Transcript (Liz Cross) and New ways of delivering services ( Susie

Strengthening Governance
COGS Annual Conference 2010
Day 2
Liz Cross
Objectives
• Build upon learning from yesterday
• Create some shared perspectives on current
context
• Agree some key areas for COGS members to
develop common views
• Identify asks and offers for a draft manifesto
• Outline some practical tools and techniques
that can be taken away and used
Outline
• Interactive Plenary
– The current governance context
– The Big Society
– What’s COGS going to do at a practical level
•
•
•
•
•
Inputs from working groups
Activity -developing your priorities
Presenting back & making choices
NCOGS Meeting
Playing back the Manifesto headlines
The Current Governance Context
What sticks out from yesterday?
My take
•
•
•
•
Cuts – money, functions, state activity
Community focus – Total Place
Control- government, Quangos, regulation
Citizens – personalisation, prevention
Good Governance
The Big Society?
Big Society?
Building the Big Society isn’t just the
responsibility of just one or two
departments.
It is the responsibility of every department”
Rt Hon David Cameron MP, Prime Minister
300k Governors
Big Society
Political
• Structural Reform Plan
– Power shifted to people and
communities
– Greater autonomy for schools
– Reduction in bureaucratic targets
• Improved Parental Choice
• More support for poorest
• Whole system improvements
Social
10 traits for Generation Z-ers
• Essentially transient workforce
• Relentlessly tested -constant appraisal and feedback is
the norm
• Diversity and equality will be a fundamental way of
doing business
• More degrees, certificates and diplomas - but will
need encouragement to notch up meaningful work
experience.
• Many schools and colleges will be sponsored by
employers in a bid to secure young talent early on.
10 Traits (2)
• High salaries will be less crucial as mortgages,
bank loans and even private car ownership will
be limited
• Life -primarily via the web and for those who
find work less than satisfying, a virtual or second
life will be key
• Loyalty to employers and engagement at work
will become an urgent priority as young workers
switch jobs and locations more often.
10 Traits (3)
• Generous access to technology as children,
but limited physical freedom means Gen Z
will grow up fast. The erosion of their
childhood may see many of them breaking
out of the rat race later on in life.
• Political life will become less significant as
Gen Z-ers exercise power via their online
identities, not the ballot box.
Economic and Global
“If its likely that someone in China or India
can do your work more cheaply than you
can, or if a computer can do your work
faster than you can.........”
“The future belongs to a different kind of
person with a different kind of mind:
designers, inventors, teachers, story tellerscreative and emphatic right brain thinkers
whose abilities mark the fault line between
who gets ahead and who doesn't”
A Whole New Mind – why right brainers will rule the future
Daniel H Pink
The 21st Century Focus
High concept / high touch
• Conceptual age
21st century
• Information age
20th century
• Agricultural age
18th century
• Industrial age
19th century
– Creators & empathiser
– Knowledge workers
– Factory workers
– Farmers
A Whole New Mind – why right brainers will rule the future
Daniel H Pink
What does this mean for you
as leaders/governors
in your schools?
Educational leadership in the 21st centurySix challenges
• the number and complexity of decisions
• distributed leadership
• experience, values and vision
• relationships and emotional intelligence
• key partners and external factors
• head-teacher learning; good judgement,
networks, narrative and the nurturing of
wisdom.
Research for West Sussex by John West-Burnham 2009
What can COG’s do?
Drive the Agenda
VISION/VALUES/STRATEGY
STRUCTURE
PROCESS
LEADERSHIP
BEHAVIOUR
CAPACITY
CLIMATE
PERFORMANCE
Structure
Process
Federated
Developing vision
Clusters
Evaluating impact
Inter-agency Partnership Boards
Stakeholder management and
communications
Steering groups - with outside agencies Parental engagement
Committees
Performance Management – Head and
governors
Capability and Capacity
Recruitment, retention and
development
People – eg influencing ; networking
Succession Planning
Finance
Technology
Premises
Drive Governance as Leadership
Management
Governance
Management
Strategic Leadership
Sets measurable objectives
Inspires others to achieve more
Delivers predictable performance
Communicates positively about change
Controls through procedures
Empowers through direction and
Gets work done practically
principles
Deals with today’s challenges
Makes continuous improvement the norm
Focus on efficiency/cost
Anticipates future needs and creates
Generates compliance
capacity
Focuses on effectiveness/value
“Doing things right”
Generates commitment
“Doing the right things”
Maintenance
Change
Drive Key Capabilities
•
•
•
•
•
•
•
Challenging constructively
Actively managing stakeholders & partners
Developing engagement methods
Growing influencing competencies
Building Partnerships
Developing distributive leadership
Impact Assessment
Balancing Advocacy & Inquiry
High
Explaining
Productive
Imposing
Dialogue
Observing
Interviewing
Withdrawing
Interrogating
Advocacy
Low
Inquiry
High
Stakeholder Mapping
Teachers
Lunch time organisers
Other staff
Pupils
Parents and carers
Governors
Linked schools
The Local Education
Authority
• Educational Psychologists
• Education and Welfare
Officers
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Social Workers
Community Police
Citizen Advice Bureau
Housing Associations
Faith Groups
Doctors and Dentists
Local businesses
Repairs, maintenance
and building staff
Engagement Methods
• Ask them
– what’s important
– What can they offer
– What do they need
•
•
•
•
•
Feedback sheets
Surveys
Meetings
Away days
Poster competitions
• Volunteer
programmes
Influence
The art of getting into the head of another
and determining what you say and how
you say it to have the desired outcome
Grow Effective Partnerships
‘Partnerships are
fundamentally about
people coming together
to share a common
problem or issue, and
taking responsibility
for doing something
about it collectively’
‘ContinYou
Three levels
• Co-operate– share information and recognise one another’s existence.
