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How to develop the skills of staff in the Western Australian

NRM sectorThe skill development toolkit

1. Summary 3

2. Introduction 3

3. Primary avenues for skill development 6

3.1 Staged self-direction learning model 7

4. Skills matrix 8

4.1 Skills matrix - Project Officers 9

4.1.1 Recommended methods of skill development 10

4.2 Skills matrix & avenues for development - Project Managers 11

4.3 Skills matrix & avenues for development - Executive staff 12

5. Using the toolkits 13

Acknowledgements 14

Appendix 1. Equivalent regional roles 15

Appendix 2. Training providers (linked to matrix) 17

Appendix 3. Training providers 21

Contents

Sum

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1 SummaryThis toolkit will help you to develop the skills of your staff in a structured manner to provide ongoing benefits to your organisation. This structured approach will ensure that your organisation gets maximum return on investment in staff development. It will also result in staff having a focused and more motivated approach to their own learning needs.

The skill development toolkit provides you with:• A list and description of the core skills required by staff in the NRM sector• Recommendations regarding methods to develop staff skills• A suggested timeframe for development of these skills• A list of training providers that deliver programs focusing on these skills• Skill development planning templates for staff• An introductory guide to using reflective practice to embed learning

The toolkit is ideal for you if you:• Are working in the NRM sector• Have staff management responsibilities• Don’t have a huge HR department within your

organisation• Don’t have a HR background• Have limited resources (including time) for staff

management

The kit will help you to:• Effectively and economically allocate resources for

staff development

2 IntroductionCore skill sets of staff working in the NRM sector have been identified at three levels:• Project officer (NRM Officer)• Project Manager (Program or Project Coordinator)• Executive staff (CEO, General Manager; Business Manager)

These were developed based on the results of two online surveys undertaken by 138 respondents across Western Australia in 2007. These were revised following feedback from interviews with staff as part of a follow-up engagement process in 2008-2009.

The kit includes some practical planning tools that can be used by you and your staff throughout your organisation. These have been provided as accompanying MS Word documents to enable you to alter and update them as required. The focus is about making this toolkit useful and applicable. Once you’ve read through Section 3 (Primary avenues for skill development) and Section 4 (Skills matrix) it’s recommended that you have a look at the accompanying planning tools to see how they can be applied with your staff.

Your staff will also have access to an online discussion forum (www.nrm.wa.gov.au ). This will provide them with the chance to swap ideas, information and resources with staff from other organisations, regions and programs. It will be of most use to staff in the first three years on the job, or those new to Western Australia.

The core skill sets for NRM staff are described in Table 1. Remember, these are not necessarily training needs. And it is not suggested that all staff members commence their roles with these skills already in place. Think of it more as a skills pathway to perform the tasks associated with each level above.

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These skills identified should be developed over a three year period according to the position. Section 4 outlines how these skills should be matched to the role of the staff member and a developmental plan designed and implemented.

Table 1. Description of skills for Project Officers, Program Managers and Executive staff

Skill Description

Adult learning

Understand the range of adult learning preferences, including preferred pathways for information uptake. Apply this to the design of events, presentations and communication with clients to get your message through effectively.

Business management

Understand & apply key principles of business management to build and grow an organisation through:

- Planning & budgeting- Attraction of resources- Risk management

Change management

A systematic approach to dealing with change at the organisational and individual level; including planning for change, adapting to change, controlling change, and effecting change. Includes:

- Strategic planning- ‘Extension’ planning and implementation

Communication & listening skills

Understand & use key communication techniques to build better relationships. Listen to clearly understand peoples’ messages, needs and concerns – without misinterpretation. Includes presentation skills

Community engagement

Processes, tools and techniques to understand community needs and views to involve them in decision making

Contract management

Understand, communicate and implement principals, procedures and processes associated with contract management between project proponent and delivery organisation

Customer service

Understand client needs &attitudes and address these in all interactions in a professional and consistent manner. Identifying areas to add value for the client and improve word of mouth referrals for your services or organisation

FacilitationWork with & develop groups using planned processes to assist them in decision making and problem solving

Governance

Understand the roles and responsibilities of Board members within a committee or incorporated association. Includes:

- Understanding & application of sound risk management principles & strategies

- Understanding & application of sound financial management & reporting processes

