CASE STUDY
"Our managers need the skills and attributes to understand and implement the modernising agenda for local government."
Client: South Holland District Council
Consultants: Jane Kershaw, Pippa Basan and Matthew Last
Like other local authorities South Holland District Council (SHDC) is subject to increasing demands to demonstrate best practice in managing performance, achieving value for money, working in partnership and accountability to the community. Specifically, SHDC has to cope with the consequences of high levels of migrant workers in the District and the challenges for Lincolnshire authorities to work in partnership on shared services and as a pathfinder for improved "two tier" local government.
During 2007 and 2008 Magela designed and ran a leadership development programme for a group of fifty SHDC staff, comprising all senior managers but also including some emerging managers and leaders. The programme covered Leadership, Systems Thinking, Performance Management and Managing People and Communications. By using a range of approaches, including presentations, guest speakers, mentoring and buddying, individual development journals and spin-off projects, the programme aimed to address all needs and learning styles in the group.
Terry Huggins, SHDC's Chief Executive said: 'As a result of the programme, participants have initiated a number of improvement projects and I am pleased that some have taken responsibility for their ongoing personal development. Magela coped well with a diverse range of participants on the programme and there have been benefits from this approach to initiate our development of managers. As we move into the next phase we have asked Magela to continue working with the senior team'