– no joint planning and resources are kept separate.
• Co-ordinate– some planning together and may focus on a specific project
– some sharing of roles and responsibilities and some shared
resources and risk taking.
• Collaborate
– commitment to longer-term projects
– organisational changes so that there is a higher degree of shared
leadership, control, resources and risk taking.
Build Distributive Leadership
• Talent Management
– According to the National College of School
Leadership 50% of current HT will have
retired by 2012
• Succession Plan
– Map potential and performance
– Leverage techniques to grow both
Succession – Retention Strategy
High
7
4
Mentor &
Proactively
Develop
Review
‘fit’ with
current
Role
Moderate
1
5
8
Exit?
9
Low
PERFORMANCE
2
Recognise to
ensure retention
and encourage development
without raising unrealistic
expectations
6
Moderate
3
High
Innovate Around Governance
• Currently
– Constituency based
– Representative
• In Future
– Two tiered – supervisory and operational
– Foundation Trust models- Board + Council
– Community partnership boards- schools as
operational units
Working Groups
New Ways of Delivering Services
Susie Hall
Head of Equality and
Governance
Peterborough City Council
ASPECT President
NCOGS – fit for purpose?
• A more mixed economy
• New: providers; partners; needs and
demands; ways of offering services
• Budget pressures on conference and NCOGS:
value for money; expectations
• Stick to the knitting or throw open the doors?
Context
• Culture
• Perception
• National Agenda
Delivery 1
•
•
•
•
Less diverse schools
SLAs/Contracts
One size fits all?
Economy of scales
Delivery 2
More diversity of schools
Personalization, bespoke services
New ways of delivery
School Improvement, accredited providers
Partners to deliver
• Within LA
• Across LA
• Schools
• NGA
• Private Sector
Discussion Topics
1.
2.
3.
4.
5.
6.
Academy – Decision Making
Academy – Difference and Implications
Academy Law – emerging picture
Delivering Services
Clerking
Chairs
Open Space
• Write up the issue/problem/opportunity
you want to work with others around
• Working with others, explore the issue
• Populate the template provided
• Capture any thoughts or ideas on the
flips/banqueting roll
• Nominate someone who can feedback any
areas that need a vote /agreement
Key Debates or Manifesto Demands
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
Decision making
New models of school – differences and implications
Legal
Delivering services
Clerking
Chairing
Partnerships - Heads and leaders
Making the case for governance- what’s it for
Accountability
Strengthening professional challenge
Recruitment
Governors in schools – school improvement
Partnerships
Policy, practice or politics
COGS Service Standards
• Processes
– Ensure compliance - statutory requirements
– Promote E & E administrative services
– Fulfil key functions within LA frameworks
• Capacity and Capability
– Assist in development of effectiveness & capacity
– Manage and promote recruitment , retention and
recognition
– Manage and promote training
– Promote governor networks
•
Example -Manifesto Vote 1
Chairing
• Big Society needs competent and enabling leaders
• Citizens need support to ensure their priorities and
standards drive delivery
• Support must be procured without prejudice
• Option
1. Personal budget for every volunteer to buy support
2. Commissioners to identify best way of meeting needs –
by sector, unit or geography
3. Open tender for providers by 2012 to supply support to
every part of UK
Next Steps
• Round 2 – 1:45pm - 2:30pm
– same or different group or new topic
– capture ideas and templates
• Round 3 – 2:30 – 3:30pm
– maximum of 10 people on one topic
– discuss your take on the issue and options – look at
any material generated already
– Create 2 or 3 distinct option to put to group
– Prepare 4 minute pitch – what the case is and what
each option means
Example - Manifesto Vote 2
Clerking
• Big society needs accountability, transparency
and informed engagement
• Investment in knowledge management, advisory
services and recording at practical level
• Option
1. All public bodies must operate with a
competent/qualified company secretary/clerk – of
their choice
2. Clerks should serve a geography – schools, health
bodies, police, housing to enable joined up thinking
Agreeing priorities and approach
Consider each topic 3:45-4pm
• Presenter/s take time 4 minute pitch
• Vote – absolute yes/absolute no/refer to working
group
Summary and close
Summary
• Short term actions
• Medium term actions – working group
issues to work on next
• Strategic and manifesto options