Leadership Intervention Project – analysis

1. Leadership Intervention Project – analysis Presented by Olivia Spencer V2R Ltd on behalf of Denise Lavis, CyMAL for the meeting of ALMA UK 4 November 2011

2. Leadership Project - origins • Workforce development group, a snapshot • To provide information for decision makers • Sponsor - Helen Osborn of Libraries NI • Managed by - MLA & Katrina Thomson • SLIC; Museums & Galleries Scotland; CyMAL; Libraries NI; MLA and LLUK

3. Leadership Project: Findings • A varied picture of leadership development • More ‘reported’ examples in England • May be higher provision in other 3 nations • Very little evidence of provision in Archives • Larger organisations have better access • Smaller organisations are disadvantaged

4. Leadership Interventions - Findings • Some have embedded leadership qualities into their performance & HR frameworks • Focus on innovation helps to create more dynamic environment for new leaders • Leadership development support is being cut back as part of budget constraints

5. Leadership Intervention - Challenges • Formulating a strategy & framework • Sufficient time, planning & resources • Recognition that leadership development improves effectiveness • Ensuring that learning can be applied • Co-ordinate external courses with internal working practices and learning plans • Offer flexibility in delivery and accreditation

6. LLUK – skills assessment Library, archive & information employers identified the following five key skills: • Partnership working • Community engagement and development • Managing change, literacy and ICT skills • Promoting and marketing the organisation • Fund raising and bid writing

7. Four Nations – key information overview snapshot • Scotland – quality improvement tools • England – MLA funded programmes (10yrs), Clore Foundation, CLP • Wales/CyMAL – accreditation, directory Clore, WCVS, CyMAL & PSMW plus more • N. Ireland – EFQM, managing people • PRONI – civil service leadership development

8. Leadership development interventions – analysis • Hierarchical orgs holding back talent • Strategy to support innovative leadership • Diversify the talent base, where are current leaders coming from & are they? • Support smaller organisations • Leadership qualifications and academia • Private sector experience, work exchange

9. Leadership development interventions – analysis • Clear policy on succession planning • Awareness, communication, collaboration • Collaboration between organisations, providers and staff to embed in work place • Mixed menu of provision & online directory • Political, professional & corporate context • EFQM as a tool – development & quality • Public Service Management Wales (PSMW)

10. Leadership development interventions – analysis • Key leaders database for mentoring • Link to accreditation & support SMEs • Reward innovation & share knowledge • Identify a common evaluation process • Encourage linking learning to appraisal and performance framework in context • Ensure pre-course diagnostic/follow up

11. Leadership development interventions – analysis • Look to the wider sector and examples • Help with funding initiatives and applying • Explore ways to support smaller orgs • Allow for constraints and flexible working • Learn from ten years of leadership intervention and development research

12. Leadership development interventions – current practice • External leadership courses – national or regional • Internal leadership courses – bespoke • Innovations – new approaches

13. External Programmes • Clore Leadership Programme • Leading Archives and Museums • Leading Modern Public Libraries • Take the Lead • Corporate Change Fund Leadership • Wales – competency framework, courses, PSMW, Executive leadership, postgraduate certificate, living library etc

14. External Programmes • Collection Skills Initiative – NI • Innovators – East of England Museums • Leading Change – W. Midlands Museums • Next generation Leadership – Yorkshire • V & A Leadership Development Courses

15. Internal Programmes • Mentoring and coaching • Management approaches • Graduate traineeships • Bespoke leadership development courses • Whole organisation approach to leadership development • Examples of good practice

16. Benefits • Gaining confidence and perspective • Making a link between learning & practice • Using leadership dev as an integrated tool • Weaving leadership dev in all aspects of working at all levels • Developing a combination of approach • Bespoke opportunities • Broaden skills and experience • Developing new qualities e.g. philanthropy, slimming down and financial sustainability

17. Framework for discussion How might ALMA UK identify needs & the future? • Agree a UK wide strategy for development • Set out a process and criteria • Identify key analytical tools e.g. 360 • Link to quality improvement & accreditation • Encourage mentoring, coaching, shared learning • Establish a collaborative agreement • Offer support in accessing funding

18. Framework for discussion • Link to career development • Encourage on the job placements • Ensure consistent coverage & approach • Commission innovative work • Support for business case and evaluation • CLP work on economic outcomes

19. Questions and action • What leadership skills will be needed in the next 3-5 years? • How will succession planning develop? • How can leadership development be taken forward in times of economic constraint? • How can learning be integrated in work? • What potential is there to work across borders? • What next ?– action building on this report

20. Thank You Olivia Spencer V2R Ltd for CyMAL November 2011 olivia.spencer@btinternet.com