The three Leadership Centre pre-pilots in Cumbria, Norfolk, and Suffolk aimed to encourage trust, leadership development, innovation, learning, and whole-system transformation. Key learnings included creating positive environments, building relationships and trust, learning to collaborate, fostering innovation, finding new ways of working, and learning about leadership. Outcomes varied by location but included improved relationships and meetings, new leadership forums, shared services, and initiatives around innovation and collaboration.

1. Leadership Centre for local government
Learning from the Total Place pre-pilots
Cumbria, Norfolk and Suffolk
Lesley Cramman, Nov 2009

2. Executive summary
Background to the programmes
The Leadership Centre for Local Government has supported three large-scale programmes since summer
2008. The first of these, “Calling Cumbria” was the first programme of its kind to create a space for the
conversations that matter to happen across a whole county. This intervention has been called ‘a soft
intervention for hard outcomes’ – through building the right conditions for relationships to flourish, services will
improve.
Two more programmes followed in 2009: “The Lives We Lead, The Leaders We Need” in Suffolk and Norfolk’s
“LEAPP” (Lead, Engage, Aspire, Perform in Partnership).
Although each programme had a different context, design and purpose, they shared common principles of
encouraging trust, developing a better understanding of leadership, innovation, learning, and whole-system
transformation.
Key learning points
Following in-depth interviews with 20 participants from across the pre-pilots, the following key learning points
from this type of work have been identified:
• Creating positive and supportive environments for participants
• Building relationships and growing trust
• Learning to collaborate
• Fostering innovation
• Finding new ways of working
• Learning about ourselves as leaders
What happened next?
In Cumbria, relationships are different and meetings between partners are more productive. A Cumbria
Leadership Forum has been established, and partners are also supporting a new initiative called Local Links:
one-stop shops for services around the county. Partners have also adopted a holistic approach to local
problems called Together We Can, which brings professionals from a variety of services together to help a
particular area with everything from pot holes to stopping smoking. Cumbria PCT and Social Care have pooled
£3m budgets to develop personalised domiciliary care – recognised as leading practice in the UK. Shared
services between the County Council and District Councils are also being investigated.
Norfolk now has a Public Sector Leaders Board that can support partnership working, including shared
services, which is making rapid progress. North Norfolk and Great Yarmouth are working together on revenues
and benefits. Partners report that finance officers are coming together more frequently to work on common
issues, and the Norfolk HR network is helping spread the learning from LEAPP.
Suffolk have recently held an Innovation conference attended by over 250 people. The programme of
leadership development that began in Suffolk CC has been extended across all LAs and third sector partners,
and the programme’s Leadership Collaborative is being considered as an alternative to the current Chief
Executive’s Group. A host of initiatives have also sprung up around innovation and collaborative working.
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3. We have all known for years that if we could work and think better
together across boundaries of organisation, community, geography
and finance we would be in with a very good chance of creating far
better public services. We know at many levels there is far more that
unites us than divides us but somehow it has been difficult to create
a space where people can come together to learn new things, unlearn
the things that are unhelpful and create barriers, hold meaningful
conversations and deepen understanding. What we could gain from
the recreation of our relationships is enormous – better services that
people actually want at a lower cost.
We started this work with telling stories – stories These programmes were all different from one
about what has happened over the last few another in design and purpose but shared to some
months which has made a real difference. This extent some common principles:
short report summarises the stories and learning
from the three ‘pre-pilots’ which have paved the • Build better relationships and grow trust
way for Total Place. • Develop a deeper understanding of what
leadership needs to be in these uncertain
In summer 2008 Calling Cumbria became the times
first programme of its kind to create a space for • Learn to innovate in the re-shaping of public
these conversations that matter to happen across services
a whole County. Enthusiasm was generated, latent • Make learning central to the work
energy released and this created the environment • Create the conditions for change through
for people to come together find common ground whole system transformation
and ambition to make the changes that would
lead to better working across boundaries of all None of the pre-pilots set out to create a big-
kinds. This intervention has been called ‘a soft bang intervention with instant results. They set
intervention for hard outcomes’ – through building out to create a whole systems change that would
the right conditions for relationships to flourish reap some visible and immediate rewards, but
services will improve. mostly they aimed for long term and sometimes
unexpected outcomes. The challenge for all was
After the success of Cumbria followed two other to create environments where leaders could
programmes – The Lives We Lead, The Leaders come together and develop common ground
We Need in Suffolk and Norfolk LEAPP. The and ambition and to create their own pathways
context for the work in Norfolk and Suffolk was, through the very complex, messy and uncertain
and still is Local Government Review (LGR) which world towards better and lower cost services.
caused some disturbance in their systems and
recognition that the public sector needed to build This report is based on interviews with 20
relationships and connections to enable them to participants with a variety of roles in each of the
think and work differently and positively regardless places. What follows are the common themes to
of the LGR outcome. emerge about what has been learned and gained
throughout the programmes and what it is to do
this kind of work.
