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Key Achievements 2006- 2009

Since its launch in 2006, the CLP has developed an entrepreneurial partnership-based approach, enabling it to deliver more than 45,000 training and development days for over 20,000 emerging, mid-career and established leaders.

Work based learning

  • 30 leadership networks for over 500 leaders across the UK and all creative sectors
  • 50 leadership placements with some of the industries’ key leaders/organisations
  • Priority investments in Artistic Leadership supporting creative artists/makers as leaders
  • Coaching, mentoring, training and cross-sector learning for over 600 leaders working in organisational cohorts through the Meeting the Challenge Development Programme
  • A ground-breaking online industry portal for information on career and leadership development across the cultural and creative industries
  • Leadership development and Action Learning Sets for the network of Local Authority Culture/Leisure Officers in collaboration with CLOA and IdEA
  • A priority focus on Governance in the Cultural sector though its national conference and seminal sector publication Governing Now – the hidden challenge of leadership

Intensive Learning

  • Intensive leadership modules delivered by leading business school Ashridge to meet the needs of established leaders in the commercial creative industries
  • 465 places on the Clore Leadership Short Courses and 10 CLP Clore Fellows
  • Leading Beyond Authority - bespoke provision connecting 30 local cultural leaders with the priority infrastructure to enhance regeneration in London’s Thames Gateway


  • A raised profile of disability and leadership issues with a proactive and inclusive approach ensuring that disabled leaders have been profiled in key CLP debates
  • 130 disabled leaders benefitting from coaching, information, advice, guidance and critical networking support through the Sync Programme
  • 500 leaders taking part in Leadership Development Days/Leadership Pathways targeted at strengthening the cadre of leaders from disabled and BME backgrounds
  • Comprehensive and independent research and benchmarking reports BAME Leadership and Women in Leadership providing the evidential underpinning for the articulation and critical assessment of the impact of diversity investments
  • An international symposium Heritage, Legacy and Leadership exploring the context issues and challenges of diversity in leadership across the heritage sector 


  • The independent evaluation noted that, through its seminars, conferences, debates and website resource, CLP has achieved wide reach across the cultural sector, in terms of sub-sectors, types of organisations and diversity of participants, thereby raising the profile of leadership development and training
  • Looking further afield, CLP has advised and steered the development of the British Council’s global programme, Cultural Leadership International extending a range of CLP's commissioned models through strengthened international partnership

CLP has used a proactive commissioning and action-research approach to create optimal impact.  Its key publication Meeting the Challenge outlines the leadership learning from the work undertaken and sets out a series of 10 priorities for excellence in leadership in the cultural and creative sectors, including intelligent diagnostic analysis, diversity, non-executive leadership, international engagement and entrepreneurship; and the essential requirement to maintain a diversity of delivery models to suit the varied needs of the sectors. 

These priorities have informed the current work of the programme which now delivers continuous professional development through Work Based Learning, Intensive Leadership Courses, Action Research, Knowledge Sharing and Advocacy.

CLP's ambition is to strengthen the pipeline of leadership development activities across the sector and embed these priorities within the workforce for the future sustainability and development of the UK cultural and creative sectors.