Greater Essex Leadership Collaborative Soft Market Testing Workshop Wednesday 10th January 2018 09:30-11:00 Anglia Ruskin University, Chelmsford Campus

Workshop agenda Introductory presentations (9:30-10:00) Gavin Jones (Chief Executive, Essex County Council) - Welcome and why we are here Stephen Kavanagh (Chief Constable, Essex Police) - Our vision for system leadership in Essex Richard Puleston (Director of Corporate Strategy, Essex County Council) - Programme objectives and design Q&A discussion around key themes (10:00-10:45) Facilitated by Gavin Jones Close (10:45-10:50) Stephen Kavanagh

Welcome and introduction Gavin Jones, Chief Executive, Essex County Council

Our vision for system leadership in Essex Stephen Kavanagh, Chief Constable, Essex Police

The leadership programme Richard Puleston Director of Corporate Strategy, Essex County Council

The Future of Essex – Our Vision Our Ambitions for Essex through to 2035 Unite behind a sense of identity Enjoy life long into old age Provide an equal foundation for every child Strengthen communities through participation Develop our county sustainably Connect us to each other and the world Share prosperity with everyone.

What we want the Greater Essex Leadership Collaborative to achieve GELC is key to delivering our Vision: Shift to greater collaboration and system leadership Building of networks and movement for change Delivery vehicle for practical projects underpinning the Vision.

Supporting change Organisations System The Greater Essex Leadership Collaborative has to support change across three dimensions: Individuals Organisations System

Greater Essex Leadership Collaborative (Sept 16-Sept 17) Forty participants completed the first GELC programme – a mix of senior and emerging leaders From Police, Fire, local authorities, health, universities and VCS The one year programme provided a launch event, four master classes and a celebration event, alongside action learning sets and virtual connection. Project work focused upon “wicked issues” affecting Essex communities.

First programme a clear success Strong results in improving: Individuals’ confidence and skills in collaboration Their ability to translate this into practice Their understanding of other organisations’ cultures Their ability to network and use a common language.

Some key areas of evolution for the Greater Essex Leadership Collaborative A more deliberative approach to selecting participants with focus on “people of high potential” Closer linkage of practical work to Essex Vision Clearer role for senior sponsors Closer linkage to organisational change programmes VCS involvement may be different More innovative and agile approach to delivery Potential to consider academic input/accreditation.

Three key delivery elements for the Greater Essex Leadership Collaborative 2018-19 A “convergence space” – in which experiences and expertise converge to reframe key issues Individual challenge and support Learning community and network for change. Could be provided by a single supplier or multiple suppliers working together

Budget, timescale and next steps Working budget: around £100,000 for a cohort of 50 Date Task 10 January 2018 Soft market testing event By end February Requirements finalised and tender issued March Tender process open April Selection and appointment of supplier(s) By end April Recruitment and selection of participants By end May Programme to start and run for a year

Q&A workshop