expect of it, at a time when, like all public sector organisations, it must find ways to deliver more with less.

The project: LMD was chosen by the Traffic Learning Centre (TLC) from its supplier framework to work with the Service to develop a clear vision for operational leadership & management, undertake a full needs analysis, and design and deliver a comprehensive programme of training and organisational development events. We were also asked to support the development of internal delivery by line managers and the TLC. The resulting Building Operational Capability (BOC) programme ran for three years, with over 30 sub-projects.

Outcomes: Focusing programmes closely on the duties of particular roles, we were able to demonstrate both increased competence and significant cost reductions. The final independent evaluation report stated: "The BOC programme is readily acknowledged by all senior managers to have made a positive contribution to improved levels of engagement, more effective traffic incident management, more effective team working, and the incidence of D&G." close

responsibilities, as part of its plans to make the Trust an even better and more inclusive place to work.

The project: LMD's workshops cover definitions, key legislation and in-house policies, coupled with discussion of case studies and tutor-acted scenarios which raise awareness and spread good practice. Initially rolled out to managers, the programme was extended as a result of great feedback to mixed groups of new joiners as part of induction, and made available separately to existing staff at all levels. A different version is used in programmes for preceptorship nurses.

Outcomes: Programmes have run bi-monthly since May 2009. Word-of-mouth recommendation means that sessions are well-attended, and feedback is consistently excellent: 100% objectives met, 98% relevant, 98% good/very good delivery. Anecdotal evidence shows that the programme delivers desired results in terms of educating and changing mind-sets and views at all levels. close

delivery and evaluation to implement a new Performance & Development System (PDS) which better met business needs.

The project: LMD undertook attitude research and needs analysis, and developed a flexible new system which ensured clear deliverables, appropriate patterns of 121s, and a positive focus on enabling each person to perform well. We created a Personal Development Planner for individuals and a simple set of tools and templates for managers. We also designed and delivered workshops for managers, enabling them to introduce the new PDS effectively. We later consolidated these into a two-day workshop for new managers, providing intensive skills practice in measuring, discussing and developing performance.

Outcomes: Evaluation over three years showed that compliance with the new system stood at 94%. Staff saw the new system as meeting all key success criteria: simple, relevant, fair, less time-consuming and focused on delivering results. When DSA was re-assessed for Investors in People, the assessor noted that the PDS was a key factor in the delivery of DSA's development strategy. close

across 7 regions, by enhancing the skills of established managers appointed with little initial training.

The project: LMD designed an Enhancing Team Manager Performance programme covering Responsibility, Power & style, Performance Management & Coaching, and Making Change Work. The programme was delivered to all team managers in a region, with two LMD facilitators leading and support from operations managers. Delivery was flexed to meet regional priorities. LMD was also invited to run five 'improving performance in practice' for specific regions, covering senior team building, improving communication between dispersed teams, sharing learning from improvement projects, improving team working, and building engagement.

Outcomes: All programmes were highly rated by participants. In a region where we delivered the full national programme, the commissioner commented: "Team Managers benefited from the events and most are now much more inclined to have 'difficult conversations' - and give recognition - than before. This has been echoed in superb 'People Survey' results for our region." close

which undertake licensing, testing and enforcement. VOSA chose LMD for our innovative thinking about design that would bring a fresh, engaging approach and have most impact on established managers.

The project: We blended the delivery of

• the Myers-Briggs Type Indicator (MBTI) to help delegates understand how to influence and get the best out of people
• two interactive workshops including scenarios of typical issues at different management levels delivered through a cost-effective mix of video clips and actors
• post-module action plans, supported by 121 coaching linked to 360 feedback on key VOSA leadership competences.

Outcomes: The programme rolled out over 2008-2010 with consistently positive evaluations. Feedback showed that delegates had learned and applied useful skills in terms of coaching people in a way that appeals to them, and of choosing appropriate management styles to use. close

procurement - both entry-level procurement training and step-by-step guidance for non-specialists.

The project: Our learning designers worked with CLG's procurement specialist to create the structure and content for a simple online procurement portal which acts as a performance support tool and directs users to more detailed intranet guidance. The portal focusses on key activities for staff:

• Buying commonly used goods and services
• Undertaking a new procurement
• Managing a contract or supplier relationship

Content covers two levels of 'delegated authority' for the sign-off of purchases and final tests are tailored to check knowledge for users at these different levels.

Outcomes: The portal continues to be valued and used by new and existing staff. Our 'Word to Web' technology enables the client to simply amend and preview content online in a matter of minutes. LMD continues to host the portal. close

and competence at Bands 6-8. They wanted a programme that could be cost-effectively delivered in-house by trained internal coaches.

The project: LMD designed a 3-day Facilitation Skills programme focussed on enabling sustainable and transformational change, and a practical 7-day Leadership Fundamentals programme covering Self-Management, Working with Others, Leadership in Context, Management in Context and Delivering the Service. During the design phase the PCT had to withdraw, and we adapted the design accordingly. We took 20 internal trainers at the Trust through both programmes, equipping them to deliver the Leadership Fundamentals programme confidently in future.

