Museums, Libraries and Archives Council Workforce Development – Partnership Meeting 5th May 2004
Report to SCONUL ACOS Meeting 20th May 2004
Introduction
The event, held at MLA headquarters in London, was to consult partners on priorities for MLA's Workforce Development Strategy. The objectives of the session were stated as
- endorse strategic priorities identified as part of MLA research as sectoral priorities
- clarify partner roles and responsibilities
- agree a matrix to show realistic actions to be undertaken by each body in key strategic areas
There were twenty-three attendees including three from MLA and three from DCMS and two regional MLA directors. The sector skills councils were represented and the professional bodies for museums and archives. There were three representatives for libraries - two from CILIP and one from SCONUL.
The event was introduced by Bob McKee ( Chief Executive of CILIP) who is an MLA board member. He stressed that MLA recognised that a workforce development(WFD) strategy for the sectors could only be delivered in partnership with the bodies represented in the room and so the key task of the day was to advise on priorities and relative roles.
Each person was asked to introduce themselves and state key issues for their organisation. I highlighted leadership training, the changing e-environment and the need for enhanced provision for support staff and our interest in the Leadership Foundation and the HE Academy and where they would fit in the partnership matrix. I also stressed that there are strong academic library training cooperatives which should be part of WFD delivery in our sub-sector.
Aims and Objectives of MLA WFD Strategy
The following were proposed:
Aim: to encourage museums, libraries and archives to be learning organisations which develop a motivated, appropriately skilled, diverse and outward-looking workforce capable of delivering high quality services to users
Objectives:
- developing partnerships and networks that meet WFD needs
- supporting the development of workforce learning and skills at all levels
- addressing workforce diversity, recruitment and retention issues
During discussion five key areas for action were identified:
- general skills development and leadership skills in particular
- diversity
- advocacy and communication of needs and provision
- research and evaluation of needs and provision ( coherent, compatible data collection
- recruitment, retention, career paths ( mobility, pay, status)
I raised the need for performance indicators and benchmarking of good practice and also the training needs of evening/weekend staff ( 24/7 culture) in relation to diversity. There was much agreement that we need good data on the current state of the workforce and agreed objectives for change so as to argue for funds and be able to measure outcomes of resulting actions.
It was agreed that action on developing appropriate leadership skills in all levels of staff is important. It was suggested that MLA should ensure evaluation of leadership programmes which are on offer for best fit to the sector/s and resource participation in the best one/s. Development of a sector-wide leadership programme should also be investigated.
Other issues which needed to be addressed were : 'just in time' training rather than planned development and appropriate qualifications; performance management; need to change mindset and provide mechanisms to underpin role shifts which will be crucial to embracing change; action research e.g. pilot work-based learning techniques to demonstrate their effectiveness.
Relative Roles
The key partners were seen as MLA regional agencies( government),sector skills councils and the professional bodies. In general, the first two groups would commission/ fund work to be done by the others.
Local partnerships between regional agencies, MLA and SSCs was suggested as a model for supporting the delivery of ILS NVQs at regional level and for pump-priming the LIS departments to provide stand-alone modules to support the new CILIP framework of qualifications and refresher training for current staff. Provision by MLA of a 'one-stop shop' web-site pulling together links to all the available LIS training was also suggested.
Outcomes
The MLA will complete its WFD strategic plan plus an action plan. These will be sent out to the attendees to validate and the group will continue as a virtual reference group.
Margaret Oldroyd
12 may 2004