Themes:

• Leadership at all levels
• Building and sustaining a strong workforce
• Co-production and partnerships

Level 5 illustration:

Leadership at all levels

We have an empowering culture that supports all staff and volunteers to develop their leadership capacity and take on appropriate levels of responsibility in their areas of work. Staff and volunteers are trusted and supported effectively to take on leadership roles. There are planned, systematic and effective opportunities for staff and volunteers at all levels to develop leadership skills. These build their knowledge, skills and confidence to take on new responsibilities. This is increasing the capacity of almost all staff and volunteers to exercise initiative, be creative and improve outcomes. Their developing expertise and experience informs and improves the way their practice is delivered.

Building and sustaining a strong workforce

Leaders consistently motivate and support others to deliver good quality learning and development opportunities. Staff and volunteers are committed, confident and almost always feel valued. Succession planning is helping to sustain and strengthen our workforce. We promote a learning culture within our organisation. Almost all staff and volunteers engage regularly in effective and high-quality development activities which support and improve their CLD practice and help them meet professional standards. As a result, almost all staff and volunteers demonstrate a high standard of practice. We work well collaboratively to enhance our learning and the learning of others. CLD practitioners support partnerships, staff and volunteers from other sectors to understand and use CLD methodologies well. This strengthens our capacity to sustain a strong workforce.

Co-production and partnerships

Leaders are pro-active in developing, promoting and sustaining partnership and collaborative working. This includes co-production to improve shared outcomes. Our planning and delivery structures support staff and volunteers to work effectively across partnerships to deliver positive change. Mutual respect and trust is evident between staff, volunteers and partners at all levels. We understand and value each other’s roles and contributions. Increasingly, community members, including children and young people, participate as equal partners and feel included in decision-making. This is helping to ensure that community planning and community empowerment priorities meet the needs of learners and communities.

Challenge questions:

1. To what extent are staff, volunteers and partners empowered to take on appropriate leadership roles?
2. How well do we develop the leadership capacities of staff and volunteers at all levels?
3. How successfully do we support staff and volunteers to be innovative, creative and take informed and managed risks to address changing or unexpected needs?
4. How do we ensure that staff, volunteers and key partners are focused on securing improved impacts and outcomes? What is in place to ensure that staff and volunteers are clear about lines of accountability?
5. How effectively do we promote a learning culture? How well do we enable partners, staff and volunteers to access appropriate and regular development opportunities that support their practice?
6. How well do we use Growing the Learning Culture in CLD, the CLD code of Ethics, the CLD competencies and membership of the CLD Standards Council to support high standards in our CLD practitioners?
7. How well do we support partners and practitioners from other sectors to use CLD methodologies in their work?
8. How pro-active are leaders, staff and volunteers at all levels in developing, promoting and sustaining partnership working and co-production, both internally and with partners?
9. How do we ensure that relationships with staff, volunteers and partners are based on mutual trust and respect?
10. How well are learners and communities supported to, and involved in, shaping practice development and informing decisions about CLD provision? What difference does this make?