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4. Sharing the learning
Each of the pre-pilot programmes share some ‘People need to know that this work is not easy – it has
similar principles but were intentionally different its ups and downs but we need the grit in the oyster – if it
from one another. It is a common mistake was all smooth going it may not be as powerful.’
to expect that a particular model or body of
knowledge will fit simply into every situation in ‘We didn’t know where this was taking us at the
every place; this has been tried time and time beginning and we didn’t understand it at all- our thinking
again in failed change programmes and we know it was linear but once we got the hang of it, it seemed so
doesn’t work -one size does not fit all. We have to obvious’
engage the whole system of the place in thinking
about what makes sense to them. Knowledge, ‘We struggled a great deal with the ambiguity of the
insights and actions are co-created by people programme at times but this is part of the learning and
thinking and working together to find answers and we had to grapple with it. Many people had expected a
new and better ways to do things. straightforward course and were quite shocked that they
had to build relationships and go out to talk to people
Working in a connected way across organisational – this is a deep kind of learning and highly experiential
and sometimes geographic boundaries is which means you have to experience it and reflect on the
difficult, and this unknown territory can feel very learning.’
uncomfortable at times. Looking at organisations
and places as living systems rather than machines ‘There may be quick wins but the real changes take
can help us identify processes which can support longer’
leaders in this work.
‘Try always to look at the whole system, and how it works
Chaos is an essential component of life and it is and where the blockages are – recognise when you are
what all living systems go through in the process part of the problem and don’t blame other people –just
re-creating themselves. Chaos can be seen as improve what you do.’
the time when people are confused and do not
know what to do – they feel overwhelmed with ‘The barriers that exist between professions can be even
information to make sense of, performance more difficult to bridge than those between organisations
indicators to achieve and changes to make. If we and we need to find ways to address this otherwise real
are able, with appropriate support, to move into changes won’t happen.
and stay long enough in this place of not knowing,
we can let go of our certainty and allow new ways ‘Business works better when you feel you are entering
of thinking and feeling to kick in, and we can find a room of friends – that’s not to say we all agree on
new ways to operate. everything but when you know you share some values
and experiences you can disagree better.’
It can seem as if these programmes happened as if
by magic, but they are the product of highly skilled ‘Accommodate difficult questions and challenges and be
programme leads and facilitators working together prepared to champion the cause.’
and with people in the three places, through the
inevitable uncertainty and chaos that lead to ‘Reflection is key to the process – it is where people
new insights, connections and ultimately better learn about the process. We need to take time to do this
services. individually and together.’
Each of the pre-pilots has generated a huge ‘Put the energy in up front and get as much support and
amount of learning about what it is to do this new signup from everyone as you can.’
kind of work. Here are some of the key learning
they would like to share: ‘Listening to people and showing respect as they
expressed anger or frustration quickly allowed people
to move on into a more positive mindset. We need to
recognise this as an essential part of the process.’
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5. ‘As facilitators we need to let go a little bit and give space sound so simple but they are profound and
for others to join in. As the process unfolds the facilitator really change the ways we now work. So I’d now
needs to offer help, guidance and structure but the tapers say that creating a good environment for us to
quickly as people ‘get it’ and begin to take control for work and explore and learn together underpins
themselves. They have to run this not us.’ everything positive that has happened.’
Cumbria
‘This kind of work opens up out hearts and minds to new
ways of doing things – a new conversation is emerging.’ You only get one chance to make a good first
impression and in this kind of work, where we
are inviting people to join us on a journey that will
ultimately help to re-shape public services but
What happened in the three with a very different approach, it can be difficult to
achieve.
pre-pilots?
