2061 Courses in Liverpool

Finance doesn't have to be a puzzle. And if you want to get anywhere with your career, it had better not be! Whatever your role, you have an impact on the financial wellbeing of the organisation you work for, whether you've got specific financial responsibilities or not. This thoroughly practical, fun and enjoyable one-day workshop will help unpuzzle finance for you. It's an ideal opportunity to master the terminology, get to grips with the concepts, learn how 'the finance department' works and understand the part you play. This course will help participants: * Appreciate the role and importance of Finance within organisations * Be able to recognise and describe some of the common items and jargon used * Identify the elements of the Profit & Loss and the Balance Sheet * Understand cashflow * Make better decisions * Manage budgets 1 INTRODUCTION * Expectations * Terminology * Key financial principles * Accruals * Consistency * Prudence * Going concern 2 THE THREE MAIN FINANCIAL STATEMENTS * Profit & Loss account * Income * Cost of sales * Gross profit * Administrative expenses ('overheads') * Net profit/(loss) for the financial year (the 'bottom line') * P&L format * Balance Sheet * Terminology * Fixed Assets * Current Assets * Current Liabilities * Long-term Liabilities * Capital * B/S format * Cashflow Statement * Financial and management information systems 3 BUDGETS AND FORECASTS * Why budget? * Types of budget - incremental or zero-based * Budgeting for costs - fixed and variable * Budgeting for income * An eight point plan for budgeting for your department * Case study: Small Brother Ltd * Problems and solutions 4 ACCRUALS * Accruals - what and why? * Prepayments 5 OPEN FORUM

This is not a single course but a set of menu options from which you can 'pick and mix' to create a draft programme yourself, as a discussion document which we can then fine-tune with you. For a day's training course, simply consider your objectives, select six hours' worth of modules and let us do the fine-tuning so that you get the best possible training result. Consider your objectives carefully for maximum benefit from the course. Is the training for new or experienced credit control staff? Are there specific issues to be addressed within your particular sector (eg, housing, education, utilities, etc)? Do your staff need to know more about the legal issues? Or would a practical demonstration of effective telephone tactics be more useful to them? MENU Rather than a generic course outline, the expert trainer has prepared a training 'menu' from which you can select those topics of most relevance to your organisation. We can then work with you to tailor a programme that will meet your specific objectives. * Advanced credit control skills for supervisors - 1⁄2 day * Basic legal overview: do's and don'ts of debt recovery - 2 hours * Body language in the credit and debt sphere - 1⁄2 day * County Court suing and enforcement - 1⁄2 day * Credit checking and assessment - 1 hour * Customer visits and 'face to face' debt recovery skills - 1⁄2 day * Data Protection Act explained - 1⁄2 day * Dealing with 'Caring Agencies' and third parties - 1 hour * Debt counselling skills - 2 hours * Elementary credit control skills for new staff - 1⁄2 day * Granting credit and collecting debt in Europe - 1⁄2 day * Identifying debtors by 'type' to handle them accurately - 1 hour * Insolvency: Understanding bankruptcy / receivership / administration / winding-up / liquidation / CVAs and IVAs - 2 hours * Late Payment of Commercial Debts Interest Act explained - 2 hours * Liaison with sales and other departments for maximum credit effectiveness - 1 hour * Suing in Scottish Courts (Small Claims and Summary Cause) - 1⁄2 day * Telephone techniques for successful debt collection - 11⁄2 hours * Terms and conditions of business with regard to credit and debt - 2 hours * Tracing 'gone away' debtors (both corporate and individual) - 11⁄2 hours * What to do if you/your organisation are sued - 1⁄2 day Other topics you might wish to consider could include: * Assessment of new customers as debtor risks * Attachment of Earnings Orders * Bailiffs and how to make them work for you * Benefit overpayments and how to recover them * Cash flow problems (business) * Charging Orders over property/assets * Credit policy: how to write one * Council and Local Authority debt recovery * Consumer Credit Act debt issues * Using debt collection agencies * Director's or personal guarantees * Domestic debt collection by telephone * Exports (world-wide) and payment for * Emergency debt recovery measures * Education Sector debt recovery * Forms used in credit control * Factoring of sales invoices * Finance Sector debt recovery needs * Third Party Debt Orders (Enforcement) * Government departments (collection from) * Harassment (what it is - and what it is not) * Health sector debt recovery skills * Hardship (members of the public) * Insolvency and the Insolvency Act * In-house collection agency (how to set up) * Instalments: getting offers which are kept * Judgment (explanation of types) * Keeping customers while collecting the debt * Late payment penalties and sanctions * Letter writing for debt recovery * Major companies as debtors * Members of the public as debtors * Monitoring of major debtors and risks * Negotiation skills for debt recovery * Old debts and how to collect them * Out of hours telephone calls and visits * Office of Fair Trading and collections * Oral Examination (Enforcement) * Pro-active telephone collection * Parents of young debtors * Partnerships as debtors * Positive language in debt recovery * Pre-litigation checking skills * Power listening skills * Questions to solicit information * Retention of title and 'Romalpa' clauses * Sale of Goods Act explained * Salesmen and debt recovery * Sheriffs to enforce your judgment * Students as debtors * Statutory demands for payment * Small companies (collection from) * Sundry debts (collection of) * Terms and Conditions of Contract * Tracing 'gone away' debtors * The telephone bureau and credit control * Taking away reasons not to pay * Train the trainer skills * Utility collection needs * Visits for collection and recovery * Warrant of execution (enforcement)