Outcomes: Feedback from participants was very positive. The client says: "There was an obvious sense of ownership from the newly trained facilitators who have gone on to deliver the programme on a sustainable basis. Our problem now is dealing with the massive demand for the programme. We are also looking at using the Facilitation Skills programme to develop more trainers." close

to support internal coaches who had recently achieved the ILM Level 5 Certificate in Coaching & Mentoring in Management.

The project: LMD's coaching supervisor was asked to provide continuing professional development, review work, increase insights, develop new skills and maintain a quality service for the department. We created a supervision schedule that included monthly individual supervision sessions for four coaches on a rotating basis, and quarterly half day group supervision for two sets of 11 coaches. We ensured that the individual and group coaching supported the requirements for the ILM Level 5 Diploma in Coaching & Mentoring in Management.

Outcomes: Coaches are extremely positive about the supervision, saying it helps them to reframe issues of concern, develop their coaching practice and demonstrably assist coachees to achieve objectives. The contract has recently been renewed, reflecting the client's view that, even in an austere financial climate, continuing investment in internal coaching pays dividends for the organisation. close

development workshop to support staff through this change.

The project: Our programme helped participants look at what motivates them at work, their transferable skills, and their approach to managing their career. We explored the emotional intelligence needed to cope with change, and used the Career Anchor Questionnaire and the Strengths Deployment Inventory to build self-awareness of needs, values and drivers, skills and achievements. Building confidence was as important as building self-awareness, and our facilitators encouraged participants to explore options, test ideas, and make high-level decisions.

Outcomes: The post-workshop survey showed that participants valued the time out to explore options in a supportive context, and the majority felt more motivated and confident to take personal responsibility for determining their future career. GOs monitored internally related take-up of development and voluntary exit, and career outcomes. close

The project: LMD uses positive and practical techniques grounded in the principles of 'appreciative inquiry'. We held meetings with new and long-standing managers to explore hopes and fears for the future, and to discuss how what is done well now could be used to maximum benefit in bringing about change. Based on our findings, we created a two-day highly interactive workshop which covered key appreciative inquiry principles and their application to specific issues for managers in the Agency, in particular managing change, giving feedback, communicating positively, and teamwork. We subsequently also created a tailored version for Directors and a one-day workshop for administrative and technical staff focusing on developing a 'can do' culture.

Outcomes: The client is clear about the difference the programmes made: "The proof was in the pudding. Feedback from participants has been excellent and a change (for the better!) has been noted by all staff, including the Agency's top team." The latest staff survey showed a 30% improvement in relevant areas. close

assist new recruits to apply classroom learning safely in the 'real world' of a fast-moving motorway or control centre.

The project: LMD was appointed to conduct a review with the Highways Agency team, using our 'whole systems' approach to secure commitment from all concerned. This laid the foundations for the internal team to develop a new coaching strategy, while LMD worked closely with external technical consultants, internal designers and trainers to create an intensive 5-day programme for coaches, in which all aspects of coaching in the live environment were simulated, and competence demonstrated in a final assessment. Although the main thrust of the programme was to develop coaching skills, the subtext was to inform and reinforce standards.

Outcomes: 99 coaches were successfully trained over an 8-week period, requiring 96 trainer days. Course design and delivery received excellent feedback from coaches and their managers. Delivery is now in-house, by a team trained by LMD. close

managing performance. The Trust wanted to move away from the constraints of generic accredited management development but still provide staff with external recognition of their learning.

The project: LMD worked closely with the client team to adapt existing programme designs to focus on key role- based and organisational issues for Team Leaders, First Line Managers and Middle Managers across the Trust. Now running for the third year, programmes focus on communication skills, behaviour that minimises and resolves conflict, and on planning to deliver results. Programmes can lead to an ILM Endorsed Awards and over 90% of managers choose to complete the necessary assessments.

Outcomes: Many managers have found new ways to tackle issues they had been avoiding or struggling with, and have brought about improvements for their customers, their teams and themselves. One programme was also adapted, with permission, for use at another Hospital Trust, where work-based projects created savings which exceeded programme costs. close

change for colleges and training providers.

The project: LMD was commissioned by LSN to write, edit, design and pilot a suite of online resources, as part of the government's Qualification Reform Support Programme. Many items were tailored to specific job roles, for interested parties to use and adapt as they wished to support planning and communicating about change within their organisation. Resources included:

• Case studies for inspiration, as PDF downloads
• Presentations to support group discussion with recorded narration, in MS PowerPoint
• Podcast interviews with managers and employers, in MP3 files
• Tools to support action eg planners in MS Excel and checklists in MS Word

Outcomes: Resources were made quickly and widely available to all, as free downloads on a website promoted through articles published in online journals. close