...to the care of children, but should also be of use to candidates on the leadership and management award and of other higher qualifications. This book is structured into 4 sections, ‘understanding the policy framework: systems and structures’, ‘policy areas’, ‘policy issues: staffing and leadership responsibilities’ and ‘putting it all together: keeping the big picture in view’. Each section starts
This companion book to ‘From Birth to Eighteen years: Children and the Law’ which details recently introduced Acts of Parliament, focuses on the government’s modernisation agenda which has resulted in a plethora of initiatives recently. Both books are aimed at informing staff, especially managers and senior staff, of law, policy and practice and the differences between each with regard to the care of children, but should also be of use to candidates on the leadership and management award and of other higher qualifications. This book is structured into 4 sections, ‘understanding the policy framework: systems and structures’, ‘policy areas’, ‘policy issues: staffing and leadership responsibilities’ and ‘putting it all together: keeping the big picture in view’. Each section starts with a summary listing what the reader will learn about in the following pages and is signposted under numerous themed headings complimented by a thorough index at the close of the book. Due to the care sector being one of the most continuously regulated fields in the United Kingdom this book is to be reviewed yearly and its future content will be responsive to readers’ requests.
Subject terms:
leadership, policy formulation, childrens social care;
...with regard to adult care, but should also be of use to candidates on the leadership and management award and of other higher qualifications. This book is structured into 4 sections, ‘understanding the policy framework: systems and structures’, ‘policy areas’, ‘policy issues: staffing and leadership responsibilities’ and ‘putting it all together: keeping the big picture in view’. Each section starts
This book accompanies a National Vocational Qualification (NVQ) related reference guide for direct care staff entitled ‘Social Care and the Law’ and details recent government initiatives in response to primary legislation, already covered in the NVQ guide. Both books are aimed at informing staff, especially managers and senior staff, of law, policy and practice and the differences between each with regard to adult care, but should also be of use to candidates on the leadership and management award and of other higher qualifications. This book is structured into 4 sections, ‘understanding the policy framework: systems and structures’, ‘policy areas’, ‘policy issues: staffing and leadership responsibilities’ and ‘putting it all together: keeping the big picture in view’. Each section starts with a summary listing what the reader will learn about in the following pages and is signposted under numerous themed headings complimented by a thorough index at the close of the book. Due to the care sector being one of the most continuously regulated fields in the United Kingdom this book is to be reviewed annually and its future content will be responsive to readers’ requests.
Subject terms:
leadership, policy formulation, adult social care;
The Scottish Government established the User and Carer Forum upon publication of Changing Lives, in order to provide an opportunity for service users and carers to directly influence and shape the development and implementation of the Changing Lives agenda. The Forum was particularly asked to follow up on the idea of Citizen Leadership and has developed a set of principles (with suggested...
The Scottish Government established the User and Carer Forum upon publication of Changing Lives, in order to provide an opportunity for service users and carers to directly influence and shape the development and implementation of the Changing Lives agenda. The Forum was particularly asked to follow up on the idea of Citizen Leadership and has developed a set of principles (with suggested standards and indicators to help demonstrate how these can apply) by which the leadership contribution of those who use services can be guided and supported. The Forum is made up of members from the User and Carer Panel that worked on the Review and new members from a wide range of backgrounds and experiences. Citizen Leadership is an activity that happens when citizens have power and influence and responsibility to make decisions. Citizen leadership happens when individuals have some control over their own services. It also happens when citizens take action for the benefit of other citizens.
Subject terms:
leadership, policy formulation, user participation, citizenship;
The Scottish Social Services Council (SSSC) and partners across the social care and health sectors in Scotland launched a new strategy aimed at developing leadership in the social services workforce at an event in Edinburgh on 30 January 2014. The strategy is the result of collaboration between a range of organisations, building on work that has already taken place in developing leadership...
(Edited publisher abstract)
The Scottish Social Services Council (SSSC) and partners across the social care and health sectors in Scotland launched a new strategy aimed at developing leadership in the social services workforce at an event in Edinburgh on 30 January 2014. The strategy is the result of collaboration between a range of organisations, building on work that has already taken place in developing leadership capability in the social services sector in Scotland. The Strategy sets out what will happen over the next two years to develop leadership capability at all levels of the social services workforce and with the people the workforce supports. It aims to improve outcomes for all people who use social services in Scotland, their carers and their families. It has five key priorities, the first being to promote career-long learning by establishing professional development pathways for social service workers. The second is to develop leadership learning pathways for the whole of the social service workforce and for the people they support. The third is to develop tools, resources and activity to support individual and organisational development. The fourth is to support social service employers to develop cultures that nurture leadership capability and empower the workforce and people who use services. The last is to contribute to public service reform through the design and delivery of collaborative leadership development resources and activity that make a positive impact on improving outcomes.
(Edited publisher abstract)
Subject terms:
leadership, continuing professional development, social workers, social services, policy formulation;
International Journal of Leadership in Public Services, 6(2), June 2010, pp.25-38.
Publisher:
Emerald
...way for policy development and implementation and service improvement is a major challenge of leadership. This article describes the creation of the National Institute for Mental Health in England (NIMHE), and how it was designed to bring together the local, regional and the national in a form that would see policy and practice mutually developed and nurtured at all levels of governance.