High quality specifications are of paramount importance in achieving the right technical performance and value for money. This long-established training programme has been developed to help those involved in producing specifications to create high quality documents in an organised and effective way. It provides a sound foundation for those new to the topic whilst at the same time offering new insights to those with more experience. The programme emphasises the need for a clear definition of requirements combined with the ability to communicate those requirements effectively to third parties. A structured method of preparing specifications is provided, and a range of practical techniques is presented, to enable participants to put the principles into practice. The commercial and contractual role of specifications is also addressed. The objectives of the workshop are to: * Provide a clear understanding of the role and purpose of specifications * Present a framework for organising and producing specifications * Define the key steps involved in creating effective specifications * Demonstrate methods for assisting in defining requirements * Provide tools and techniques for scoping and structuring specifications * Show the role of specifications in managing variations and changes to scope * Present methods to assist the writing and editing of specifications * Review how specifications should be issued and controlled DAY ONE 1 INTRODUCTION * Review of course objectives * Review of participants' needs and objectives 2 CREATING EFFECTIVE SPECIFICATIONS * The role of specifications in communicating requirements * The costs, benefits and qualities of effective specifications * Understanding the differences between verbal and written communication * The five key steps of 'POWER' writing: prepare-organise-write-edit-release * Exercise: qualities of an effective specification 3 STEP 1: PREPARING TO WRITE - DEFINING READERSHIP AND PURPOSE; THE SPECIFICATION AND THE CONTRACT * Designing the specifications required; applying BS 7373 * Defining the purpose, readership and title of each document * Effective procedures for writing, issuing and controlling specifications * The roles and responsibilities of the key players * Understanding contracts; the contractual role of the specification * Integrating and balancing the technical and commercial requirements * Writing specifications to achieve the appropriate contract risk strategy * Deciding how to specify: when to use functional and technical specifications * The role of specifications in managing variations and changes to scope 4 CASE STUDY 1 * Teams review a typical project scenario and identify the implications for the specification * Feedback and discussion 5 STEP 2: ORGANISING THE SPECIFICATION CONTENT * Defining the need and establishing user requirements * Deciding what issues the specification should cover * Scoping techniques: scope maps, check lists, structured brainstorming * Clarifying priorities: separating needs and desires * Dealing with requirements that are difficult to quantify * Useful techniques: cost benefit analysis, QFD, Pareto analysis 6 CASE STUDY 2 * Teams apply the scoping techniques to develop the outline contents for a specification * Feedback and discussion DAY TWO 7 STEP 2: ORGANISING THE SPECIFICATION CONTENT (CONT) * Deciding what goes where; typical contents and layout for a specification * The three main segments: introductory, key and supporting * Creating and using model forms: the sections and sub-sections * Detailed contents of each sub-section * Tools and techniques for outlining and structuring specifications 8 CASE STUDY 3 * Teams develop the detailed specification contents using a model form * Feedback and discussion 9 STEP 3: WRITING THE SPECIFICATION * The challenges of written communication * Identifying and understanding the readers needs * Choosing and using the right words; dealing with jargon * Problem words; will, shall, must, etc; building a glossary * Using sentence structure and punctuation to best effect * Understanding the impact of style, format and appearance * Avoiding common causes of ambiguity * Being concise and ensuring clarity * Choosing and using graphics to best effect * Exercises and examples 10 STEP 4: EDITING THE SPECIFICATION * Why editing is difficult; how to develop a personal editing strategy * Key areas to review: structure, content, accuracy, clarity, style and grammar * Editing tools and techniques 11 STEP 5: RELEASING AND CONTROLLING THE SPECIFICATION * Key requirements for document issue and control * Final formatting and publication issues; document approval * Requirements management: managing revisions and changes 12 COURSE REVIEW AND ACTION PLANNING * What actions should be implemented to improve specifications? * Conclusion

