Gitane De Silva, ICD.D’s Post

This article is a must-read for anyone who cares about the future of Canada. My personal day-in-day-out experiences with the CRA are a testament to the disfunction of the Canadian civil service, even in what is even a very mechanical "line" organization where policy is not as important as getting it done. As the author clearly points out, the Canadian civil service has ballooned, but the service quality and response times have fallen across the board. We are spending more and getting far less. And do not even get me started on the concentration of power in the PMO for political purposes... Both main parties share the blame for the current status quo. However, the spectacular hypocrisy of the current government in running on promises to reverse the trend only to accelerate it to a point that the Harper Tories could only have dreamed of, needed to be called out by someone who's bona fides are beyond question.

How do opposition MPs prepare for government? Leighton Andrews, professor of practice in public service leadership and innovation at Cardiff Business School and a former Welsh Government minister, sets out the six key skills that ministers need when they enter government https://ow.ly/5pZR50RAizx

The Delicate Dance of Municipal Leadership: Maintaining Harmony Amidst Chaos As a city manager or administrator, you're the conductor of a complex municipal orchestra. But what happens when new players join, each with their own tune? Or when a newly elected council member arrives with a radically different agenda, threatening to upend your carefully crafted plans? One election cycle can transform your symphony into cacophony. The relentless demands and scrutiny of city administration, now amplified by fresh political voices, can quickly overwhelm even the most skilled leader. Picture this: It's late, another grueling council meeting. The newly elected council member is grilling you on decisions made long before their term began, questioning your expertise and challenging your vision for the city. By the time you're home, frustration has seeped into every fiber of your being, impacting your interactions with your spouse and children. This isn't hypothetical—it's a recurring challenge for many in municipal leadership. The constant criticism, shifting political landscapes brought on by elections, and never-ending community issues leave even the most dedicated public servants feeling drained. But what if you could reclaim the conductor's podium with confidence, even in the face of new political dynamics? Introducing: "Establishing Healthy Boundaries in Municipal Leadership" Created out of my struggles, failures, and growth over 20 years of leadership, this workshop provides actionable strategies to define, communicate, and uphold boundaries that resonate through both your personal and professional life. Learn to: - Orchestrate a balance between well-being and leadership effectiveness - Amplify your impact as a leader, even with a changing council composition - Foster a resilient work-life equilibrium - Build a resilient city governance framework that thrives through elections, new council members, and evolving community challenges My aim is to help fine-tune your leadership approach and increase your fuel capacity to ensure personal thriving and professional impact that resonates in your community for years to come. Does this resonate with your experiences in municipal leadership? Let's connect and discuss how this training could benefit you and your team in navigating the complexities of working in the public sector. #MunicipalLeadership #HealthyBoundaries #LeadershipDevelopment #PublicService #LocalGovernment

Local governments face a critical trust crisis, with public confidence dwindling due to various challenges, including labor shortages and funding deficits. Research highlights a significant decline in trust over the years, emphasizing the urgency for local leaders to act. Effective strategies to rebuild trust include ensuring a quality workforce, inspired leadership, and transparent communication. These measures are vital for maintaining the public's confidence and ensuring the effective delivery of services, highlighting the foundational role trust plays in enabling local governments to respond to community needs and improve the quality of life for their constituents. https://lnkd.in/gEN8EfJ4

😏 Ever think something so cringy you then have to challenge yourself whether it’s true?? I was recently reflecting on a conversation about the importance of visible political leadership within a local context, and had this feeling. I mean, there’s some things you just say and then wonder about the legitimacy of. So is visible political leadership important locally? Of course it is. We don’t challenge that ideal nationally, we take it as given that the PM and cabinet, MPs in general are setting the direction of travel, and the anonymous civil service are delivering it. Indeed, the most senior civil servant in the country has recently announced they’re standing down and I suspect most people didn’t know, let alone could name him. Meanwhile, we seem to know every move the PM makes, from the machinations over the imminent budget to his favourite pop star. We have no problem with the principle of national politicians delivering on their electoral mandate (even if we don’t agree with it), and won’t tolerate the idea that civil servants are really in charge. So why would local politicians not want to step up to the same line? Elected with a democratic mandate and able to deliver huge amounts of change, local political leaders are hugely influential across not just the service areas the local authority is responsible for, but their place. It really is a pretty big deal being a local leader. But that doesn’t mean it can’t feel a bit funny sometimes admitting to it, and looking back you realise how strange it can sometimes be too. However, it is a superpower - linked to having profile (which is not a given from being leader) and also knowing how to use it, and neither without their challenges - and one that can thoughtfully and effectively applied for the benefit of your place. Maybe this is what I should be writing a book on… 🤔 #leadership #localgovernment #placemaking

Have central and local government staff got their priorities right? Over recent months I have been working on 3 projects which involve close working relationships with either central or local government agencies. In each case, our work has been constrained by their need to conform to procedures, guidelines and policies to the detriment of achieving the collective goal. In one case a disabled person has waited over 2 years for approval of adaptations (still not approved). Only since a change of personnel has this moved forward and the new person's intervention is causing others in the authority to act. Guidelines have been applied inappropriately as unbreakable rules. Internal procedures have been applied as immutable timescales, whatever the circumstances on the ground. When I work in the private sector, advising leaders, I encourage them to provide clarity of purpose to their staff, so that initiative allows them to do the right thing, at the right time, in the right way. Sometimes that means adapting or breaking procedures and guidelines intelligently. No such clarity of purpose or permission to use judgment - even common sense - seems possible in our public bodies. The recent problems in housing, the Post Office and the NHS seem to highlight similar issues. Leadership is seemingly concerned with all sorts of issues other than providing a world-class public service. Of course, their leaders, our politicians, are unable to collaborate and focus on solving long-term problems and spend their time defending themselves from criticism. Sound bites and opinion polls over solutions for the public good. Ideology and reputation above action. We all know people within an organisation follow the leaders' behaviour so perhaps I should not be surprised. Am I becoming jaundiced in my views?

