c-pal project managers training scheme evaluation

www.cpal.info

Project Manager Training Scheme

Evaluation

June – December 2011 and January – June 2012

Delivered by Jo Verrent

Evaluation compiled by Naomi Whitman

C-‐PAL Project Managers Training Scheme: Final Evaluation July 2012

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Contents

- Context - Content

- Attendees

- Course Feedback

Expectations Session Reviews

- Outcomes

Confidence Career Development Sector Development

- Future Planning

Attendance and Access Content Mentoring

- Conclusion

- Appendix

i. Documentation ii. Case Studies iii. Transcripts of Journeys iv. Budget


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Context The Consortium for Participatory Arts Learning (C-PAL) was awarded a Grants for the Arts fund from Arts Council England, to deliver two cohorts of it’s Project Manager Training Scheme, to take place in 2011 and 2012. In its first phase the course was co-devised with course leader Jo Verrent and members of C-PAL. This was piloted in 2008. C-PAL subsequently saw the benefits of delivering the programme for more professionals in the sector and sought to deliver it twice after successfully securing funding. Jo was brought back to deliver both courses as feedback on her delivery was excellent. Naomi Whitman, Development Worker for C-PAL, was assigned to manage the organisation of the project and evaluate the programme. The aim of the programme was to:

• Provide major career development opportunities for individuals and organisations.

• Enhance the project management and delivery mechanisms throughout the sector (having a beneficial effect on the communities that arts organisations work with)

• Demonstrate the value of committed arts practitioners, therefore helping to retain them in the sector.

• Build capacity of organisations to deliver high quality artistic outcomes and in turn their ability to change people’s lives through the opportunity to take part in or experience high-quality arts activities

• Provide a positive foundation for the long-term development of the participatory arts sector in the North West.

• Add to the further development of C-PAL, giving it a firm base for it to continue to develop and deliver additional CPD opportunities.

Content The content of the programme remained relatively similar to its pilot phase. In part because evaluation from its participants were generally pleased with the topics covered, but also the budgetary restraints didn’t leave any time for Jo to reassess or refine sessions. What did happen were adjustments in relation to bringing more current examples but the topics and structure remained the same. Due to feedback from the pilot, the delivery of the course was elongated to twice monthly, instead of weekly. The course ran for nine days, plus a half-day induction session. Day 1: What is project management?

• Overview Day 2: Defining and planning tools

• Basic tools Day 3: Notating tools

• Techniques and when to use them Day 4: More tools, which tools work for you?

• Tool comparisons


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Day 5: Change, communication and closure

• Strategies Day 6: Mid term review, time management & people management

• Attendees’ mid term reviews of course. • Expectations for mentoring – lead by David Smith MPA (1st Cohort) • Time Management in practice • People Management in theory

Day 7: Managing resources and risks

• Budgeting techniques and comparisons • Principals of Risk Management

Day 8: Stakeholders and evaluation

• Identifying types of stakeholder • Principals of evaluation • Expectations for mentoring – lead by David Smith MPA (2nd Cohort)

Day 9: People management, course wrap up.

• Principals of people management • Reflection on learning experiences throughout the course • Course re-cap

Each session ran from a different C-PAL Member organisation or venue for participants to experience the breadth of organisations represented across the region, as well as provide a venue close to where each participant was based. Venues included:

o Community Arts North West, Manchester o Lime, Manchester o YourPrescap, Preston o Action Factory, Blackburn o Cartwheel Arts, Rochdale (2nd cohort only) o Cheshire Dance, Winsford o Blue Coat, Liverpool (2nd cohort only)

Attendees Trainees were recruited onto both courses through an application process to ensure a high bar was set for those taking part and a certain level of commitment could be encouraged. Applicants provided a CV, short statement of intent for the course as well as referees and/or referral from a C-PAL member. Criteria for applying were that they were committed to the participatory arts sector and they had more than three years experience. Participants paid a £130 fee to cover lunch costs and some materials. The first cohort of training took place from July – December 2011 (with August off) 15 trainees started on the course:

1. Katherine Rogers: Community Arts North West 2. Sarah Gbeleyi: Community Arts North West 3. Nicole Pattinson: Action Factory 4. Darren Jenkinson: YourPrescap (now freelance since it’s closure)


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5. Teresa East: YourPrescap (now working for Contact Manchester, since it’s closure)

6. Dawn Prescott: Lime 7. Sam Wade: DaDa 8. Rebecca Alexander: Mid Pennine Arts (now on maternity leave) 9. Lucy Sutcliffe: Cartwheel Arts 10. Anna Jones: Collective Encounters 11. Sarah Hall: Ludus Dance, (contract finished mid course, now working for

Blackpool Dance Development) 12. Becky Ankers: Cheshire Dance, (contract came to an end towards the end of

the training.) 13. Kate Houlton: Unlimited Holding Company 14. Naomi Whitman: Freelance Theatre Practitioner 15. Sarah Lyon: Freelance Dance practitioner (did not complete the course.)

The second cohort of training took place from January – June 2012. This course was highly popular with 34 people applying to take part.17 trainees were taken onto the course, selected by C-PAL members Ben Hunt and Brian Chapman. Criteria for decisions was based on:

• number of organisations represented • art form/area of expertise • number of years experience • who would gain most from the opportunity.

