...transformation underway. Drawing on academic literature on leadership, this paper outlines a version of third sector leadership as involving strategic narrative, as discursive intervention to frame and shape the direction of debate. The paper starts by providing a brief discussion of leadership theory and an outline of existing research on leadership in the third sector. This is followed by an exploration
The third sector is experiencing a radical shift in its political and economic environment. It is possible that it may be undergoing a significant transformation in its shape, its role and its relationship with the state. However, much of the third sector’s conversation appears to be focused on questions of organisational survival and resilience, with little overall discussion about the potential transformation underway. Drawing on academic literature on leadership, this paper outlines a version of third sector leadership as involving strategic narrative, as discursive intervention to frame and shape the direction of debate. The paper starts by providing a brief discussion of leadership theory and an outline of existing research on leadership in the third sector. This is followed by an exploration of the importance of effective narrative: firstly, through underlining the importance of good illustrative narrative in setting out the impact of the work of third sector organisations; and secondly, through expounding the importance of a robust strategic narrative to provide national umbrella agencies with a strong sense of direction and a secure platform from which to build alliances. The paper concludes with a call for a leadership narrative that embraces a more open and vigorous conversation about the role and future of the sector, and the potential for developing a big narrative for the third sector and civil society.
Policy and Politics, 35(1), January 2007, pp.141-161.
Publisher:
Policy Press
In 1997 community leadership was placed at the heart of local government reform. However, despite policy commitments, its manifestation remains limited. This article explores why, beginning from a position that the term 'community leadership' is an elastic one containing multiple meanings. Informed by the interpretivism advocated by Bevir and Rhodes, four interpretations of community leadership
In 1997 community leadership was placed at the heart of local government reform. However, despite policy commitments, its manifestation remains limited. This article explores why, beginning from a position that the term 'community leadership' is an elastic one containing multiple meanings. Informed by the interpretivism advocated by Bevir and Rhodes, four interpretations of community leadership are identified and discussed. Each is rooted in specific local government traditions and supported by policy and practice evidence. The delineation of these interpretations makes clear that each has different implications for the future of local government that need to be more fully understood.
Subject terms:
leadership, local government, policy, communities;
Journal of Aging and Social Policy, early cite 4 June 2020,
Publisher:
Routledge
Place of publication:
Philadelphia, USA
As of May 2020, nursing home residents account for a staggering one-third of the more than 80,000 deaths due to COVID-19 in the U.S. This pandemic has resulted in unprecedented threats to achieving and sustaining care quality even in the best nursing homes, requiring active engagement of nursing home leaders in developing solutions responsive to the unprecedented threats to quality standards of care delivery during the pandemic. This perspective offers a framework, designed with the input of nursing home leaders, to facilitate internal and external decision-making and collective action to address these threats. Policy options focus on assuring a shared understanding among nursing home leaders and government agencies of changes in the operational status of nursing homes throughout the crisis, improving access to additional essential resources needed to mitigate the crisis’ impact, and promoting shared accountability for consistently achieving accepted standards in core quality domains.
(Edited publisher abstract)
As of May 2020, nursing home residents account for a staggering one-third of the more than 80,000 deaths due to COVID-19 in the U.S. This pandemic has resulted in unprecedented threats to achieving and sustaining care quality even in the best nursing homes, requiring active engagement of nursing home leaders in developing solutions responsive to the unprecedented threats to quality standards of care delivery during the pandemic. This perspective offers a framework, designed with the input of nursing home leaders, to facilitate internal and external decision-making and collective action to address these threats. Policy options focus on assuring a shared understanding among nursing home leaders and government agencies of changes in the operational status of nursing homes throughout the crisis, improving access to additional essential resources needed to mitigate the crisis’ impact, and promoting shared accountability for consistently achieving accepted standards in core quality domains.
(Edited publisher abstract)
Recent policy emphases in the United Kingdom (UK) show growing attention to localism interconnected with philanthropy. This appears to offer significant opportunities for community foundations – geographically embedded multi-purpose charities envisaged as combining various grant-making roles with community leadership. Using a theoretical framework derived from political geography, the authors...
