SYSTEM LEADERSHIP in LOCAL GOVERNMENT an Ignite Essay Collection 2 3

SYSTEM LEADERSHIP IN LOCAL GOVERNMENT An Ignite essay collection 2 3

ABOUT IGNITE CONTENTS

IGNITE is a Solace leadership programme Ignite: from a spark to a bonﬁre supported by the Local Government Becky Shaw, East Sussex County Council Association, which has been delivered in 2016/2018 by Collaborate CIC. We are Deborah Cadman OBE, West Midlands Combined Authority grateful to the LGA for their support, and to the Ministry for Housing, Communities and Introduction Local Government for ongoing endorsement Mark Lloyd, Local Government Association and input into the programme. We are very grateful to a number of leaders from Ignite Essay Collection government, NHS, business and civil society who have contributed to the programme, and to the local government Chief Executives 1. Chief Executive as curator: leading change in Redbridge who offered their expert input, support and Andy Donald, London Borough of Redbridge participation on the programme. For more information and to register interest 2. Collaborative change: #teamBradford in action for the 2019 programme, please contact Kersten England, City of Bradford Metropolitan District Council Trudy Birtwell: [email protected] 3. Learning by doing: system leadership in Dudley Sarah Norman, Dudley Metropolitan Borough Council

4. Meeting our challenges together: the Sutton Plan and integrated care Niall Bolger, London Borough of Sutton

5. Engaging with complexity: our positive ambition for Haringey Zina Etheridge, London Borough of Haringey

6. Creating public value: leading reform in West Dunbartonshire Joyce White OBE, West Dunbartonshire Council

7. Changing places: reshaping Ealing Paul Najsarek, London Borough of Ealing No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, other than for the purpose of internal circulation and use, as agreed with Collaborate 8. Keeping it personal: the future of Ignite and Solace, or as expressly permitted by law. For the avoidance of doubt, no reproduction, storage or transmission shall be carried out for any commercial purpose whatsoever, without the prior written Anna Randle, Collaborate CIC consent of Collaborate and Solace. In addition, the recipient shall not modify, amend, assert authorship or make another claim on this material. Collaborate and Solace asserts its moral right under the Copyright, Designs and Patents Act 1988 to be identiﬁed as the author of this work.

While there was a lot of focus on New challenges increasingly include FOREWORD Ignite: from a spark to a bonfire supporting and attracting people to responding to social change (such as become Chief Executives, our intuition the rise of the far right and post-Brexit told us there was much less for people Britain), and global events and trends already in role beyond self-motivation. (such as climate change, mental health In particular, we were missing a safe crisis, and movements of people). These and supportive space where serving challenges demand greater diversity in When we became jointly responsible Chief Executives could explore, learn, thought, service delivery and workforces, for Solace’s work on leadership and and be prodded to think really hard and learning from across the globe. development we agreed to focus on about how to do their jobs even better. three areas: the importance of ambitious Add to this the toughness of budget We were delighted to be sponsored by place-based leadership; the need to management and it means the LGA, MHCLG, Solace and all the Chief support all Chief Executives to engage competence and judgement of Executives and partners who were willing actively in being the very best we can be; Chief Executives are under scrutiny as to give up their time to make Ignite the and amplifying the voice of lesser heard never before. success it has so far been. voices, especially women. As we pass on As you will read in all that follows, Ignite the Solace baton we were delighted to With three cohorts firmly established has at its core enabled a stronger sense be asked for some introductory thoughts and two more cohorts being recruited, of collective mission. It has enabled to this splendid collection of articles, and the Ignite programme has proved itself people to say “I do not know but I want to reflect on what we have learnt. in practice as well as in principle. Each to”, or “does anyone know about…”, cohort has been gloriously different, Being involved with the Ignite confident that in return they will receive reflecting the participants, their places, programme has been a hugely rewarding a chorus of “so glad you said that, me and the changing contexts. What has and refreshing experience. We have met neither, let’s work it out together”. We all been striking is the speed at which our a whole range of new people from within need to build our tribes and make space Deborah Cadman OBE jobs are evolving. With this has come a local government and other sectors, for these conversations. learned loads, had our preconceptions hunger for collective time, with peers, challenged, and our minds changed. to talk about the everyday challenges So far, Ignite has had four “significant So much of all our jobs is focusing on and to stretch ourselves with the new. adults” in its life who have nurtured, problem-solving in the immediate, and Both are important and fundamentally shaped and profoundly affected its anticipating and positioning for the interlinked: we need our credibility nature. Dr Henry Kippin, Lord Victor future. It is a rare treat to be able to to underpin our legitimacy in new Adebowale, Anna Randle and Trudy legitimately spend time thinking about landscapes. Birtwell, please take a bow and our how, as well as what, we do. We should thanks. Your contribution has been all find time to do it more. huge, and we know Ignite is safe in your hands. The three areas have proved to be very “...The need for strong productive seams and intertwined more voices championing Our final salute goes to the Chief profoundly than we anticipated. As the Executives who have participated in context for the work moved from the our places, leading Ignite so far, and to those who will peak of devolution to the uncertainties of organisations, and drawing follow on. The generosity of spirit, Brexit and the next Budget, the themes thoughtfulness, creativity, experience, strengthened. The need for strong systems together in pursuit hard work, willingness to share and, at voices championing our places, leading of the best collective interests times, downright cunning is astounding: Becky Shaw organisations, and drawing systems they are awesome 21st century public together in pursuit of the best collective of our current (and future) servants to a man and a woman. interests of our current (and future) residents, communities and Let the Ignite spark become a bonfire! residents, communities and businesses has become even more important. Doing businesses has never been this well means listening to all voices, more important...” especially the quieter voices. Often, when heard, they hold the unlocking key. 6 7

INTRODUCTION Mark Lloyd, Local Government Association

The public sector landscape and Local government Chief Executives Like the wider LGA development offer, political environment in which local are demonstrating that soft skills like Ignite celebrates the importance of government operates continues political savviness and emotional building relationships and support to change rapidly, meaning good intelligence are crucial for leading networks, and not just with fellow council leadership has never been more change. We all know that demand Chief Executives. The combination important – or more challenging. for services continues to rise, while of reflection time, Chief Executive there is no end to austerity in sight. roundtables, and discussions with At the LGA, we know the huge Our partnership with Solace and politicians, means that Ignite offers our importance of developing local Collaborate to deliver the Ignite most senior local government managers government officers, managers and programme acknowledges the context the unique opportunity to develop their leaders as well as our support for of the challenge, with elements of the approach to managing within and politicians. This is reflected in our programme specifically tailored to across organisations, with the support successful partnership with Solace, some of the most complex issues. But and challenge of a network of peers. with whom we work to offer exclusive it also provides a rare environment for training for Chief Executives and senior It is programmes like Ignite that can Chief Executives to discuss and make managers across the sector. help provide space, nurture ambition, progress against the issues facing and develop the relationships that will Over the past year, the LGA has been local government, while nurturing support Chief Executives through tough Mark Lloyd proud to support three groups of Chief the qualities required to thrive. Ignite times and important changes. Executives through Ignite, a celebrated includes topics that you might expect “...Chief Executives programme delivered by the LGA, on a Chief Executive development Our organisations are changing at a Solace and Collaborate, which develops programme, such as “leading change bewildering pace and this can be very need to be at the cutting senior leaders in light of the changing in our places”, or “the Chief Executive difficult for the people who work in them. context for local government. Co- role in a changing environment”; but It is critical to focus on keeping people edge of managing and created by Chief Executives and the what makes it unique is the focus on engaged and celebrating their efforts, implementing change wider sector, Ignite provides successful cultivating empathy, confidence and which is why our work with Solace, local government leaders the opportunity resilience, as well as inspiring that in supporting rising stars and future leaders within their own councils, to nurture their talent and hone the skills others. It is this approach which will help as well as current Chief Executives, is to manage complex organisations in Chief Executives thrive in the face of so important. pushing past traditional increasingly challenging times. increasing pressure. borders and boundaries and The essays in this collection show We know that Chief Executives need working collaboratively the difference the programme has to be at the cutting edge of managing made to the confidence, ambition and and implementing change within with others...” capabilities of already impressive local their own councils, pushing past leaders. The challenges they face are as traditional borders and boundaries and specific as the communities they serve, working collaboratively with other local but the themes are often common. To authorities – as well as with the plethora be able to share the burden with others of other public and private organisations struggling against similar challenges and partners delivering public services, has proved powerfully liberating. Local all with their own agendas and priorities. authority leaders are not alone. As these Ignite creates an environment where essays reveal, the Ignite programme leaders can grow and adapt, develop shows what can happen when they their personal leadership approach and come together. learn from each other. 8 9

