Children’s Improvement Board Regional Leads Martin Kimber Chief Executive - RMBC 10th September, 2012

Agenda I have been asked to cover three things: Corporate change and the interaction with children’s services Experience of inspections Chief Executive and DCS relationships

It should be seamless Appropriate culture and integrated budget and service planning: Built on clear corporate priorities An agreed interpretation of complex evidence and information Responsibility, accountability, innovation and trust

The importance of team The culture is always set from the top: Political Executive and Managerial Executive work together The big problems are corporate not departmental or individual Self awareness and organisational improvement are the day job    

How do you know you have it right The Political Executive and Managerial Executive work reflectively The Managerial Executive talks as “we” Resources are corporate and applied to the biggest challenges

Importance of culture If the culture is right it will show through performance management: Corporate Plan Outcomes framework Inspection judgements

Attitudes to inspection A pessimist will find a calamity in every opportunity and an optimist an opportunity in every calamity: Winston Churchill Free consultancy Confirm our challenges and outcomes Provide a conduit for professional debate

Inspection experiences Only second in the country under the new framework: Ofsted still finding their feet Prevention and Early Intervention - our thinking more advanced than theirs Important not to be passive

The Chief Executive and DCS Built on important principles: Support – the top managerial team have an agreed view Challenge – the Chief Executive as a conduit to innovation Confidence – the big challenges are being faced and resourced

Statements from the CEX and DCS Chief Executive – “A relationship built on trust and honesty is the key. My DCS needs to be able to openly share service challenges and resource needs knowing it will also become my problem and that of the top team as well. In return I expect clear evidence that they drive innovation, understand performance against outcomes, organise the resources available to them effectively and think and act collaboratively.” DCS – “The culture of no surprises is absolutely crucial. I know I can go to him, be honest, have a reflective critical friend conversation knowing I will be supported on the decisions I have to take”   

Working Together A mature organisation with the right culture Self aware Shared commitment around duty to “protect the most vulnerable” An agreed and realistic approach to resource allocation Ofsted said: “The local authority has established and resourced a clear focus on the provision of child protection services and delivered some key priorities…”

Any Questions?