Learning from the pre-pilots shows how important
Each of the pilots was different from one another
it is to go out and meet people individually and
in specific purpose and structure but there
build a relationship with them before any group
are a number of common themes to emerge.
starts.
These seem to indicate there are some vitally
important gains to be had from adopting this
‘I came to the inquiry with a sense of optimism
style of work: None of the interviewees would
and excitement but in reality I had no idea what
say that undertaking this work is easy – all would
we were going to do – it all sounded very vague
recognise times when the experience of being in
and not at all like anything I had been involved in
the process was unclear and testing. In Norfolk
before. I went because I had confidence in the
people sometimes struggled to understand how
advisor who had come to meet me before the
learning systems thinking could have any impact
event. It felt like quite an emotional ride because
upon improvement and development of services.
I did things I had never done before and worked
In Suffolk the experiential learning was often very
with people I thought I didn’t see eye to eye with
challenging and required people to question and
but it turned out that we had more in common
challenge themselves and each other in a way
that I would have guessed. We just needed time to
that was new.
discover this.’
Cumbria
The themes below are identified by the 20
interviewees from the three pre-pilots as being
The process of working together in a new way is
significant outcomes. Whilst each theme is
not always easy and many people want clarity and
important to all there will be variation in
a project plan otherwise they feel uncomfortable.
importance between the three places.
What has emerged from the pre-pilots is that this is
an organic process and we are working together to
• Creating positive environments
find new answers which means there will be times
• Building relationships & growing trust
of confusion and frustration.
• Learning to collaborate
• Innovation
‘In the beginning we didn’t know where this was
• New ways of working
going and we didn’t understand it at all – our
• Learning about ourselves as leaders
thinking was linear but once we got the hang of it it
seemed obvious!’
Suffolk
Creating positive environments
Creating the environment where people can
‘The unexpected connections and relationships express frustration and irritation and be listened
that I never even thought about have underpinned to and then helped to focus on what will help
so much change in how we now do business. move things forward is important, and central to
Discovering moments of truth- that we all care people being able to learn their way through the
about the same times and we can work together uncertainties.
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6. Building relationships & growing trust
‘We have grown in trust on all sorts of levels – we ‘Trust is the biggest gain. We are in a much better
know each other and can now act quickly to do place now. - we have established a huge amount
things. I know that if we do things which don’t of trust and belief in each other.’
work out we will be forgiven – this makes change Suffolk
and innovation so much easier and more likely to
happen.’ ‘Now we know each other and have much much
Suffolk better contact and relationships we are really
moving quickly on things I would never have
Learning from the pre-pilots shows that if we envisaged we would even attempt.’
help participants to approach problems with an Cumbria
openness to looking at issues with a different
perspective, spanning organisational and
geographic boundaries and hierarchies, then
Learning to collaborate
energies can be released to make real and lasting
changes to services. To get to this point we need
Collaborative working is the sharing of knowledge
to build positive relationships and grow trust.
and information, mutual support between
These are not an add-on or a nice to have; they
individuals and between organisations. The
underpin real and lasting positive change. This can
potential for greater integration or co-ordination
happen surprisingly quickly if we create the right
can ultimately produce better services at reduced
conditions for people to work together on issues
cost. Interest in what collaboration means
and learn more about one another as people.
and how to do it is growing, partly due to the
economic down turn and the need to reduce
As we all know, it is easy to come to conclusions
costs. Collaboration offers opportunities for diverse
about people based upon very little evidence and
groups of people to think and create new insights
exposure, and before we know it the behaviours
into problems and issues together and find novel
we expect become self-fulfilling. When the pre-
approaches and solutions which can result in
pilots brought people together to do real work they
better services and less cost.
offered a new environment, a new conversation
and a new opportunity to develop relationships
At the heart of collaborative working is getting
and understanding. It is unlikely that everyone
value from difference. Working collaboratively
arrived with an open mind and a willingness to
demands that we learn to share control and
collaborate but over time this culture developed to
sometimes give it away, learn from one another,
a large extent across the three places.
trust partners to deliver, take risks, listen well, be
open to changing how we see things, be optimistic
‘I had always thought that we could never really see
about what can be achieved and share knowledge,
eye to eye on anything because we had been in
power and credit . Easy to write and difficult to do.
