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

2. leadership … • connecting people to purpose managerial intellect and emotional labour software hardware ambitions relationships hopes & fears dynamism the act of becoming the craft of work confidence pride strategies & plans structures programmes projects products & services activities deliverables outputs

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

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

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

6. overlaps not gaps • GAPS: 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 costs gaps and overlaps can exist between policies, services, activities and service users

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

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

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

10. changing while saving • Rayner > Ibbs > “modernisation” > Gershon > Bichard • 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 • 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 • 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 whole – systemic thinking, deeper learning … synthesis • are we changing parts or whole? • profound change of parts;organisations, or whole service systems? • incremental AND transformational change

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