Knowledge management

Identify and integrate a standard knowledge management system (and processes) into your organisation to overcome issues associated with staff turnover and ‘individual’ information approaches to information storage & management

LeadershipIdentify, communicate and effect organisational aims through working collaboratively with staff and stakeholders. Effectively build teams

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Negotiation & conflict management

Understand other peoples (differing) views and interests with the aim of achieving a mutually acceptable agreement. Includes:

- Negotiation of landholder agreements- Dealing with difficult people

Network development

Identify and develop relationships with people who can assist you through access to their knowledge, experience or influence

Partnership building

Development of collaborative relationships to achieve mutually beneficial goals. Includes:

- Building and management of sponsorship and funding relationships

Professional writing

Structure your writing style to ensure that your message gets to its intended target with maximum impact. Including:

- Media releases- Brochures, fliers & promotional items- Project reports

Project management

Apply management techniques and systems to the execution, measurement and evaluation of a project to achieve predetermined objectives

Self awareness

Understand your preferred way of interaction, why you get along so well with some people and why others drive you nuts. Tools include CLICK!™ Cards; Wealth dynamics talent assessment or Myers Briggs Type Indicator

Staff management

Understand and apply management and communication strategies to assist staff to identify & utilise their strengths and develop skills to meet individual and organisational goals

Time management

Have the plan, structure, discipline and environment to ensure maximum value is gained from your time at work. Includes structured decision-making and problem solving processes to enable you to identify and focus on results in high result areas of your work

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Table 2. Skills for Project Officers, Program Managers and Executive staff

Skill Staff levelProject officer Project manager Executive

Adult learning √

Business management √

Change management √ √ √Communication & listening skills √ √ √Community engagement √

Contract management √

Customer service √

Facilitation √

Governance √

Knowledge management √

Leadership √ √

Negotiation & conflict management √ √ √Network development √

Partnership building √ √

Professional writing √ √

Project management √ √

Self awareness √ √ √Staff management √ √

Time management √ √ √

3 Primary avenues for skill developmentThe most appropriate options for development of these skills have also been identified. These are matched to the readiness or level of ‘self-direction’ of the learner and include workshops, peer forums and mentoring.

Table 3. Primary avenues for skill developmentSkill development

avenueDescription

Workshop

Participative interactive workshop addressing all adult learning strategies & accessing experience of peers. This can also include training courses and to a lesser degree, seminars (which tend to focus on one-way communication)

ShadowingStaff member works with peers or senior or more experienced staff member to observe how they approach specific tasks or projects

MentoringStaff member uses mentoring process to address specific developmental issue

Peer forum

Staff member attends (or logs into online) to further develop their understanding of specific issues or seek feedback on challenges that they’re dealing with

Self-sourcedStaff member seeks out learning materials (books, CDs, DVDs, online courses etc) and allocates time to utilise & apply them

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Note - Table 3 is based on the assumption that staff members will continue to learn directly from their ‘on the job’ experience. Effectiveness will increase as they incorporate some form of reflective practice including debriefs and journal of learning. An introductory guide to using reflective practice to embed learning is included as a ‘companion’ to this kit. Included with this is a skill development journal. This will assist staff to utilise a structured approach to learning through scheduled reflections, debriefs and peer support.

3.1 Staged self-direction learning modelBased on the ‘Staged Self-directed Learners’ (SSDL) model developed by Gerald Grow (outlined in Table 3), it’s reasonable to expect that the new Project Officer will not be as highly self-directed in their skill development as a more experienced peer. The SSDL model shows that learners advance through stages of increasing self-direction, from dependency through to self-direction. Thus there will be an initial need to participate in workshops and courses as an effective option for skill development.

It is important to provide NRM officers commencing their careers with the support and feedback to enable them to move towards becoming increasingly self-directed in their skill development.