so many meetings where we disagreed and I have
to say things got heated sometimes. I was a bit
In the pre-pilots there has been an emphasis on
disconcerted when we ended up in a group together
people working and learning together, sharing an
and thought about changing the group I was in. I
experience and then reflecting on the learning and
am so pleased that I didn’t and that we were able
considering what needs to change in the light of
to work quite intensively together because we both
the new insights. In this situation new knowledge
realised how similarly we see things and that our
can be created within the population where
previous problems had been around us both trying
members interact by sharing experiences which
to get the best for our individual organisations . Now
can lead to new ways of looking at situations.
we both see things from a very different perspective
– that of the customer and that has helped us find a
‘I’d say that going out with colleagues to meet
way of working that is not only very positive it is very
people in situ, was incredibly valuable. People are
productive and will result in better outcomes.’
still talking about the changes that came about
Norfolk
from that apparently very simple piece of work.
We went off in the bus feeling a bit underwhelmed
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7. really and wondering what we could possibly learn when people from different backgrounds,
from visiting people we thought we already knew. organisations, places and mindsets come together
The bus on the way over was very quiet because to talk about areas of interest, as these offer new
we thought we were doing something we always perspectives which challenge current thinking and
do, and on top of that we were going with people practice. Exploration is a key part of the process
we thought we didn’t really like or have anything and through exploring novel combinations of
in common with. Let me tell you that the bus on insights and ideas the possibility of innovative
the way home was full of noisy voices and people solutions increases.
really discussing what they had found out and how
important it was to how we saw things. We found ‘A few of us decided that we wanted to know more
out that we had lots of shared values and ways of about the economy and what we were doing in
looking at the world and that we needed to work Norfolk to encourage aspiration and helping people
together differently to make things really change to be entrepreneurial. We were very unsure about
.From then on a lot of us have worked closely talking to people cold and then asking them to
together in a new way and we still are.’ draw rich pictures of how they saw their lives but
Cumbria we knew we would only learn if we just did it. We
got over 50 pictures and people were very happy
‘The visits were a very important part of the to talk to us. We came back to the big challenge
process. We arrived at the community centre group with some deep insights into what people
knowing that something was going to happen but need but also if we thought about our services
didn’t guess what. We went out in small groups differently and really worked together across the
to spend the morning with people who live in the usual boundaries we could make such a positive
area – some of us went to visit a Children’s Centre, difference for people.’
others went to a Family Carers group or a centre Norfolk
for people with drug and alcohol misuse problems.
It was a profound experience much more so ‘We came into the room for the first time – it was a
than I would ever have predicted – we went as school library which we hadn’t expected but it was
people not job descriptions and that made a huge a good environment. This was the first meeting of
difference. We talked to people about their lives – the Leadership Collaborative and we didn’t have a
this wasn’t a consultation it was a conversation. I clue what to expect other than to be open minded.
was astonished just how open people were. When Around the library were photographs of Suffolk
we go back after the visits the discussions we and we were asked to pair up with someone we
had were significant because they gave us all new didn’t know that well and describe what we saw
insights not only into people’s lives but also where in the photos. I knew some of the places very well
our services were helping and where the missed but it really made me look differently at the place,
the mark. Our afternoon then focused on design through new eyes almost, and see what other
and prototyping what new services could look like. people might see. From day 1 I began to
This was a very very important day.’ see things differently which was the point.’
Suffolk Suffolk
Central to all of the pre-pilots was the need to
Innovation ignite purpose and release energy around issues
through identifying the questions that people
Experiences from the pre-pilots show that cared about and were curious to explore. Good
innovation is likely to emerge through the novel questions stimulate imagination and help people
combinations of ideas, knowledge and insights to focus on the future and what they want to
of people. Value is created as people explore the know more about. Some of the pre-pilots found
possibilities of their insights with people outside the that questions moved them into unknown territory
group and gain added perspectives and insights which stimulated the need to move into inquiry
which deepen knowledge. The more people work mode. Other kinds of questions can re-connect
in new and unusual ways and learn to collaborate people with their vision and purpose and can
skillfully with people from different backgrounds, release the energy that pushes them towards
the better. Innovation is more likely to happen creating the future they want to see.
