ADASS spring conferenceADASS spring conference
April 2010April 2010
Barry QuirkBarry Quirk
CE Lewisham LBCE Lewisham LB
LEADERSHIP LEADERSHIP AND TOTAL AND TOTAL
PLACEPLACE
leadership …leadership …
•connecting people to purposeconnecting people to purpose
managerial intellect and emotional managerial intellect and emotional labourlabour
strategies & plansstrategies & plans
structuresstructures
programmesprogrammes
projectsprojects
products & servicesproducts & services
activitiesactivities
deliverablesdeliverables
outputsoutputs
ambitionsambitions
relationshipsrelationships
hopes & fearshopes & fears
dynamismdynamism
the act of becomingthe act of becoming
the craft of workthe craft of work
confidenceconfidence
pridepride
hardwarehardware softwaresoftware
route to route to recovery & recovery & renewalrenewal
route to route to recovery & recovery & renewalrenewal
irrelevance and irrelevance and deathdeath
irrelevance and irrelevance and deathdeath
the the grasping for grasping for salvationsalvation
the the grasping for grasping for salvationsalvation
the the collective collective
denial of risk denial of risk and periland peril
the the collective collective
denial of risk denial of risk and periland peril
the undisciplined the undisciplined pursuit of morepursuit of more
the undisciplined the undisciplined pursuit of morepursuit of more
Collins J (2009) Collins J (2009) How the Mighty FallHow the Mighty Fall, New York, Random House, New York, Random House
the the hubris hubris born of born of successsuccess
the the hubris hubris born of born of successsuccess
how organisations failhow organisations fail
two ice cream two ice cream salesmen on a beachsalesmen on a beach
A B C D E
liquid needs …liquid needs …
•porous places, permeable servicesporous places, permeable services
•journeys & pathways: journeys & pathways:
•daily, weekly, annual and life-daily, weekly, annual and life-cycle journeyscycle journeys
•service user pathwaysservice user pathways
•overlapping jurisdictions and the overlapping jurisdictions and the institutional kaleidoscopeinstitutional kaleidoscope
•GAPSGAPS: stress is on missed needs and improved effectiveness; : stress is on missed needs and improved effectiveness; can result in increasing overall costscan result in increasing overall costs
•OVERLAPSOVERLAPS: stress is on duplicated effort, resources and : stress is on duplicated effort, resources and improved efficiency; can result in lowering overall costsimproved efficiency; can result in lowering overall costs
overlaps not gapsoverlaps not gaps
gaps and gaps and overlaps can overlaps can exist exist between between policies, policies, services, services, activities and activities and service usersservice users
causal model of changecausal model of change
organisational organisational capability and capability and management management practices practices
resource inputs resource inputs & policy & policy
instrumentsinstruments
service standards service standards & outputs& outputs
presumption -presumption - positive returns to positive returns to scale on inputs? scale on inputs?
services – libraries, youth services
problems – literacy, youth crime
resource inputs resource inputs & policy & policy
instrumentsinstruments
outcomes and outcomes and social resultssocial resultsbehaviour: its
constraints and capacity to
change
presumption –presumption – professional policies professional policies
can positively can positively influence behaviourinfluence behaviour
overlaps in overlaps in service service designdesign
overlaps in overlaps in organisational organisational
designdesign
framing our focusframing our focus
a servicea service
opportunities opportunities for reducing for reducing
costscosts
a social problema social problem
reducing re-offending
Adult social care & PCT
Assets & energy
worklessness teenage
pregnancy
issue being tackled has the issue being tackled has the attribute of attribute of
police police 600600
wardens wardens PCSOs PCSOs
120120
CPS CPS 3030
courtscourts probation probation 6060
prevent & divertprevent & divert detect & bring to justicedetect & bring to justice convict & rehabilitateconvict & rehabilitate
prisonsprisons
frozen costs …frozen costs …•service costs are frozen in the design of service costs are frozen in the design of delivery: facilities, assets, etcdelivery: facilities, assets, etc
•institutional costs, whole service costs, institutional costs, whole service costs, transactions costs, unit costs, activity based transactions costs, unit costs, activity based costscosts
•example of criminal justice systemexample of criminal justice system
changing while saving changing while saving •Rayner > Ibbs > Rayner > Ibbs > “modernisation”“modernisation” > Gershon > > Gershon > BichardBichard
•3% (cash/non-cash) rises to 7% real cash3% (cash/non-cash) rises to 7% real cash
•Council with GRF of £250m is facing cost Council with GRF of £250m is facing cost reduction of some £45-£60m over 3 yrsreduction of some £45-£60m over 3 yrs
•it’s easy to change while growingit’s easy to change while growing
•by all means build new narrative but blend big by all means build new narrative but blend big changes with little changes - as grand strategies changes with little changes - as grand strategies can fail grandlycan 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” ???
parts and wholesparts and wholes•to change a part – specialised thinking, to change a part – specialised thinking, reactive learning … analysis reactive learning … analysis
•to change a whole – systemic thinking, to change a whole – systemic thinking, deeper learning … synthesisdeeper learning … synthesis
•are we changing parts or whole?are we changing parts or whole?
•profound change of parts;organisations, or profound change of parts;organisations, or whole service systems?whole service systems?
•incremental AND transformational changeincremental AND transformational change
and Whitehall?and Whitehall?•silos and rainbows …silos and rainbows …
•high level officials grouphigh level officials group