The 17 selected were:

1. Sophiana Rhoden: G4A Assessor, ACE 2. Shereen Perera: CAN and Islington Mill 3. Kerry Bertram: Freelancing for Cartwheel Arts (since completing the training

Kerry has successful been given a 3 year contract as a project coordinator with Cartwheel Arts)

4. Stephanie Hawke: Mid Pennine Arts 5. Bernie Velvick: Previously YourPrescap, recent freelancer 6. Laura Hall: Everyman Playhouse 7. Michiko Fujii: Freelance Visual and Creative Practitioner 8. Leanne Cardill: Cheshire Dance 9. Steph Brocken: Minerva Arts-Director 10. Jodie Gibson: Axis Arts Centre: MMU Cheshire 11. Benjamin Mellor: Freelance Practitioner and Performer 12. Joseph Ayavoro: Creative Hands Foundation-Creative Director 13. Karen Alderson: Freelance Visual Practitioner 14. Jane McLean: Freelance Dance Practitioner, working with Cheshire Dance 15. Alia Ullah: B-M Crafts (British Muslim Crafts.) (Didn’t complete, took on a new

job in the voluntary sector) 16. Paddy Wagon: Wagontrain Community Interest Company (didn’t complete

due to family commitments) 17. Chris Holt: YourPrescap, Preston FM (didn’t complete due to company

closure and redundancy) Attendance at both courses fluctuated throughout the duration, with no one having 100% attendance. In general this was due to previous commitments of which Jo was informed. The second cohort was much more sporadic, mainly due to work pressures and commitments for the majority of participants. Reasons included: having to attend meetings, deliver sessions and finish funding bids. With a larger proportion of participants being freelance, this did have an added pressure for those who were not


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being paid when attending the sessions. The first cohort were predominantly those in employment, where this was part of their working week so had some bearing? on their being able to commit more fully to the series of sessions. However some employed participants did stress that it was hard to manage their workload and the intensity of the training at times (especially those working part time for their organisation)

Course Feedback Participants were asked to complete a baseline evaluation, session reviews and a further end point evaluation through Survey Monkey (not all participants completed 100% of these). There was then a midpoint review as part of session six. Each mechanism was used to allow Jo to understand expectations and refine aspects of sessions. Where possible, she encouragedongoing reflection on sessions for participants,helping them to understand personal expectations and continued purpose for taking part in the course. Information generated is also informing this evaluation and further programme development.

Expectations Participants on the training came from a range of backgrounds, experience and time in the sector. From new starts and graduates of arts courses, to those with many years in the sector, with a lot of project management experience. Most came with an openness to learn new tools, create a benchmark for their own skills, develop a greater sense of confidence in the work they were already doing, as well as increase their network of people in the sector.


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Session Review


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Each session was, in the most part, well received by participants as you can see, with sessions being well paced and much of the content either helpful or essential for personal development and knowledge of project management techniques. The majority of those who fed back found the content interesting. Subject matters covered were either relevant or highly relevant. Session 2 being a particular highlight for the first cohort, perhaps because it unlocked many tools and approaches to project management, as well as setting the expectation of what the course may be able to offer. Participants enjoyed Jo’s style of delivery with comments including: “I really enjoyed the session and found Jo's style of delivery inspiring and well structured. Thanks!” When asked “What will you take from today’s session?” Feedback has been summarised here:


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Some commented that when looking at subject areas or tools, it was more helpful when it was in relation to their own work, enabling more tangible application to what was being learnt. This could perhaps be something that is addressed further in future programming. Jo identified that given more planning time, she would have been able to adapt the material used in sessions and bring it into context for participants. She was also aware that during the second course a lot of change was taking place for people; with job losses, funding shifts and company closures. More emphasis on change management and how we cope with a shifting landscape in the sector was put in place when possible. Other elements of the course were also Action Learning Sets and Mentoring. The Action Learning sets ran throughout the course, taking place during the day. Feedback about the use of Action Learning was hugely positive. With participants appreciating the opportunity to articulate and relate back to their current work and projects. The second group particularly invested in the sets and they experienced a few “light bulb” moments during this time. “I had quite a big breakthrough moment and a real shift point in one of those action-learning groups that has completely changed my outlook on stuff.” Mentoring however was once again, as with the pilot phase, sporadic in uptake and quality. It was decided to have the mentoring starting once the course was completed. The mentors recruited were:

Adam Holloway: Cheshire Dance Pete Moser: More Music Brian Chapman: LIME Ben Hunt: Your Prescap Simon Ruding: TiPP David Smith: Mid Pennine Arts Cilla Baynes: Community Arts Northwest Rick Walker: Cartwheel Arts Anne Marie Crowther: PANDA Lyndsy Wilson: Cutradiedia


