Those working in museums have tended to underplay their pulling power, their successes and their own skills and knowledge in involving children and young people. But they are often leaders not followers, drawing on captivating resources, great expertise and strong partnerships with schools, youth projects and local community groups.

As organisations seek to build in, not simply bolt on, the participation of young people in their work, so the explicit backing from leaders and managers is needed. As young people share in decision making, relationships with managers become transformative, not simply transactional.

Strategic leadership and executive management are crucial in helping ensure the participation of children and young people is built in and not bolted on. Shared values and clear strategy help set the style and culture of the organisation which are crucial in developing the safe, sound and effective involvement of younger citizens.  

In February 2010, The Senior Management Team met to review participation progress across the organisation and to agree the top participation priorities that required the direct ownership and leadership of SMT

The Children’s Workforce Development Council (CWDC) is building in the voice and influence of children and young people with strong strategic leadership and effective executive coordination. The recent report approved by the Senior Management Team summarises progress and affirms next steps.