By Dr. Lois Parkes T he current CARICAD Leadership Development Programme (CLDP) had its genesis in its precursor, the Caribbean Leadership Project (CLP). The CLP was a Can$20 million, eight-year project funded by the Government of Canada/ Global Affairs Canada, aimed at training 250 leaders across the 12 participating Caribbean countries/CARICOM institutions, and developing a sustainable leadership development programme in the Caribbean. Dr. Lois Parkes, Leadership Development and Institutional Strengthening Specialist, CARICAD Stakeholder Engagement – The Board of CARICAD as well as several other key stakeholders across CARICAD member states and regional institutions were consulted to ensure their engagement, buy-in, input and support for a sustainable LDP. This engagement was also bolstered by an ongoing communication strategy, allowing stakeholders to keep abreast of the LDP offerings, and sharing of the impact of learning through individual and organisational testimonials (see Caribbean Leadership Project YouTube Channel). The target of 250 trained leaders was surpassed as the project was able to deliver LDPs to 296 leaders (204 females to 92 males). Perhaps most importantly, the CLP was able to achieve its ultimate outcome of a sustainable leadership development programme for the Caribbean. This was accomplished through its integration into CARICAD. How was this integration achieved? The CLP’s Project Steering Committee carefully analysed which regional institution had the mandate that was aligned to the aims of the project. It was deemed that CARICAD, with its mandate of supporting member states in the area of public sector reform and transformation, through technical assistance and related capacity building programmes, made it uniquely placed to absorb the leadership programming birthed under the CLP. However, simply transferring the LDPs under the CARICAD umbrella would not have been sufficient to achieve sustainability. Sustainability had to be intentionally and strategically designed. This was done through a number of initiatives and strategies: Business Development Plan – A financially viable business model needed to be developed to allow for sustainability, beyond the life of the CLP. The cost of the LDPs per participants under the CLP ranged from an estimated cost of USD$15,000 – 27,000 per participant, a delivery cost that would not have been financially sustainable. Fortunately, under the CLP, cost sharing was introduced for the LDP delivery, with member states covering the cost of airfare and per diem for their selected nominees. This then provided a benchmark for the affordable cost at which programmes could be offered to stakeholders. A second element that allowed for the financial viability of the LDPs under CARICAD was the engagement of a small, highly competent, full-time LDP design and delivery team, that would be largely responsible for the CLDP, and supported by external associate consultants, only on an as-needed basis. This allowed for the associated HR costs to be much lower. Thirdly, under the new business model, there was a heavier reliance on virtual delivery for most scheduled programmes and in-person delivery for most customised programmes. Continues on next page 21
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