The VSC has published a report from one of its latest events, ‘Leading in a self-improving system’: the report draws heavily on views expressed at a 24 hour residential workshop for alumni of the Aspirant DCS programme and reflects upon the role of the regulator in sector-led improvement. Self Improving System Think Piece
This is the summary report of the data analytics work that has been undertaken to help understand the impact of leadership development in children’s services. To support the VSCs strategic planning process and to understand the nature of the impact the programmes are having, Deloitte as the Strategic Partner has used an approach to analysing available data on children’s services performance along with programme activity and engagement data. The approach allows a focus on understanding the behaviour and activity that drive a particular measure or indicator. In a context of complexity, uncertainty and ambiguity it promotes greater confidence in strategic and forward planning. The summary report includes information relating to six themes: Regional variation in engagement; Overall engagement with the
The Succession Planning initiative, launched in 2010 as part of the DCS provision which transferred to the Virtual Staff College in 2011, is now entering in its third year. Over 1,000 senior and middle leaders in Children’s Services have participated in the core regional programmes and many more have attended ‘masterclasses’ or ‘learning events’. As the regional programmes have become established, they have also become more experimental. All of the regions are offering training as coaches or mentors and some are now providing opportunities to develop the skills needed for peer challenge or action learning sets. The Succession Planning Grant (SPG) is also supporting a programme of transformation projects, which offer a chance for aspiring leaders to tackle some of
The first in a series of briefing papers from the VSC about the impact of succession planning in the regions. Tipping points and step changes
A report following the Applied Leadership Seminar Extended roles and systems leadership, Nottingham, 4th – 5th December 2012 This 24 hour seminar was held in response to a specific demand from the children’s services sector to spend some time considering the implications of the extended roles that a significant number of Directors of Children’s Services now have; typically also taking on responsibilities for adult social services although a variety of models is emerging. This was the first opportunity provided by the Virtual Staff College to focus on the changing structures within, and increasing diversity between, local authorities. With a third of DCSs now taking on extended or dual roles, it was considered timely to reflect on whether it is the configuration of departments
