Allsector management and leadership programme Led by SkillsActive

1
All-sector management and leadership
programmeLed bySkillsActive

• 30 June 09
• ML Forum
• Situation Review

2
Agenda
This presentation and all links are
at http//www.sfbn-mandl.org.uk/files/Forum_meeti
ngs/090630/Project_Update_090630.pptx You can
link to this from the home page
atwww.sfbn-mandl.org.uk
3
Welcome Introduction

• Steve Studd

4
LM Programme Overview

• Develop Strategic Driving Force
• Capitalise on the work of the LM Panel and take
  it forward to provide a national lead.
• Develop a Strategic Group a partnership between
  the UKCES, the Alliance of SSCs, a selected
  number of Professional Bodies and the M and L
  Forum of SSCs

National Leadership

• Work effectively with Partners and Stakeholders
• Where appropriate, develop an arrangement with
  the Strategic Group to jointly commission work
  (for example the relationship with the MSC )
• Liaise with the UK LM Network group to ensure
  strategy is in synch with partners and
  stakeholders

1
National Partner Engagement
Tactical
Strategic

• Coordinate activities across the SSCs
• Refresh and consolidate intelligence from SSAs
  and latest LMI
• Guide the reform of the LM NOS and approval of
  qualifications (SQS for LM)
• Ensure a coherent relationship with MSC

2
Intelligence and Standards
3

• Deliver tangible benefits to employers
• Support tactical activities with partners and
  SSCs
• Ensure base level solutions are qualified and
  supported
• Communicate to all stakeholders through targeted
  meetings, marketing material and web site
• Ensure SSCs capitalise on funded initiatives such
  as the Train to Gain LM programme

Tactical Deliverables
4
5
(No Transcript)
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The way forward
7
Programme update

• Mike Hender, John Thorpe

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30 June 2009 Papers available from web site
http//www.sfbn-mandl.org.uk/default.htm
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(No Transcript)
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Sector Compacts Overview for ML
11,000 over 3 years
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• Six SSCs have compacts in place or close to
  completion
• Most others have plans underway to engage with
  the brokers and advisors.

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Action Learning

• Opportunity for SSCs
• Develop additional revenue stream
• Develop skills capability AL Facilitation
  Qualification
• Get better employer understanding
• Relevance to current economic climate essential
• More sales, reduce costs, access capital . . .
• Different folks, different strokes
• Additional Action Learning Set models
• Additional sources of support
• Who can I call?

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Action Learning

• 6-10 managers
• Individual problems, different organisations
• Individual problems, same organisation
• Themed problems, e.g. more sales . . .
• Group project, group ownership

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Additional sources of support

• SSC experience
• http//www.sfbn-mandl.org.uk/alfl_success_stories.
  htm
• Consultant know-how
• Stephen Leach, Forward Together Consulting
• Mark Russell, AVN Picktree Business Strategies
  Limited
• CMI Standard
• Level 5 Qualifications in Management Coaching and
  Mentoring
• SkillsActive template under development

15
ML in the Home Countries

• Wales
• New Centre for Excellence replaces Wales
  Management Council
• Cardiff University Business School in partnership
  with Glyndwr University and Tattum Guest
  Associates
• NI
• Department for Employment and Learning closes the
  Management and Leadership Network
• New plan shortly
• Scotland
• Continues to focus on Skills Utilisation

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Inspirational Leadership

• Nigel Crouch

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Managing in the recession

• David Pardey
• Senior Manager, Research and Policy
• Institute of Leadership Management

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Managing in the recession

• Petra Wilton
• Director for Policy and Research
• Chartered Management Institute

19
Managing in the recession

• Marianne Harris-Bridge
• Chartered Management Institute

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Way forward

• Steve Studd, John Thorpe

21
LM Programme Overview

• Develop Strategic Driving Force
• Capitalise on the work of the LM Panel and take
  it forward to provide a national lead.
• Develop a Strategic Group a partnership between
  the UKCES, the Alliance of SSCs, a selected
  number of Professional Bodies and the M and L
  Forum of SSCs

National Leadership

• Work effectively with Partners and Stakeholders
• Where appropriate, develop an arrangement with
  the Strategic Group to jointly commission work
  (for example the relationship with the MSC )
• Liaise with the UK LM Network group to ensure
  strategy is in synch with partners and
  stakeholders

1
National Partner Engagement
Tactical
Strategic

• Coordinate activities across the SSCs
• Refresh and consolidate intelligence from SSAs
  and latest LMI
• Guide the reform of the LM NOS and approval of
  qualifications (SQS for LM)
• Ensure a coherent relationship with MSC

2
Intelligence and Standards
3

• Deliver tangible benefits to employers
• Support tactical activities with partners and
  SSCs
• Ensure base level solutions are qualified and
  supported
• Communicate to all stakeholders through targeted
  meetings, marketing material and web site
• Ensure SSCs capitalise on funded initiatives such
  as the Train to Gain LM programme

Tactical Deliverables
4
22
The way forward
23
AOB

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end