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Keith Brown served with the Royal Marines before pursuing a career in local government administration, where he was also an active trade union representative with UNISON. Norman Baker MP has been Parliamentary Under-Secretary of State for Transport since May 2010 and is the Liberal Democrat Member of Parliament for Lewes, East Sussex. Prior to entering the House of Commons in 1997, he had a variety of jobs including periods as a Regional Executive Director for Our Price Records, a teacher of English as a second language and clerk at Hornsey Railway Station. Norman held a number of portfolios in the Liberal Democrat Shadow Cabinet, including Shadow Minister for the Cabinet Office, Shadow Chancellor of the Duchy of Lancaster, and Shadow Secretary of State for Transport.
As an MP, Norman made his reputation for uncovering scandal and as a dedicated and effective campaigner for the environment and animal rights. Professor Roderick A Smith, now Chief Scientific Advisor to the Department of Transport, has had an academic career at the Universities of Oxford, Cambridge, Sheffield and Imperial College. He has published widely in areas of fatigue and structural integrity, and has lectured in many countries.
Jim Steer is the founder of Steer Davies Gleave, transport consultants, where he is a Board Director. He established Greengauge 21 in 2006 to foster debate on a high speed rail network for Britain. He was seconded to the Strategic Rail Authority from 2002-5, heading strategy and planning.
He is Vice President of the Chartered Institute of Logistics and Transport, and a columnist for the Transport Times, and was a member of HS2 Ltd’s Strategic Challenge Panel. Dr PETE WATERMAN OBE, DL is the most successful British producer-songwriter in pop history, an author, DJ, Pop Idol judge and television presenter and a lifelong entrepreneur. Colin is a Director of Arup, where he is jointly responsible for the Partnership’s international design operation for transport projects. He is currently Project Director for the route options study being carried out by Arup for HS2 Ltd., to identify a new high speed line from London to the West Midlands and also the proposed Y-route to the North-East. Arup High Speed Rail projects include High Speed 1 and High Speed 2 in UK, California High Speed Rail, Texas High Speed Rail, Express Rail Link (China to Hong Kong), Portugal HSL, High Speed Line Holland and Beijing South High Speed Rail Station. Colin has played key roles in the delivery of major infrastructure projects and has first hand experience of private finance projects through his roles as project manager, designer and technical advisor to financial institutions and strategic advisor for the implementation of private finance initiatives. Councillor Paul Watson was elected as Chair of the Association of North East Councils in October 2009.
Born in Sunderland, he served an apprenticeship at Sunderland Shipbuilders where he worked until 1981. The Leader of the Council, as Leader of the controlling majority political group, Chairs the Cabinet and acts as the Council’s lead political spokesman. Stephen joined TfGM after a stint at Manchester City Council where he combined the roles of Head of Transport Policy for the city and Deputy Clerk to GM Integrated Transport Authority.
David's policy brief at the London Chamber of Commerce and Industry focuses on 'London's Infrastructure', with a particular focus on major transport projects.
Previously David has worked in the House of Commons, and in political consultancy advising a number of international businesses across the technology, manufacturing, energy and skills sectors.
David Thrower has had a longstanding interest in high speed rail, going back to 1989 when he served on the former North West Channel Tunnel Group, which successfully sought the inclusion of a study of a high speed rail link into the North West's regional plans. For most of the past decade, following working for two Passenger Transport Authorities, he has on a freelance basis advised the North West Business Leadership Team on high speed rail issues, including assisting with giving evidence to the House of Commons Transport Committee and the All Party Campaign for High Speed Rail. David Simpson, Network Rail route managing director for Scotland, has been running Scotland’s Railway since 2005. Richard Lakin is a former journalist with experience of working in communications in the rail industry in London, the West Midlands and the North West. He leads communications activity for the Go-HS2 consortium of groups and organisations which supports bringing high-speed rail to the West Midlands. James uses twenty years’ communications experience working across government, media and industry to build businesses for other people. Iain Docherty BSc PhD CMILT is Professor of Public Policy and Governance and Head of Management at the University of Glasgow Adam Smith Business School.
Iain has worked with and advised a range of private sector, governmental and other organisations including governments and public agencies in the UK, US, Australia, Canada and Sweden, and the OECD.
I was drawn to this event due to the opportunity to network and the chance for personal development. Citi is over 200 years old, an established global financial landmark with a great history but the rules of the game are changing! ERR took two golds for Best Simulation or Virtual Environment and Best E-learning Project - Private Sector, as well as a collection of silver and bronze trophies for Team of the Year and Best Blended Learning. Healthcare professionals at the front line are often unsure of their role in improving quality and how to influence change. The Worldmark Academy is a global eLearning initiative, bringing learning and development to employees in Europe, Asia and the Americas. Top tips we gleaned from the award-winning compliance programme at Tesco, winner of an elearning Age award in 2014. He is a graduate of Dundee University and studied at the University of Prince Edward Island.He has been a Member of the Scottish Parliament since 2007 and is currently the constituency MSP for Clackmannanshire and Dunblane. He was educated at the Royal Liberty School, Gidea Park, before taking a degree in German at Royal Holloway College, University of London.