(Edited publisher abstract)
Recent policy emphases in the United Kingdom (UK) show growing attention to localism interconnected with philanthropy. This appears to offer significant opportunities for community foundations – geographically embedded multi-purpose charities envisaged as combining various grant-making roles with community leadership. Using a theoretical framework derived from political geography, the authors explore and conceptualise how community foundations conceive and operationalise their community leadership role across the UK's localism discourses; the authors find their strategies and approaches to be differentiated rather than shared. This challenges the understanding of 'community foundations' as a single model in its UK expression and questions their envisaged potential as collective pan-UK lead-players within localism policy.
(Edited publisher abstract)
International Journal of Leadership in Public Services, 7(1), February 2011, pp.48-52.
Publisher:
Emerald
...opportunity to create local partnership leadership, challenge policy, targets and budgetary conditions. To date, in England, seven such SCPs have been awarded to local partnerships by central government. The article looks at a shared a vision of local determinism by focusing on local problems in order to establish a tailored solution. It examines the use of external expertise to analyse the problem and how
As policy is devolved from local government, there is a distinct hierarchy that requires local partnerships to the plan the delivery of such policy. These partnerships are bureaucratic in nature, making creating a vision for a new way of working highly difficult. This article examines how the Systems Change Pilot (SCP), for locally based partnerships called drug action teams, has been an ideal opportunity to create local partnership leadership, challenge policy, targets and budgetary conditions. To date, in England, seven such SCPs have been awarded to local partnerships by central government. The article looks at a shared a vision of local determinism by focusing on local problems in order to establish a tailored solution. It examines the use of external expertise to analyse the problem and how this is in itself a form of leadership, both from the external party and the local partnership. Overall, the SCPs have helped increase the decentralisation from central government through a process of delegation, thereby encouraging local determinism.
Subject terms:
leadership, local government, policy, teams, collaboration;
Journal of the American Medical Directors Association, 21(7), 2020, pp.885-887.
Publisher:
Elsevier (for the American Medical Directors Association)
This special article presents five keys to solving the COVID-19 crisis in post-acute and long-term care, related to policy, collaboration, individualization, leadership, and reorganization. Taking action during this crisis may prevent sinking back into the complacency and habits of our pre-COVID-19 lives. Suggests that the nursing home industry has been in need of overhaul for decades—a situation
(Edited publisher abstract)
This special article presents five keys to solving the COVID-19 crisis in post-acute and long-term care, related to policy, collaboration, individualization, leadership, and reorganization. Taking action during this crisis may prevent sinking back into the complacency and habits of our pre-COVID-19 lives. Suggests that the nursing home industry has been in need of overhaul for decades—a situation made all the more evident by COVID-19. The editorial is from the AMDA–The Society for Post-Acute and Long-Term Care Medicine.
(Edited publisher abstract)
Subject terms:
long term care, nursing homes, Covid-19, policy, collaboration, leadership;
This document sets out a guide for the local planning and delivery of social care support services in Scotland and the actions necessary to fully implement self-directed support. It also sets out the actions that national public, voluntary and independent sector organisations need to take to implement self-directed support. The plan is in four sections which cover: involvement of people, workers and social care support providers in change; ensuring that the workforce have the skills to enable and empower people to make informed decisions about their social care support; that leaders and systems create the culture and decision makers conditions for people to have choice and control over their social care support; and that people have choice and control over their social care support. For each section, the plan provides a summary of national developments since 2016 and actions for organisations in 2019-2012.
(Edited publisher abstract)
This document sets out a guide for the local planning and delivery of social care support services in Scotland and the actions necessary to fully implement self-directed support. It also sets out the actions that national public, voluntary and independent sector organisations need to take to implement self-directed support. The plan is in four sections which cover: involvement of people, workers and social care support providers in change; ensuring that the workforce have the skills to enable and empower people to make informed decisions about their social care support; that leaders and systems create the culture and decision makers conditions for people to have choice and control over their social care support; and that people have choice and control over their social care support. For each section, the plan provides a summary of national developments since 2016 and actions for organisations in 2019-2012.