ESSAY 1 Chief Executive as curator: leading change in Redbridge

Change is constant. At a global level, It is not all gloom and doom, though: cause of homelessness is now property at city level and a local level, the world with change comes huge opportunity. market forces (resulting in landlord we live in feels like it is changing faster For a borough which (shamefully) built evictions), rather than domestic abuse than at any point in my lifetime. Take my little housing over the last 40 years, the and relationship breakdown? (And by the borough, Redbridge – historically a well- arrival of the Elizabeth Line presents way, that domestic abuse hasn’t gone heeled eastern suburb of London. Ilford, significant investment potential. Our away – it is just hidden by the statistics). the principal town, was once known as newly adopted Local Plan sets out Why should we expect a children’s social the capital of East London, its primary proposals for significant numbers of new care service almost overnight to be shopping and leisure destination. An homes around the four new stations. equipped to deal with the challenges of aspirational place to live and work, with We have a once in a lifetime opportunity radicalisation or county lines? long streets of large Victorian properties, to re-invent Ilford Town Centre as a excellent schools and wonderful open destination relevant to local people. It seems to me that fundamentally the spaces. The infrastructure is still there, And those schools and open spaces role of the local authority Chief Executive but the dynamics of London have remain fantastic. is now about leading your organisation, changed it beyond recognition over and your partners, through this change, the last 20 years. The big businesses For local public sector leaders there this ambiguity, this turmoil. It is very have long shut up shop and left, the is one other common backdrop: easy to get sucked into the day-to- Andy Donald town centre has failed to respond to the funding. Outer London boroughs have day pressures and challenges (usually billions of pounds invested in Stratford, traditionally been funded at significantly associated with how to save another “Leadership now is about and as central London becomes lower levels than inner London, yet £10m this year), rather than taking time increasingly gentrified, our communities now we face demand pressures like to think through the implications of those creating the spaces, the are changing as people no longer able to never before. Not just in respect of decisions for the communities we work afford to live in Tower Hamlets, Hackney our ‘people services’ – housing, social with – both now and in the future. time, the support and the and Newham are pushed further east. care, children’s services – but also on encouragement for the our street services and public realm. On paper this all sounds straightforward We are the 4th fastest growing borough Translating an agenda around civic and logical. Unpacking the leadership right people in the right in the country, and now the 4th most pride to often transient communities is role in practice is a whole different thing. ethnically diverse. Those desirable street extremely challenging. I have always been clear that leadership organisations (including in properties are being converted into (in any role) is a privilege. Now more the community) to find the Houses of Multiple Occupation at an Being a Chief Executive of a local than ever, it is very definitely not about alarming rate. Our ageing populations authority places you at the centre of being the source of all the solutions. right solutions. It is Chief are being joined by young cosmopolitan trying to resolve these complexities. On the contrary, it is about creating the communities – some still attracted by You very quickly realise that in a world spaces, the time, the support and the Executive as curator.” the continually well performing schools (and a borough) that is changing so encouragement for the right people in and the open spaces, but many arriving rapidly, the solutions that we have the right organisations (including in the because of the relatively low cost of depended on for many years are in community) to find the right solutions. property. With this change comes new many cases completely inadequate or It is Chief Executive as curator. challenges for those of us responsible inappropriate. Why should we expect for public services. My staff are now the regeneration solutions of the last The other truism about leadership is that dealing on a daily basis with spiralling 30 years to apply to a radically different it is personal. You have to find it yourself. homelessness, overcrowding, gangs, growth agenda? They are fundamentally No one can make you a good leader. prostitution, trafficking, county lines, different things. Why should we expect And even if you are a good leader, with rough sleeping, radicalisation and youth our housing teams to be able to work the ambiguity we all face in our roles, crime. Outer London is becoming the the way they have always done and there is no guarantee that you will new Inner London. deliver the same results, when the main remain a good leader. 10 11

We all have a responsibility to challenge become a Council that responds rapidly our own thinking and our own ways of to changing external circumstances, a working if we are to stay at the top of Council that organises itself around the our game. We all have a responsibility to needs and strengths of communities, a develop ourselves on an ongoing basis if Council that promotes democracy and we are to stay relevant. a borough that secures financial self- sufficiency. This is where Ignite comes into play. For the last year I have been spending time Off the back of this we have re-invented with an inspiring group of colleagues, our budget process, moving away from some of whom I knew before (or thought an expenditure paradigm towards an I knew!) and some of whom I’d never investment paradigm. We are pushing met. We’re all at different stages of responsibility much further down the our Chief Executive ‘lifetimes’ – some organisation – trying to move people are very experienced and others, like away from the comfort of hierarchical me, are still relative newbies. What management and giving them Ignite has done is create a safe space opportunities to find the right solutions where we can learn together – discuss themselves. We have promoted and ideas, reflect on different approaches, encouraged multiple networks across the be introduced to leadership tools, organisation to bring people together contemplate perspectives and share to problem solve and share ideas. And anxieties and concerns. It’s not really we have introduced our own leadership about learning from people who have programme which reflects the One done great things (although of course Brilliant Team approach. After all, it is that’s an important aspect, and we all not only Chief Executives that are being share our successes), but more about asked to play a different role, but all collectively exploring things to which those around us too. we don’t know the answer. As a group, And so back to all that change. It is the we openly encourage discussion Chief Executive’s role to look over the around our vulnerabilities, and have horizon. To anticipate when we might consequently created a powerful and need to do things differently again. trusted support network. Being a local All too often we assume that we have authority Chief Executive doesn’t have found the solutions to our challenges, to be a lonely role! and we rightly feel happy and proud to It has made a big difference. Back in have done so - only for those challenges East London I have the confidence to have moved on again without us to try new things. We have published noticing. I call it ‘planning for a brighter ‘One Brilliant Team – A Manual for A yesterday’. The solution is back to that Changing Redbridge’ – which focuses Ignite network – I am confident my our conversations with staff around the colleagues there will call me out as way we might do things. It does not give and when I fall into that trap… the answers, but rather suggests a set After all, change is constant. of ‘design principles’ for how we might 12 13

