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Strategic vision and direction

Middle managers in social services act as the key lynchpin between those responsible for strategic vision and direction and those engaged in direct services and support. They contribute in-depth knowledge of frontline practice ensuring that this informs organisational strategy and policy. They develop systems and procedures to enable strategic decisions to be implemented effectively at an operational level. They look outward to the wider external context and inward to the organisation’s internal reality.

Middle managers therefore need to be able to:

  • contribute to the development of organisational vision and direction which reflects shared values, purpose and aspiration
  • ensure that the views and concerns of staff and people using services are represented and reflected within their organisation’s strategic vision
  • represent and communicate that vision to others
  • motivate and inspire others in support of the vision
  • maintain broad awareness and understanding of the social, political and economic and professional context of social services
  • critically analyse and evaluate current and emerging developments in the local and national context relevant to the delivery of social work and social care services
  • evaluate the impact of their organisation’s strategic plans and policies, and provide constructive feedback to influence the direction of the service/organisation
  • contribute to and oversee the development of operational systems, procedures, practices and policies which support organisational strategy and direction.

If you can demonstrate what you have learned from this area of the framework and how you have put your learning into practice, you will be able to earn an Open Badge. Find out more here.

Strategic vision and direction resources

  • Best value Audit Scotland Audit Scotland provides information and reports about Best Value in Scotland.
  • Imagining the Future of Support and Social Services in 2025 (December 2014) This links to a tool to get those who access it discussing, arguing and debating the future of social services. The tool is provocative but also useful to guide difficult conversations around, for example, the role of professionals in 21st century, citizen rights and responsibilities, leadership and workforce planning. The link accesses written materials and video material.
  • Social Work Services Strategic Forum: Provides information about the work taking place at the highest level to develop a shared vision for social services in Scotland.
  • Planning, Vision and Mission: Aimed at the not for profit sector, this site talks through how to think through issues such as deciding on your vision and mission and developing a business plan.

    Similar discussions are presented on the Scottish Council for Voluntary Organisation’s web site.
  • Leadership and Strategy A number of resources for Leadership and Strategy are hosted on Good Practice for leaders and managers aimed at improving leaders’ strategic capabilities. Registration or an Athens username is needed – but if you work in Social Services and don’t already have one, you can request one from Social Services Knowledge Scotland (SSKS).
  • Corporate peer challenge – independent evaluation report Evaluation of the effectiveness and impacts of the first forty Corporate Peer Challenge initiatives in Councils. Although not directly relevant to Scottish Social Service middle managers, the concept of peer support and challenge is a useful one.

Examples from Practice

What Others Say

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Gloria McLoughlin - Scottish Care

"I think we are going to have to work together, going forward in the current climate. It’s going to have to be about collaboration. And it’s going to be about setting old suspicions aside and working together going forward."

University of Stirling et al. (2010) Leading Together, Dundee, SSSC

Leadership Capability Indicators
Continuous Learning Framework (CLF)
Standards for Childhood Practice
learning log
Additional SSKS Resources

Other Resources You May Be Interested In

  • Imagining the Future: Enabling Technology (Doughty, K December 2013), reviews the impact of technologies and trends and offers six case studies to suggest how outcomes might be different depending on the kinds of technology and communication that are available.
  • Leadership exchange programme The Leadership Exchange programme pairs leaders across sectors with the aim of improving leadership capacity between peers.
  • Making decisions OU study unit dealing with the processes involved in decision making, including the psychology of decision making and the social context in which decisions are made.
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