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Working with David Burnby to embed Outcome Based AccountabilityTM within the Acorns Neighbourhood Management initiative has been one of the most rewarding experiences of my career. Under David’s expert tutelage, residents and service providers have worked together with the team to develop a common vision, with clear outcomes, indicators and performance measures that we all understand and can share in achieving together.

Jenny Gavin-Allen ,North Lincolnshire Council

Training Courses

The following courses are examples of my four broad areas of training interest:

Because these are all developed courses with tried and tested content, they can be delivered cost effectively as “in-house” interventions for groups of up to 40 participants. For prices and further information, CLICK HERE

Outcome Based AccountabilityTM: Getting from Talk to Action

Most people with an active interest in trying to change things for the better in deprived communities have experienced the frustration of too much talk and very little action. Community regeneration is often stifled by impenetrable jargon and confused thinking which fails to link project activity with desired outcomes. Millions of pounds of resources (time as well as money) have been wasted on ill thought out and poorly designed interventions with little chance of making any real difference. Participants will learn how to get from talk to action using Mark Friedman’s “Outcome Based AccountabilityTM” framework which is used extensively in the United States and increasingly by the UK government as the basis for designing outcome based interventions. Participants will learn:

Aimed at: Practitioners in Children’s Services, Adult Services, Stakeholders in Strategic Partnerships; in fact anyone who needs to design and manage interventions to improve quality of life outcomes in communities

Duration: One Day

(for more information about Outcome Based AccountabilityTM, CLICK HERE)

Management at the Movies: Effective Team Leadership

twelveoclockhigh_posterTheir performance is dismal and the unit is experiencing high aircraft and crew losses. The 918th’s failure contrasts with other bomber groups’ success. The 918th suffers from poor morale and a reputation as “The Hard Luck Unit”. After learning that Bomber Squadron 918 has lost five planes on their most recent mission, General Savage (Gregory Peck) is dispatched to take over the unit. Can his charismatic leadership style turn the squadron’s performance and morale around…?

Based around the World War Two movie, “Twelve O’clock High”, this course uses entertaining and absorbing learning materials to provide a solid grounding in how the practical application of situational leadership theory works to re-engage staff and motivate performance.

The film has been recognised by leading management development organisations, including Harvard Business School, as containing a treasure trove of leadership insight and the course features interactive and effective ways for participants to understand how to adopt the most appropriate learning style to get the best out of the groups they are leading. Participants will:

Aimed at: Chief Officers, Managers, Supervisors and Team Leaders responsible for managing small teams

Duration: One Day

Recruiting, Working with and Retaining Volunteers

Volunteers are the life blood of most voluntary, community and other not-for-profit organisations and whilst they make an enormous contribution to the sector, working with volunteers can also be fraught with problems. Many of the difficulties stem from lack of respect for volunteers and/or poor procedures. In a climate where it is becoming increasingly difficult for organisations to recruit and retain volunteers, it is more important than ever to understand the issues and ensure that the right balance is struck between the needs of individual volunteers and those of the host organisation. Participants will learn about:

Aimed at: Staff new to managing and/or working with volunteers

Duration: One/Two days

An Introduction to the Art of Facilitation

Facilitation can be described as “helping people to achieve their best thinking”. Unlike the traditional role of the chair “controlling” the meeting, the facilitator’s role is to enable the maximum level of participation from all participants, navigating the group through the often frustrating and difficult process of reaching consensus. This course contrasts the conventional rules of debate with participatory decision making and provides a range of tools and techniques to help groups get the best out of meetings. Using theory, video recording, practical exercises and examples, the course is ideal for anyone who needs to boost their confidence in working with groups. Participants will learn about:

Aimed at: Anyone looking to improve their confidence in working with groups

Duration: Two days