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8. ‘I was interested to know about the experience of the • Public Service Leadership Board Norfolk – will
gypsy and traveller communities in our county. We take the place of the LGA in Norfolk and wider
made contact with people in the communities and membership.( Norfolk County Council + the
learned a great deal about how things really work and 7 District Councils, Broads Authority, Norfolk
the lack of knowledge most of who are not part of PCT, Great Yarmouth & Waveney PCT, Norfolk
these cultures – I found out how little I really knew and Constabulary.
understood. We met with people in the communities
several times and through this I found myself growing
increasingly angry about how people were treated. I Learning about ourselves as leaders
suddenly remembered why I came into this work in
the first place and it has made me feel energised to Leadership and learning has been central to all of the
change the way things are. It’s almost like being at the pre-pilots but has been lived in different ways.
beginning of my career again except now I have a bit
more clout to do something about it.’ • In Norfolk the programme focused on the type
Norfolk of leadership needed in whole systems change
through teaching thinking skills to apply to
themselves as well as the place.
New ways of working • In Suffolk participants joined the Leadership
Collaborative where they developed new skills
Improved relationships and new ways of working are and gained new insights through experiential
the hallmarks of this way of working. Time after time learning, to enable them to work and deliver better
people from all of the pre-pilots point to a change in results across organisational boundaries. Regular
how they connect, share information and do business. coaching for LC members gave an essential
New ways of thinking are emerging and with this the reflective space as well as an opportunity to
recognition that some of the existing organisations and receive feedback.
partnerships need to be retired or re-shaped.
Whilst the pilots differed from one another in
New structures are emerging as a result of the new various ways each of them provided opportunities
ways of working people have been exposed to in for participants to take time to be conscious of
the pre-pilots. What has become increasingly clear themselves as leaders and to reflect upon their
is that relationships are key to high performance and behaviour, learning and performance throughout the
changing services and some of the old structures will programme.
not be useful in sustaining new ways of working in a
cross organisational boundary way. What is clear is that this kind of work offers the
opportunity for people to learn who they are and how
Through experimenting with new ways of working in they really work – they learn how the system works
the pre-pilots an appetite has developed for keeping and to see the interconnections that exist. They also
relationships strong, simplifying structures and learn about what works and what does not work for
widening membership in various for a. New structures people in the communities they serve – with these
are developing which symbolise this new way of insights they can then look at services and consider
working. These include: how to re-shape these to meet need.
• Cumbria Leadership Forum –membership will Cumbria has launched a new Leadership Forum for
include leaders from 7 local authorities Chairs of the Public sector and Calling Cumbria is credited with
NHS Cumbria, National Park, Police Authority & creating the environment and relationships for this to
Cumbria Association of Local Councils. [this is an be possible.
evolution. Cumbria began with ‘network Cumbria’
and then evolved into the Leadership forum]
• Leadership Collaborative – Suffolk. Will continue
its work and has merged with the Performance
Management Group.
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9. ‘We learned from Calling Cumbria and the work ‘Over 200 leaders in Norfolk have shared an
we have done since that we are all in this together experience of learning to lead differently and think
and that we can work very well indeed when we differently and this has enabled a lot of us to
recognise and value what other people do and what change how we think about ourselves and how we
their motivations are. I think one of the most important act as leaders. We need to be authentic –for me
things I learned as a leader is the need to be self- that means being and knowing myself warts and
aware, be patient and listen more than I speak!’ all. Knowing what I stand for and believe in. That
Cumbria self-knowledge helps when there is lots of change
some things like values are constant which I think
‘We are developing a leadership Academy at UCS is important. It also helps me to recognise that I’m
which is very exciting and positive. This wouldn’t not perfect and that’s ok – although I do take my
have worked if we had not had Lives we Lead and development very seriously. I want to be the best
a space to grow as leaders together.’ leader I can be.’
Suffolk Norfolk.
‘I have learned that there is no one style of
leadership and that we need to be ourselves
in the role.’
Suffolk
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10. Calling Cumbria
Calling Cumbria emerged from a ‘deep dive’ about ‘It’s not about structures it’s about relationships’
leadership of places run by the Leadership Centre
in 2007. A group of leaders in Cumbria wanted ‘We are really trying hard to think about things
to move on from the frustrations generated by very differently and look at the impact of actions
possible local government reorganisation.The beyond our own organisations and across the
aim of Calling Cumbria was to make the strategic whole of Cumbria – this is big change. We couldn’t
partnership the doorway to doing more together ever have envisaged that we could move as far
for the people of Cumbria. and as quickly as we have – we really do work
together now. I was pleased to hear my director
Calling Cumbria began in the summer of 2008. It of finance say that he was off to talk to a director
offered a way for people from the public sector, of finance from another organisation to talk about
community sector, third sector and interested the problems we face and try to find a joint way
citizens to come together and explore new ways forward. This would never ever have happened
thinking about and shaping public services in before – never in a month of Sundays!’
