Background
West Sussex County Council employs some 24,000 people (including part-time staff) to deliver local authority services on the south coast of England. Major business units include: Education and the Arts, Social and Caring Services, Environment and Development, Resources, and a County Secretariat, together with supporting functions to the Chief Executive.
In 2000 the Council launched a new Advanced Management Development Programme (AMDP). This was introduced as a Council-wide programme - staff from all the above business units are eligible. Previously, the Council was buying a range of management development programmes from many different suppliers. The then Chief Executive wanted a different approach which developed integrative working and sharing of ideas within the Council and, in his own words, was in keeping with 'the rhythm of the organisation'.
Selection
Participants on the AMDP are selected through nominations by the business units. Those nominated are invited to a briefing/selection meeting. However, Tony Droar, the Director of the AMDP programme and an internal consultant employed by the Council, stressed that by this stage there is a strong element of self-selection by participants. The style of the programme would not suit everybody. Participants could have had a wide range of years of service with the Council (from five to 30 years). All must have some level of strategic responsibility in their current role; all must be capable of further development. Equally importantly, all must be capable of responding to the mixture of self-managed learning, activity in learning sets and coaching support that forms the basic elements of the programme.
The programme lasts for 18 months and participants are part of a cohort of some 15-20 managers. Six AMDPs have been run over the three-year period, the last two of these are still in progress. A seventh is at the selection stage and will start in January 2005. Recently, another local authority, Slough Borough Council, has sent a small group of participants on the programme, and West Sussex is looking to extend the opportunity to other organisations - particularly those with whom it has close business connections.
Once a participant has been selected he or she will meet with their line manager and one of the programme coaches. The aim at this first meeting is to consider the participant's learning objectives. There will be linked with their development needs identified at the annual performance review, and must also be firmly embedded in the strategic objectives of the business unit and the County Council as a whole. At this preliminary meeting, every effort is taken to ensure that the participants will have the necessary support to complete the programme ? especially time to learn.
Phase 1
The participant then embarks on Phase 1 of the programme, which lasts for six months. Here the cohort is divided into learning sets of some five or six people. A coach, either staff employed by West Sussex, or outside consultants, supports each set. After an introduction to the AMDP, the learning sets will consider the methods of working. An external consultant presents a session on approaches to individual learning - for many involved this will be the first time they will have encountered ideas on the management of learning. The main task in this first phase is for each participant to prepare a personal development plan (PDP). In this document, which can be presented in any appropriate format, the participant must address five questions:
- Where have I been?
- Where am I now?
- Where do I want to be?
- How will I get there?
- How will I know when I am there?
With the help of the learning set, which continues to meet with the coach in support every month, the participant is expected to produce a PDP which is assessed at the end of Phase 1. Tony Droar emphasises that a lot of informal support is available to ensure that a robust and realistic plan is produced.
Phase 2
Phase 2 of the programme, which lasts a year, uses a similar approach. In this phase the participants are expected to have implemented their PDP. In addition to the PDP, participants will also have agreed their strategic project. This must involve objectives and activities that cross the functional boundaries of the Council. Past projects, for example, have involved the participation of elected members in a business excellence initiative, the landscaping of a village centre, and an e-government approach to schools admissions. These projects must be of strategic value to the Council and must encourage the participant to learn from and with others - particularly those in the same learning set.
In Phase 2, as in Phase 1, participants will meet in their learning sets with their coach. In addition each participant can take advantage of £250 personal learning account. This can be spent on any legitimate activity designed to progress the PDP - in the past participants have used this sum to receive soft skills training, and attend conferences and exhibitions.
There is no taught element to the programme. However, the locally based University College Chichester provides accreditation. The participant's PDP is assessed at the end of Phase 1 and the implementation thereof at the end of Phase 2. Their strategic project is also assessed when completed at the end of Phase 2. On completion, a Postgraduate Diploma in Strategic Management is awarded to successful participants.
Looking ahead
The Council's main purpose in introducing the AMDP was the need to develop managerial talent below the level of the Chief Executive's board and those managers who report directly into board members. In addition, the strategic projects produced in the course of the programme are of considerable value. This has led to a desire on the part of the Council to use members of past AMDP cohorts as a resource in considering future strategy. Tony Droar is currently developing an AMDP alumni network and is planning activities in which they will share knowledge in considering a number of important issues on the delivery of County Council services