Sarah Hood, CHRP, is the manager of Workforce Development & Strategies at the Capital Regional District (CRD) on Vancouver Island.  The CRD was recently presented with the 2011 Education Award by the Canadian Association of Municipal Administrators (CAMA). The award was in recognition of the CRD’s iLead Leadership Development Program which was developed in partnership with Royal Roads University. iLead is a comprehensive nine-day interactive  program focused on enhancing leadership capacity and aligning employees with a common set of leadership competencies.

Why did the Capital Regional District decide to focus on leadership development?

In 2007, the CRD undertook a strategic HR development plan as part of the CRD’s three-year strategic objectives.  Focus groups and a subsequent engagement survey identified CRD leadership as an opportunity for alignment and development as we seek to shift our organizational culture.  By starting with leadership we were able to set a strong foundation for other strategic HR initiatives and programs which link back to the same leadership competencies and philosophy; so managers were prepared for, and even welcomed, the shift.

What made this program different than other professional development courses for CRD managers?

We ran mixed-level cohorts, so general managers (executive level) might be on a team with a front line supervisor and middle-level managers.  This mixed-level, cross-organizational composition to the groups and working teams created strong ties and deepened the understanding of different parts of the organization.  People still say one of the biggest benefits of the program was working with people they would not have had the chance to work with in their regular jobs.  The fact that our entire management team, including all of our general managers and CAO participated in the program meant that this was something totally new for the CRD.  After the last group of managers completed the program we ran a follow-up day with all three groups in one room to reflect and summarize our learning, how we have been applying the program to our leadership and to discuss next steps for the organization. This provided another opportunity for all managers to meet and interact and share the learning across the organization.

What were the key success factors?

The mixed groups mentioned above, plus the fact that all managers attended the program really helped cement the competencies throughout the organization.  Another success factor was the partnership with Royal Roads.  The quality of instruction, the Leadership Challenge assignment (a RRU trademark action learning project) and, of course, the ability to pull people out of the workplace to the Royal Roads’ campus were all key to the success of the program.

How does the iLead program link to other leadership initiatives at the CRD?

We have implemented a new performance conversations process to replace our old performance management review system and that has been clearly linked to and integrated with work done in the iLead program.  We also conducted an organizational review process that impacted over 50 per cent of the organization using principles and concepts consistent with the iLead program.  For front line supervisors who did not attend the program, we created a management skills certificate program that pulls from the iLead program so our internal learning programs are consistent with what managers learned at Royal Roads through iLead.  In one course, CRD employees have access to the same assessment tools and the same leadership development plan that was used in iLead so entire teams are building a common understanding and language around leadership.

How have you measured the success of the program?

Formally, measurements include the overwhelming responses and ratings of the program by participants. Moreover, we saw an 11 per cent increase in employee engagement survey results over 18 months in the area of leadership dynamics.

Informally, the program was initiated as a mandatory program that all managers were expected to attend. There was initially some resistance and pushback to that directive, until the first group completed the program. Then there was a scramble to get on a waitlist or move up to the next session.  We had a few seats available for bargaining unit supervisors and it has been seen as a real perk to those invited to attend.

What is next for the CRD?

We are currently working with Royal Roads in partnership to offer a local government wide iLead program in December of this year.  We hope to have a mix of participants from across BC and Canada to broaden the perspectives and create more partnering opportunities.  For more information on the local government offering please see the Royal Roads’ website: http://www.royalroads.ca/ilead

(left to right) Chris Neilson, senior manager, Human Resources; Sarah Hood, manager, Workforce Development & Strategies; Bill Holtby, CAMA director and representative for Alberta & Northwest Territories; Geoff Young, CRD board chair and Victoria city councillor; Zoë MacLeod, director, Centre for Applied Leadership and Management, Royal Roads University; Kelly Daniels, CRD chief administrative officer