Sheffield City Region Leadership Programme -first year Sheffield Executive Board Lee Adams, Lynda Hinxman, John Cullen, Stephanie Sturges

Purpose of Today Share the finding of the First Year of the Sheffield City Region Leadership Programme To discuss recruitment for the Second Year of Sheffield City Region Leadership Programme –Maintaining the momentum for cross sector collaboration and the potential for saving and change –Encouraging involvement of those not yet participating in the programme

Aims of the Programme Develop the next generation of leaders for the region by co-creating the first accredited collaborative leadership programme - two universities in partnership with public, third and private sector organisations engaged in public service

How Challenging existing and new potential leaders to think how public services improve outcomes through cross-service innovation and delivery Deliver ROI on the programme - measurable outcomes with less resources Develop networking and joint working Creating leaders with consultancy skills for in-house and cross agency projects

Programme Components INNOVATION Identifyingproblems,creating andimplementingsolutions withCLEAR IDEAS ADAPTING TO CHANGE A systematicprocessapproach toscientificchangefacilitation BUSINESS FOCUS Defining theproblem,identifyingstages,workstreamsanddeliverables CUSTOMER CENTRIC Principles ofcustomer insight,customersegmentation,co-design etc Master Classes, Individual Coaching, Learning Set Project 9 months

Added value The first co-created place leadership programme A cadre of 65 leaders driving change in the region Network of cross-agency, 'in-house consultants' that can solve problems and deal innovatively with dilemmas Harnessed the skills, capabilities and desire to develop ideas for collaborative projects that could deliver big returns Multi-agency solutions to generate potential savings of over £400,000

Feedback from delegates Blending problem solving project opportunities with the underpinning theoretical models and concepts that challenge and validate learning The opportunity to lift your head, open your mind and develop a broader perspective on the areas challenges Networking opportunities encouraged Innovative thinking Tools and techniques were provided for leading & managing The motivation of choosing and working on region wide problems with leaders from partner agencies The value of the support of internal mentors The commitment of organisations (and other delegates) was critical for success

Post delivery and post application feedback "I believe I have strengthened my own leadership position…..What I needed was something at a fairly high level that would take me away from how you manage this…and that and be…almost a transformational leader" "going through a transformational process….the change is the way I have dealt with the impact of the decisions at a team level…..but also across the patch, across the city and across the NHS"

External evaluation from Local Government Group "a distinguishing feature of the programme is the combination of a very practical focus with a robust academic underpinning" "the universities adopted a very flexible approach to course design, assessment and delivery" "the action learning sets, which it is hoped will be self sustaining, are helping people to build new links across the City Council and other organisations and sectors, including private and voluntary across the city region" "The greater the practical element, for example, the project work, the more likely there are to be direct benefits to the place in the short and medium term" "the strength of cross-organisational commitment to developing the next generation of leaders….. steered by a cross agency steering group"

Project examples with measurable impacts Improving occupancy rates in social housing Using Social Marketing to provide insight enabling us to target interventions to reduce the incidence of Road Traffic Collisions leading to deaths and serious injury of young people within the ages of Improving efficiency of safety communication to children (in primary schools) Better smoke alarm fitting Cross Sector InductionTraining Invest to Save ‘Knowledge Bank’

Challenges Engaging the private and third sector in sufficient numbers Ensuring continued benefits are gained from the expertise and commitment of the first cohort Continuing to add value through investing in CRLP (SHU and UoS invested £50,000 over and above HEFC funding, agencies 65 x £2,600 = £169,000)

Issues Recruitment for 2011/2012 –Encouragement of agencies not yet participating in cross sector approach to delivering saving and change –Greater involvement of Private Sector –Greater involvement of the Voluntary Sector Implementing projects to delivery improvement and savings Implementing more challenging strategic projects through the diploma stage Continuing reinvestment through ‘Building the Academy’

Build the Academy Knowledge Bank Internal consulting projects CRL Programme Stakeholder group in major issues for City Region Best practice research and case studies Other events and resources Alumni

What’s needed Assistance from the Executive Board: To maintain commitment to the programme through: – recruitment for 2011/2012 cohorts –encouragement of agencies not yet participating –encouragement of Private Sector Implementing projects: –Commitment to support implementation and change Diploma stage: –Commitment to continue investment and provision of strategic objectives to inform Diploma projects Continuing reinvestment through ‘Building the Academy’