: 7% The highest response rate was received from the South East, London, East of England, Scotland, East and West Midlands, South West and the North West. Overall, -40% of respondents had more than 25 years of local government experience -16% have worked in local government for 16-25 years -21% have been in local government for 6-15 years and 10% have worked in the sector for up to five years -13% have worked in the sector for less than one year Respondents were asked to reflect on the current and future local government priorities and key drivers, examples of best practice and innovation, the future of local government finance and devolution, comparing their experience over the past twelve months and their long-term vision for local government in ten years’ time. Methodology

5. Top THREE service priorities for your local authorities in 2015 Top priority for Counties Top 3 for Districts Top 3 for Counties

6. THREE key drivers that will most impact on local authorities in the next 12 months : Top 3 for Counties Top 3 for Districts Top 3 for Uni/LB/MetB

7. Examples of improvement or innovation undertaken in 2015

8. Example's of improvement or innovation activities councils are planning to undertake by 2025

9. 2015: THREE areas that should be the main priorities for central government during this Parliament:

10. Economic growth The extent to which public sector spending cuts impacted on delivering the following services over 2015:

11. The extent to which public sector spending cuts are expected to impact on the following services over the five-year period of this Spending Review:

12. “More of the money spent by local authorities should be raised locally.” 2015 2014

13. State of local government finance over the next 10 years: Slightly more pessimistic than in 2014.

14. 2014: State of local government finance over the next 10 years (Data by organisation)

15. 2015: “How do you feel about the future of local government in 10 years’ time?"

16. What organisation do you think WILL be the primary commissioner of the following services in 10 years’ time? What organisation do you think SHOULD be the primary commissioner of the following services in 10 years’ time?

17. 2014: In 2025, do you believe the decision-making process in the UK will be:

18. 2015: In 2025, do you believe the decision-making process in the UK will be:

19. 2014: What type of organisation do you think councils will be in 2025?

20. 2015: What type of organisation do you think councils will be in 2025?

21. Leadership and Learning Survey ……..common challenges 124 members responded - 34% were serving CEs and 45 % senior managers. Gender split: 61% male 39% female Devolution and the CA agenda Working in increasing complexity and ambiguity Developing commercial acumen Partnership working across the system Leading behaviour and culture change Managing the political landscape Keeping my team going and avoiding burnout Delivering services with reduced resources Whole system/Place leadership

22. So what does that mean for senior managers……. Taking the organisation on a change journey Understanding the landscape.. external vs internal leadership; community vs organisational Being sceptic…not the cynic Managing risk vs taking risk Building good networks Working collaboratively Focus on solutions Creating time for “sense making”

23. Further Feedback Learning should be practical and context based Space to work through issues and challenges with peers and others is important Investment in Learning needs to deliver real outcomes back to the organisation as well as the individual Leadership development needs to be about future proofing Coaching and mentoring approaches are increasingly valued by individuals and organisations. Can build confidence, capability and resilience. Extended programmes need to benefit from a variety of methods of learning not just face to face learning. People need the tools to learn for themselves, not be taught. Developing reflective practice becoming more important.

24. Selflessness Honesty Authenticity Clarity Direction Decisiveness Integrity Engagement Creativity Collaborative Inclusive Vision Purpose Humility Resilience What do the workforce expect from their leaders?

25. Over to you….. What does it feel like for you and your organisations? Does this resonate or not?

26. Solace Responding to members and wider intelligence….

27. Developing Public Sector Leadership

28. ExperimentationAccumulation Full Leadership Eldership Solace Stepping Stones National Graduate Development Programme Solace Springboard Programme Aspiring Public Service Leaders (potential Newton Partnership) Total Leadership Programme Under development Legacy Leaders Role focused courses Local Government Manager Aiming to be a Head of Service Aiming to be a Director New Directors Briefing Aiming to be a CEO New /revised Chief Executive Course Individual Modules (tailored to existing career experience) Creating a commercial culture Political environment/member-officer relationships Personal resilience Ethics Digital Disruption Leadership in a VUCA world Role as a Director on external/arms-length bodies Handling the media Elections Local Government Finance Financial Sustainability Encouraging economic growth Civil resilience Collaboration Negotiation Experimental government/ Design for Government Role as a non- Exec Working as an Interim Accred. programme s ILM Level 5 Leadership and Management MSc/MA Public Management with UoB ILM Level 7 Strategic Leadership and Executive Management ILM Level 7 Executive Coaching and Mentoring Active Learning Mentoring Action learning Executive Coaching

29. I’m the Leader Heroic leadership

30. Who needs leaders? We’re all leaders….

31. Distributed leadership

32. Characteristics of distributed leadership An emergent property of group or network of interacting individuals Draws on a variety of expertise distributed across the many not the few Leadership is exercised not just by those with positional authority Leadership is exercised by anyone at any position in the hierarchy who takes responsibility for change

33. System Leadership Focus on purpose, users, benefits Saying ‘yes to the mess’; experiments; diversity; different perspectives; curious Encouraging connections, conversation, relationships, building networks/coalition Challenging habits and assumptions; Reducing power differentials – those who do the work – do the change Containing anxiety Far from certainty Far from agreement Close to agreement Near to certainty Ordinary Management Technical/rational decision making Simple structures Effective procedures Monitoring/co-ordination Providing direction After Ralph Stacey The context of leadership – ordinary management & systems leadership

34. It’s about developing the skills and qualities needed to lead in a complex environment – the 6 ways of…. 1.Ways of feeling (personal core values) – value & commitment 2.Ways of perceiving (observations and hearing) - observing ‘from the balcony’ as well as ‘from the dance floor’ - allowing for the unseen and unpredicted - seeking and hearing diverse views - sensitivity to other narratives 3. Ways of thinking (intellectual and cognitive abilities) - curiosity - synthesising complexity - sense-making 4. Ways of doing (enabling and empowering) - narrative and communication - enabling and supporting others - repurposing and reframing existing structure and resources 5. Ways of relating (relationships and participation) - mutuality and empathy - honesty and authenticity - reflection, self-awareness and empathy 6. Ways of being (personal qualities) - bravery and courage to take risks - resilience and patience - drive, energy and optimism - humility and magnanimity

35. Working in complex adaptive systems “The difference between linear and complex adaptive systems is the difference between throwing a rock and throwing a bird” Jake Chapman, “Systems failure”

40. Putting it into local context – emerging practice Engaging managers in interpreting the research Defining skills and behaviours ….aligning to values Building into role profiles Benchmarking tools- e.g. 360 exercise Showcasing key role models – developing narrative Organisational raids..sharing learning Link 21CPS into workforce strategy Workforce dialogue toolkit - http://www.employment- studies.co.uk/system/files/resources/files/ppma0513.pdfhttp://www.employment- studies.co.uk/system/files/resources/files/ppma0513.pdf Develop staff to meet key skills of the roles Look at what a 21 st century politician looks like

41. Other…. Cross Sector Leadership Exchange …http://www.csleuk.org/our-programmes/ Civil Service Learning…joining the dots

42. ……… What are your top priorities at present and looking into the future?