The CIEH Introductory Certificate in Occupational Health and Safety provides an awareness of key health and safety issues, and the part that staff should play in keeping themselves and others free from harm at work. This course will give you a basic background in, and understanding of, general health and safety practices and the control measures required to reduce risks in the workplace.

Recognising the value of, and practising, clear and open communication at all levels is the first step to improving performance, whether at an individual, team, management, leadership or organisational level. We all know this, but why is it so difficult? This unique programme will make it much, much easier for you by giving you a robust framework to use - and the opportunity to practise your skills in a safe, supportive environment. It will help you have conversation that deliver tangible results. The programme will help you: * Overcome the barriers to effective performance conversations * Handle feedback conversations effectively * Improve working relationships with your staff * Set realistic expectations and targets (and get 'buy-in' for them) * Improve your communication style * Plan and prepare for honest conversations in the workplace 1 WHAT IS AN HONEST CONVERSATION? * Why don't we have them more often? * What stops us? * The cost of not having them 2 THE FEEDBACK CONVERSATION * Dealing with the impact of feedback conversations 3 PREPARING FOR CONFLICT 4 EFFECTIVE WORKING RELATIONSHIPS 5 THE EXPECTATIONS CONVERSATION 6 THE TARGETS CONVERSATION 7 YOUR COMMUNICATION STYLES 8 PLANNING AND PREPARING FOR AN HONEST CONVERSATION 9 GIVING AND RECEIVING FEEDBACK SKILLS

This very practical two-day workshop analyses the content and implications of key MoD terms and conditions of contract. The programme explains the principles and terminology of the contractual aspects of defence procurement as well as considering a number of relevant policies and initiatives. The course covers key components, constructs and methodologies associated with any commercial venture entered into with the UK MoD. Starting at the MoD organisational level the workshop sets the scene by looking at the acquisition process and organisation, detailing the various roles and responsibilities of MoD personnel. The workshop provides an in-depth examination of MoD DEFCONs and many narrative terms, setting them in the context of the organisation and its structures. The workshop helps participants to gain an understanding of the content and purpose of the range of MoD DEFCONs and narrative conditions commonly used throughout the acquisition lifecycle. It includes a review of Part 2 of the Defence Reform Act 2014 regarding Single Source Pricing, which comes into effect in 2015 and is already starting to be applied to significant contracts. On completion of this programme the participants will understand the terminology associated with the MoD terms and conditions of contract and will have an accurate view of their relevance, usage and their legal basis and how they can affect contractual and commercial decision-making. They will have gained an insight into defence acquisition contracting and they will be more commercially aware. DAY ONE 1 THE COMMERCIAL ENVIRONMENT * Key roles and responsibilities of the MoD organisations at the heart of the acquisition process 2 TENDERING TO MOD * An appraisal of some of the obligations placed upon contractors when they are submitting a proposal to the MoD pre-contract 3 STANDARDISED CONTRACTING * MoD have introduced non-negotiable standardised contracts for certain levels of procurement. This section considers their use and relevance to defence contracting 4 PRICING, PROFIT, POST-COSTING AND PAYMENT * The parameters specific to a costing structure and the differences between competitive and non-competitive bidding * The role of the QMAC, the profit formula, the requirements for equality of information and post-costing * Different types of pricing and issues surrounding payment 5 DEFENCE REFORM ACT - SINGLE SOURCE PRICING * Single Source Pricing under Part 2 of the new Defence Reform Act * Changes from the existing position, how contractors are affected and the compliance regime that accompanies the new requirements 6 DELIVERY AND ACCEPTANCE * Specific requirements and the significance and impact of failing to meet them * Acceptance plans * Non-performance and the remedies that may be applied by the Customer - breach of contract, liquidated damages and force majeure DAY TWO 7 PROTECTION OF INFORMATION AND IPR * Contractor's and MoD's rights to own and use information * How to identify background and foreground intellectual property * Technical information and copyright in documentation and software * How to protect IPR at the various stages of the bidding and contracting process 8 DEFENCE TRANSFORMATION AND DEFENCE COMMERCIAL DIRECTORATE * Widening and increasing roles and functions of the Defence Commercial Directorate * Background to the Defence Reform Act 2014 9 LEGAL REQUIREMENTS * Terms used in MoD contracts to reflect basic legal requirements * Records and materials required for MOD contracts and therefore the obligations, responsibilities and liabilities that a company undertakes when it accepts these conditions * Overseas activities 10 SUBCONTRACTING AND FLOWDOWN * Understanding the constructs required by the MoD for subcontracting * Which terms must be flowed down to the subcontractor and which are discretionary 11 TERMINATION * Termination of a contract for default * Termination for convenience * How to optimise the company's position on termination 12 WARRANTIES AND LIABILITIES * Obligations and liabilities a company might incur and how they might be mitigated * MoD policy on indemnities and limits of liability 13 ELECTRONIC CONTRACTING ENVIRONMENT * Electronic forms of contracting * Progress toward a fully electronic contracting environment

