Stronger together

HEY100: a radical new approach to social leadership development

Today we announced the interim findings from our evaluation of HEY100, a place-based leadership programme that ran throughout Hull and East Yorkshire last year. More than 60 funders, senior charity leaders and representatives from think tanks and other charitable organisations came together to discuss the findings at a Clore Social Leadership conversation - HEY100 - a radical experiment in social leadership development?

HEY100 was an innovative programme of leadership development and training that united leaders from different levels across Hull and East Yorkshire. Funded by Arts Council England, The Rank Foundation, The National Lottery Community Fund and the Calouste Gulbenkian Foundation, HEY100 built upon work to develop a leadership network in Hull undertaken by The Rank Foundation.

The programme worked across traditional silos and brought together over 100 leaders from charities, social enterprises, community businesses and arts/cultural organisations. Participants received training delivered by Clore Social Leadership across five strands: Senior Leaders; Emerging Leaders; New to Management; Trustees; and Community Leaders

The interim findings from an independent evaluation show that a place-based programme means that it is possible to build a sense of purpose across a city or region, galvanizing leaders around shared goals.

The results, presented at the event by Matthew Davis and Miranda Lewis of m2 consultants, revealed that:

  • Almost 9 out of 10 (89%) of participants felt that their aspiration of being part of a movement to create a stronger, more vibrant area had been largely or wholly met
  • Almost 9 out of 10 (89%) of participants said that their aim through the programme of strengthening the social sector had been met
  • 92% of participants felt increased confidence as a result of their involvement
  • Working on HEY100 had a positive impact on collaborative working, with almost half (46.9%) saying it had encouraged close working relationships with 1-4 organisations; 25% with 5-9 organisations
  • 92% of participants said that they had developed links with organisations outside their subsector as a result of their involvement
  • 42 % of participants said that their ability to address local or national policy has improved.

Participants from the HEY100 attended the event and spoke of the positive impact that participating in HEY 100 has had on them individually, their organisations and their communities.

Here are some of the comments from HEY100 participants on their experience:

“I've had a profound, life-changing impact from this. The mix of people was fascinating, and some new relationships opened up that I didn't have before. Allowing so many people to come together and foster those relationships, and look at how we can move forward, was really beneficial.” Harriet Johnson, volunteer programme manager, Absolutely Cultured

I've had a profound, life-changing impact from this.

“[All the volunteers I took along to the Community Champions programme] emerged feeling empowered, so they can go and share their skills with other people.” Bashir Siraj, project coordinator, Open Doors.

“HEY 100 was really good in terms of bringing people together. Whether they're involved in sports projects or gardening projects: in doing so, a lot more networks have been created, building an awful lot of capacity in one go.” James Trowsdale, former head of public partnerships for City of Culture 2017.

“HEY100 has created a confidence in the social sector that I've not seen before. Some of the people who took part were already skilled, but HEY100 gave them the confidence to use those skills more effectively. HEY100 has introduced people who wouldn't necessarily have come across each other, who realise through conversations that there's a lot of synergies between them, and actual opportunities for them to work together.” Dave Rawding, Rank Foundation and HEY100 steering group member.

Commenting on the evaluation findings, Clore Social Leadership Chief Executive Shaks Ghosh said:

“It is clear that a place-based approach to leadership development has many advantages over traditional national approaches: it builds confidence and skills and provides the opportunity for collaborative working that is so crucial in increasing impact of social organisations. A focus on generous leadership helps to build community cohesion and peer support, and is crucial to building a dynamic and thriving society. Involving leaders at every level within a community creates space for new and innovative ways of thinking.”

It is clear that a place-based approach to leadership development has many advantages over traditional national approaches.

“At Clore Social Leadership we will be developing our approach to place-based leadership over the coming months and are working with local partners in other areas to develop distinctive place-based programmes to bring our innovative approach to leadership across the UK.”

The evaluation team will be following up the HEY100 cohort later in the year and will be reporting on the findings of the full programme.

Further information about the HEY100 interim findings can be found here, alongside a powerful review looking at the achievements of HEY100 through the experiences and reflections of a range of people involved in the project written by Maddy Costa which can be found here.

Read a powerful review of HEY100

Click here

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