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A session was introduced at the middle of the course, run by David Smith from Mid Pennine Arts. David introduced participants to what mentoring was (and wasn’t) as well as discussing expectations that mentees and mentors might have for the relationship, During the first cohort mentors provided biographies for mentees and an additional matching session took place towards the end of the training. Here mentees were able to meet all prospective mentors and choose them from here. Mentees were then responsible for initiating the contact and relationship, with a guide of around 4 sessions to happen between then and June 2012. For some the mentoring matches worked well, sessions were taken up and relationships flourished. Mentees felt that they benefited from having someone outside of their company to vocalise circumstances and learn from. In a couple of cases the mentees did not contacti their mentors at all, due to changes in work circumstances or feeling they were unable to commit the time to see them. In other cases it seemed that some mentors were not quite as aware of the role or perhaps have enough capacity to commit to a mentee. As such they were not as beneficial times for mentees. Perhaps some training or a session for the mentors would have been helpful, however time was too restricted to do this at the time. In one case the mentor was no longer in post at their organisation to be able to continue the relationship. During the 2nd cohort of training, YourPrescap ceased to trade and as such the role of the Development Worker had to reduce in hours. This meant they were no longer able to coordinate the mentor-matching element of the programme. As an alternative, participants were informed of the previous mentors and encouraged to approach them themselves instead. However this hasn’t been monitored since. Some comments in final evaluation from the second group, do state that they were frustrated that this was not better coordinated, as they wanted to seek out a good mentor. It is difficult to assess the success of this element of the programme at this stage. However one major problem with the programme was time. Many of the mentors were too stretched for time to be able to offer support, additional to their own workloads and changes. Mentees also struggled to commit their time to travel to mentors and have it out of their working week, having already committed 9 days to the training. Some overcame this with Skype, , whereas others chose not to find a solution. Both mentees and mentors saw the value that the relationships could offer, however that didn’t seem enough in some cases.

Outcomes

Confidence One of the key outcomes from the training was the development in confidence, the opportunity to develop a shared language and terminology for tools that might already have been used and to be able to recognise good practice. Participants were asked to identify their confidence levels in a number of settings at the beginning and the end of the training. The following data was gathered:


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0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

Researching the need for projects

Consulting with stakeholders

Negotiating with stakeholders

Developing ideas for projects

Embedding diversity in projects

Setting targets for projects

Writing project bids for funders

Writing project budgets

Writing evaluation strategies

Creating practical project plans

BrieWing artists about projects

Managing artists working on projects

Working with project partners

Undertaking risk assessments

Managing spaces, equip. & materials

Managing venues, licenses and events

Conforming to legal requirements (health and safety,

child protection, equality act etc)

Ensuring safety and security (boundaries,

conWidentiality, access etc)

Project com

munications

Dealing with change

Documenting projects

Managing Winances for projects

Getting feedback from

participants

Evaluating projects

1 = Very ConWident, 5 = Very UnconWident First Cohort

Average Before Average After Difference


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As you can see from the data above, on average everyone’s confidence levels increased in all aspects. Although some fairly small changes have been made in the data collected, feedback suggests that trainees felt greater confidence in what may be asked of them when managing a project, as well as a realisation that what they are doing is good practise. In some cases though, it may have been more about understanding the terminology of the question Comments on the levels at the end of the course stated:

“I think I am much more confident in many aspects of project management compared to before the training. I do still think there is room for improvement but I think these areas will get better with practice.” “I do feel more able to communicate correctly (if that makes sense) with partners and stakeholders. I have always been good at selling an idea and motivating people but the course has given me a wider vocabulary to use.” “I feel as though I have increased in confidence. Now would like to try it out, in order to check if that's the case!”

0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50

Researching the need for projects

Consulting with stakeholders

Negotiating with stakeholders

Developing ideas for projects

Embedding diversity in projects

Setting targets for projects

Writing project bids for funders

Writing project budgets

Writing evaluation strategies

Creating practical project plans

BrieWing artists about projects

Managing artists working on projects

Working with project partners

Undertaking risk assessments

Managing spaces, equip. & materials

Managing venues, licenses and events

Conforming to legal requirements (health and safety, child

protection, equality act etc)

Ensuring safety and security (boundaries, conWidentiality,

access etc) Project com

munications

Dealing with change

Documenting projects

Managing Winances for projects

Getting feedback from

participants

Evaluating projects

1=Very ConWident , 5=Very UnconWident Second Cohort

Average Before Average After Difference


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“I think I would have liked to say that this training has helped me feel confident about every aspect of everything. It hasn't. It has helped me to see where my strengths are and it has given me tools to develop in those other areas that I'm not very confident about. Another thing that this training has afforded me is the willingness to try and not give up because I feel like a failure. It gave me a reality check and I needed that.” “This course has been hugely beneficial to my personal approach to projects and I have been able to use tools and ideas through my projects.” “(I have) found that my enthusiasm and confidence in what I've been doing came back (after redundancy).”

6 months after the first cohort of training, some trainees cited the following about their levels of confidence:

“My post at my previous job was due to end but my confidence in my skills and my experience on the training course certainly supported me being successful in the interview for my current post.” “I have been reassured that my approach to project management is correct and have gain more confidence in my ability to successfully deliver projects.” “I am now more confident in my management of projects and confident in my ability as an arts professional. I have a greater knowledge of project management tools.”

Career Development The course attracted people with a range of experience in the sector. Some were new in their career and others have been involved in the participatory arts sector for a number of years. A by-product of increased confidence in skills and knowledge would, we hope, be a development in career and improved performance in current roles.