Perhaps best known as one-third of the phenomenally successful Stock Aitken Waterman team and for his world-famous PWL label and production company, Pete has sold in excess of 500 million records around the world over five decades, launching artists such as Kylie Minogue, John Travolta, Rick Astley and Steps. David has spoken at a number of events on the vital importance of projects like High Speed 2 to the economy on behalf of the business community. Prior to entering politics, David studied History and Politics at the University of Leicester before completing a Masters at Brunel University.
Having originally joined the rail industry as a BR graduate trainee in 1986, David has worked in a wide variety of roles for BR, Railtrack, Network Rail and within freight operating companies. Go-HS2 members include Birmingham City Council, West Midlands transport authority Centro, Birmingham Airport, NEC Group and Birmingham Chamber of Commerce. James has worked to develop and promote SCDI’s Blueprint for Scotland, focusing on growing Scotland's economy by creating an enterprising nation, maximising our assets and realising the potential of our people. During this time, James sat as an observer on the Scottish Funding Council and Chaired the Funding Council’s review into the quality of further and higher education in Scotland. As a former senior BBC correspondent he understands the importance of balance and neutrality. Iain’s research and teaching addresses the interconnecting issues of public administration, institutional change and city and regional competitiveness, with particular emphasis on the structures and processes of local and regional governance, policies for delivering improved economic performance and environmental sustainability, and the development and implementation of strategic planning and transport policies.
In exploring how the organisation needed to change, innovate and grow, it was clear that the bank faced the need to change its mindset, ethical decision-making and culture. In this case study, we explore how they did it and what we can learn from them.ERR (Engineering Real Results) are market leaders in vocational education, training over 6,000 students each year in a variety of trade skills. We have been keeping track of performance and staff engagement throughout the project and have been delighted with the results.
Today, over 40,000 aid workers from 190 countries have accessed the DisasterReady.org learning portal to enhance their preparedness for whatever assignment comes next. Quality improvement is now becoming part of the training and on-going assessment for healthcare professionals.
That is the challenge for the NHS Leadership Academy and its Head of Professional Development, Chris Lake.
Faced with rapid growth on three continents, Worldmark needed to improve individual performance and identify future leaders.


But the very system it had in place to deliver such excellence for customer enquiries was leading to delays, falling efficiency and frustrated customers and staff. We can help you compare the outputs of your modernised learning strategy with your peers but perhaps more importantly the benchmark helps you compare your tactics for achieving those outcomes against the top performers.The Towards Maturity Index is the lead indicator at the heart of the Towards Maturity Benchmark Process. In recent years, trust in the conduct of the major UK public service broadcasters has been eroded by some well-publicised lapses.
It provides new recruits with technical training needed for an engineering career across multiple disciplines including maritime, mechanical, aeronautical communication and information systems. Before being appointed Deputy First Minister and Cabinet Secretary for Health and Wellbeing after the May 2007 election she had been Shadow Minister for Education, Health & Community Care and Justice. Amongst countless international industry awards, in 1990 Pete was recognised as the Music Industry’s Man of the Year. David, who was educated at Aston University in Birmingham, was also heavily involved in the introduction of Pendolino trains on the WCML and has led the devolution of Network Rail’s business in Scotland. James played a central role in the development of Scotland’s cities strategy that created the Scottish Cities Alliance and now chairs its Delivery Group.
Following this, he worked for Scotland’s Colleges, representing the college sector as Senior to politicians and the media.
John Morrison is the owner of Morrison Media Strategies a leading PR, Public Affairs and Media Training company.
His total research and consultancy awards in the last six years exceed £2 million, and he is currently Co-Director of the Scottish Cities Knowledge Centre and Co-Investigator on two major Research Council projects on sustainable transport and low carbon transitions.
I found the conference to be very well run, the room was fabulous and there was a good range of exhibitors. They are known for providing high quality training, leading to nationally recognised qualifications. This means that increasingly doctors, nurses and other healthcare professionals worldwide will be required to engage with activities and projects that improve healthcare quality and safety which in turn make a real difference to patients. This included office-based staff as well as hospital-based functions encompassing cleaners, caterers, porters, maintenance, engineers and surveyors. An urgent solution was needed.The existing knowledge portal called Evolution, introduced in 2012, was designed to provide answers in real time, but it was proving difficult to use and had a limited search function.