This programme provides an intensive, two-day overview of the key elements of operations management, including an array of practical tips and tools to help managers be more proactive and effective in the operations management environment - whether that's in an industrial manufacturing context or in operational leadership in the service sectors. At the end of the programme, participants will: * Understand the 6Cs approach to operations management * Be able to apply a range of practical tools and techniques to improve their personal effectiveness towards being a more effective operations manager * Be able to prepare an action plan for the critical first (or next) 100 days in their operational leadership role 1 INTRODUCTION * What is Operations Management and where does it fit in? * What makes a successful Operations Manager? * Introducing the 6Cs of Operations Management 2 CONTEXT * Link to business strategy * Making a year plan * Performance measurement 3 CONTROLS * Governance * Reputational controls * Costs and budgets * Quality * Operational 4 CUSTOMERS * Internal * External * Stakeholder management 5 COMMUNICATION * Planning * Meetings * Reporting * Emails * Notices * Networking * Walking the talk 6 CARE * People * Safety, Health, Environment & Security * Assets 7 CONTINUOUS IMPROVEMENT * Process * Product * Proactivity * Link to KPIs and Year Plan 8 PUTTING IT ALL TOGETHER * Action planning for the first (or next) 100 days * Conclusions

The often-used phrase, 'just the receptionist', completely misrepresents the role. An excellent receptionist is a most valuable resource for any organisation. This programme has been designed specifically to deal with the essential skills necessary to represent the organisation to the best possible effect. It will also help you get the most out of your working day. There are six key reasons to take part in this workshop. It will help you: * See your role in a new light * Develop your communication skills * Deal with different types of customer and situation * Boost your confidence * Cope in a pressurised environment * Get more satisfaction from your working day 1 INTRODUCTION * Workshop objectives and personal objectives * The challenges of 21st century communication * What makes an excellent point of Reception? And why is it so important? * Who and where are our customers? * As a customer, how do you like to be treated? * What makes people feel valued? * Objective and subjective aspects of customer service * 'Micro moments' that shape the relationship 2 COMMUNICATION ON RECEPTION * Definition of communication * Barriers to good communication * The 'recipe' of verbal, vocal and visual aspects of communication * Differences between communicating face-to-face and on the telephone * Communication 'leaks' * The primitive human response * The impact of visual communication - body language, gesture and facial expression * Voice - tone, speed, volume, pitch, clarity, inflection, pacing * Words - positive words and phrases compared with negative terminology * Professional greetings face-to-face * Steering the conversation with effective questioning 3 TELEPHONE EXCELLENCE * How we use the telephone * Qualities of the telephone * Non-verbal communication on the telephone - what aspects can be 'seen' by the other person? * Professional telephone etiquette * Taking and leaving messages - key points that can help customers, colleagues and the organisation * Clarifying information 4 LISTENING SKILLS FOR ACCURACY AND RELATIONSHIP BUILDING * How accurate are your listening skills? * What are the challenges for accurate listening? * Active / empathetic listening 5 CREATING A RAPPORT BY 'STYLE FLEXING' * Understanding how different people communicate * Shaping our message to the other person so that they feel understood * How changing situations can alter communication needs 6 CONFIDENCE AND ASSERTIVENESS * Recognising different styles of behaviour - aggressive, passive and assertive * Qualities of assertive communication - verbal, vocal and visual * Assertive techniques - basic, persistence, negotiation / empathetic * Demonstrating confidence 7 COPING IN A PRESSURISED ENVIRONMENT * Words - the most useful ones to use with stressed people and identifying the 'red rag' words * Challenging situations - what do you find difficult and how do you respond? * Dealing with outbursts of anger * Bringing non-stop talkers back from their tangent * Constructive ways to say 'no' 8 PULLING IT ALL TOGETHER * Action plans * Summary of key learning points

