Representative engagement

A Standing Advisory Board on Workforce and Skills Policy

An advisory board of college principals, employers and policy advisers, meeting each quarter

The challenge

The practice rebuilt its sector view for every project

A sector practice inside a consulting firm worked on workforce development and vocational training, which is how people are trained for jobs and who pays for it. Policy in this area moves on funding cycles and political timetables. The practice assembled its understanding fresh for each project, which meant it read a snapshot rather than a direction.

The readings were also hard to compare with each other. Different people, different questions, and no baseline to measure movement against. A call answers a question and then ends. What the practice needed was a relationship it could go back to, so the view accumulated and the same people could be asked what had changed since last time.

The Nextyn approach

We built a standing board that meets each quarter

We assembled a board spanning the three sides of this sector: former college principals, who run the places that deliver the training; former employer skills leads, who decide what employers actually need; and former policy advisers, who know how funding decisions get made. All of them had held operational responsibility in the sector.

Sourcing for a standing board is not the same as sourcing for a call. People have to be willing to hold an ongoing relationship, and their view has to stay relevant as the sector moves. Sessions were quarterly, and each one opened against the previous session so that movement was visible rather than inferred. Between sessions, board members could take specific client questions without a new sourcing round. The ongoing relationship was disclosed to everyone involved.

The outcome

The practice now holds a sector view rather than assembling one

The practice can now describe where policy is heading, and say where that reading comes from, at a first meeting rather than after a scoping phase. Sector expertise became something it could demonstrate, which is a different conversation from promising to find out.

The cadence compounded. Each session costs less than the one before it, because the context does not have to be rebuilt, and the comparison between sessions turned out to be worth more than any single session on its own.

Related reading

More on holding a view instead of rebuilding it

Writing from the Nextyn desk.

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