“I feel I have come out of my bubble – I’m a lot clearer about what I am trying to do. A lot clearer about my own personal objectives and what I want to achieve in terms of business. I feel a lot more invested in, a lot more confident.”

Both cohorts of participants saw members retained in the sector, where a few were potentially considering a change in path, realising that they did have what it takes or a renewed passion for what they were doing. Others realised that, although committed to the sector, project management was perhaps not the focus they wanted for their own practise (whilstacknowledging that an awareness of good project management would enable better working environments in future).

“Its made me think a lot about how much project management I want to do in the future and how much of my own artistic practise I want to further, working with other people to manage those projects…. At the very least I’ll know if the person managing my projects is doing a good job!”


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Some found the training provided them with the reflection and personal development time to really assess how they were perceived in their organisation and how they wanted to progress in future.

“I made a decision that things had changed so I could be a new person at work – this is me now, I have to change the way I think about myself at work and I recognised that I should invest in me. So right after that session I made three applications for self-development programmes. …For me its been tremendously valuable repositioning myself in my organisation and in my sector.”

For most it was about utilising the tools and approaches learned to improve their effectiveness as project managers. The action learning sets enabled particular “nuggets” and turning points for trainees to really understand how to overcome an aspect at work or how to manage a project more effectively.

“I feel that I am growing more as a project manager. I can go back to the office and coordinate things, can take hold of meetings and get stuff done.” “We have used the tools and resources gained from the training to increase our network with the possibility to work together.” “I always wanted to take on more management responsibility and that hasn't changed, the main difference is that I now feel a little more equipped to do so.”

Sector Development One of the highlights of the course for participants was the opportunity for people to network with each other and get to know new people in the sector in similar roles. Participants were also able to get to know other organisations through the venues the training was held at, as well as others that participants. It was also an opportunity for people to share their experiences and expertise with peers. Learning from other organisations,their approaches and recognising that they were not alone. Those who came from a freelance background enjoyed the consistent opportunity to see people, “check in” and verbalise issues and be encouraged. During the second cohort, YourPrescap sadly closed. Jo used this to reflect with participants on assessing more than ever some of the risks involved in the sector and how to overcome change and unexpected outcomes. The second cohort of training took place over a very turbulent time for the sector and although negative in part, many used it to develop, reflect and celebrate the successes that were happening; finding stability here and a safe space to articulate, consolidate and get “back out there”.


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When presented with the statement “As a result of taking part in the course I now feel more confident about…” The following data was collected:

As you can see most participants either agree or strongly agree that they are more confident in:

• Inspiring artists • Generating

interest in a project

• Ensuring artistic excellence

• Achieving positive outcomes

• Gaining excellent feedback.

Which in turn should have an impact on the sector as a whole. However with changes taking place it is hard to predict to what degree the sector develop as the result of 20 project managers trained. With greater confidence and better-equipped project managers, it is hoped the sector will benefit from these skills being used and shared. All felt the value of the programme was worth the time and money invested (although sometimes hard to juggle with work commitments). There is still need to refine and reassess this training for future participants and project managers to benefit the sector even more.

Inspiring artists

Generating interest in a

project

Ensuring artistic excellence

Achieving positive outcom

es

Gaining excellent feedback

First Cohort

Agree strongly

Agree

No opinion

Disagree

Inspiring artists

Generating interest in a project

Ensuring artistic excellence

Achieving positive outcom

es

Gaining excellent feedback

Second Cohort


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Future Planning

Attendance and Access Both cohorts of trainees paid a £130 fee to take part in the training (with remaining costs subsidised by the G4A from ACE). It was hoped that this financial investment would incentivise a high level of attendance, as well as provide an expectation that the training would be highly valuable. In the most part it had the desired effect and the training was over subscribed, particularly for the second cohort. Trainee’s valued attending and were sorry when they had to miss sessions. However for some the difficulty of balancing the need to be paid and take a job or attend the training was hard to juggle. Even those who attended most of the training commented that it was a big commitment and at times too much to balance with their workload. Some thought half-day sessions may have been preferable to increase attendance. Trainees who missed portions of the course noted that they struggled to catch up. Although all material could be accessed online, this didn’t always translate successfully for self-study. As a way of bridging the gap more successfully for trainees in future, it would be good to look at how the material could be formatted so that it is more accessible for self-study. For example utilising online resources and techniques by providing podcasts and recordings for exercises, online forums to discuss topics more easily as well as materials with a layout that is more conducive to understanding without explanation. Some of the course could exclusively be online, so that when participants do come together, it is more targeted, at less intense intervals, so more people can attend. However feedback suggests that one of the most valuable aspects of the course was the peer learning and relationship development, it would be important to have some elements of the course happen through physical attendance, to ensure this was maintained.

Content Personalisation has been a key aspect that most have fed back on. On the whole the content of the course was well received as stated above. Some adjustments were suggested to enable content to address real projects participants were working on, and allow them to tangibly and kinaesthetically implement some of the approaches to their own or each others work. There were also requests for some additional focus on “evaluation”, “people management” and “funding”. These topics were covered, but some felt they could have had more time spent on them. These could perhaps be additional “top up” training sessions. The training was designed in a way to translate approaches across projects of all sizes, however some aspects related more than others to specific project sizes. A suggestion was to break the programme into two phases:

1. Notation and tools for project management, which everyone would be advised to attend and access all of.

2. The other areas such as budgeting, risk management etc. could be dipped into, depending on training needs of the individual.

