This interactive toolkit is based on a model for smarter partnerships developed from research for the Local Government National Training Organisation. Four main themes lead the user through the toolkit and provide information and resources concerning: leadership, trust, learning, and managing for performance. Each theme is addressed at different levels throughout the resource, and underpins a clear framework for review, skills development and supporting new and existing partnership structures and functions.One diagnostic tool helps users assess how well a partnership is functioning, and recommends steps to strengthen it. Another can be used by individuals, teams or partners to identify their learning and skills needs. A range of case studies and facilitation tools are provided, along with links to other resources relevant to learning and improving partnership performance. Registered users receive periodic updates detailing new resources and additions to the site.
A new leadership college has been opened for the learning and skills sector. The Centre for Excellence in Leadership offers those involved in the post-16 curriculum a leadership development framework. Two new development programmes for aspiring chief executives will run from November. Other programmes include a professional development route for individuals and their managers to assist in career planning and to support succession planning.The average age of the leadership and management workforce in Further Education colleges has increased since 1997 and almost half of the senior managers in the learning and skills sector as a whole are due to retire in the next 10-15 years. Currently senior managers are predominantly white and male. The Centre will work to fill the retirement gap and be a catalyst in tackling problems of inequality. It will also boost leadership skills and create clear development pathways for the people who will be the next generation of leaders.
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The route to more effective local democracy is increasingly seen by some as the creation of directly elected boards to provide specific services. The areas affected include health, schools, police and housing. These developments have prompted Sir Jeremy Beecham, Leader of the Local Government Association Labour Group to write to Health Secretary John Reid to express disquiet about the potential fragmentation that would flow from creating elected boards to run the new foundation hospitals.In his letter Sir Jeremy argues that the post code lottery where life expectancy in Manchester is very much lower than in North Dorset does not result from any single cause such as healthcare. The disparity results from a complex mix of poverty, poor housing and social, economic and environmental disadvantage. As a consequence it is important that health provision is closely connected with other relevant services. This connection can be better achieved within an overarching framework of accountability rather than institutionalising separateness. He adds that the construction of a series of independent bodies would not amount to local governance. Specifically it would not provide a mechanism to resolve conflicting claims on resources or the determination of local priorities even within a national framework.
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