Table 4. Summary of the Staged Self-Directed Learners model

Stage Feature

1. Dependent learner (Low self-direction)

- Learner requires explicit direction- Teacher is ‘expert’- Focus on subject rather than learners

2. Interested learner (Moderate self-direction)

- Learner needs clear explanation of why the skills are important- Learner responds positively to personal interaction- Stronger focus on two-way communication

3. Involved learner (Intermediate self-direction)

- Learners have skills & knowledge and see themselves as participants in their own education- Ready to explore a subject with a good guide- Value their own life experiences and want to be involved with other learners

4. Self-directed learner (High self-direction)

- Learners set own goals & standards- Find & use resources to achieve goals- Preference for learning autonomy

For staff at the program management or executive level there is a stronger focus on self-directed learning. They may still require management support and self-discipline to ensure that time is allocated within their work-plans for skill development through a range of avenues. Table 4 matches the skill development option to the level of self-direction of the learner.

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Table 5. Skill development options in relation to level of self-direction

StageWshop/Course Shadowing Mentoring

Peer forum

Self-sourced

1. Dependent √ √

2. Interested √ √ √ √

3. Involved √ √ √ √

4. Self-directed √ √ √ √

4 Skills matrix

The skills matrix outlines the skills needed for the role and recommended timeframe for development of these skills. Remember it is a skills pathway to perform the tasks associated with each level above. A three-year timeframe was chosen for each skills matrix to help to establish an environment and attitude of ongoing improvement and building of capacity. The skills developed in Year 2 & 3 build on those developed in Year 1.

The three year timeframe may also help to reduce the concern of managers and organizations regarding the amount of time being invested in ‘training’ at the expense of ‘hands-on’ work in the initial stages of the staff members’ tenure.

The matrix includes priority areas for skill development. If a staff member already demonstrates satisfactory abilities and practices in any of the skills listed it is recommended that they focus their developmental efforts on the next highest priority in the matrix.

The matrix should also be used in conjunction with the position description for each role. The priority of the skills listed may need to be altered, depending on the specific skills essential to the role. Critically, the skills developed need to be utilised within the workplace. There should be ongoing application of the participants’ learning to assist them in their role, so that the investment in skill development is realised.

It is important to note that specific technical skills have not been included in the matrix due to the significant variation in technical skills required across roles, regions and organizations. The matrix also assumes that employers have already identified mandatory compliance-based skill development areas such as defensive driving, first aid and occupational safety & health.

Please refer to Appendix 1 for equivalent positions for each regional catchment council or NRM organisation. Appendix 2 and Appendix 3 contain a list of training providers that deliver training programs addressing the core skills outlined in the skills matrix.

“Good listening skills are vital, especially if staff members are not face-to-face or working in different

locations”

“‘Adult learning’ would be useful in Year 1 for most Project Officers who work at the coalface. It is one of the

very first things these guys need to get their heads around. I think it underpins and assists with so many of the things they do early in their

careers.”

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Skills matrix

4.1 Skills matrix for Project OfficersTable 6 shows the skills matrix for Project Officers over a three-year period. There are a greater number of core skills that may need development in Year 1 as it would be unlikely for a new graduate to have all these skills from day one. Mature age staff returning to the workforce or more experienced staff moving into a Project Officer role would be more likely to possess a greater range of these skills.

Although there are fewer areas for skill development in Year 2 and Year 3, those identified will require a greater time investment in training and application within the workplace. With these skills in place and being applied in the workplace, Project Officers should be well placed to take on more challenging and complex responsibilities by the end of Year 3.

Table 6. Project Officer skill development matrix

Skill & priority

Year 1 Year 2 Year 3(a) Introduction to Project

Management(a) Project management

(Certificate IV) (a) Project management

(Diploma) (b) Time management (b) Self awareness (b) Facilitation

(c) Customer service (c) Community engagement

(c) Change management

(d) Communication & listening (d) Negotiation & conflict management

(e) Network development

(f) Adult learning

(g) Professional writing - Media releases

- Brochures, fliers & promotional items

- Project reports

(a) = Highest priority skill

Table 5 identifies Project Management as the primary skill required by Project Officers. The need for this skill has increased with the change in Federal funding to ‘Caring for our Country’ which will see a strong focus on achieving targets through sound project management practices. This skill needs to be continually developed and strengthened over the course of the Project Officer’s career. Offering accredited training in this area was viewed as an incentive for staff to join organisations or to extend their tenure as project management qualifications can be applied across several sectors. Staff with accredited project management training could also perform a coaching or mentoring role of less experienced staff.