This approach would personalise the course according to peoples’ specific training needs and experience. It would also increase accessibility for those with tight capacity.


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Mentoring Mentoring in theory (from both the mentors and mentees), was seen to be an important aspect to the development of those taking part in the training. However it was still not taken up very well in the first cohort with guidance and structure. Whilst recruiting for mentors for the second cohort, many were concerned they would not have the time to commit to it. It is hard to suggest an alternative for future planning of the course, only to incentivise or plan the mentoring in a way that ensures mentees recognise the value and plan their desired outcomes. Also ensure mentors are properly trained and equipped to fulfil the role. All of this, as usual, takes time and capacity, which in many cases people currently find hard to find.

Conclusion Both training courses were well received and despite difficulties with changes to the administration and support from C-PAL midway through the second course, it was still successfully completed. Participants reflected that the course provided them with new tools for managing projects, as well as the vocabulary with tools they already use. Participants have increased confidence in their current abilities, putting them in a better position to negotiate with stakeholders; scope and plan projects successfully, assessing the risks involved and manage budgets, as well as communicate the processes successfully to their teams; evaluate effectively and ensure projects are completed well. Both cohorts found the new networks they developed, with the whole group and especially their action learning sets, highly valuable, with contact beyond the course still in place. Jo’s delivery was incredibly well received by participants. Her background and expertise was a living example of best practise in project management. Whilst delivering both courses, she was herself, scoping projects, managing a large-scale project and undergoing her own professional development programme. Participants found this reassuring; she was demonstrating the very tools she was talking about.

Appendix

i. Documentation Communication with participants was done through a Google group. (Facebook was not preferable for those only use this for personal contact.) The group enabled communication with the whole group, informing Jo of absences and coordinating feedback from sessions, notification of venues etc. Training material was uploaded onto Drop Box in order to make it all accessible for participants, especially for those who were absent at a session. Photos were shared online, through the Google group in the first course and Flickr in the second. (Flickr enabling you to view them more effectively) Survey Monkey was used to gather baseline and end point evaluations and the session reviews.


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ii. Case studies – First Cohort, 6 months on Sarah Hall As a participatory arts professional where were you before the start of the course? Was a community dance artist at Ludus Dance, low level of project management in current role and small amount of on-the-job experience in freelance work. Where are you now, 6 months on? Dance Development Officer for Blackpool and Wyre given large amounts of responsibility in terms of programme and budget. Very much left to own devices rather than previous role, however, I feel I am able to cope with this due to the training. What changed for you? Post as Ludus was due to end but my confidence in my skills and my experience on the training course certainly supported me being successful in the interview for my current post. A large number of my thoughts were confirmed as good practice on the course which gave me the chance to focus on the gaps in my knowledge. Is there anything in your professional practise now that you can trace back to your time on the course? Most of it! Especially planning and coordinating a number of projects at once and dealing with different stakeholders. What was the key learning you have taken from the course which has influenced your practise most? Probably planning/note-taking tools to keep the pace of my work flowing and a number of things occurring succinctly. On reflection, what elements of the course could have been build upon, to aid your development further? Funding and Evaluation. I feel we touched on evaluation but this is a distant memory – I will revisit my notes to support me on this. Funding is something I wasn’t doing regularly at the time but now that I am attempting to, it would be really useful to know more about constructing a successful bid. What impact has the mentoring element had on your work / practise? It has helped me step outside of myself and see how I work and prioritise differently in my employed and self-employed roles. It has also made me consider certain stages of my work with more detail. And anything else you may want to add?! The course certainly set me up well for my current role. I feel a follow up session would be really useful 6 months on simply to refocus our practise and set us off again completing the gaps in our knowledge. Kate Houlton As a participatory arts professional where were you before the start of the course? I was working as a freelance project manager for a contemporary art and design


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collective in Manchester. Where are you now, 6 months on? I am still working as a freelance project manager for a contemporary art and design collective in Manchester. What changed for you? I have been reassured that my approach to project management is correct and have gain more confidence in my ability to successfully deliver projects. Is there anything in your professional practise now that you can trace back to your time on the course? Not currently. What was the key learning you have taken from the course which has influenced your practise most? The importance of planning and making sure you always make sure there is a contingency for time and budget. What impact has the mentoring element had on your work / practise? I did not take up the offer of a mentor. Sam Wade As a participatory arts professional where were you before the start of the course? I was working for DaDa – Disability and Deaf Arts as the Art Officer – Young People on a full time basis, I had been in this role since Jan 2011 and had freelance for DaDa on various projects since 2009. Before that I was a Art Teacher until 2008 and I have experience in Arts as a designer and operational roles. Where are you now, 6 months on? I still work for DaDa as the Art Officer-Young People on a full time basis. What changed for you? I am now more confident in my management of projects and confident in my ability as an arts professional, I have a greater knowledge of project management tools. Is there anything in your professional practise now that you can trace back to your time on the course? Use of project management tools and procedures come into place each day in my professional practise. A wider knowledge of arts practise and arts companies and groups in the North West. Increased confidence in my ability to make key decisions. What was the key learning you have taken from the course which has influenced your practise most? Confidence and project management tools On reflection, what elements of the course could have been build upon, to aid your development further? Mentoring, needs to be a more robust and planned part of the course. Looking at more practical examples for us as a group to work on What impact has the mentoring element had on your work / practise? None


