Mark Lloyd was a CEO of two Councils in England and then was the CEO of the national membership organisation, Local Government Association. Macro themes from the episodes and Mark: Where there is political consensus and stability, partnerships appear to be have developed and matured more easilyWith upper tier councils spending 70% of their revenue on adult and children social care - any devolution or change, must come in this area to provide councils with the headspace and resources to fulfil their functionsDelivering 1300 separate statutory functions and 800 different services, in the light of 70% of money spent on social care - surely this is unsustainable?Large appetite to deliver services differently, but given 1300 statutory elements – this must be supported and sometimes initiated by central GovernmentWhere Councils are leading improvements for their populations holistically (equality, equity, healthy lifestyles, fairness, poverty eradication etc) there seems to be a case for giving them a broad public sector leadership role – straddling multiple sectors in the public sector worldDevolution could be a great opportunity to change and improve – but also a huge distraction if it is not focused on improving the outcomes for local residentsHuge desire to be family/person centric and it continues to be frustrating that data sharing is slow and difficult to achieve across sectors and organisations.Leadership themes:A. The relationship and trust between a local authority CEO, the leader of the council and broader set of politicians is key. This is tough balancing act for LA CEOsB. CEO leaders have very adaptable leadership styles – real balance of needing accountability; support for staff and teams; delivery and driving of improved outcomesC. LA CEOs are accountable to all elected members - not Parliament (as NHS CEO are). Therefore, across health and social care need to be more aware of the need to negotiate and find commonality – not operate with “diktats”.Some salient quotes from the episodes:“make the complex simple”“Look for the opportunities and exploit for the benefit of local residents”“CEO has to be a heat shied over staff”
Matthew Winn, podcast host and an experienced leader in healthcare in the UK.
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35:28
Introduction to series 5 - groups and mergers
reference in the podcast to the ‘Dalton report”:https://nhsproviders.org/media/1154/nhs-providers-on-the-day-briefing-dalton-review-5-12-14.pdf
Matthew Winn, podcast host and an experienced leader in healthcare in the UK.
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14:33
Similarities and differences with Stephen Moir
Stephen is the CEO of Cambridgeshire County Council but is of particular interest to this podcast as he has undertaken senior leadership role in the NHS , local government, police service and nationally in NHS England.Local Government is fundamentally about place, locally led by politicians and people Democratically elected to led with a mandate.The differences between a local authority CEO and NHS CEO is the latter is accountable to Parliament as a n Accountable Officer, the former is “Head of paid service” and accountable to the councillors in the Council through collective leadership. Therefore a local authority is not directed by a single government department or Secretary of State - probably 4 or 5 central o-government departments that interlock with local authorities.Stephen describes the skills of agility, listening and responding to residents, ensuing he triangulates views and opinions and remains very curious. Importantly a local authority CEO can not be active politically.Setting thje culture right in the council is importantly -close vision and purpose; underpinned by 7 political ambitions. Role is to ensure there is not conflict between the politicians and council staff and sometimes operate as a heat shield and needs to be resilient.Stephan described his optimism for the transformation that needs to take place and not getting sidetracked by local government re-organisations . There are huge opportunities with the Oxford to Cambridge development belt and he wants to ensure he eventually leaves well and leaves a good legacy for someone else to build upon.
Matthew Winn, podcast host and an experienced leader in healthcare in the UK.
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43:39
Making a difference with Trevor Holden
As a managing director of two district councils in Norfolk, Trevor sees the role of localised delivery to be essential for the health, wellbeing and prosperity of local communities.Leading in the public sector is a privilege, vital and supporting how services are designed and improved it’s important. It is vital to be honest about money, resources and availability of support and wrap help around localities.With the Government embarking on a devolution agenda, there are huge opportunities for change.“Organisations are the way resources are brigaded to deliver something” - clear and simple message from Trevor.“Everyone is responsibility to lead” and design how services are delivered to improve outcomes. Good example in the Norfolk area is social prescribers from local councils working directly in GP practices to support people to make good choices about their health.Trevor is huge supporter of developing joined up public sectors in neighbourhood teams - allowing a joint/single view of the citizen and family; working without hierarchy - leadership is helping people unblock the problems they come against and allow success to flourish and provide cover when things fail (which they will).Trevor describes his 26 years in the military and the trainning that provided. Everything is subordinate to the overall mission. His observation is that often inter public sector working fails because leaders don't find commonality and share the same mission. Ego needs to be left at the door; focus on creating success and understanding the human dimensions of change. Final thoughts - look for opportunities; exploit them to reap benefits and overall - look to make a difference in the people we serve.
Matthew Winn, podcast host and an experienced leader in healthcare in the UK.
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42:14
Leadership at place with Alison McKenzie-Folan
Wigan is the 9th largest unitary council in England supporting 345K residents. A politically stable Council, it is part of the combined authority in Manchester, who has an elected mayor.A key challenge for the Council is how to switch resources to provide preventative support. 70% of expenditure is on children and adult social care - the aspiration is ensure that residents can live well, support neighbourhood health developments, uses holistic support to residents and is co-designed by them. The Council has two missions -to ensures neighbourhood thrive and support improved fairness and reduce inequality.Manchester “places” are coterminous with Boroughs/unitary government and led by local Government chief executives. Integrated care board staff are aligned to the ‘places’ and leaders of health and care have spent time developing relationships and trust. In the Council, compassionate leadership is vital and expected of all staff. Important that staff are psychological safe, able to challenge and have different views. Alison has 20 years of experience in the civil service and organisational development and passionate about asset based working - see the person; ensure everything is person centred in design; understand individual preferences and listen deeply.
Matthew Winn, podcast host and an experienced leader in healthcare in the UK.
UK