The National Service Framework for Mental Health was the policy document that shaped how mental health services and their development were described within England during the 2002 to 2009 period. It was designed to raise the standard of local services, and eliminate variations of the provision of care. However, the authors suggest that a narrow, excessively top-down, mechanistic target-driven approach can lead to a prevailing culture of ticking boxes at the expense of real patient priorities. Government ministers and civil servants, however, are often caught in a tension between being too dogmatic, or alternatively too flexible and giving responsibility to local agencies, whereupon people may complain about a ‘postcode lottery’ in services. Balancing perspectives and narratives in a coherent way for policy development and implementation and service improvement is a major challenge of leadership. This article describes the creation of the National Institute for Mental Health in England (NIMHE), and how it was designed to bring together the local, regional and the national in a form that would see policy and practice mutually developed and nurtured at all levels of governance.
Subject terms:
leadership, mental health services, policy formulation, social care provision, evidence-based practice;
...the planning process, recruitment of work group members, development of a common purpose and goals and facilitation of sessions throughout the stages of the group's work. Implications for practice focus on group leadership skills that enhanced the work, resulting in the success of the project and agency change. Barriers to the work will be discussed with suggestions for future projects.
Work groups offer the potential to influence the structure, policy and procedures in agency practice. Skilfully led work groups engage workers in a process where problems are identified and explored and collaborative solutions are developed and implemented. A case example of a work group mobilised by a child welfare worker to restore parent child visitation rooms will be used to illustrate the planning process, recruitment of work group members, development of a common purpose and goals and facilitation of sessions throughout the stages of the group's work. Implications for practice focus on group leadership skills that enhanced the work, resulting in the success of the project and agency change. Barriers to the work will be discussed with suggestions for future projects.
Public Money and Management, 28(5), October 2008, pp.313-318.
Publisher:
Taylor and Francis
Place of publication:
Philadelphia, USA
The challenges facing local government in the 21st century are complex and rapidly changing. This article examines issues ranging from adaptive behaviour in citizens (as governments struggle to create cognitive shifts around areas such as waste minimization and obesity) to the co-production of services. It offers examples of action being developed in the London Borough of Barnet to enable public managers to move from being place managers to place shapers.
The challenges facing local government in the 21st century are complex and rapidly changing. This article examines issues ranging from adaptive behaviour in citizens (as governments struggle to create cognitive shifts around areas such as waste minimization and obesity) to the co-production of services. It offers examples of action being developed in the London Borough of Barnet to enable public managers to move from being place managers to place shapers.
Subject terms:
leadership, local authorities, local government, policy formulation, consultation;
Children and Schools, 27(4), October 2005, pp.239-246.
Publisher:
Oxford University Press
The limited participation of school social workers in leadership and policy-making activities in school-level systemic work has been well documented. This conceptual article explores the opportunities for school social workers' increased involvement in leadership and policy making in their schools resulting from comprehensive school reform legislation, specifically through three key teams
The limited participation of school social workers in leadership and policy-making activities in school-level systemic work has been well documented. This conceptual article explores the opportunities for school social workers' increased involvement in leadership and policy making in their schools resulting from comprehensive school reform legislation, specifically through three key teams that have evolved from this legislation: site-based decision-making teams, child study teams, and parent-teacher teams. Barriers to school social workers' systemic work are addressed, and recommendations are made for overcoming these barriers. Connections are made between school-level systemic work and the original mission and orientation of the profession. The article is written from an American perspective.
Subject terms:
leadership, policy formulation, school social workers, schools, decision making;
Governance researchers are increasingly interested in how co-creation can contribute to promoting public value in contemporary liberal democracies. While many have already argued for the potential benefits of employing co-creation in government strategies aiming to enhance public value, few have considered the implications of such a strategy for public leadership. Drawing on recent strands...
(Edited publisher abstract)
Governance researchers are increasingly interested in how co-creation can contribute to promoting public value in contemporary liberal democracies. While many have already argued for the potential benefits of employing co-creation in government strategies aiming to enhance public value, few have considered the implications of such a strategy for public leadership. Drawing on recent strands of theory on leadership and management, we specify how public leaders can use co-creation as a tool to achieve policy goals, and we illustrate this specification by showing how politicians and public and non-profit managers perform the public leadership of co-created public value in Gentofte, Denmark and Minneapolis‐St Paul, USA. The main proposition is that this kind of public leadership does not only involve a strategic effort to engage, inspire and mobilise actors with relevant governance assets ‐ including legitimacy, authority and capabilities ‐ but also to align their understandings of what is valuable for the public.
(Edited publisher abstract)
Subject terms:
public sector, policy formulation, collaboration, participation, leadership, governance, co-production;
...to provide care when and where it is needed; and ensure that the administrative and management structures make it easier for staff to look after the public, patients and clients. Key components of this approach include: partnership work, improving quality and safety, investing in the workforce, leadership and culture, and ehealth and better use of technology.
(Edited publisher abstract)
Sets out a commitment to transform the health and social care system in Northern Ireland to ensure: people are supported to make informed choices and take control of their own health and wellbeing; have access to safe, high quality care when they need it and are treated with dignity, respect and compassion; staff are empowered and supported to do what they do best; and services are efficient and sustainable for the future. The proposed changes aim to build capacity in communities and in prevention to reduce inequalities and ensure the next generation is healthy and well; provide more support in primary care to enable more preventive and proactive care, and earlier detection and treatment of physical and mental health problems; reform community and hospital services so that they are organised to provide care when and where it is needed; and ensure that the administrative and management structures make it easier for staff to look after the public, patients and clients. Key components of this approach include: partnership work, improving quality and safety, investing in the workforce, leadership and culture, and ehealth and better use of technology.
(Edited publisher abstract)
Subject terms:
health care, prevention, leadership, staff development, digital technology, policy formulation;