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And anything else you may want to add?! The course was very valuable to my professional development, Jo was a great course leader, it was good to meet other arts professionals and talk about their work.

iii. Transcripts of Journeys – Second Cohort ONE I made a little booklet about the course – I’ve focused on what has impacted on me along this journey. I remember coming into this course not really knowing what I was here for. Mainly trying to prove to myself something, and to create prospects for myself, if I am honest. I didn’t have much confidence in project management and really only saw myself as an artist or a practitioner – never really as a project manager so I knew I could use some of the tools, but I didn’t know how many. The first thing that I thought of was the tools and tips that we’ve got through every session and I think they have really stuck with me because it hasn’t been a theory that you’ve had to delve right into or that you have to apply everything in order to be a project manager, you’ve been able to pick what applies to your work and what fits best with the way you work as well. One of the main things has been the action learning group for me. I am a bit of a talker and I probably do come across quite confident, but the three people I had in my group I felt they really listened and really questioned some of my stuff. I had quite a big breakthrough moment and a real shift point in one of those action learning groups that has completely changed my outlook on stuff. This group made me realize that I can do this. I think the main thing has been finding a balance – like I said with the tools – it is my work life – knowing what I want to take from this course and where I am going to use it. Its helped me to recognize skills in others and in myself – all of the people management stuff we have done has been great to think about how we deal with others but its also made me think about how I deal with stuff. Its brought it to the forefront of my mind. And time is a massive thing for me that I think I am going to be a lot more savvy about. I feel I now have some really useful tips about how to create a balance with that as well. I do think there are areas where I still need work for myself – the week I missed was on finance and funding and that made me sad and anxious. For myself I need to go further here to feel more confident. I feel like I’m almost there – I feel like I’m almost at the top of the mountain but I’m just not quite sure what’ s there. I’ve never really thought of myself as a project manager before and this course has really built my self esteem in that area. I just want to find a work life balance where I have a happiness in what I do, really. The people on this course have really helped me recognized that – through the sharing week on week that we have had. It’s made me go – yeah, I actually do believe in myself more. I’m excited by what I ‘m going to do and I know I am going to do something. I go on some courses and I think ‘yeah, that was good’ but it ends up in a folder in the drawer. With this I do actually feel that I am already applying some of this stuff and that feels really positive to me. TWO Here’s me as a plant – a flower – I was thinking about all the flowers and the strands


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of my journey through this course. So I’ll start here – I have a really unhappy, floppy flower, which is that I have missed a few sessions as my job has changed quite dramatically – I’ve lost a day, money, hours. Through this course, using the tools, it’s actually helped me do what I am supposed to do in a shorter period of time. It’s about managing that time better, and the pressure and the politics. It made me question myself through my job, and at one point I thought screw this and looked at other options. But with the tools, and with what everyone has contributed – its not just what Jo brings (although you are an oracle! Bow down!) hopefully with a little bit of project management feed I can make this flower flourish – my job. Then the next strand is my practitioner side – the skills I have learnt through this course are helping me manage the practitioner side of me better. I don’t just write a session plan on the back of a ciggie packet on the way to a session – I actually plan one! My next flower has got loads of stuff on it and its about learning – things I have learnt like beautiful excel spreadsheets, words aren’t always the way, to make sure you do an agenda, just doing it, punctuality, learning to keep my mouth shut, people skills… The next one is confidence and approval because I find that when I am talking about my job I find it hard because its complicated and has so many different strands. Being in this group has given me that sense of approval, that feeling that what I am doing is right, well, right in a fashion, and that there’s not just one person in one place doing it, but there are loads of people throughout the area doing very similar things. And then the project management flower, which is sort of smaller because I feel that I am still really new at this. I feel that I am growing more as a project manager. I can go back to the office and coordinate things, can take hold of meetings and get stuff done. More things to do – and I’ll get there. THREE Again a flower – this is quite a romantic response, its supposed to be a rose – in my work I spend quite a lot of time talking about projects and explaining them. They can be quite complicated and I have to make them easier for people to understand, using the project diagram idea. So I wanted this to be quite different and personal and emotional. And parts are private and personal… so in this flower, I will take it apart – it’s a long strip which has different feelings and different emotional responses to things. How I’ve felt in particular situations, how using the more practical tools has made me feel personally. And this leaf is to be read: A 3D response to the CPAL Project Management Training. Its 3D because it is real and multifaceted and it develops. It’s a visualization that is hard to read because it’s personal and its many words to describe a kind of feeling of growth and development. The tools have been amazing – really good, really helpful, saved me loads of time doing things and made me feel more in control of things – and look better to other people! But the thing that has been really valuable to me has been talking to people and learning and understanding people’s situations, their ideas, their backgrounds and their organisations. I’d really like this network to continue in someway – everyone brings something really different and interesting to it. FOUR I don’t know what it is really – its meant to be a chart – that’s me at the beginning, a little bit clueless as to why I was here and what I wanted to do. And I’ve split it into two paths – the theory side and the people side. So here is meeting different people from different groups and networks. What I liked about this course was the wide