Trust is critical for Channel 4, because its relationship with viewers directly affects advertising sales revenues. The team are also embracing how they can maximise the use of technology and new T&D approaches to facilitate learning in a challenging context. Their services help the abused, the most vulnerable, the forgotten and the neglected children across the UK. In September 2012, still as DFM, she was appointed Cabinet Secretary for Infrastructure, Investment and Cities with responsibility for government strategy and the constitution. Workers also have to evidence their understanding of how information security is managed within their job roles, to meet Information Commissioner’s Office (ICO) requirements. However, there are massive gaps and inconsistencies in standards, training, activity levels and outcomes.
Hesketh’s role included setting up training, management development, commercial training and appraisals across this new organisation.However, with 3,200 staff from 161 NHS organisations, where do you start? Worldmark International has grown rapidly from a single site UK organisation into a global one with 12 manufacturing sites and six Design Centres. The information on the site was written by the process team so the language was technical and difficult for front-line staff to relay to customers. Chief Executive David Abraham made awareness and adherence to the Channel 4 Code of Conduct a key priority for all colleagues.
Quick tipsIt is higly beneficial for senior members of the training & development dept' to have an active service delivery role. The academy builds blended learning skills, alongside how to consult, build relationships and have challenging conversations.
The organisation employs 30,000 people across 40 countries worldwide, and sells toys in more than 150 countries.
He was recently awarded the Degree of Doctor of Science honoris causa by the University of Lincoln. Since buying the first national rail franchise in 1993, Pete has continued to contribute massively to the preservation and development of this historic and essential industry.
As a development professional, James continuously advises organisations on their growth plans, including Ministry of Sound, Capital Radio, Portland Communications (where he was managing partner) and PoliticsHome. Analysis by the Royal Academy of Engineering suggests Britain will need more than a million new engineers and technicians by 2020 – which will require double the current number of annual engineering graduates and apprentices. Many managers are primarily concerned with efficiencies, providing value and reducing costs. Indeed, every enquiry into the NHS, both its failings and its successes, highlights some aspect of leadership. As a result, customer service representatives (CSR’s) struggled to understand the technical explanations which led to delays and unresolved customer queries. We have to have the critical capabilities in place to run, transform and drive the company forward. The L&D team also have dedicated research arm, so they can continually scan the horizon for new developments. Their focus has shifted from learning delivery to increased use of learning technologies and embedded performance support. In 1997, he established London & North Western Railway, a state-of-the-art independent railway maintenance company.
Without them, any chance of riding on the coat-tails of an infrastructure-led economic revival appears to be wishful thinking. Clinicians and other healthcare professionals have very little knowledge or expertise in this field which makes quality improvement a complex challenge for healthcare internationally. On top of that, the NHS is under massive pressure to deliver more with less, in ways not previously part of its DNA.
The aim of the academy was clear: to retain staff, improve performance in the workplace, change behaviour linked to company values, identify future leaders and provide a consistent approach to management development. This resulted in customers getting frustrated, staff having to make unnecessary call-backs and customers receiving inconsistent information. Our employees have to be confident, engaged and knowledgeable whilst delivering the personal touch to our customers as the retail landscape evolves and shopping habits change through the latest digital developments. Mattel has created regional centres of excellence for organisation development designed to build OD and L&D capability, facilitate connections and drive change across the international business. The specific idea was to marry informal and formal learning with great learning conversations for social learning. But they needed to get the dynamics right - not just to create a top-down push but a pull to bring about an employee-owned and manager-supported learning culture. It is about relationships between the relief organisations and between these organisations and local operatives. Frontline staff, such as hospital porters or catering managers, and even patients themselves can often have the biggest impact on quality improvement, but have seldom been influential before this innovative approach from the BMJ. The Worldmark Academy has now made rapid inroads in to aligning learning to the needs of employees and to the corporate values and key goals. High levels of calls to the technical support line in 2012 highlighted that a new approach to improving employee’s ongoing product knowledge on the job was desperately needed. The team are focusing on outcomes and impact, not inputs, and are celebrating success as they go.


Increasing the number of qualified individuals in the field is tougher than it looks.Many individuals are looking to retrain for the construction industry. The most junior Edward Jenner programme, aimed at those beginning their leadership journey, is free to all users. They are often working full time, or have family commitments and needed a training programme that was flexible and accessible. They were eager to create the best possible learning experience for their people and it was this enthusiasm that made them great to work with. The learning solutionTo address this issue, the BMJ developed a flexible and comprehensive programme to support those undertaking healthcare quality improvement projects – often for the first time. This means that IT teams can quickly spot trends and the issues that people need support with. Pete is a director and currently chairs the board of Cadogan Entertainment Investments Ltd, the landlords of County Hall, Britain’s second biggest building and a key London tourist attraction.