My latest journal article on the #DowningStreet #ChiefOfStaff makes the case for 'the utility of political management theory when examining a key adviser role in UK politics', whilst giving 'impetus to the task of better understanding the role of Downing Street Chief-of-Staff.' https://lnkd.in/ewETXjTF I examined the role of Chiefs (inc. de facto) since 1997. This included: Jonathan Powell Tom Scholar Stephen Carter Jeremy Heywood Ed Llewellyn Nick Timothy and Fiona Hill Gavin Barwell Dominic Cummings Dan Rosenfield One of my biggest conclusions is that #DowningStreet #ChiefsOfStaff inevitably end up focused on some elements of management far more than others: 'Different requirements and working practices of individual PMs clearly impact upon where and how chiefs focus their workload.' I'm not convinced that a job description for #ChiefOfStaff is really possible, given these different requirements by PMs, but the absense of it can cause problems. I pointed to Hill and Timothy's difficulties in delineating roles and responsibilities as a case-in-point. Conversely, May's premiership saw Barwell able to implement significant design-based reform of Downing Street. So, I tentatively conclude that, though the personalities involved matter, the Chief’s lack of role definition makes it easier to pursue when sole-occupied. Further, #Cummings experience in being overridden regarding a key appointment underlined the fact that, no matter how powerful the individual, chiefs are reliant upon PMs’ patronage. This could be a cause for conflict if chiefs were to be left feeling continually obstructed. Chiefs’ pre-occupation with operational matters & events often encompasses primarily functional tasks. But this doesn't mean that they can't innovate. #Cummings’ physical relocation of the Policy Unit testifies to this, though his departure also signalled the experiment’s end. #ChiefsOfStaff must also inspire confidence and maintain positive working relationships. Several have fallen short, here. Without the ability to inspire staff and cohere them around common goals, chiefs cannot truly be said to be making #DowningStreet work for a #PrimeMinister. Adaptability and the capacity to network effectively are essential to performance. Chiefs’ networks can even play a role in sustaining premierships (including during reshuffles). This is compounded by the ability to embed their own position within "court politics". Finally, the article is only an initial step in providing deeper and more detailed analyses of the role’s history, significance and purpose. This could help to give greater insight into both the role’s impact and, consequently, the functioning of the British premiership itself. So, I'm off to continue my research on this topic (which I'm loving)! There will be further journal articles and, I hope, a book to come on all things #DowningStreet #ChiefOfStaff.

This article by @JohnCurtice appeared in @TheConversation this week, outlining how "trust and confidence in how Britain is governed is as low as it has ever been". Other than highlighting the enduring doubts about both #Brexit and increasing levels of dissatisfaction with the NHS, the article also suggests that some #leaders place self-interest above the needs of either the Country or their employer. This is entirely believable. Stopping senior executives from abusing the privilege of leadership to gain personal advantageous and favour is not something restricted to the #publicsector however. Regulating the behaviour and conduct of senior leaders is a challenge for us all, and invariably attracts accusations of #bias. Without transparency, accountability, and trust in an organisation, it is highly unlikely it will ever achieve an enduring competitive advantage. If your organisation doubts the integrity of its leaders, or wants them to be held to account, consider seeking unbiased, objective, and professional external support. #holdingotherstoaccount Developing Business Excellence Limited® https://bit.ly/4ex5vRo

The Role of the City Manager in Community Leadership: A Call to Reflect on the ICMA Declaration of Ideals As City Managers, we are often asked to balance the line between implementing Council direction and assuming a leadership role within our communities. The ICMA Declaration of Ideals provides a timeless framework that guides us in navigating this balance, and in light of modern challenges, it's more important than ever to reflect on our role in community leadership.  In a recent article, I explore the Administration/Policy Paradigm in the Council/Manager form of government, and ask whether City Managers should play a more proactive leadership role in addressing contemporary issues, or maintain a strict adherence to administration. This question has sparked thoughtful conversations among California City Managers, with insights being shared ahead of ICMA’s Annual Conference and LocalGov2030’s collaborative sessions. I’d like to invite my fellow City Managers to review the ICMA Declaration of Ideals and the materials referenced in my article, and consider how we, as professionals, can strengthen our communities through a balanced, thoughtful approach to leadership and governance. You can find the ICMA Declaration of Ideals here: [ICMA Declaration of Ideals](https://lnkd.in/gr_epuQS). Let’s continue this important dialogue and ensure we are upholding the principles that make our local governments effective, ethical, and responsive. #LocalGov #CityManager #ICMA #CommunityLeadership #GoodGovernance #CouncilManager https://lnkd.in/g4P7SU3k