ESSAY 2 Collaborative change: #teamBradford in action

The economic crash of 2008 marked There was a belief that places and My local government career is rooted a watershed moment in British politics. people must stand on their own two feet in northern England and in the cities It drove a wedge into the fissures of an and live within their means. Austerity and towns of the industrial revolution. already strained post-war consensus would provide the programme through These are places in which the actions built on the virtues of social democracy, which the reach of the state, both of enlightened industrialists and social economic rights, the redistribution of national and local, would be rolled back pioneers led to the creation of model wealth and the role of the welfare state. and curtailed. villages for workers. They led to the The new orthodoxy became deficit provision of education, the first school Local authorities, despite being the most reduction, cutting public spending and baths and school dinner services, efficient part of the public sector, have living within our means. The principal community parks, hospitals, sewers borne the brunt of austerity. They have focus of debate became how much and and sanitation. The legacy of the work grappled with Government funding cuts where to cut. The need to do so was of people such as Joseph Rowntree, while simultaneously facing increasing undisputed among our mainstream Titus Salt and Margaret McMillan is all demand and rising costs. In Bradford, politicians. around us. where I am privileged to be Chief Austerity policies have, however, Executive, we have had to find over The goals, aspirations and values of proved to be about far more than £262m in savings since 2011. We our forebears persist in the DNA of our Kersten England balancing the books. This has had have got more to come, and the local governments. But as financial significant implications for local pressures on social care are unrelenting, resources and direct delivery of services authority leadership. yet we are operating with a low local tax diminish, the nature of the leadership “Effective place leadership base that is wholly insufficient to meet required is changing in its scope and I remember the No. 10 policy advisor our high needs. complexity. Effective place leadership smiling politely as he listened to a requires deep engagement requires deep engagement, working with northern city Chief Executive propose Government proposals to eliminate the and alongside individuals, communities ...it builds ambition and what she thought were innovative and Revenue Support Grant and to allow and businesses of the place. Effective effective ways for the local state to 100% local business rates retention were consensus about what will place leadership builds ambition and stimulate house building, with a diversity designed to incentivise support for local consensus about what will make for the make for the common good. of supply creating mixed and sustainable wealth creation, and in turn, increase common good. It convenes, brokers and communities. “How very Scandinavian”, the local tax take. But where you end up facilitates relationships, identifies and It convenes, brokers and he said in response. It was clear the often depends on where you start from. pursues opportunities. And it harnesses conversation was going nowhere. It is an advantage if you already have facilitates relationships, the energies, talents and resources of all, a strong local tax base and a thriving, It brought home to me that dramatic with all the complexities, tensions and identifies and pursues stable local economy. But for places shifts in the operating environment of challenges this entails. with fragile or volatile economies this opportunities. And it local government after 2010 were driven approach creates greater uncertainty I have been Chief Executive at Bradford not only by fiscal imperatives. They were around funding, greater risk to services since 2015. It is an amazing place that harnesses the energies, also driven by a view that the state had and outcomes, and greater challenges belies its popular image. It has the UK’s become overgrown, thereby restricting talents and resources of all, for leadership. youngest population, it is diverse and the space for wealth creation, effective entrepreneurial with unique industrial with all the complexities, operation of markets and human agency. But despite variations in local economies and cultural heritage, world class Notions of collective responsibility, and tax base, the fundamental role tensions and challenges landscapes, and the most productive city progressive taxation and the state of local government remains as it has businesses in the North. this entails.” as a vehicle for good gave way to a been since its inception: to create the much greater emphasis on the market, conditions for a place to prosper and to prosperity and individual responsibility. ensure the well-being of its people. 14 15

Globally connected, Bradford is built Bradford city itself is 50% white British We have some great examples of • Strong, mature partnership working on the movements of people. Migrants and 50% Asian British and Asian. We #teamBradford collaboration: across health and care systems has from elsewhere in Britain came amid are home to the largest population of been recognised by the Care Quality • Our work on inclusive economic the industrial revolution to work in the Slovak Roma people outside London. Commission and we are translating growth is about generating an mills and factories; German merchants Within these groupings there are strategic goals into real difference economy that works for everyone: helped to build a city of international communities that feel neglected, on the ground. Our Joint Targeted where residents have access to good importance; and the 20th century saw forgotten and discriminated against. Area Inspection of Domestic Abuse jobs with decent employers and waves of migration from Europe, the There are children and women who drew similar conclusions. The sustainable businesses, where the sub-continent and the Caribbean. People are subject to intolerable abuse. There strong tradition of mutualism and cost of living and doing business from across the world have come here are people who harbour hatred and reciprocity in our communities is is minimised, and where there is to work, raise their families, and prejudice towards those that they see as being celebrated and promoted support for people whose lives do make their mark, creating a unique not belonging or undeserving. through a shared ‘People Can’ not turn out how they had hoped. fusion of proud Yorkshire heritage and approach, supporting people to play At the best of times the challenges are Get Bradford Working, our flagship international influences. their part in securing the outcomes complex. There is huge heartache about employment and skills programme they want for themselves, their The hard graft, enterprise and resilience the impact of decisions we have had funded by a range of partners, has families, and their communities. that characterises the migrant experience to make to balance our budget, meet helped over 3,000 disadvantaged is hardwired into our communities, statutory responsibilities and retain people into sustained work. • Collaboration on cohesion and integration is built on four shared businesses and our Council workforce, investment in some universal services • The Council has set challenging objectives: securing equitable four-fifths of whom call Bradford home. It and services that underpin quality of life. targets on local and social value outcomes for all; creating high levels manifests itself in no-nonsense attitudes, procurement, discounted business In these circumstances, the collective of civic participation and pride, an ability to make a little go a long way rates and aims to have 500 leadership objective of the Council, building strong, trusting community and a bloody-minded determination to apprentices by 2020. Joint working partners, businesses and communities relations; and combating all forms succeed whatever the odds. between business and education is to unlock the full potential of our of prejudice and extremism. We is ensuring that 16-19-year olds But like most cities, we face significant phenomenal asset base. Central to initiated the national schools have relevant vocational training challenges. Bradford is a big post- this approach is collaborative system linking project that brings children and workplace experience. industrial urban area. It has high levels leadership that cuts through complexity from very different communities 5,000 of our 17,000 businesses of deprivation and a low tax base with and removes unhelpful and limiting together. This has many committed are supporting schools through which to address them. It is diverse on hierarchies, paternalism and deficit community mediators. It also gave our Education Covenant. The every front. It is a very large city with models. It dismantles boundaries that life to the inspirational Bradford Chamber of Commerce leads our significant towns and villages around, artificially divide. It demands the creation Literature Festival, which breaks Manufacturing Week, celebrating yet around two-thirds of the area is rural. of a team spirit and mentality that all records for the diversity and our strengths in advanced It is home to some of the wealthiest transcends departmental, organisational representativeness of both audience manufacturing and promoting and some of the poorest places in the and geographic borders. Only by using and author/performer. country. Elderly people are growing the totality of our resource can we careers in local industries. In all these examples, there is huge in number, but we are the youngest secure and sustain better outcomes. • A new collaboration between emphasis on creating common cause place in the UK, with a quarter of the So for me, anyone who wants to take the HE, FE sector, our acute and and ambition, on each partner bringing population under 16. One hundred the Bradford District forward is in community health trusts, GPs, the what they can to invest (whether that is and thirty languages are spoken, but #teamBradford - a team underpinned Council and independent sector is time, skills, expertise or money) and our rural villages and small towns are with respect, appreciation and support developing routes into careers and on leadership from many quarters. overwhelmingly white of British heritage. for all its members. progression pathways across the The Council can achieve little alone, health and care economy. but often it is council leadership that

