By Debbe KennedyThe author focuses on how-to develop support for change in organizations, including leadership, sponsorship, manager conviction and buy-in from everyone involved. It includes action strategies, stories, insights and ideas for what and how to gain acceptance of the need for change and understanding of its implications in seven key areas that influence organizational effectiveness.
The 5000 offenders who commit about 10% of crimes in the UK are to be targeted in a new cross-Government initiative. The cost to communities is hard to calculate because the offences involve the pensioner scared to leave home after dark and the mother unable to take her children to the playground because it has become the haunt of the local gang.Each of the 376 crime and disorder reduction partnerships are being asked to target the top 15-20 prolific offenders that are causing most harm to communities. The exact criteria used to select individuals to be targeted will be drawn up in consultation with the 42 Local Criminal Justice Boards, which are made up of local chief officers of all the criminal justice agencies. At present, a persistent offender is defined as someone who has been convicted of six or more offences in the last year. The new strategy will take more account of the particular concerns of individual communities and look at the nature and volume of crime which offenders are committing; other harm they are causing and the impact their behaviour is having on their local community.
A new local government leadership center, due to be opened later in the year, is at the core of the leadership strategy launched by the Leadership Development Commission. Other elements of the strategy, which provides a framework to stimulate leadership development at the individual, team, local authority and national levels, seeks to secure the contributions of other stakeholders, including political parties. The Commission was set up in 2002 to ‘review the current situation in leadership and leadership development’. It is made up from elected members and senior managers in local government, central government, employer’s organizations, leadership development practitioners and academics.The Leadership Centre is a joint venture between the Office of Public Sector Reform, The Office of the Deputy Prime Minister, the LGA, the IDeA, the Employers Organisation and SOLACE. It was conceived to address the gap in leadership development that is increasingly apparent in the public sector in general, with a particular emphasis on local government. The centre will build on the work of the Commission and will have a remit for sharing and disseminating best practice in leadership and leadership development across the sector, as well as creating or ‘badging’ targeted leadership development programmes reflecting the specific needs of senior officers and elected members.
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