Traditionally, when supporting the implementation of a new initiative the team would have pushed content to staff but this campaign encouraged everyday learning through a series of micro actions embedded into their work.
Project teams are helped to select a project, guided through the process, and encouraged to complete and write up their project. This article was first published in Training Journal.Registered users can download the case study for free by clicking on the link in the related downloads below. Today, they tend to turn to Google, YouTube or contact their peers for quick answers rather than plough through detailed instruction manuals. We’re looking at not building these massive, great tanker ships, but building little assets, mini-ships, that we can deploy really quickly and that you can put together in a different format. Not only from the leaders, the general managers and the functional leads, but also from the existing generalists. Learners were taken through real life scenarios provided by staff and asked to make choices, they explored a virtual office to discover the possible dangers and they even had a go at cracking a password! The need for rapid, on the ground innovation is always a potential stress point in the face of organisational hierarchies. Learning, mentoring and opportunities for collaboration and publication are all combined in the BMJ programme, with over 200 projects completed to date in hospitals and healthcare centres up and down the country, raising the quality of patient care and hospital practice.
Like other charities we have been impacted by the recession and by a reduction in government spending. Develop a culture that embraces to be adaptable, a willingness to aquire & learn new skills and continually develop, through formal training or attending conferences, will resource your ability to adapt to changes. For the humanitarian organisation, each environment in which they work is about developing people for growth (their own and locals) but at the same time development for redundancy in that situation. The BMJ Quality Improvement Reports journal aims to publish a high volume of quality improvement reports to help healthcare professionals document and share innovations and excellence in care.
As of today, 2,500 aspirant leaders, managers and clinicians use this programme to bolster their leadership skills. In addition the very nature of our core business of conducting research has seen massive changes due to technology. It was critical to shift to new learning principles, principles, and pivot our role as Learning professionals. This ensured that people knew that it was coming, and explained why the eLearning and the audit were important to CRI.
An email campaign, together with banners on the CRI intranet, helped to push these messages. The DisasterReady.org portal has not only provided an opportunity for speed and scale but also for assurance of quality through the use of accreditation, badges and the other tools available through technology.
An estimate and quote applicationThe resultsResearch with individuals after they completed the programme showed that 98% of the students who achieved their qualification using this method secured employment within 6 weeks of qualifying.
Delivering and supporting learning that is applied consistently at the territory level to busy professionals is essential for our continued success. Staff commented in feedback that they really liked the way the course felt like it was targeted at them. Increasingly those communities are becoming self-sustaining communities of practice supporting workers in the difficult field conditions of tented communities and relief camps. They appreciated the pictures of CRI posters and branded mugs in the eLearning scenes and said they could recognise real life scenarios from experience. Volunteers, often from outside the direct humanitarian field, provide material to fill gaps in the provision. The communication language is currently mostly English but materials are now also becoming available in French and Arabic. A steady campaign before the course was even created, with visual teasers, helped to raise awareness of why the learning was important – not just for the organisation but for all staff and service users. Disaster response needs workers who have technical and soft skills, are emotionally well prepared and responsive to situations they find. Again, designed and delivered in partnership with the KPMG-led consortium and the NHS Leadership Academy, the programme has unique elements designed to ensure its powerful development is landed and integrated across the health and care. It is important that workers have the means to share, seek advice and support one another regardless of their affiliations.
In addition to four face-to-face highly experiential residentials and seven challenging learning set meetings, there’s also a state of the art virtual campus. Traditionally this has been a challenge, but for example using webinar speakers from a range of client organisations, making the content available to everyone, is breaking down those barriers and encouraging collaboration and sharing. Performance on the programme is peer-assessed by other participants – and it is real: there is an 8% failure rate!
Chris Lake believes a major element to the success of the programmes lays in the decision to co-create with expert partners, including National Voices. 500 pieces of material used voluntarily by 40,000 workers in over 190 countries suggests that in stressful, deadline driven situations people are finding the portal to provide real help. The rigorous procurement process prioritised culture and values as well as capability and cost, considered essential for achieving the quality needed to address NHS challenges.
The ultimate test is whether the increased leadership skills and the organisational and cultural shifts they are bringing about in relief work are being felt by the ultimate customer – the victim of the disaster. The initiative is characterised by simple technology to enable its accessibility, ensuring its reliability when needed. Engagement is an emerging key need, harnessing the technology power of gamification, badges, excellent visuals and the other features it brings.Where next?
A programme participant cannot pass the course without delivering measured service improvement – and it has to be written up. For most programmes this is posted globally online (on the publicly available NHSX site) to enable others to learn from it. Ultimately the vision is to move into enhancing the self-preparedness of potential victims.
In the light of the recent terrible events in Nepal, the American Red Cross interest in this in relation to California is of note! This case study has been independently investigated and developed by Towards Maturity.



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