Time management was also identified as a critical skill for Project Officers. With effective time management practices in place the Project Officer will be able to properly allocate and prioritise their time. Mastering this skill alone will enable them to provide a strong return on investment for their employer and reduce stress associated with being overwhelmed or under-resourced in their role. It will also provide a solid basis for developing prioritisation skills, such as identifying ‘high return’ and ‘low return’ activities.

Where possible, other skills in Table 5 should be developed in the priority suggested. This may vary though with the needs of the position and the availability of training programs.

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4.1.1 Recommended methods of skill development for Project OfficersIf the Project Officer is not already proficient in these areas, initial skill development through participation in workshops is recommended (see Table 6). Whilst this method is expensive in terms of fees, travel and accommodation, it is one of the most effective for skill development. It gives attendees direct access to ‘experts’ as well as interaction with other learners facing similar challenges. Access to this pooled expertise and experience will further enhance the learning experience.

Participation in workshops and short courses will also assist Project Officers to:Have a structured and well-supported external learning environment, enabling complete focus on

the topicAsk questions, have specific issues addressed and hear alternative viewsIncrease the application of skills developed directly into the workplace (through reflective learning

practice and learning projects)Identify knowledge gaps and areas for future developmentBuild and expand their networks

Table 6 aligns the skills required with the suggested skill development options (described in Table 2). The ‘top three’ options have been ticked. It shows that in the initial stage of a Project Officer’s career, working with peers or more senior staff can be a valuable learning experience, through either ‘shadowing’ or later through a more formalised mentoring arrangement.

Table 7. Project Officer skill development options

Skills Avenue for development

Wshop/Course

Shadowing Mentoring Peer forum

Self sourced

Project management √ √ √ √

Time management √ √ √ √

Customer service √ √ √ √

Communication & listening √ √ √ √

Network development √ √ √

Adult learning √ √ √ √

Professional writing √ √ √ √

Self awareness √ √ √ √

Community engagement √ √ √ √

Negotiation & conflict management √ √ √ √

Facilitation √ √ √

Change management √ √ √ √

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4.2 Skills matrix and avenues of development for Project and Program ManagersThis skills matrix is built in an iterative manner, enabling the Project and Program Managers to build a stronger skill set, leading to a leadership role within their organisation.

Ideally project and program managers should have skills in project management prior to coming into their role. Organizations such as the Avon Catchment Council (ACC) and Rangelands NRM Group have benefited greatly from enrolling their staff in the Certificate IV in Project Management, backed up by external and internal mentoring processes. This has resulted in an integration of project management methodology within the policies and procedures of the ACC.

Table 8. Project and Program manager skill development matrix

Skill & priority

Year 1 Year 2 Year 3

(a) Project Management (a) Change

management (a) Leadership

(b) Staff management (b) Negotiation

(c) Self awareness (c) Partnership building

(d) Communication & listening

(e) Time management

(f) Professional writing – project reports

Table 9. Project and Program manager skill development options


Wshop/ Course Shadowing Mentor Peer forum Self sourced

Project Management √ √ √

Staff management √ √ √

Self awareness √ √ √

Communication & listening √ √ √

Time management √ √ √

Change management √ √ √

Negotiation √ √ √

Partnership building √ √ √

Leadership √ √ √

““Negotiation and partnership

building are key gaps. There will be a real emphasis on partnerships and alliances for developing larger

projects.”

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4.3 Skills matrix and avenues of development for Executive staff Whilst Table 5 and Table 7 reflect the skills identified for Project Officers and Project & Program Managers, staff working at the Executive level should be expected to have a stronger demonstrated understanding of these skills.

Using ‘prioritisation’ as an example, executive level staff should be using their time management and delegation skills to enable them to focus on ‘high return’ activities whilst simultaneously developing the skills of other staff. Their understanding of ‘change management’ should be at a strategic level enabling them to guide their organisation and staff through significant change. Their ability to build partnerships should move from a regional level through to a state and national level.

Tools for strengthening self-awareness will need to be more complex, such as the Myers-Briggs type indicator.

