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

3. 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

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

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

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

7. 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.

8. 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.

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

10. 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.

11. 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.

12. 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.

13. 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

14. 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

15. Q&A workshop