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spread – people from all over: Cheshire, Burnley, Preston… I have been working quite beurocratically over the last few years and I’ve not really been out there, I felt out of touch with the sector. This course has broadened my horizons – actually going out there, meeting people and seeing places and how they work and what’s really going on out there. Practically, course wise, I have liked learning all the different tools and theories – it’s a little collection of knowledge. At the moment I’m in a period of reflection, deciding what I want to do and where I want to go in the future. Hopefully it will lead me to my path and where I walk in the future. I’m in a difficult place right now and I do want to be somewhere different, I’m just not sure where. FIVE I watched Pirates of the Caribbean so this is a treasure map of my journey through project management island. Its not a chronological journey but these are some of the pitfalls I encountered on the way. I did battle with the pirates of people management and change management, I avoided the snakes in the jungle of risk assessment, I got bogged down in the quicksand of financial management, and eventually I chanced upon the treasure. Fortunately there was a lot more treasure than there were pitfalls along the way! And the treasure includes lots of the tools including gantt charts and 6 coloured hats and serving men, pareto rule and circular planning and mind maps and lotus blossoms and time as a jar and action learning, lists versus charts, knowledge that people have different ways of doing things, different styles, project trees and all the other people on the course and their learning and knowledge. The action learning has been a particular jewel in the treasure chest – learning through talking through my own experiences, and that sort of system of reflection and talking I suppose, and learning from other people’s experience. As in any pirate story, when you find the treasure, maybe its not all you are looking for. Its made me think a lot about how much project management I want to do in the future and how much of my own artistic practice I want to further, working with other people to manage those projects. That’s a balance and debate I am having with myself but along this journey I have picked up a lot of tools and had a lot of time to reflect on that balance. At the very least I’ll know if the person managing my projects is doing a good job! SIX Sticking with the nautical theme, mine is like a boat journey hitting loads of different islands on the way. It starts off coming out of its barriers with some dark black clouds. I wasn’t in a good place when I started this course. I got the email about it the week I decided to quit my job so I sailed out on my boat and whilst I was on the boat I was a bit wobbly, a little disconnected. So I sailed off, and hit this island, which is the core of what I have pulled out of this course in terms of things I’ve been able to use immediately – project planning. There were things I knew already on the coast and things I wandered through the woods to find on the other side. I took those tools on mini boats – sending them on rafts to the projects I am working on. Both of which are now floating towards the mainland here but there are still hazards. Here we have the choppy waters of confidence and opportunity. They are choppy but there are little red dots – they are happy! There are other places, other things I’ve not been able to use yet – but they are floating around and I will get to them. The boat isn’t quite in dock yet, it will be soon, at the land of business and opportunities and here there are lots of people, and sun, who kind of symbolize you lot and others I have met this year – that’s all on my list. I feel I have come out of my bubble – I’m a lot clearer about what I am trying to do. A lot clearer about my own personal objectives and what I want to achieve in terms of business. I feel a lot more invested in, a lot more confident.


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SEVEN

Right, two pictures. When I was a kid I saw on Art Attack Neil Buchanan doing a picture of an elephant going past two trees and a sunset and it was just a really easy sketch and I’m not a drawer – clearly. So it was something as a kid I just learnt – this doodle. And I default to this doodle, in meetings, when people are going way off task and I get a bit bored – this would be my doodle. And also if I am asked to do a drawing task – I might do this and then try and attach meaning to it. That’s my default.

And this course has given me the tools to be able to come out of default – the default way of project managing, which I can get by on, but this has given me new things – things to create a new picture with. I don’t just have to attach meaning to this, I can create a new picture.

My new picture is this… I’ve chosen this because I was in the pub the other night and I ended up chatting to Pedro who I always like bumping into in the pub. Pedro held up a Tshirt and I said ‘what’s the Tshirt of?’ and you can’t probably make out cos my drawings not the best but this is a Russian man on skis and there is a Russian word underneath. So I asked ‘why have you got a Russian Tshirt going on there? What does the word mean?’ And he said he didn’t know, he just liked the Tshirt as it was Russian.

I tend to crave knowledge and sometimes control over certain things. I would never buy a Tshirt with a word on it that I don’t know, and in fact – what did I do? – I got my phone out and started googling it immediately. It actually means ‘Jenny’! It reminded me of that idea of not trying to control or seek out all the knowledge before you do something – that’s when spontaneity happens – that’s when you can develop even further. I do go outside my comfort zone but I need that push and that’s what I’ve had here and that’s what Pedro reminded me.