Table 10. Executive skill development matrix

Skill & priority

Year 1 Year 2 Year 3(a) Governance (a) Business management (a) Self awareness

(b) Contract management

(b) Change management

(c)Leadership (c) Partnership building

(d) Staff management(d) Communication and

listening

(e) Knowledge management

(e) Negotiation & conflict management

Table 11. Executive skill development options


Wshop/course

Shadowing MentorPeer

forum Self sourced

Governance √ √ √

Contract management √ √ √

Leadership √ √ √

Staff management √ √ √

Knowledge management √ √

Business management √ √ √

Change management √ √ √

Partnership building √ √ √

Communication & listening √ √ √

Negotiation √ √ √

Self awareness √ √ √

“Leadership should be rated highly…it has a massive impact on staff

turnover & morale.”

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5 Using the planning toolkitsWell done on getting this far! It shows you’re committed to the development of your staff. Accompanying this kit are skill development planning toolkits. One each for Project Officers, Project Managers and Executive staff. The planning toolkits have been designed to help your staff to:• Further develop the skills needed for their role• Identify the best method for developing these skills• Build an ongoing career pathway over the next three years

Each planning toolkit includes some background information that is essentially a three page summary of this document. The key elements of the planning toolkits are:• A skills self-assessment template• A skills gap analysis template• A skills development planning template

Your role as a supervisor is to:• Highlight the value and benefits of the process• Provide feedback on the core skill requirements of their role• Assist them to complete their skills development plan

Remember to listen more than you speak and ask clarifying questions where required. And of course, set timeframes for review of the agreed development plan.

Follow-up resourcesReference material related to each of the kits will be available through the State NRM website (www.nrm.wa.gov.au ) NRM project officers will also have access to an online forum where they’ll be able to share ideas, develop networks, seek information and exchange resources.

The site will also include a Training Calendar and downloads covering all the core skills needed for your staff’s development. It also includes resources to assist development of capacity building programs as well as tips for governance for community groups.

There’s also a short guide to assist you and your staff to put your practical experiences to ongoing use - through using structure reflection and debrief processes. The guide steps through the process and gives several examples of how it can be applied in the field as well as with work teams.

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AcknowledgementsThis project was funded by the Australian Government and the Government of Western Australia.

Special thanks also goes to Cathy Lyons of the State NRM Office and Mike Miller (Department of Agriculture, Fisheries & Forestry) for their support, enthusiasm, vision, persistence and drive throughout the project.

Our thanks also goes to the following groups and organisations whose staff provided input into the kits:

Copyright 2009 Andrew Huffer and Associates Pty Ltdph/fx 08 9472 4268 m 0429 470 285

[email protected]

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State Natural Resource Management (NRM) Office

Disclaimer.

This document is the result of information compiled through meetings and surveys with stakeholders involved in the project, complemented by analysis of a range of publications and documentation. No legal responsibility can be accepted by the au-thors for any other person acting on information contained in the document.

• Avon Catchment Council• Blackwood Basin Group• Cape to Cape Catchments Group• Department of Agriculture & Food• Department of Environment & Conservation• Department of Water• Geocatch• Leschenault Catchment Council

• Northern Agricultural Catchments Council• Peel-Harvey Catchment Council• Perth NRM • Rangelands NRM• South Coast NRM• South West Catchments Council• WA Local Government Association• Warren Catchments Council

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Appendix 1. Equivalent regional roles

Role title Organisation Equivalent titleNatural Resource

Management Officer (Project Officer)

Blackwood Basin Group Project Officer

Cape to Cape Project Officer

Geographe Project Officer

Greening Australia Project Officer

GreenskillsCommunity engagement officer

Project Officer

Leschenault Project Officer

NACC NRM Officer

Peel-HarveyNRM Officer

Project Officer

Perth Region NRMProject Officer

South CoastCommunity Engagement Officer

Project Officer

SWCC Project Officer

WWF Project Officer

Project or Program Manager

Avon Catchment CouncilProgram Coordinator

Program ManagerCape to Cape Program Manager

Blackwood Basin GroupCatchments Team Leader

Project Coordinator

Fitzgerald Biosphere Group Project Coordinator

Geographe Project Coordinator

Greenskills Project manager

NACC Project Manager

Peel-HarveyProgram ManagerProject Manager

Perth Region NRMProgram Manager

Program Coordinator

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Rangelands WAProject Manager

