Proposition 1: The times are changing

Proposition facilitator: David Clark, Director, SOLACE Enterprises Ltd

The disarray of national finances and a domestic focus on market-led/ voluntary/mutual/third sector service delivery combine to create an irresistible force for change. The cliché of “more for less” has been replaced with an imperative to do different things or to get someone else to do things for you. As leaders of public service organisations, chief executives and other senior staff, we are responsible for managing this change. This will require the re-designing of services around changing perceptions of need, greater involvement of citizens and users as recipients, suppliers and co-producers as well as new and radical approaches to commissioning.  The discussion will consider these issues and explore the opportunities offered by new different approaches such as sharing, outsourcing, social enterprise, and mutuals.

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4 Responses to Proposition 1: The times are changing

  1. Pingback: Welcome to the Solace Summit 2011 | Solace Summit 2011

  2. @peterholt99 says:

    Fascinating contribution by Helen Bailey – or more of a series of challenges. Particularly enjoyed the reflections on different degrees of understanding of the (over) complexity of public services.

    • David Hill says:

      Doing nothing (staying unchanged) is not an option. There’s a virtuous circle out there somewhere of doing things differently, adapting to a veritable tidal wave of change all around us, opening up service provision to a wider range of providers, responding more directly and effectively to the needs and wishes of local communities, embracing the opportunities of technological developments, transforming the culture and structure of the organisation in order to enable all of the above AND living within a reduced budget. The challenge is having to do it all at once, and quickly. Rob Whiteman has shared MKC’s Organisational Transformation Programme with recipients of his (last) weekly blog: happy to forward copies and/or discuss if anyone would find that helpful

  3. Jeff Matthews says:

    The challenge is also to keep staff engaged in this time of high ambiguity and uncertainty. It certainly challenges the existing systems and processes around business planning, performance reviews all of which are lagging way behind the reality. The “annual ritual” and “liturgy” associated with financial planning that gives the illusion of control and certainty needs to be replaced with a more emergent planning process, able to flex with the high degree of change. Yes, setting a direction of travel but needing to respond more immediately to changing situations. Creating cultures of “high challenge and high support”.

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