(Edited publisher abstract)
Subject terms:
self-directed support, policy, policy implementation, choice, social care staff, service users, leadership;
Drawing on interviews with health service leaders, experts and clinicians, the report considers four main themes that emerged as important factors for lack of progress. These are: the level of ambition; centralisation and the space for initiative; public leadership and taking difficult decisions; and openness to learning and scrutiny. The report finds that the political vacuum and culture...
(Edited publisher abstract)
This report examines the factors that may be helping or hindering efforts to improve the health and social care system in Northern Ireland. Reviews carried out over the last 20 years have identified the need for the following changes: a reduction on its reliance on hospitals, centralisation of some services at a smaller number of sites, and focus more on prevention and keeping people healthy. Drawing on interviews with health service leaders, experts and clinicians, the report considers four main themes that emerged as important factors for lack of progress. These are: the level of ambition; centralisation and the space for initiative; public leadership and taking difficult decisions; and openness to learning and scrutiny. The report finds that the political vacuum and culture of centralisation are delaying reform. It reports a lack of ambition around tackling waiting times for planned care, little sign of the intended shift of care and resources into care outside hospital; and that a high degree of centralisation in health and social care in Northern Ireland restricts the initiative and experimentation necessary for complicated change. It is the second in a series of Nuffield Trust reports looking at what UK health systems can learn from one another.
(Edited publisher abstract)
Subject terms:
health care, social care provision, policy, politics, leadership, care reform;
...address capacity issues and help ensure up-to-date training for the entire children’s workforce. It also recommends greater investment in the early years workforce, provision of more leadership development for directors of children’s services, including investment in, training black, Asian and minority ethnic leaders.
(Edited publisher abstract)
A position paper from the Association of Directors of Children's Services (ADCS) which looks at what is needed to develop the children's workforce in the future. It argues that overlapping social care, health and educational needs of children and young people can only be met by broadening focus beyond social work to the wider workforce. This comprises multiple professions, and services, from teachers, sports coaches, social workers, family support workers and school nurses to police officers. It argues that that the workforce currently operates in a siloed environment and that the sector lacks a clear voice to advocate for the whole children’s workforce at the national level. It calls for a national workforce lead for children’s services to develop a coherent workforce strategy that would address capacity issues and help ensure up-to-date training for the entire children’s workforce. It also recommends greater investment in the early years workforce, provision of more leadership development for directors of children’s services, including investment in, training black, Asian and minority ethnic leaders.
(Edited publisher abstract)
Subject terms:
policy, childrens social care, leadership, staff development, social workers, child care workers, care workforce;
CENTRE FOR EXCELLENCE FOR LOOKED AFTER CHILDREN IN SCOTLAND, CHILDREN IN SCOTLAND, CARE INSPECTORATE
Publisher:
Social Work Scotland
Publication year:
2018
Pagination:
34
Place of publication:
Edinburgh
...highlighting the importance of quality local leadership at all organisational levels, the need for greater attention to the synergies of health and social care strategic plans and Children’s Services Plans, and a continued
focus on ‘bottom up’, person-centred, community-led approaches to integration. The review was carried out by Children in Scotland and CELCIS (Centre of Excellence for Looked After Children
(Edited publisher abstract)
A literature and policy review to explore the impact of health and social care integration on children’s services in Scotland. It updates on the findings of an earlier review, published in 2014, on the potential impact of the Public Services (Joint
Working) (Scotland) Act 2014, the legislation establishing health and social care integration in Scotland. The review took a flexible and pragmatic approach, identifying relevant peer-reviewed articles and grey literature published since 2013-14. The review presents the material in the following sections: Development of legislation, policy and guidance; Recent research on health and social care integration; and Insights from joint strategic inspections of services for children and young people. The review builds
on the original report’s conclusions, highlighting the importance of quality local leadership at all organisational levels, the need for greater attention to the synergies of health and social care strategic plans and Children’s Services Plans, and a continued
focus on ‘bottom up’, person-centred, community-led approaches to integration. The review was carried out by Children in Scotland and CELCIS (Centre of Excellence for Looked After Children), with input from the Care Inspectorate.
(Edited publisher abstract)
Subject terms:
childrens social care, integrated care, policy, government policy, leadership, planning, literature reviews;