the county. Two Inquiries offered an opportunity
for over 70 people to meet, get to know and ‘We are trying new things and want to avoid the
understand one another and importantly share a cut and burn approach to cost cutting as we know
common experience before coming together with it takes 25 years to restore – now we know that we
over 200 people at a later event to really look at all share pretty common aims and have very similar
how services might change to meet the needs of values we are in a place where we can think and
people in Cumbria. act more effectively.’
‘I get quite fed up when I hear whispers that • The Cumbria Leadership Forum has been
nothing has happened in Cumbria over the last established with representatives from local
year – we have done loads but of course there is authorities, NHS, Police, and National Park.
still loads more to do.’ This is the most united Cumbria has been in a
Cumbria very long time and offers a real opportunity to
progress the work begun by Calling Cumbria.
What was clear when Calling Cumbria started was • The County and the 6 district councils, the
the need to re-build trust and relationships across Police, Primary Care Trusts and the National
the place after the debate around LGR. It was Park are jointly supporting a new initiative
also clear that to work together across traditional called Local Links which is a group of one
boundaries would be tricky – it was described as stop shops around Cumbrian which provide
a ‘soft intervention for hard outcomes’. That is, information on and access to all of the services
by forging new relationships and re-connecting provided by partners. It is anticipated that this
people not only to one another but to purpose will undoubtedly save money but it has not yet
then the climate would be created for people to been quantified as the initiative is new.
ask the difficult but essential questions like “how • Cumbria’s partners have adopted a holistic
can we be better?” approach to dealing with problems in a street
or an area called Together We Can. Over a
period of a week or so a variety of services
What has happened/is happening? go to a place which has been identified
as needing some attention. Pot holes are
Relationships are different – people report that mended, the fire service offers smoke alarms,
meetings are much more productive and cordial fly-tipping cleaned up, and a ‘street doctor’
now and that trust is very evident at all levels. from the NHS is available to help with health
advice such as stopping smoking.
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11. • The pooling budgets between the PCT and service changes to meet people’s needs.’
Social Care has happened -Pooled £3m
budgets to develop personalised domiciliary ‘Try always to look at the whole system, and how
care. This service is recognised as leading it works and where the blockages are – recognise
practice in the UK. when you are part of the problem and don’t blame
• Work is happening in looking at shared other people –just improve what you do.’
services between the County Council and
District Councils.
• There has been valuable learning. We made
real connections and real relationships. What next?
Relationships are what matters.
Culture change has happened at the Chief
‘If we have the relationships right we can make Executive and Leader level but time now needs
all sorts of change happen. Relationships are the to be spent spreading this way of working and
foundations for real and lasting changes. We need thinking to the middle managers.
to remember that changes do take time and real
deep change is worth investing time in getting right.’
‘Doing the visits last year and having a shared
experience was vital to shifting how people
collectively see the needs people have and how
our services help or don’t help.’
‘Discovering moments of truth that we all care
about the same things –it’s easy to forget that.’
‘The pictures of us doing the work together
were so important – people looked different and
had enthusiastic faces. We were all given a new
language to be able to talk to each other in a new
way and understand each other.’
Learning from the programme
‘It seems to take ages to get to a place where we
are taking everyone with us but we know we need
to do this if we are to be successful.’
‘There may be quick wins but the real changes
take longer.’
‘If you want to see things from the service user
perspective you need to get out and meet people,
listen to them and really understand what they tell
you. It’s a gift and will help you to see how we can
make things better.’