acts as the glue binding our collective efforts together. 16 17

Within the Council itself we are making Some days this job feels great. I can see decisive shifts to evidence-based the progress we are making and the investment for outcomes, and creation of greater impact this whole system team space and support for innovation. We are approach is having. Persistence is critical, shifting from ‘benevolent paternalism’ to but leadership in a big, diverse, complex working with and alongside communities. and frankly under-resourced District We are supporting talent to flourish, where there are no easy answers to some building confidence, celebrating success of our challenges can be tough. There and assertively positioning the offer of are days I am not at my best and where ‘Bradford’ with our key audiences. frustration looms large. It is easy to become isolated and depleted, and not People have sometimes felt weary and to make time to reflect and get support. under-confident, worn down by the So I jumped at the chance to take part in attrition of austerity, nervous about being Ignite and spend time with fellow Chief ambitious, with its risks of potential Executives. It didn’t disappoint. failure. There were times when Bradford didn’t show up in regional and national Thanks to skilful facilitation in our group, arenas. Sometimes the challenges felt we quickly established a high level of overwhelming and the odds stacked trust, rapport and connection with one against us. Yet many employees and another. Egos were parked at the door teams keep plugging away, finding and people shared stories of hope and innovative ways to deliver some ambition, anxiety and difficulty and incredible work. examples of extraordinary work and commitment. Even though we came Having worked across all of local from very different local authorities our government in Yorkshire and the points of connection were much greater Humber, both as a civil servant and than our differences, and the differences within several local authorities, I know were fascinating. just how committed and capable the Bradford workforce is. So I have spent Leadership is a difficult, complicated, quite a lot of time holding the mirror and sometimes lonely business. Ignite up so that people can see themselves gave me an immediate boost, new and their capabilities, to encourage and thoughts and perspectives and on-going create opportunities for people to get access to a community of people I trust, their heads up, their chins stuck out, and whose expertise and wisdom I value, and “We are shifting from ‘benevolent to get out to ‘bat for Bradford’. whose mutual support is invaluable. paternalism’ to working with and alongside I love Bradford. It is where I and my communities. We are supporting talent to family have lived for some 27 years, and I am deeply indebted and flourish, building confidence, celebrating committed to it. I have loads of energy, success and assertively positioning the offer of tenacity and optimism about what we ‘Bradford’ with our key audiences.” want to achieve. 18 19

ESSAY 3 Learning by doing: system leadership in Dudley

Being a Chief Executive in local enterprise zone called DY5, and two including mental health first aid; and government is both the best job I have university-level institutions in a borough some exciting initiatives in the criminal ever had and also the most difficult. that has previously had none. There is justice system to keep people out of also the replacement of a derelict seven prison and support them on their release. It is the best job because every day storey office building, Cavendish House. brings something new and interesting to So, what have I learnt from these Today it stands empty, casting a shadow think about, because of the great people challenges about systems leadership? over Dudley. Soon it will be replaced you work with inside and outside the with a new residential, leisure and retail You need to be brave. Critical to organisation and because together you development, served by a new Metro link the success of the Mental Health can have real impact on a place that you to Birmingham and Wolverhampton. Commission was persuading Norman love. It is the most difficult job because Lamb to chair it and Simon Stevens to there is no handbook or guide to tell you West Midlands Combined Authority back it. In both cases I had to make what to do. The stakes and pressures are (WMCA) has provided a forum for the elevator pitch. I could have easily very high, some of the challenges you systems leadership on a bigger scale chickened out. I am very glad that are dealing with have proved impossible through our cutting-edge work on mental I didn’t. to solve for years, and achieving success health. I have always thought of poor relies on the actions of many others, both mental health as a classic example of You need to be tenacious. After initial Sarah Norman within and outside the organisation. whole-systems failure. Here in the West promises, actually getting the money for Midlands we estimate that mental illness the Thrive pilots has been frustratingly It is systems leadership at its best costs the region £12.5 billion a year. This bureaucratic. Getting the Metro built and worst. “In the end, most of what includes direct costs to the NHS, but will be just as challenging as securing we achieve is through Two big challenges for me since I started also indirect costs from lost productivity, the funding for it in the first place. On as Chief Executive in Dudley have been economic inactivity, the challenges for some days I feel as if I am having to relationships. It is about kick-starting regeneration and turning looked after children, and costs in the move things forward by sheer force of around a failing children’s service. Both criminal justice system. And this is on will. There will be setbacks. Just do not finding a shared endeavour are very important for politicians and the top of the huge human costs for the give up. people of Dudley, both are deep-seated individuals who are suffering and their and working hard together Find ways to produce something great issues involving a host of partners. families. out of very little. None of us in local to make it happen. It is Three-and-a-half years on we are not In response, the Mental Health government have any money anymore. about being able to have quite off the naughty step, but children’s Commission was established. The aim The total cost of the Mental Health services in Dudley have changed beyond was simple: a whole system review to Commission was £250,000, of which difficult conversations all recognition from the failing service find a way to transform mental health £100,000 came from NHS England. when things get tough. It is they were. Our relationship with partners provision into a system that invests in To succeed, it needed the enormous is strong and challenging. Professional keeping people well. goodwill of people who gave their time to standards are high and we have received support its work. But the great benefit of about understanding what The result has been system-wide seven successful monitoring visits this was that it secured the support of a commitments to a host of concrete concerns others and finding reporting on our progress, with a re- host of champions who have been critical actions in the Thrive West Midlands inspection promised in the autumn. to the implementation of Thrive. a way to make things work Action Plan. They include an £8.4m for them as well as for you.” Meanwhile, a wide range of exciting pilot to support people with health Find great people who make things regeneration projects are coming to difficulties into work; a trial offering fiscal happen. My biggest successes have fruition which will transform the physical incentives to small businesses to invest come through the fabulous people nature and economy of the borough. in the wellbeing of their employees; a who I have managed to persuade to These include a light rail innovation programme to train half a million West work with me. Tony Oakman, now centre, a business and innovation Midlanders in mental health literacy, Chief Executive at Bolton Council, 20 21