Program Manager

South Coast NRMArea Leader

Program Implementation OfficerTheme facilitator

SWCC

Program CoordinatorRegional CoordinatorRegional Facilitator

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Executive staff

Avon Catchment CouncilChief Executive OfficerOperations Manager

Blackwood Basin GroupProgram ManagerExecutive Officer

GeographeProgram ManagerExecutive Officer

Greenskills State Manager

Leschenault LCC Coordinator

Peel Harvey Executive Officer

Perth Region NRMGeneral Manager

Operations Manager

Rangelands WA General Manager

South CoastChief Executive Officer

Business Services Manager

SWCCGeneral Manager

Business & Finance Manager

Appendix 2. Providers of training in core skill development areas for NRM staff

Skill development need & Provider Contact Base NRM workRegional delivery

Adult learningAha! Consulting www.ahaconsulting.net.au Perth √ √ARID Group www.arid.com.au Perth √ √

People Rich www.peoplerich.com Perth √ √

Change managementAha! Consulting www.ahaconsulting.net.au Perth √ √Australian Institute of Management (AIM)

www.aimwa.com Perth √ √

BJC Consulting [email protected] Perth √ √Dee Roche Leadership Development Consultancy

www.aim.uwaalliance.com Perth √ √

Leadership Management Australia –XL Partners

[email protected]

Perth √

People Rich www.peoplerich.com Perth √ √Progressive Training www.progressivetraining.com.au Geraldton √ √

Communication & listening skillsAha! Consulting www.ahaconsulting.net.au Perth √ √Australian Institute of Management (AIM)


ARID Group www.arid.com.au Perth √ √

BJC Consulting [email protected] Perth √ √Combined Team Services www.ctsconsult.com.au Bunbury √

CVHR Learning, Leadership and HR Solutions

www.cvhr.com.au Perth √

Every Excellence www.everyexcellence.com.au Margaret River

√

Imagination Works [email protected] Perth

Institute of Public Administration Australia (WA)

www.wa.ipaa.org.au Perth √


[email protected]

Perth √

People Rich www.peoplerich.com Perth √ √Progressive Training www.progressivetraining.com.au Geraldton √ √TAFE – Great Southern www.gstafe.wa.edu.au

WA Council of Social Services (WACOSS) www.wacoss.org.au Perth √ √

Community engagementAha! Consulting www.ahaconsulting.net.au Perth √ √Australian Institute of Management (AIM)


BJC Consulting [email protected] Perth √ √Institute of Public Administration Australia (WA)


International Association of Public Participation (IAP2)

www.iap2.org.au Brisbane √

21st Century Dialogue www.21stcenturydialogue.com Perth

Customer serviceBusiness Management and Training Services

www.busmgt.com.au Gelorup √


√


[email protected]

Perth

People Rich www.peoplerich.com Perth √ √Progressive Training www.progressivetraining.com.au Geraldton √ √

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FacilitationAgribusiness Training (Curtin University & DAFWA)

[email protected] Northam √ √

Aha! Consulting www.ahaconsulting.net.au Perth √ √ARID Group www.arid.com.au Perth √ √Dee Roche Leadership Development Consultancy




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People Rich www.peoplerich.com Perth √ √WA Council of Social Services (WACOSS) www.wacoss.org.au Perth √ √

LeadershipAha! Consulting www.ahaconsulting.net.au Perth √ √Australian Institute of Management (AIM)

www.aimwa.com Perth √

ARID Group www.arid.com.au PerthDenmark

√ √

Business Management and Training Services




Dee Roche Leadership Development Consultancy



√




[email protected]

Perth √

People Rich www.peoplerich.com Perth √ √Progressive Training www.progressivetraining.com.au Geraldton √ √WA Council of Social Services (WACOSS) www.wacoss.org.au Perth √ √NegotiationAustralian Institute of Management (AIM)


ARID Group www.arid.com.au Denmark √ √Chatfeild-Clarke Consulting www.paulchat.com Perth



Green Skills [email protected] Denmark √ √Illuminare [email protected]

Imagination Works [email protected] Perth

People Rich www.peoplerich.com Perth √ √WA Council of Social Services (WACOSS) www.wacoss.org.au Perth √ √

Network developmentARID Group www.arid.com.au Perth

Denmark√ √



Green Skills [email protected] Denmark √ √People Rich www.peoplerich.com Perth √ √Partnership buildingAha! Consulting www.ahaconsulting.net.au Perth √ √ARID Group www.arid.com.au Perth