‘We need to see all of what we do through the
eyes of the service users – we need a whole
approach to health, social care etc to get a
real insight in the needs of people as well as
understanding where we could make the best
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12. NORFOLK LEAPP (Lead,
Engage, Aspire, Perform in
Partnership)
The LEAPP programme had 3 broad objectives: What has happened/is happening?
leadership development; creating a network of
leaders and working on real issues together. I decided to call a meeting of people working in
my area of the county to look at what we could
Norfolk LEAPP began in January 2009 when a group do differently and or better. What I found was that
of over 200 public sector leaders (local authorities people wanted to come and new conversations
NHS, Police) came together to work and learn are emerging. Instead of being defensive or
together over a five-month period. The underpinning protective we were able to have a very productive
processes of the programme were systems thinking, discussion and surfaced problems that collectively
authentic leadership and reflective learning. Local we were able to solve e.g community cohesion
facilitators from various public sector organisations issues. Schools are required to work around
worked shoulder to shoulder with Leadership Centre community cohesion but not sure how – we
advisors to facilitate the programme and to carry on have people trained in this, a DVD and a budget
the work into the future. so we are going to deliver it for them. This was
really positive connected up working that gave
The programme comprised: us all a real insight into what could happen if we
have good relationships and think differently. We
• Launch event January 2009 – where people are now looking for new ways to address other
had an introduction to whole systems thinking problems.
and time in groups shaping key questions
around five themes. • LEAPP created an opportunity within the LGR
• Five two-day Challenge workshops, each with process for people to talk to each other, learn
a different theme. Participants chose the theme together and deepen understanding.
they wanted to attend and of the two days • The language is changing and they are now
they spent one learning whole systems thinking asking questions about how they all as Norfolk
and some key systems tools. The second day might address the challenges they face.
focused on developing lines of inquiry and key • Norfolk now has a Public Sector Leaders’
questions for their practical challenge work Board (rather than the LGA) which includes
when they went out to talk to members of the local authorities, police, health etc. This will
public. drive forward the shared services ideas and
• Challenge day three. Each theme group re- rapid progress has already been made in some
assembled and shared their work and spent areas.
further time on developing insights into their • The shared services agenda is moving forward
findings as well as deciding on next steps. quickly and making rapid progress on areas
• 6th May – the ‘Big LEAPP’ event. Everyone such as IT systems, North Norfolk and Great
in LEAPP came back together for a very Yarmouth are working together on revenues
interactive day where they shared their work and benefits.
with the whole LEAPP community. A large • The deepening and widening of relationships
number of projects were identified as ‘having between LEAPP members has helped them to
legs’ and would need further investment of reconnect with one another and the place.
time and resource to progress them. • Finance people are coming together more
frequently to work on common problems.
• HR strategic partnership is working very well
spreading learning from LEAPP to a wider
group of people who did not attend the
programme.
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13. Learning from the programme
People recognise that they need to do things
differently if they are to capture the hearts and
minds of the people working in the public sector
of Norfolk– and see it as crucially important to get
right if they are to succeed in improving public
services and reduce costs.
‘We need to involve members more- getting them to
have the same picture is important.’
‘We struggled a great deal with the ambiguity in the
programme times but this is part of the learning and
we had to grapple with it. Many people had expected
a straightforward course and were quite shocked
that they had to build relationships and go out to talk
to people – this is a deep kind of learning and highly
experiential which means you have to experience it
and reflect on the learning.’
‘The barriers that exist between professions can be
even more difficult to bridge than those between
organisations but we need to find ways to deal with
this otherwise real changes won’t happen.’
‘If you can get the right people in the room in the
right mental place you can do almost anything – real
change can happen.’
‘Business works better when you feel you are
entering a room of friends – that’s not to say we all
agree on everything but when you know you share
some values and experiences you can disagree
better.’
‘We have worked with senior managers and
leaders now we need to find a way to spread the
learning gained from LEAPP and create critical
mass.’
What next?
People involved in LEAPP are working together to
find ways to spread the learning and new ways of
working across and into all of the organisations in
Norfolk.
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14. The lives we lead: Suffolk What has happened/is happening?
The Lives we Lead began in January 2009 The The Lives we Lead programme has taken on a
purpose of the programme was to: life of its own. The programme was supported
through until the summer by advisers but since
• Develop different and stronger relationships then they have been working with light support
across public, private and third sector partners on a variety of projects of which the largest is the
to accelerate improvement. Suffolk Summit: Lives we Lead – New Horizons
• Improve social capital in Suffolk by making Innovation conference held on 14th October 2009
more connections across and between and attended by over 250 people.
different networks and communities. • ‘Fringe Events’ have taken place across the
• Improve community empowerment and county, focusing on a diverse range of topics.
engagement. These events spread engagement and seed
• Identify innovations in service delivery that can innovation in public services.
be shared within and across sectors. • ‘Trust is the key to Lives we Lead – I now trust.’