was absolutely fundamental to central to Dudley’s Children’s Services driving forward our children’s services improvement journey has been essential. improvement work. Alan Lunt, my That’s what it is really all about, not just Deputy here, has transformed Dudley’s passing the Ofsted test. approach to regeneration and raised Collaborate, collaborate, collaborate. our game enormously. Persuading Chief In the end, most of what we achieve is Superintendent Sean Russell to take a through relationships. It is about finding secondment from West Midlands Police a shared endeavour and working hard to be the implementation Director for together to make it happen. It is about the Thrive Action Plan may have seemed being able to have difficult conversations a strange move, but people who know when things get tough. It is about Sean will know it was the best thing we understanding what concerns others and have ever done. finding a way to make things work for Tell stories to help people believe in them as well as for you. change and it will help make it happen. So how does Ignite fit into this? Ignite There have been plans for a Metro to came along while I was in the midst Dudley for more than two decades. of this system leadership journey. It Cavendish House has been standing gave me access to a network of other empty over Dudley for nearly 25 years. Chief Executives, who I would not have People came to believe these things met otherwise, and they are grappling would never change. Telling a new with similar challenges. We have had story changes the narrative. Every time discussions about tactics and ways something happens towards the building around obstacles. We have shared of the Metro I tweet about it. Photos problems and good ideas. I take on my phone are published in the local paper. My WMCA colleagues This has not just been about support, laugh about the number of times I talk although there has been a lot of that. about the importance of the Metro to It has also provided me with challenge. Dudley, but getting the funding became The bold and innovative ways in which our Mayor Andy Street’s top priority in my colleague Chief Executives have our last devolution negotiations. And he tackled some of their challenges has succeeded. You have to build momentum caused me to reflect on my own practice. to help move intractable issues forward. In some cases, it has shaken me out of my own complacency and caused me to Really listen to and be guided by the raise my game. I hope I have done the people who experience our services. same for them. Being a Chief Executive The use of a Citizen’s Jury as part of can be a lonely job and sometimes the Mental Health Commission’s work things can get stuck. Working with others ensured it focused on issues that really on Ignite has really helped me with my matter. It also gave it weight that made system leadership challenges, to find new its work more difficult to ignore. Making ways forward. the voices of children and young people 22 23

ESSAY 4 Meeting our challenges together: The Sutton Plan and integrated care

I have been a Chief Executive for nearly We have worked with Collaborate CIC The challenge is to build on existing eight years, and the issue that has taken on co-producing our plan based on good practice and enable teams to work a large amount of my attention has our shared principles of reform, and across organisational boundaries to been the almost constant change in an evidence base that clarifies our support people in a more holistic way. health services locally and nationally. In challenges as a place (we worked with Our approach has been to establish this time, there have been three major Metro Dynamics to build this using Sutton Health and Care (SHC), under reviews of the local health services in data from all partners). We have the auspices of The Sutton Plan. This South West London, the Better Care identified a shared vision and priorities involves our Acute Trust, the CCG, the Fund, the Improved Better Care Fund, for action, and we have spent the first Mental Health Trust, the GP Federation the transfer of public health to local year since publishing the Sutton Plan and the Council working together to government, Vanguards (two – care prototyping our approach through a deliver seamless, integrated services. homes and cancer), and the London range of projects. Some of the better Over time Sutton Health and Care will Health and Care Devolution Agreement. community regeneration and LSP deliver both preventative and reactive programmes I have been involved with Arguably, none of this has led to care in a single model. have had those ingredients. any fundamental change locally. The first phase of integration, which Some of these initiatives have been What is fundamentally different in this started in April 2018, has focused on abandoned, and a great deal of money approach has been the explicit focus on Niall Bolger our “reactive services”. Our aim has has been spent defining and redefining leadership and collaboration. Crucially, been to provide responsive integrated the problem. To temper this cynical we recognise that leadership can care at home wherever possible and “Leadership can happen view, it is also arguable that this has happen everywhere, at every level in to ensure that the necessary hospital been a necessary part of the journey every organisation. It is about equipping care lasts no longer than clinically everywhere, at every level to integration. colleagues with the knowledge and appropriate. The next phases will be our technology to solve problems, and in every organisation. It is But there is a glimmer of hope. Over the “proactive” and children’s community creating the conditions for collaboration, last few years we have been working on health services working together. The about equipping colleagues cooperation and innovation. The Sutton Plan. This is an approach to voluntary and community sector is fully with the knowledge public service reform that aims to jointly This means we can meet our biggest involved in the system too. Our aim is engage all public service bodies and challenges together. The ageing to simplify access to integrated, multi- and technology to solve colleagues in the voluntary, community and growing population makes the disciplinary care through a single problems, and creating the and private sector. local health economy unsustainable point of communication and referral. in its present form, as providers and The operating model has been designed When we began this work, I feared conditions for collaboration, commissioners are being asked to do with staff, service users and stakeholders we could be creating a whole edifice more with less. To ensure the Sutton to ensure it meets the needs of cooperation and that stifles innovation and creativity health and care economy can Sutton residents. and creates reform in our own image effectively support the population in innovation. This means – whilst simultaneously saying the Residents will continue to be involved the future, partners need to work opposite. The reality could not have as implementation and mobilisation we can meet our biggest together to transform the way services been more different. gets underway. Those accessing care are delivered. This means doing challenges together.” will see teams working together to things differently – not just becoming provide a personalised, joined-up more efficient. response, using the same information, care records and processes. 24 25

This should mean people do not have colleagues across the country who are to repeat themselves, and can be sure grappling with issues of public service of receiving the right care, quickly, in reform. The opportunity to work and the best setting. The day-to-day learn with talented people in an open leadership and management of staff and supportive way has deepened my working in the alliance will be provided appreciation of how collaboration can by an Integrated Management make a real difference to people’s lives - Team, with representation from each both citizens and colleagues working in provider organisation. public service. Liberating colleagues to do what is Bringing this experience to our work in right and what is good means there Sutton has definitely needed a more is definitely no room for command trusting, respectful, less judgemental and control in this way of working. approach to our partners’ pressures Knowing when to intervene and and issues. This is not least because a having the knowledge and sense of version of New Public Management is the organisation is crucial. But telling very much alive and kicking (often hard) people what to do and how to do it does in the NHS. Creating the space for not work when trying to develop an learning about each other’s experiences ethos of collaboration and cooperation. and requirements has allowed us to I am definitely asking colleagues what move forward on health and social they think far, far more than telling them care reform more rapidly than we what to do. would have expected and been able to in the past. The reflection that colleagues need time to think and work differently, and be Some of this has been mandated more appreciative of other experiences, by others, but the approach and has applied equally to my own personal our aspiration for cooperation, development. I have participated in collaboration, and liberating our the Ignite programme over the last colleagues to do good is ours. year. This programme aims to develop Ensuring the resilience of this skills for collaborative leadership for approach is going to be the next Chief Executives in local authorities. building block, so that it is culturally It has been extraordinarily powerful. I embedded and transcends individuals. have developed trusting, positive and I think we are up for the task. supportive relationships with a range of 26 27

