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

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Presentation on theme: "MAKING PLACE BASED AGREEMENTS WORK: LEADERSHIP SOLUTIONS Kent Executive Leadership Programme 2010-11."— Presentation transcript:

1 MAKING PLACE BASED AGREEMENTS WORK: LEADERSHIP SOLUTIONS Kent Executive Leadership Programme

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

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” 13 th October 2010

5 Our changing landscape financial changes financial changes service user expectations service user expectations policy changes policy changes institutional 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 Health Admissions process….

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

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

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

12 Challenges to place based approaches

13 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 CURRENT STATE AGENCY = PROBLEM FAMILIES Shared vision and sovereignty

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

23 COST EFFECTIVE PLACE BASED Shared vision and sovereignty

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 Multi- agency challenge Ambition Board Enterprise Support & Skills Growing the economy Problem Families / Access to Services Tackling Disadvantage Right to challenge / dev Social Enterprise Put the citizen in control

26 Questions?


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