1. ADASS spring conference April 2010 Barry Quirk CE Lewisham LB LEADERSHIP AND TOTAL PLACE

2. leadership … connecting people to purpose connecting people to purpose managerial intellect and emotional labour strategies & plans structuresprogrammesprojects products & services activitiesdeliverablesoutputs ambitionsrelationships hopes & fears dynamism the act of becoming the craft of work confidencepride hardware software

3. route to recovery & renewal irrelevance and death the grasping for salvation the the collective denial of risk and peril the the undiscipline d pursuit of more Collins J (2009) How the Mighty Fall, New York, Random House Collins J (2009) How the Mighty Fall, New York, Random House thehubris born of success thehubris how organisations fail

4. two ice cream salesmen on a beach A BC D E

5. liquid needs … porous places, permeable services porous places, permeable services journeys & pathways: journeys & pathways: daily, weekly, annual and life-cycle journeys daily, weekly, annual and life-cycle journeys service user pathways service user pathways overlapping jurisdictions and the institutional kaleidoscope overlapping jurisdictions and the institutional kaleidoscope

6. GAPS : stress is on missed needs and improved effectiveness; can result in increasing overall costsGAPS : stress is on missed needs and improved effectiveness; can result in increasing overall costs OVERLAPS : stress is on duplicated effort, resources and improved efficiency; can result in lowering overall costsOVERLAPS : stress is on duplicated effort, resources and improved efficiency; can result in lowering overall costs overlaps not gaps gaps and overlaps can exist between policies, services, activities and service users

7. causal model of change organisational capability and managementpractices resource inputs & policy instruments service standards & outputs presumption - positive returns to scale on inputs? services – libraries, youth services problems – literacy, youth crime resource inputs & policy instruments outcomes and social results behaviour: its constraints and capacity to change presumption – professional policies can positively influence behaviour

8. overlaps in service design overlaps in organisational design framing our focus a service opportunities for reducing costs a social problem reducing re- offending Adult social care & PCT Assets & energy worklessness teenage pregnancy issue being tackled has the attribute of

9. police 600 wardens PCSOs 120 CPS 30 courts probation 60 prevent & divert detect & bring to justice convict & rehabilitate prisons frozen costs … service costs are frozen in the design of delivery: facilities, assets, etc service costs are frozen in the design of delivery: facilities, assets, etc institutional costs, whole service costs, transactions costs, unit costs, activity based costs institutional costs, whole service costs, transactions costs, unit costs, activity based costs example of criminal justice system example of criminal justice system

10. changing while saving Rayner > Ibbs > “modernisation” > Gershon > Bichard Rayner > Ibbs > “modernisation” > Gershon > Bichard 3% (cash/non-cash) rises to 7% real cash 3% (cash/non-cash) rises to 7% real cash Council with GRF of £250m is facing cost reduction of some £45-£60m over 3 yrs Council with GRF of £250m is facing cost reduction of some £45-£60m over 3 yrs it’s easy to change while growing it’s easy to change while growing by all means build new narrative but blend big changes with little changes - as grand strategies can fail grandly by all means build new narrative but blend big changes with little changes - as grand strategies can fail grandly Engels “2nd law of dialectics” is concerned with the, “passage of quantitative changes into qualitative changes” ??? Engels “2nd law of dialectics” is concerned with the, “passage of quantitative changes into qualitative changes” ???

11. parts and wholes to change a part – specialised thinking, reactive learning … analysis to change a part – specialised thinking, reactive learning … analysis to change a whole – systemic thinking, deeper learning … synthesis to change a whole – systemic thinking, deeper learning … synthesis are we changing parts or whole? are we changing parts or whole? profound change of parts;organisations, or whole service systems? profound change of parts;organisations, or whole service systems? incremental AND transformational change incremental AND transformational change

12. and Whitehall? silos and rainbows … silos and rainbows … high level officials group high level officials group