ESSAY 5 Engaging with complexity: our positive ambition for Haringey

It has become commonplace to hear These issues and more are part of the This is all clearly good news for the people saying that the world around us fabric of our roles. But for me, as for value for money of what we do – it has in local government is changing at an many other Chief Executives, the two probably never had so much attention. unprecedented rate. I am not sure it is aspects of the context I operate in that But it does also bring into sharp relief true that the world is changing faster are most closely in front of me every day the tension between balancing the than ever before. From ancient societies are, first, the financial challenges, and challenges in front of us today, and the witnessing the Romans invading second, changes in politics. need to plan for the changing shape of with new technology, new systems the future. The first is so obvious that I could of governing and a new language, leave it there, but the scale of the through the Industrial Revolution, the Turning to the changes in politics and financial challenge is so substantial it dismantling of the British Empire, and the nature of political debate, politics is worth unpicking. Beyond the obvious the huge societal impacts of the Second has been a huge part of the context I impacts on the services we provide World War and post-war period, there work in for a long time. And of course, or commission from others, and the have been great periods of substantial it shifts and changes. I have worked effects on our residents, it is starting to change before. And there will be again. with politicians and politics throughout affect our fundamental stewardship of my career, for administrations of While the overall volume of change place. Those of us with struggling town different political backgrounds, in Zina Etheridge may not be unprecedented, it is centres, or run-down shopping malls or central and local government. But absolutely true that the operating open spaces, or road networks in need the context we are working in now context in which we are working as of maintenance, are increasingly finding does feel very different. There is an “System leadership requires leaders in public services is specific we do not have the resources to tackle increasing tendency to replace civilised to now. We in local government are these challenges in any meaningful way. public debate with trading insults over collaboration, trust, a dealing with some of the most complex It has an impact too on our social media, loud protests, heckling willingness to give up on and challenging issues that people and physical interventions in our civic face: from serious youth violence, to partnerships. Lack of money can be centres. This does not sit well with the organisational ways of supporting those furthest from the a real incentive to good partnership often nuanced and complex debate we labour market into work; from keeping working, as everyone has to pull doing things in order to should be having about the choices and our most vulnerable children safe, to together to make the best use of decisions we need to make. bring others along, and the ensuring that everyone can have a good reduced resources. But equally, it risks quality and affordable home. disrupting good relationships as the Surely part of the conversation about creation of different centres reality of budget reductions and the Brexit should be about the factors that We are doing this with ever reducing inevitable tightening up of access to caused so much of the population of organisational gravity. budgets, and in a political climate that services starts to feel like cost-shunting. to feel that they were not thriving is tending to drown out nuance and Achieving challenging economically or did not feel comfortable collaboration in favour of ideology. Finally, though austerity may encourage in the communities and places in which outcomes within complex The focus is frequently on what is not innovation and means we must plan wanted, rather than building consensus our finances ever more carefully, it they were living, and so voted to leave systems means behaving in around what is. And that is before we also means that finding time to think the EU. Instead, the political debate different ways, and often start layering on some of the huge strategically is really hard. In previous we are currently in risks entrenching unknowns – such as what will Brexit years it felt like the budget cycle had a divisions in the country for decades means investing in leaders mean for the economy, and for the start and an end, with some time in the to come. The rise of populism and health and social care workforce, to middle for thinking about some other extremism that are having global in other parts of the system.” name but two. things. Now it feels like we are in a impacts risk sowing divisiveness continual loop: if we are not focusing on amongst our communities closer to the next three-year financial strategy, we home. The rise in hate crime is are focused on in-year savings. already obvious. 28 29

If I had to characterise the context we and places for the community to come are working in in one word it would be together and ensuring those needing ‘volatile’. more support to achieve their goals get it. All whilst remembering that when we It is easy to paint a very negative picture ask them, the thing residents want us to of local government by focusing on do more than anything else is to keep these tough challenges. But there is little the place clean and deal with parking… to be gained from wishing for a different world to the one we have. At the end of All of this means we must engage in the day, our job is to be as successful as complex problems, where multiple we can in the world we have, not in the organisations have a role, with different one we wish it could be. funding and regulatory systems, different incentives and often different So, alongside the challenges we must corporate cultures and languages. acknowledge the positives – the clamour Delivering our vision for place means we for the public to be better engaged must successfully navigate and lead in in decision-making and more closely this complex landscape. involved in service design is long overdue. While shrill criticism on Twitter Leadership is a slippery context, might tempt us to close ourselves in often defined in terms of followership or and try to keep anything that can be hierarchy. But these sorts of definitions used against us away from the light, this do not hold for system leadership. misses the opportunity that engaging Here, achieving the outcomes we want the public and service users brings. to see requires collaboration, trust, a willingness to give up on organisational We must also acknowledge that this ways of doing things in order to bring operating environment calls for different others along, and the creation of skills to those required in the past. Now different centres of organisational a key part of the role of a local authority gravity. Achieving challenging outcomes This raises all sorts of other issues Framing the conversation about system Chief Executive is not simply to run a within complex systems means behaving throughout our organisations. These leadership and behaviours, though, great council, but to play a leading role in different ways, and often means include how our decision making gave us a new and valuable perspective. in the wider system of which we are investing in leaders in other parts of systems work (not notable for their part, providing leadership for the place. Reflecting on all these issues together, the system. flexibility); relationships with members; it is easy to start feeling overwhelmed When we rebranded Haringey a few and how we can assure ourselves that One of the aspects of the Ignite by the size of the challenge. There has years ago, we were really clear that we outcomes are being delivered. programme that has been most helpful been huge benefit from being able to wanted a brand for the place, not the is starting to think through what My senior team and I spent our last step away from the day-to-day and Council. Authentic and edgy, ambitious behaviours exist in successful systems, away morning working through some share these challenges with a group and diverse, vibrant and buzzing with how we can encourage them more, and of these issues, which go to the heart of of peers through the Ignite programme. energy, from Muswell Hill to Tottenham, discourage those that do not support what our future operating model should Being able to discuss such issues with a Haringey is an amazing place. The success. A more difficult leadership be. Several hours in, our understanding group of incredibly talented individuals, Council’s job is to give voice to that question centres on where the power is of what we are trying to achieve was with diverse experience from different ambition and ensure it can be realised vested in successful systems – difficult better, even if actual progress isn’t parts of the county, has been a through housing, infrastructure and because sometimes the answer is not measured in numbers of Post It notes! huge privilege. transport connections, amazing schools the local authority. 30 31

