The University of the West of England was commission to independently evaluate the Systems Leadership – Local Vision programme. The evaluation’s primary purpose is to support learning and development of the Local Vision approach, illuminating impact and areas for development/improvement.

“Systems Leadership – Local Vision was born out of the collective vision of the Leadership Centre and the Systems Leadership Steering Group, comprising of representatives from key agencies across local and national government, the NHS, social care, public health, the voluntary sector and the private sector. The context of this ambitious programme is set amidst the biggest recession since the 1930s coupled with a government policy of austerity and a spotlight on public service performance.”

Conclusions so far…

• This evaluation suggests that systems leadership begins with a shift in mindset or perspective rather than requiring fundamental change in structures or resources. This is both its main power and limitation as the potential to sustain and replicate success is also dependent on embedding new practices, processes and structures.
• In phase two of the evaluation we will explore in greater details the similarities and differences between Local Vision projects in different localities in order to gain a better understanding of how local context both enables and/or constrains the potential for sustainable change.
• At present, our analysis notes the limited use of data in measuring progress for Local Vision, although some localities are considering the role of data as part of a wider integration agenda.
• Local Vision does not take place in a vacuum and it would be misleading to attribute success or failure without a clearer understanding of the relationship between this initiative and its wider context. In phase two we will therefore also endeavour to explore the part that Local vision plays within the wider regional and national context of health and social care reform.
• Systems leadership calls for a fundamental reframing of the nature and purpose of leadership in order to address complex, ambiguous, boundary-spanning, ‘wicked’ issues such as the integration of health and social care. Whether or not this is achievable in practice, will depend to a large extent on the ability of key stakeholders to reframe, realign and harness the collective synergy of relationship.

The UWE systems leadrship interim report is available for download.

Keywords:

Collective leadership, Systems theory, Values base, Wicked issues

Resource type:

Case studies, Scholarly research

Formats:

Downloadable documents