Agility has become a prized business attribute. Although Agile methods were once most associated with software development, they are now applied in a host of different areas. Agile continues to find new applications because it is primarily an attitude. This programme delivers a solid grounding in both the Agile mindset and Agile methods. It covers three methods, illustrates the benefits of each and shows how they can be integrated. It includes practical techniques as well as background knowledge. By the end of the session, participants will be able to: * Apply Agile concepts to self-manage their work * Understand the roles people take on in Agile teams * Use a variety of techniques to help deliver customer satisfaction * Focus on delivering against priorities * Employ a range of estimating techniques 1 INTRODUCTION * Overview of the programme * Review of participants' needs and objectives 2 THE BASICS OF AGILE * What makes Agile different * Agile Manifesto and Principles * Using feedback to deliver what is needed 3 AGILE TEAMS * Multi-disciplinary teams * Team size and empowerment * Agile values 4 AGILE AT THE TEAM LEVEL - SCRUM * Scrum roles * Scrum 'events' * Scrum 'artifacts' 5 AGILE FOR TEAMS JUGGLING MULTIPLE DEMANDS - KANBAN * Taking control of the work * Improving throughput * Dealing with bottlenecks 6 AGILE IN PROJECTS - AGILEPM * The phases of an Agile project * Managing change requests * Delivering on time 7 ESTIMATING * T-shirt / Pebble sizing * Yesterday's weather * Planning poker 8 PICK 'N' MIX - SOME USEFUL TECHNIQUES * The daily stand-up * User stories * Retrospectives * Work-in-process limits * Burndown charts * Minimum viable product * A / B testing 9 REVIEW AND ACTION PLANNING * Identify actions to be implemented individually * Conclusion

The importance of building services to the success of an organisation has never been greater and continues to grow. Developers and occupiers are becoming more aware of the contribution that building services make to the well being of occupants and hence their perception of the quality of the working environment. Those involved with the design, construction, maintenance and operation will increasingly be required to deliver building services that demonstrable contribution to the occupier's business. Energy efficiency, carbon management and occupant satisfaction depend substantially on the way building services are designed, managed and operated. To optimise these aspects, an informed strategic approach is essential. Tried and tested techniques and processes are available that, when applied holistically, will deliver substantial benefits. This course reviews best practice in the area and inspires participants to ensure that building services perform at their optimal level. To provide a better understanding of how building services can be designed, managed and operated to: * Maximise occupant comfort, satisfaction and wellbeing * Add value and contribute to the success of the business of the occupier * Improve health safety * Reduce operating cost, energy use, carbon emissions and environmental impact * Optimise cost and value * Provide strategies for continuous improvement and sustainable operation 1 BUILDING SERVICES FUNDAMENTALS * The function of services in commercial buildings and their importance to the core business 2 TECHNIQUES AND PROCESSES FOR OPTIMISING COST AND VALUE * Programmed operation evaluation * Continuous commissioning * Lifetime product management * Performance-based service * Energy efficiency and the scope for environmental improvement 3 MAKING THE BUSINESS CASE AND PREPARING THE STRATEGY * Motivating decision-makers * Empowering those who have to deliver the results * Managing business risk 4 STRATEGY IMPLEMENTATION AND MONITORING RESULTS * Ensuring that rich and robust feedback is available to support continuous improvement and strategy enhancement * When to get feedback * Why * How * What to do with it 5 CASE HISTORIES AND 'AIR TIME' * Sharing experience and addressing specific issues of interest to participants * Course review * Close