Denmark√ √


Professional writingARID Group www.arid.com.au Perth √ √Chatfeild-Clarke Consulting www.paulchat.com Perth

Grant Cottrell (Media Skills) [email protected] Perth

Illuminare (Public relations) [email protected] Perth

Institute of Public Administration Australia (WA)(Report writing)


TAFE – Great Southern (Business writing etiquette)

www.gstafe.wa.edu.au Albany √

Project managementAustralian Institute of Management (AIM)




Combined Team Services www.ctsconsult.com.au Bunbury √




[email protected]

Perth

People Rich www.peoplerich.com Perth √ √Progressive Training www.progressivetraining.com.au Geraldton √ √WA Council of Social Services (WACOSS) www.wacoss.org.au Perth √ √

Self awarenessAustralian Institute of Management (AIM)


ARID Group www.arid.com.au Perth √ √Leadership Management Australia –XL Partners

[email protected]

Perth

Lotus Performance Management www.lotuspm.com.au Perth


Staff managementAha! Consulting www.ahaconsulting.net.au Perth √ √Australian Institute of Management (AIM)


ARID Group www.arid.com.au Perth √ √Business Management and Training Services






√

Green Skills [email protected] Denmark √ √Institute of Public Administration Australia (WA)



[email protected]

Perth √

Lotus Performance Management www.lotuspm.com.au Perth

People Rich www.peoplerich.com Perth √ √Progressive Training www.progressivetraining.com.au Geraldton √ √WA Council of Social Services (WACOSS) www.wacoss.org.au Perth √ √

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Time managementAha! Consulting www.ahaconsulting.net.au Perth √ √Australian Institute of Management (AIM)


ARID Group www.arid.com.au Denmark √ √Business Management and Training Services


Chatfeild-Clarke Consulting www.paulchat.com Perth


CVHR Learning, Leadership and HR Solutions (Using MS Outlook)



√

Illuminare [email protected]


[email protected]

Perth

Progressive Training www.progressivetraining.com.au Geraldton √ √

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Appendix 3. Training providers servicing the NRM sector in Western Australia Organisation Contact Programs

Agribusiness Training Curtin University & DAFWA

Brigette LaceyAgribusiness Training CoordinatorCurtin University of Technology &Dept of Agriculture and Food WANortham

9690 1550 or 9690 [email protected]

• Facilitation & groups skills• Monitoring & evaluation

Aha! Consulting*

Joel Levin

PO BOX 2031 Dogswamp , WA, 60609443 94740412 265 [email protected]

• Adult learning• Change management• Meeting management• Communication• Governance• Presentation skills• Time management• Community engagement • Leadership• Partnership building• Staff development• Business and strategic planning • Facilitation skills

Australian Institute of Management (AIM)

Registered Training Organisation

76 Birkdale Street Floreat, WA, 60149383 8000www.aimwa.com

• Project management fundamentals• Applied project management (Cert

IV)• Introduction to management• Leadership development• Manage & implement change• Community consultation• Effective communication• Time management• Negotiation skills• Emotional intelligence

ARID Group Training*

PO Box 825, CLOVERDALE, WA, 69850429 470 [email protected] www.arid.com.au

• Building networks• Persuasive skills• Public speaking & presentation• Listening skills• Crash course in Facilitation • Media training• Innovative community

engagement• 10 steps to grab & keep your clients• 5 quick steps to improve team

performance• Time management

BJC Consulting*

Belinda Coghlan

3/81 Eton St, North Perth WA 6006 9444 0228 0414 642 921

[email protected]

• Project management• Meeting management &

procedures• Listening• ‘Innovative’ Community

engagement processes


David Kerr

PO Box 68

Gelorup WA 6230

(0418) 666 089

Ph 9795 7216Fx 9795 [email protected]

• Project Management• Manager Training Program• Supervisor Training Program• Marketing Skills• Time Management• Public Speaking

Chatfeild-Clarke Consulting

(Registered Training Organisation)

87 Coghlan RoadSubiaco, WA, 6008

Ph 08 9381 5629 Fx: 08 9381 5629 0419 042 602 www.paulchat.com [email protected]

• Business Mgt (Frontline Management)

• Time management• ‘Persuasive skills’. • Public speaking & presentation skills • Negotiation

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5 Calautti Court, Gwelup WA 6018,