ESSAY 6 Creating public value: leading reform in West Dunbartonshire

West Dunbartonshire is a truly At times it felt as if I had entered a quickly got in the middle of Solace wonderful place. It takes in ninety foreign land. Elected members and Scotland, a peer group who were hugely thousand people, from the shores politics were also new to me, with any supportive. I listened to the office sages, of Loch Lomond to the Banks of the previous exposure minimal. Even with and soon reaped the benefits of their Clyde. It is a beautifully scenic area, a strong financial background in the insight. I also benefited from a mentor running up the west coast of Scotland private sector and experience working (arranged by Solace in Business) when and wrapping round the north west of in multi-nationals, I had to find a I was appointed, a wise former Chief that great city, Glasgow. Our area’s rich new way to converse and connect. Executive who gave me great advice. maritime history and its relationship to I was pleased I had arrived in local the water play a key part in our identity. government when the concept of The reform journey has not always We are renowned for our shipbuilding ring-fenced funding had changed been smooth, but together we have heritage and constructed ships which and there was a move much more to made great progress. We have been were fit for a Queen: the Queen Mary, priority-based budgets and a focus on encouraged by the recent Accounts Queen Elizabeth, Queen Elizabeth 2 community planning partnerships. Commission review of our Council. It and Royal Yacht Britannia were all built recognised our strong performance in the shadow of the Titan Crane on the The breadth of the responsibility of a and the significant progress we have river at Clydebank. local authority Chief Executive, with made. This was important validation Joyce White OBE over 5,000 employees across thousands of our work: that we are making the Dumbarton Castle, which guards the of individual services, was a particular difference our communities want and point where the River Leven joins challenge for me. Improving the lives of need. Published in June, the best “The learning space Ignite the River Clyde, also sits within our people in West Dunbartonshire, along value audit also highlighted the clear boundaries, its recorded history going with the Scotland-wide focus on getting and steady improvement in service has provided has afforded back 1,500 years. As of May 2018 we it right for every child, were my top performance – particularly in our can now boast of having our own Earl me the opportunity to reflect priorities. But also within my bailiwick priority areas of housing and advancing and Countess of Dumbarton, Harry were education, schools, care homes, educational attainment. I am never on my personal leadership and Meghan. We’re also proud to have roads, green space, environmental complacent, and we have further to go style, relationships and Scotland’s first National Park on our services, social work and many other doorstep. Loch Lomond, Britain’s largest on our journey. We have firm plans to functions including support services. continue our development in future, ambition.” inland stretch of water, has picturesque These were far-reaching responsibilities villages and mesmerising scenery. It is but this independent review of our in comparison to my leadership organisation has made every up and all overlooked by the majestic Munro experience in manufacturing and that is Ben Lomond. down, every success and bump on the service organisations. road, feel worthwhile. A decade ago I was given the When I joined, West Dunbartonshire I firmly believe that to lead effectively opportunity and the privilege to Council was deemed to be ‘challenged’ we must continue to cultivate our own lead West Dunbartonshire council. in reports by the scrutiny bodies. So, we My previous life’s experience was in skills. I am passionate about my own began the reform journey. “Let’s be the the private sector, focused on personal development and am in the best in the west”, I said at interview. shareholder value, and there were process of finalising an Institute of definitely organisational and language Success is a journey, not a destination. Leadership Management diploma in differences in the public sector, as well New blood, different ways of working coaching level 7. Along with delivering as a change in purpose, focused on and reinforcing values were essential freelance coaching, this provides me creating public value. to effect the change agenda. I needed with a platform to engage with the a wise group to support me and I various stakeholders I meet in my role. 32 33

In my personal life I actively volunteer with a range of organisations, including Girlguiding UK. So, it was with great interest that I signed up to the Ignite development programme for Chief Executives. This programme, self-designed by the group of Chief Executives, has provided another safe space to develop my skills to deliver in my role, which can often feel isolating. By being involved, I have gained new contacts, networks, access to different thinking, and a place to consider shared practice. I have widened my thinking and developed ideas to take back to my own local authority, and the wider Glasgow region. While updating my long-term ﬁnancial plan, I have also considered the thinking around community empowerment, digitalisation and new models of public services. In addition, the learning space provided by Ignite has afforded me me the opportunity to reﬂect on my personal leadership style, relationships and ambition. Local authorities play a unique role in our communities, with the opportunity to improve the lives of the people we serve. We do this by listening to, and engaging with, our citizens to understand their needs, and by ensuring we invest in the necessary infrastructure to enable excellent service delivery. While we all face many challenges in delivering services in 2018 and beyond, I believe that it is an exciting time to work in local government, and a privilege to be in a position to serve the residents of West Dunbartonshire. 34 35

ESSAY 7 Changing places: reshaping Ealing

When their operating environment is The way I sum this up is that local local community to help correct broken particularly demanding, there is always government now must influence and markets. Local authorities are not the a risk that organisations look inward. shape its operating environment rather only, or even the main actor, in many of Local government’s reason for being is than merely respond to it. When these systems. place. This is our great strength, but it austerity means government investment All of this means a rebalancing of the can also reinforce a parochialism that reduces, we need new sources of leadership role towards: reduces openness to learning. income. Where local economies do not work for people, we are expected • Establishing credibility and I was delighted when I learned that to intervene. When demand grows, influence with partners Solace was partnering with Collaborate we need to consider how we prevent to create a personal development offer • Connecting to the environment and problems rather than just responding to for Chief Executives. It was also great spotting places to act need when it arises. to be able to contribute to the shape • A higher tolerance for ambiguity of the programme with the rest of my In short, this means we need to shift in dealing with problems that cohort on the programme, in the spirit the boundaries of what we see as our are often not well understood or of co-production.The programme itself core business, what we think we can defined offered a handful of get-togethers with influence and control, and where we Paul Najsarek peers and experts to explore important put our effort. We are increasingly about • More openness to managed areas of change for local authorities. It trying to shape our context, not coping innovation to solve problems not was also free to participate, with only with its impact. confronted previously “We need to shift the a commitment to learning and sharing This means the boundaries of our • Harnessing the power of expected. boundaries of what we see organisations are not as fixed or community and social movements For me this was a great opportunity important as they were, and the service rather than seeing the organisation as our core business, what to use this learning space to reflect lens is not exclusively the way to as always in decision-making and we think we can influence with others on the work we are doing view problems. Increasingly the local provider roles locally in Ealing, on our Future Ealing authority role is to consider what the • Building a culture of collaboration and control, and where transformation programme. We are priorities are for action in our places and within and outside the organisation. resolutely committed to focusing on consider what resources are available No service or individual owns the we put our effort. We are the deep impact we can make on across public, private and third sectors, outcome increasingly about trying outcomes. We understand that we can’t as well as local community assets which do this without an active citizenry and can be channelled into improvement. • Focus on purpose not to shape our context, not without harnessing digital technology. organisational models. Old We have also needed a change in The Ignite programme was a great models of outsourcing or structural coping with its impact. how we judge success. The traditional chance to understand how others were change are not the primary way of view of how many things you do, or grappling with similar issues and to addressing today’s priorities This means the boundaries how quickly and how satisfied your hear from people who were leaders in customers are, is no longer enough. of our organisations are not innovation outside local government. We increasingly judge ourselves as fixed or important as they Although it is possible to overstate by more profound outcomes of were, and the service lens the novelty of our current operating preventing homelessness or entry to environment, there are some trends the care system, nudging residents to is not exclusively the way to which are more acute than in earlier contribute to the place and enhance their wellbeing or interact with the view problems.” parts of my career. 36 37

Ignite has helped me keep enriching our approach to Future Ealing by: • Offering reinforcement that its core insights are right • Reminding me that different people see the same challenges in different ways and have different motivators • Helping me understand some of the potential of digital and social activism from practitioners working at the leading edge of these worlds • Feeling the energy and strength of a group of committed people working on similar problems All of this has meant that, in Ealing, I am better able to sustain a continued commitment to engaging my colleagues in the Council on the purpose and direction of the organisation. I have been better placed to support the digital strategy to help it to do things genuinely differently, rather than simply automate poor processes. We have also continued to build our engagement with our community, to catalyse social action and build understanding of the future of the Borough. I came into the programme feeling like the nature of the task we are facing in local government requires us to engage our public service values more than ever before. I now know this to be true. 38 39