• Improve capacity to lead in new ways and respond • Many people report that they are now looking at
effectively to current and future challenges. our services from a customer point of view and
• Build a sense of aspiration and optimism for it became very clear why we needed to do this
the future in Suffolk. form our Leadership Collaborative visits.
• There is a greater willingness to collaborate on all
The Lives we Lead had three interrelated strands sorts of things and people are involving themselves
of work to achieve these outcomes: learning by in work that is outside of their usual domain.
doing, social research and design approaches. • The Leadership Development programme that
These were reflected in the programme’s main began in Suffolk County Council has now been
workstreams: extended across all local authorities and third
sector partners.
• Building a Leadership Collaborative of over • The Chief Executives are thinking of replacing
20 leaders from a range of public sector, third the Chief Executives group with the Leadership
sector and private sector organisations. Collaborative and putting their work through this.
• Community Clusters – bringing leaders • The Leadership Collaborative and performance
and communities together to develop management group have merged in order to
understanding and relationships which create spread collaborative working more widely across
the conditions for meaningful conversations the whole Suffolk system.
to take place. The deeper insights gathered • The Collaborative Cookbook – a how to guide to
in this process allow services to be designed working collaboratively has been written.
that really do take into account the needs and • The County Council, University and LSC have
views of the community, pooled budgets and resources to develop a
• Cluster Support Group – people from different collaborative strategy for skill development,
organisations came together to develop their delivered through the LEAP network.
partnership working and research skills through • Discussions are underway around the
undertaking various pieces of work to support development of a Leadership Academy based.
the community clusters. • at the University Campus Suffolk.
• Conversations that Matter. A way to engage • An Innovation Strategy for Suffolk is being developed.
with the wider Suffolk communities and help • Social enterprise is now on the agenda in Suffolk.
inform and shape the ideas generated through • The Cluster Support Group, a cross organisation
the Community Clusters. team of officers, is working on deep dive themes
to identify potential for wide ranging collaboration.
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15. ‘Six months ago social enterprise was not on the ‘Accommodate difficult questions and challenges
agenda and now it permeates everything – there and be prepared to champion the cause.’
is a real buzz in the air and things have really
changed. We now see this valuable and something ‘Through creating the right atmosphere for working
we want –I am confident that we will move forward it was possible to work much better together – I
on this.’ experienced generous support and less cynicism
than I had ever imagined. We were being much
‘There is a change in the way people think and nicer to each other – I think we were bringing out
work within the programme.’ the best in each other.’
‘The skills agenda is central to many organisations ‘The afternoon after the Leadership Collaborative
and now they are joining to think about new ways went out on visits was pivotal – people came
of addressing the issue across the whole country back thinking differently after what they had
with the expectation that services will change to experienced. Once the thinking changed in one
meet new demands’. area it was easier for people to think differently
about services and delivery – it all fitted together.’
Learning from the programme ‘People need to know that this work is not easy – it
has its ups and downs but we need the grit in the
‘I would never have believed how quickly barriers oyster – if it was all smooth going it may not be as
which had felt insurmountable not so long ago powerful.’
could be broken down- I feel we can now get so
much more done through trust.’ ‘Put the energy in up front and get as much
support and signup from everyone as you can.’
‘The whole process has really made me think
deeply about what do in public service – I think
people need to know that they need to prepare What next?
themselves for this because it isn’t always easy.’
What has been gained through the programme
‘At the beginning there was lots of ambiguity and is precious and there is a will amongst those on
Lynne would say ‘’It’s an organic process’. She the programme and now the wider group that has
was right – you have to go with this and be patient joined the movement through the Suffolk Summit
and be prepared to be confused – you go through and other events to keep up the momentum and
the murky stage and then it becomes clearer.’ not allow the energy to drain away.
‘This work creates something of real value – it Work on spreading the powerful work and learning
established a foundation and put us into a better created in the Leadership Collaborative into the
position to deal with cuts and work across the parts of our organisations that have not really
whole public sector and create better services.’ been touched by the process yet.
‘We have the context right to make big changes
and shouldn’t be disappointed that the service
changes are not visible. I am confident that we are
on our way with this. The shared service agendas
have been very much easier because of our work
and relationships in The Lives we Lead.’
‘People believe in us still and they want us to see
the world through their eyes – if we are open to
this we can make our services much more relevant
and effective and waste less.’
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