Leading Learning February 2012 A Shifting Landscape

Shifting Plates A 25-30% reduction in public expenditure frontloaded in year one for local government A fundamental shift from Big Government to Big Society

Shifting Plates Less resources means:- Organisational rationalisation More focus on efficiency in the short term More focus on effectiveness in the longer term A desire to find different ways of working Arguments about priorities Less people But all the same needs and demands to deliver better public services

Shifting Plates A shift from Big Government to Big Society means Less state direction and intervention! Localism (councils or schools, GPs & communities) Devolution and diversity (Post Code lotteries!) Local choice and personalisation Sector/professional led improvement

The Challenges for Culture & Sport Leadership deficits (across the board but mainly in councils) Fragmentation without collaboration (in delivery arrangements and relationships) Poor performance and management weaknesses exposed (only the best may survive) Inertia Uncertainty Fear Tiredness Motivation

The Opportunities for culture & sport Innovation and transformational change (are we able to adapt to deliver more with less) Localism, prevention and personalisation and commissioning Public health reform (GP commissioning and local public heath) Aging well Academies and free schools Civil alienation and unrest

Leadership- personal resilience Self Belief - the extent to which an individual has confidence in their ability. Optimism - the extent to which an individual believes that they will experience good outcomes in life. Purposeful Direction - the extent to which an individual has clear goals that they are committed to achieving. Adaptability - the extent to which an individual is willing to adapt their behaviour and approach to changing circumstances. Ingenuity - the extent to which an individual perceives they are capable of finding solutions to problems that they encounter. Challenge Orientation - the extent to which an individual enjoys and learns from experiences which challenge them. Emotion Regulation - the extent to which an individual is able to remain calm and in control of their emotions in stressful situations. Support Seeking - the extent to which an individual is willing to ask others for help and support.

Leadership-resilient organisations... Continually improve by learning from themselves and others- adjust to new conditions quickly and efficiently. Horizon scan and plan ahead – get and stay ahead of the game not behind the pace. Avoid system and cultural ‘redundancy’ - have the capacity to continue operating in spite of significant organisational shocks. Diversify their offer- avoid being dependent on one market and one funder and spread the risk. Remain flexible and responsive – by encouraging innovation.