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
9 months
INNOVATION
ADAPTING
TO CHANGE
Identifying
problems,
creating and
implementing
solutions with
CLEAR IDEAS
A systematic
process
approach to
scientific
change
facilitation
BUSINESS
FOCUS
Defining the
problem,
identifying
stages,
workstreams
and
deliverables
CUSTOMER
CENTRIC
Principles of
customer insight,
customer
segmentation,
co-design etc
Master Classes, Individual Coaching,
Learning Set Project
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 15-25
• 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
Alumni
Knowledge Bank
Other events and
resources
Best
practice research and
case studies
Internal
consulting projects
CRL Programme
Stakeholder group in major issues for City
Region
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’