AFTERWORD Keeping it personal: the future of Ignite

In this collection of essays, Ignite Perhaps this is why it feels to me that so 1. Mandate, confidence participants have set out compelling much of Ignite, and the essays in this and capabilities portraits of the challenges they face in collection, have ultimately come back This is arguably the most relevant their localities, in a context of perpetual to the question of purpose. The purpose theme of Ignite discussions so far. As and rapid change. They reveal how of local authorities and public services. you have seen reflected through the important Ignite has been in supporting Finding shared purpose with politicians, essays in this collection, participants their progress, raising their ambition, partners and community activists. The have approached macro issues, such and reflecting on their work. Local ways that that social media and new as the changing nature of political authority Chief Executives were missing forms of engagement can alter purpose. engagement and public debate, very critical support and important challenge. How digital can enable purpose to be much from a personal point of view: These essays show how, through Ignite, realised. And, for the Chief Executives what does this mean for me in my role? they found it in each other. in the room, reconnecting with personal motivation and purpose to improve the Confidence and courage are critical The starting point for Ignite discussions lives of people in the communities they leadership qualities in the face of has been the context of austerity, rising serve. complexity and uncertainty, but there demand, increasing complexity, and has also been exploration of more ongoing political uncertainty. These The Ignite programme themes have distributed leadership models, and extraordinary factors have certainly been guided by the framework overleaf, Anna Randle the role of leaders in building and formed a now familiar background which was co-designed with the sustaining teams that can also operate to our discussions. However, as the pioneering first Ignite cohort of Chief in today’s environment. “Leaders of public services essays here attest, our real focus has Executives to help understand major today face a daunting been on what it means to embrace this strategic issues Chief Executives face in Many participants have returned to their complexity: to develop the personal their uniquely wide-ranging roles.1 organisations to have new and different resilience to work effectively within it conversations with colleagues that draw but exciting task: the These issues have also rung true for the and to find ways to bring colleagues, on Ignite both in approach and content. subsequent groups of Chief Executives. reinventing and repurposing partners and communities along on the They have also explored how to build But while the framework has been journey too. organisations of the future: harnessing of a 20th Century state a sound starting point, it cannot do the power of digital, readying the Leaders of public services today face justice to the richness of the discussions workforce for change, creating new for 21st Century challenges. a daunting but exciting task: the that have taken place, characterised culture and behaviours throughout reinventing and repurposing of a by openness and a very personal This requires new thinking, organisations, and developing 20th Century state for 21st Century perspective. From these discussions distributed models of leadership. new behaviours, new challenges. This requires new thinking, and the essays in this collection, below relationships, and a fresh new behaviours, new relationships, are some reflections on the themes and a fresh mindset about the role of that have emerged within the core mindset about the role public services and the organisations components of the Ignite framework. that deliver them. We are at a point of public services and of transition: we know the old models the organisations that are no longer fit for purpose, yet we still operate largely within them as we deliver them.” nurture the green shoots of the future.

1. Ignite – The Leadership Programme for Local Government Chief Executives (2017) available at http://www.solace.org.uk/knowledge/reports_guides/Ignite-Report_Jul-2017.pdf 40 41

Leading change in our places underpins all Ignite discussions: the importance Strategic Framework IGNITE of developing shared purpose and values across different sectors, the behaviours and empathy required to build trust with local stakeholders, and the increasing relevance of other sectors to the role of a local authority Chief Executive.

Working politically in local settings Collaboration and system leadership

The Chief Executive role in Leading change in Creating powerful narratives for change Empathy and generosity a changing environment our places

Relationships with Whitehall Purpose and value-driven leadership

THE IGNITE FRAMEWORK

Mandate, conﬁdence and courage Collaborative health and social care

Mandate, conﬁdence Making progress on Building and sustaining teams Sustaining good growth and capabilities wicked issues

Resilience, development and self-reﬂection Children, families and social mobility 42 43

2. The Chief Executive role 3. Leading change in our places Moving forward: the As the essays in this collection attest, in a changing environment next phase of Ignite leadership itself is personal, and many This theme underpins all Ignite of the stories reflected are of people A common theme has been the tensions discussions: the importance of Personal development and taking finding the inner resources to meet the inherent in leadership that operates developing shared purpose and values the time to reflect, away from the needs of local people in challenging simultaneously in multiple spheres: across different sectors, the behaviours day-to-day, matters. Participants have times. Personal purpose is what provides organisations, place, politics, and and empathy required to build trust with observed how difficult it is to find the the resilience and energy to lead citizens. Groups have explored working local stakeholders, and the increasing time, and these essays show that Ignite organisations within complex systems. effectively with elected members, relevance of other sectors to the role of has created a new and valued space It is the bedrock on which everything reflecting on role boundaries and the a local authority Chief Executive. to do so. Doing this together with else in the role of a Chief Executive importance of personal relationships. Groups have reflected on the potential trusted peers, who are facing the same rests. Extending our thinking about They have also discussed the changing power of similar system leadership challenges in their own local context, leadership beyond organisations into nature of political debate and development across multiple sectors – is hugely valued by the participants. systems requires us to start with our own engagement today, from the impact of a natural next step for Ignite which we The relationships that have been built capacity, appetite, and commitment for social media, to single issue campaigns are now exploring. will live beyond the final Ignite sessions the challenge. and social activism, and how to work to provide an ongoing source of support 4. Making progress against with the grain of social movements, to those who have participated in the The programme has helped participants wicked issues looking beyond the service lens for ways programme. to recall why they went into public to create social value and real impact. Interestingly, specific challenges in local service in the first place, to consider In our first report about Ignite, authors Interestingly, relationships with Whitehall government such as collaborative health the degree to which their current roles Dr Henry Kippin and Matthew Taylor have not emerged as a major theme in and social care, inclusive growth and enable them to fulfil that original wrote that “unless (leaders) are Ignite discussions so far. It seems the improving outcomes for children and purpose, and to reconnect with it, motivated by mission and possibility complexity of local relationships within families have become less overt themes to approach their work today in that as well as necessity they are doomed Chief Executives’ own organisations of Ignite as it has developed. This may original spirit. to eternal crisis management... Those and with other parts of the public sector be because the themes outlined above occasional moments when it all comes That is why Solace and Collaborate, and the community are more to the are critical foundations or enablers for together, when we are reminded of the with support from the LGA, are front of mind. making progress against these complex, ambition that first moved us to public continuing to develop Ignite with new interconnected issues at a local level, service, are a vital source of energy cohorts of Chief Executives in 2018- and therefore take precedence. when coping is the least and the most 19. It is why we will continue to share we can do”. Just over a year on, this the learning and insights from the feels absolutely right. programme to others. By reconnecting with personal motivation and purpose, combined with the support of sympathetic peers, leadership of local government today seems a place where Chief Executives cannot just cope, but thrive. 44 45

CONTACT

Solace Fifteenth Floor, Millbank Tower 21-24 Millbank, London, SW1P 4QP T: 0845 652 4010 / 0207 233 0081 E: [email protected] www.solace.org.uk @Solace_UK By reconnecting with personal motivation and Collaborate CIC purpose, combined Clarence Centre for Enterprise & Innovation, 6 St George’s Circus, with the support of London, SE1 6FE T: +44 (0)20 7815 8297 sympathetic peers, E: [email protected] leadership of local www.collaboratecic.com @CollaborateCIC government today is a place where Chief Executives cannot Local Government Association just cope, but thrive. 18 Smith Square, Westminster London, SW1P 3HZ T: 020 7664 3000 E: [email protected] www.local.gov.uk @LGAcomms