9246 36030411 798 696

[email protected]

• Time management with MS Outlook• Staff management• Dealing with difficult people• Interaction skills• Communication & negotiation• Leadership and Coaching training

Combined Team Services


Bunbury9791 6611www.ctsconsult.com.au

• Business Mgt (Frontline Management) (RTO)

• Project management• Time management• Staff management• Persuasive skills• Public speaking & presentation skills

Dee Roche Leadership Development Consultancy

Dee RocheSenior Management ConsultantAIM-University of Western AustraliaBusiness School Alliance

T: +61 8 9383 8090M: 040 9364 841E: [email protected]

www.aim.uwaalliance.com

• Leadership• Change Management• Governance• Mentoring• Advanced facilitation

Every Excellence

Pierre Every

P.O. Box 108Margaret River08 9758 7645

[email protected]

• Time Management• Leadership• Managing interpersonal

relationships• Presentation Skills• Staff Management• Performance management• Customer Service• Maximising performance

Grant Cottrell 203/128 Carr StWEST PERTH 6005

9228 00600412 267 [email protected]

• Public speaking & presentation skills• Media skills

Green Skills Inc/ Centre for Sustainable Living

South Coast Highway PO Box 577Denmark WA 6333 9848 3310 [email protected]@denmarkcsl.com.au

• Networking knowhow• Negotiation and Conflict resolution• Successful submission writing• Supervision training

Illuminare Pty Ltd

Kylie Byfield

(08) 9470 99920418 958 [email protected]

• Presentation skills• Negotiation• Conflict resolution• Time management• Stress management• Public relations

Imagination Works

Adrian Glamorgan

PO Box 236 South Fremantle, WA, 61626219 5021.(0415) 205 [email protected],

• Negotiation skills• Persuasive skills• Media skills• Listening• Conflict

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www.wa.ipaa.org.au • Leading your team• Maximising staff performance• 5 quick moves for improving your

teams effectiveness• How to facilitate effective meetings• Creating effective networks• Presenting to influence & persuade• Essentials of good report writing• Rapid fire project management• Community & stakeholder

engagement• Effective oral communication

International Association of Public Participation (IAP2)

Suite 122, 1B/192 Ann St,Brisbane Qld 4000 Ph:07 5429 8480 Fx: 07 5429 8486 [email protected]

• Certificate in Public Participation

Lotus Performance Management


Level 28 AMP Tower140 St Georges TcePerth WA 60009278 [email protected]

• Diploma of Management• Cert IV Frontline Management• Certificate IV in Training &

Assessment • Myers-Briggs Personality Typing



3/5 Stoneham StAscot WA 6104

PO Box 272 Burswood WA 6100(08) 9288 1902

Francesca Irwin0414 386 398

[email protected]

• Success Strategies For Team Leaders and Supervisors ( Cert 111 FLM)

• The Performance Edge• Leading and Managing for Results• The Challenge of Leadership ( Cert

4 FLM –Business)• Effective Personal Leadership• Diploma of Business

People Rich


Unit 7, 628-630 Newcastle Street

Leederville, WA, 6007

[email protected] www.peoplerich.com

• Adult learning• Change management• Facilitation• Negotiation• Network development• Partnership building• Project Management (Essentials –

Diploma)• Self awareness (DISC)• Staff management

Progressive Training


Geraldton9964 9497www.progressivetraining.com.au

• Developing customer focus• Interpersonal skills• Leading your team• Managing change• Project management • Organising your time• Frontline management

TAFE – Great Southern


Anson Rd, Albany9892 8888www.gstafe.wa.edu.au

• Getting heard – communication in the workplace

• Business writing etiquette

21st Century Dialogue

Janette Hartz-Karp (N)

Perth9213 [email protected]

• Innovative Community Engagement techniques

• Event management

WA Council of Social Services (WACOSS)

City West Lotteries House 2 Delhi Street West Perth, WA 6005

Ph: 9420 72221300 658 816 Fx: 9486 7966E: [email protected]

• Your rules, responsibilities and liabilities as a Board Member

• Basic financial management for Not-For-Profit Organisations

• Negotiation and conflict resolution skills for the workplace

• Running effective meetings

• Making the media work for Community Organisations

• Facilitation skills

• Project management

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