Clore Leadership Programme

The Clore Leadership Programme is the first initiative of its kind in the UK aimed at developing and strengthening leadership across the cultural and creative sectors. The Programme was initiated in 2003 by the Clore Duffield Foundation and is sustained by a partnership between private philanthropy and public funding. The organisation invests in individuals, drawing on their creative potential to raising the game in the arts and creative sectors.

The Programme awards its flagship Clore Fellowships annually to exceptional individuals drawn from across the UK and beyond, and runs a choice of programmes tailored to the leadership needs of arts professionals at different stages of their career. The participants are drawn from a range of specialisms including the visual and performing arts, film and digital media, libraries, museums, archives and heritage, and cultural policy. In the last 10 years, over 250 fellowships have been awarded and nearly 1000 leaders have attended the Short Courses, enabling the participants to form a well-networked and connected arts leadership sector. Graduates of the scheme dot the salient points of the cultural landscape.

The Programme has inspired other initiatives in the UK and beyond, in particular the Clore Social Leadership Programme.

Initiated by the Clore Duffield Foundation, and sustained by the Foundation's generous support, the Programme is the UK's first cross-disciplinary leadership programme for the cultural and creative sector. It was established as an independent organisation in 2004, after Dame Vivien Duffield had instigated research into the need for leadership training in the cultural programme. That research discovered that leadership development was often a question of accident rather than design, and that – without getting in the way of serendipity – it was time to put some of the design in place.

Inspired by the vision of its Founding Director Chris Smith, the Programme focused initially on the Fellowship Programme, aimed at shaping creative leaders through in-depth learning, and tailored as far as possible to the needs, aspirations and circumstances of between 20 and 30 individuals a year. The structure of the Fellowship programme is based on recommendations which were made to the Clore Duffield Foundation by John Holden and Robert Hewison, (see their report, and the Executive Summary). The course is unique outside the US, and includes workshops and residential courses, an extended placement, individually-selected training, mentoring and coaching, as well as opportunities for research and the development of skills.

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