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Good governance through turbulent times

Good governance through turbulent times. 13 October 2010 Judith Smyth Director - Office for Public Management jsmyth@opm.co.uk. The purpose of this session. Refresh your understanding of the fundamentals of good governance of schools

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Good governance through turbulent times

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  1. Good governance through turbulent times 13 October 2010 Judith Smyth Director - Office for Public Management jsmyth@opm.co.uk

  2. The purpose of this session • Refresh your understanding of the fundamentals of good governance of schools • An opportunity to discuss current changes in public policy and the wider environment in which you work • Time to consider the future of schools, of local authorities and of governor services • Set you up to work together for the rest of the conference

  3. How we will work together • My role? Short presentation – but please interrupt me for questions and comments, • Followed by facilitation, support and some challenge • You? Embrace change? Acknowledge fears, Think out of the box, do not ASS-U-ME, check for understanding, think about school governance from the wider perspective of the public interest if you can, challenge each other to do so

  4. Some shared vocabulary • The public interest • Public services • Public sector • Voluntary sector/ third sector/not for profit • Private sector (distinguish PLCs from the rest) • What are schools in this? And in the future? • What are ‘school improvement and support services in this? And in the future?

  5. The Coalition government – what do we know? • Cuts – and the inadequacy of ‘salamis slicing’ • Development of ‘total place’ approach • Reduction of central government control • End of many ‘QUANGOs’ • No CPA, no audit commission, fewer compulsory PIs, Ofsted likely to remain • Changed roles in Health likely • Emphasis on prevention – because it makes economic and social sense and improves outcomes • Personalisation and individual budgets, think family • Changing governance and funding of schools • ?

  6. The challenge for local government is • To lead change – communicating the pressure for change, developing and agreeing the future vision, establishing the capacity for change, agreeing the first steps leading to action • Work to improve outcomes and in the public interest rather than in the interest of particular services or professions or sectors • gain public (and staff) support and understanding • know the cost and value of everything • Stop doing what does not add enough value • work very closely with elected Members

  7. It is not all change - we are likely to retain • The total place approach (renamed) • Partnerships • Co- production (what about co- payment?) • Personalisation • Communications with public and service users – public services that are popular and well understood • Strategic commissioning • Good Governance – clarity of roles and accountabilities

  8. Big society: Coproduction ORGANISATIONS SERVICE USERS Public sector SOCIAL CAPITAL Children Contracted Private Sector Communities Every Child Matters Outcomes and Peer Groups Voluntary Organisations Private Sector - shops, jobs, finance, housing and their Families Source: ‘Coproduction in Children’s Services’, Clive Miller and Sue Stirling, OPM, 2004

  9. What is commissioning? • Understand. Plan, Do, Review – the familiar cycle • The activities and processes that lead to decisions about how best to use public money • Good commissioning is needs led, outcome focussed, uses evidence of what works, takes into account the views of stakeholders including service users, includes performance measurement and management, contestability (sometimes competition and outsourcing) in a well led and well governed system • Little point in commissioning if there is no agreed pressure for change and the capacity and appetite to see it through- ‘do’ is the hard part!

  10. How well is public governance working for the 450,000 people who are involved on boards including schools? Control or charade – NHF 1994 ‘Rubber Stamped?’ The expectations and experiences of appointed public service governors J Steele, G Parston, OPM 2003

  11. Governors and executives lack clarity and understanding • Governors who are more reactive than proactive • Adversarial second-guessing of management • Lack of effective stewardship or oversight

  12. Many governors • Do not/cannot hold the executive to account • Are confused by the mix of stakeholders • Find it difficult to build relationships to improve accountability

  13. Action required? • clarifying the purpose of governance and role of the governor • expanding the supply of governors • improving governor induction and performance • Improving the governor-executive relationship • development of a common code for public service governance • Which was published in 2006 and reviewed in 2008 (no changes made). It is the foundation for many different governance codes for different public services in all sectors.

  14. Engaging stakeholders and making accountability real Promoting values for the whole Organisation and demonstrating good governance through behaviour Performing effectively in clearly defined functions and roles Focusing on the organisation’s purpose and on outcomes for citizens and users Taking informed, transparent decisions and managing risk Developing the Capacity and capability of the governance team to be effective

  15. Six core principles 1. Good governance means focusing on the organisation’s purpose and on outcomes for citizens and users. 2. Good governance means performing effectively in clearly defined functions and roles. 3. Good governance means promoting values for the whole organisation and demonstrating the values of good governance through behaviour.

  16. Six core principles 4. Good governance means taking informed, transparent decisions and managing risk. 5. Good governance means developing the capacity and capability of the governing body to be effective. 6. Good governance means engaging stakeholders and making accountability real.

  17. Group work - 1 • Given the changes in public policy that we have considered work in your group please list the strategic discussions that school governing bodies should be having. How best can you support them in this?

  18. Group work 2 • Consider the six standards for public governance using the handout provided and consider which of the standards need most attention by school governing bodies at the present time and why? • Discuss how you might use this approach to support school governors through the turbulent times ahead?

  19. Group work 3 • Consider your own positions – what sort of changes lie ahead and how might you influence these changes in the public interest?

  20. How ready are you for this? • Your understanding of the journey ahead • Your strategic relationships • Your skills and competencies • Your ability to innovate and think out of the box Leading through change Judith Smyth Director commissioning and governance www.opm.co.uk

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