Help

There are currently no Help notes in this section.

Thank you! Your submission has been received!

Oops! Something went wrong while submitting the form

My CLP Account      Contact Us      

Leadership Development Programme

What is the Leadership Development Programme?

  • The LDP is a multi-module, experiential and blended action Programme that aims to build a network of more effective public leaders across the Caribbean region.
  • The LDP directly targets up to 250 senior officials in the public services of the twelve participating countries as well as key regional institutions.
  • The LDP’s reach will extend well beyond the 250 participants in the Programme through the development of networks of public servants and subject matter experts in the Region.
  • The programme content is not static but will be subjected to on-going monitoring and evaluation to ensure that it is updated to reflect emerging issues and feedback from key stakeholders.
  • The LDP incorporates current best practices in experiential learning, and the face-to-face modules will be supplemented by virtual learning networks, alumni support groups and performance assessment.
  • The LDP will also provide one-on-one support using coaches.
  • The learning experience does not end with the conclusion of the modules in the LDP. Rather, participants will have access to the collective wisdom and experiences of the growing network of public sector leaders throughout the Caribbean Region.

What are the benefits of the LDP?

Participants will:

  • Practice strategic thinking and practical, work-related behaviours– through classroom experiences, through reflection, through peer coaching, and through one-on-one executive coaching and feedback.
  • Acquire international and global perspectives – through presentations by expert resource persons, readings, site-visits or work-related action-learning projects.
  • Bring practical learning to their teams/peers –by teaching their peers in the broader Public Service community (including the various institutions and organs of CARICOM and the OECS Commission), and by reporting back on their learning to other colleagues, senior leaders (Permanent Secretaries, CEO’s etc.), and staff.
  • Develop a network of trusted colleagues – through full-cohort and small-group learning activities as well as on-going alumni events, participants will develop as a community of learners and leaders that can support one-another during and beyond the programme.
  • Demonstrate full commitment to their transformational journey – by participating in and attending all of the Programme components including the scheduled action learning, individual and peer-group coaching sessions and other organised meetings and activities.

The Country and Region will: 

  • Learn from participants’ experiences and professional growthnew strategies, new leadership competencies, new approaches to public service leadership, and service delivery;
  • See direct impact - attention will be paid to addressing regional challenges in environment, governance, economic development, gender and diversity, regionalisation, human resource development, as well as fostering more systematic and sustainable approaches to leadership development for upcoming generations;
  • Realise greater collaboration within and across countries: participants will be challenged to build strong relationships and networks as well as become role models by sharing their insights within the Public Service community of their country, and across the Region; and
  • Develop sustainable strategies for continued excellence – Throughout the programme, the LDP facilitators and project team will work with participants to apply their learning strategically and systemically, emphasizing practical ways to create an enabling environment for sustainable public service excellence as well as focusing on the continuous learning and development of themselves and their staff.

The CLP’s mandate and priority are focused on creating sustainable and continued learning, enabling an impact beyond the participants and the programme itself.  Therefore, participants’ success in the Programme will be determined by observable/measurable improvements in job performance as evidenced by post-programme evaluation studies and research.

Who is eligible to participate in the LDP?

  • The first three LDP cohorts comprised Level 1 Officials – i.e. the most senior public service officers (Permanent Secretaries and Chief Executive Officers etc.) in Central Government who report directly to Ministers and officers of comparable rank in key regional institutions.
  • In January 2015, the CLP launched second phase of the LDP which comprises Level 2 officials i.e. senior public service officers from national governments and senior managers in key regional organisations. Cohort 5 was launched in September 2015 and Cohort 6 will be launched in May 2016.
  • Subsequent cohorts of the LDP will be drawn from Level 3 – i.e. the next level of public service officers (both technical and administrative) in the chain of command within Central Governments and key regional institutions.

Where does the LDP take place?

  • Since the Project is geared towards promoting regional integration, the Programme is itinerant in nature and LDP participants will travel to a different participating country for each module.

What is the core content of the LDP?

Based on an in-depth learning needs assessment involving all twelve participating countries, and the experiences and suggestions from the alumni of the first three LDP cohorts, the following core content elements will be “woven” throughout the programme:

  • PRINCIPLED LEADERSHIP: Public service leaders at all management levels need to show leadership in the interface between the political directorate and the operations of their organisations.  They must provide principled leadership which demonstrates accountability and responsibility, understanding the dynamic exchange between the various leadership roles and how each function is placed within the regulatory frameworks/structures of their country;
  • LEADING THROUGH OTHERS: This means that public service leaders must be more than “ideas” people, technical “specialists” or “directors” who issue commands.  They must have highly developed communication and managerial skills and an excellent grasp of what motivates people, including managers, peers, staff and stakeholders in order to get the work done through and with others;  
  • LEADING RESPONSIVE ORGANISATIONS: Public service leaders must be skilful at creating working environments where people excel by carrying out their duties in a responsive way, by being effective, efficient, and innovative.  They must be able to align vision with strategy and link plans with execution and operational deliverables.  They provide policy advice with confidence and courage and work with senior officials towards the organisation’s purpose and mission.  This means understanding what effective organisational behaviour really looks like, and being willing to take some risks in creating the kind of public service organisations that are needed today;
  • LEADING ACROSS GOVERNMENT: This means “heads up” leadership, or a system-wide perspective, in which senior leaders are not only attending to the business of their specific ministries and departments, they are constantly checking to see how their actions will affect other parts of government, developing supporting relationships and networks and coordinating their actions with colleagues in a planned way; 
  • LEADING IN A POLITICAL CONTEXT: Public service leaders must understand the political context (minority, majority and multi-party dynamics), and the public service/political interface.  This means being aware of the shifts in democratic participation, and a deeper understanding of the political economies and how that will affect the priorities of their departments/ministries, the whole of government, and the region overall;
  • LEADING WITH SENSITIVITY TO PUBLIC AND STAKEHOLDER INTERESTS: In today’s networked world, public service leaders must understand the importance of strong and continuous relationship with a wide variety of “publics” and “stakeholders” and develop the skills to effectively communicate utilizing all available channels including social media and virtual technology.  They must have an accurate read on the public interest in the local, regional and global context. They are required to understand and appreciate that today’s complexity and interconnected world requires leaders to be flexible and resilient in their thinking and in their orientation to action;
  • LEADING IN A REGIONAL AND GLOBAL CONTEXT: Public service leaders need to think beyond their current roles and goals.  They need to be familiar with the regional and global trends and dynamics that will affect their country generally as well as governments and ministries/departments specifically.  This requires practice in the examination and analysis of unfolding developments on the regional and global stage and building networks with experts and peers across the region. Part of the new context also is the emergence of social media as a primary channel for communication, demanding leaders to develop new skills in working online and across traditional structures;
  • AUTHORING YOUR OWN LEADERSHIP STYLE: Responsive public service leaders hone and deploy their own unique strengths while managing the inherent tensions at the heart of successful leadership.  They need to be authentic, develop a deep understanding of who they are and what their values and beliefs are, align ‘being ‘with ‘doing’, develop effective and healthy relationships with their staff and colleagues, and maintain their individuality while conforming to the requirements of the position.

In addition to the foregoing, the LDP addresses environmental sustainability, gender equality and diversity, economic development, health and wellness, regional integration and good governance as Cross-Cutting Themes (CCTs).