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Leadership Academy Masterclass PPMA Conference 2010
Leadership Academy  <ul><li>Universal </li></ul><ul><li>Unique delivery model </li></ul><ul><li>External recognition & eva...
Leading & Managing Change Eddie Obeng ISBN 0-273-62221-8 John P. Kotter ISBN 0-87584-747-1
Types of Change FOG Stakeholders are  unsure   of what  is to be done and  unsure of how  it is to be carried out   MOVIE ...
Workshop Exercise <ul><li>Classify your current organisational change using  </li></ul><ul><li>Obeng’s framework. </li></u...
Description of Change Project: Type of Change: <ul><ul><li>Personal Action Plan </li></ul></ul><ul><ul><li>Actions: </li><...
Public sector Leadership Attributes beyond 2010 Networking Contact Information:
 
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Pam Parkes Lb Croydon - PPMA Conference 2010

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Presentation of the PPMA 2009 award winning Croydon Leadership Academy

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  • Universal The Leadership Academy recognises that leaders operate at all levels of an organisation and to reflect this, the programme is open to established as well as potential leaders Unique delivery model The programme is delivered in partnership with the internal Organisational effectiveness team (recognising in-house talent) and two external partners (OPM, Atlantic Customer Solutions), enables for the council to retain control, flex the programme accordingly, which we have done and which IDeA refer to (although they say we could have communicated this better to delegates) External recognition &amp; evaluation Croydon was successful in obtaining funding from Capital Ambition (London Regional Improvement Efficiency Partnership) to fund the external evaluation of the Academy by the IDeA Award winning The Academy has contributed to the HR &amp; OD service wining a number of awards from the PPMA and being nominated for other. Impact Equipping leaders to lead the transformation of the public sector. Work-based projects illustrate one way in which the LA has had an impact e.g. project focused on improving the relationships between children protection agencies. “We’ve developed much better working relationships and consistent practices between the council, police and courts. This has helped us reduce the number of protracted court cases, which is good for the people involved and for puts less pressure on our resources.” (Quote from Roy Nunes) Delegate Roy Nunes (CEO) Project description: To enhance relationships and promote co-operation between child protection agencies at a front line operational level. Project focus: Improve the partnership working with 2 key partners – the local courts (both magistrates/family proceedings &amp; county courts) and the Police (in particular the child abuse investigation team CAIT and the crown prosecution service CPS). Improve relationships and build trust with the courts who are in a significant period of transition, with a newly appointed court legal manager and the addition of now viewing all Merton and Sutton cases following the closure of their local courts Understand more about each other’s roles and the ‘behind the scenes’ work that takes place on both sides, to achieve better outcomes for children, and work together to share concerns and find solutions. Improve the relationship and trust with the police to specifically address the issue of differing agendas and disclosing information held on social services files to the police. The local authority have a duty of confidentiality to the client children or former children known to social services, and the police who are seeking a prosecution, and information which can undermine a child as a witness (known as a ‘fishing expedition’). Project challenges : Increase in child protection casework of c40% (since Baby P) Progress to date : Improving partnership working with the courts, achieved by setting up informal meetings/networking with the branch legal manager, and also with key players in Sutton and Merton to discuss shared perceptions, goals and allow them to look at the bigger picture Relationships between the legal team and the court are now at a high and Roy has many examples of how this had a tangible benefit to both sides. Development of new relationship is a joint training venture in the form of ‘mock trials’ for social workers who will need to provide evidence in court - this exercise has proved very successful with both the clients and the court Draft protocol for disclosure has been produced by all parties to achieve a consistent working practise and reduce the cost of protracted court hearing and this currently has reached 80-90% agreement. This is having a positive impact and is helping to reduce costs and provide consistency in approach. The relationship with the police has improved in the sense that dialogue is now taking place between the 2 services, but relationship between the police and social services are still strained. Learning from LA: BHPT &amp; 6 thinking hats MBTI 360 feedback Over 16 past delegates have secured promotions within the council, six at director level
  • The purpose of the activity is to enable delegates to have a greater appreciation of how the type of change they’re engaged in impacts on the leadership of the change. Delegates will be shown slide 2 and asked in situ to classify their organisational change before moving into 1 of 4 groups (Fog, Movie, Quest and Painting by Numbers) to consider the questions on slide 3. Groups will have approx 10 min to discuss before coming back as 1 group. A couple of delegates will be asked to feedback.
  • Transcript of "Pam Parkes Lb Croydon - PPMA Conference 2010"

    1. 1. Leadership Academy Masterclass PPMA Conference 2010
    2. 2. Leadership Academy <ul><li>Universal </li></ul><ul><li>Unique delivery model </li></ul><ul><li>External recognition & evaluation </li></ul><ul><li>Impact </li></ul>
    3. 3. Leading & Managing Change Eddie Obeng ISBN 0-273-62221-8 John P. Kotter ISBN 0-87584-747-1
    4. 4. Types of Change FOG Stakeholders are unsure of what is to be done and unsure of how it is to be carried out MOVIE Stakeholders are very sure of how the change should be carried out but not of what is to be done PAINT BY NUMBERS Stakeholders are sure of both what to do and how it is to be done QUEST Stakeholders are very sure of what should be done but unsure of how to achieve it
    5. 5. Workshop Exercise <ul><li>Classify your current organisational change using </li></ul><ul><li>Obeng’s framework. </li></ul><ul><li>What will you need to do personally to lead this type of change? </li></ul><ul><li>Identify any attributes, skills, competencies that public sector leaders may need to have beyond 2010. </li></ul>
    6. 6. Description of Change Project: Type of Change: <ul><ul><li>Personal Action Plan </li></ul></ul><ul><ul><li>Actions: </li></ul></ul><ul><ul><li>____________________________________ </li></ul></ul><ul><ul><li>____________________________________ </li></ul></ul><ul><ul><li>____________________________________ </li></ul></ul><ul><ul><li>____________________________________ </li></ul></ul><ul><ul><li>____________________________________ </li></ul></ul>
    7. 7. Public sector Leadership Attributes beyond 2010 Networking Contact Information:
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