The other reason I decided to involve Pedro in my thing – he’s the most eclectic man – adorned with gloabalisation imagery every time I meet him in the pub. So he’s part Welsh and part Irish – has a Welsh watch and an Irish badge and this day he had an Argentinian Tshirt and 4 bands – one for the jubilee, one for the Burkas, one for peace in Syrah and a green one. And then he had the Russian Tshirt he had just bought. I’ve looked a lot outside of the arts sector to meet people recently and learnt different skills and perspectives – but this course has reminded me what I can still learn a lot from the sector itself and the people in it. That’s been really important. And also that globalization that Pedro portrays – that’s in the room as well – everyone has brought different perspectives and different levels to the table – and they have all been really worthwhile and have helped me move from the default to something that is innovative and new – because that’s what people do.

EIGHT

I was quite methodical about making my map. I went through my diary and I went through my project management notebook to map everything that happened. I have a square for each month as we have gone along. In the box are the things we learnt about during the sessions and outside are the things that I was working on outside to try and make the connections to see where the revelations were. And as I look at it, I can see that our very first session in January was key. I was just about to go and give a keynote presentation in Wales with the director of my organisation. I was just on the cusp of changing my perception of who I am at work – giving this presentation


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with him it put me in a different place than before…. I made a decision that things had changed so I could be a new person at work – this is me now, I have to change the way I think about myself at work and I recognized that I should invest in me. So right after that session I made three applications for self-development programmes.

Then we move onto Feb – the lotus technique was great – and we also talked about what is driving the people who fund us – their policies and so on. That session was really profound as I recognized I need to understand the framework to have a better chance of making an impact and to see my role in it all – and I used some of that stuff in one of my applications – and I got a place for one of them. I couldn’t afford it as there is some money attached but I have managed to get them to hold the place until I can raise it for next year. We also looked at notation – fitting your project into one page.

March – we did Gant charts and evaluation trees and I have used those, and the book ‘On the back of a Napkin’ and that was important to me. And we talked about how to end a project and how to say thank you. And right after that we finished a horrendous project at work and I was able to make sure everyone got a card to say thank you. And also we had the sad news about Prescap but my organisation found out that we have got money for some projects – and one was my project. And I used the one page modeling for that – and people felt it really worked, really effective.

April – we did some reviewing here – and I also found that I had got the second of my self development applications too – fully funded this one. So in May I was on that, and I missed our session. And before I went I was finishing an application – and was able to use the funding stuff in that too, especially full cost recovery.

That brings us to now – June – a big blank space as I don’t know what is going to happen. I don’t know what is going to happen now, I do need to earn more money so I have questions about staying in the sector, but there are things that are happening that might come off. For me its been tremendously valuable repositioning myself in my organisation and in my sector.

NINE

For me this has been more of a personal journey than a work journey. Its kind of interesting hearing what everyone saying, but mine is more personal. Its been really useful having this course to come to, I haven’t always wanted to come. Its been challenging. It says here ‘not always wanting to embrace the challenges’, and ‘the ups and downs’ and ‘moments of insight’ and ‘being on a shared journey’ and ‘learning stuff’ because I really have learnt stuff. I haven’t had instances where I can put them into practice straight away but they are there, waiting… And I have ended up with ‘greater understanding and self knowledge’ – hurray! That’s what the buntings about! I said at the beginning of this, I don’t know if I am going to carry on project managing, I just don’t know. And where I have found myself at the end of all this – is that I am going to carry on doing exactly what I was doing before! Because its exactly what I should be doing and that’s a really nice thing to learn. I feel ready to start again, and keep it small. I’ve learnt here that its quite difficult to manage yourself in projects so now I am going in with that knowledge and that’s going to make it a hell of a lot easier. I also know that I have been trying to deliver a hell of a lot for very small amounts of money – and now I know that I can go into it with a greater understanding and more confidence really.

I’m going to stick to my £5-10,000 projects and I’m going to do them how I think they should be done, without being tied in knots with paperwork and I’m just going to have


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a great time!

TEN

Well, I will just start by saying that I have really enjoyed coming to the classes as project management is so broad, its not something you can just learn – you need to have experience to back up your knowledge and also to share experiences to learn from one another. The way I was brought up I had to face challenges – learning to project manage – and I made so many mistakes! I really felt this course was very vital as we all needed to expand our knowledge of project management. As soon as I came here, I gained a piece of work so I had to miss some sessions. But right from the start I started getting tips and implementing them and they were very, very useful. As you can see here, project management is about managing yourself, managing others and working with your team. And also managing the materials and resources. I started to create this flower, reflecting some of the things I have learnt – I call it ‘reaching out’ – representing different cultures.

It starts very small at the bottom and eventually it becomes a beautiful piece at the top. So one of the things you need to start with is vision – where are you going – what’s your vision as project manager? What do you want to do? You have to be able to visualize it. What is the final end of the specific work you are doing. Then the planning – the tools, the materials, the necessary things you will need. Here you think about what you are going to consider? What are the risks? How will you manage the people? I think this is the most difficult aspect of project management. Sometimes you work with people and you think they know what they are doing – and they don’t! You just have to stay calm and think about how you are going to get the project done.

The other aspect for me is time management – some people take it for granted. I think through stuff at night – what will happen tomorrow, the next day, thinking ahead. Change management too I think is really important – things will happen that you didn’t expect.

And at the end everyone smiles and enjoys what you have done – but they don’t know what it took to get there – the pain, the hardships, the uncertainties, the difficulties. At the end, you forget all of that. And you just have your beautiful flower – your end result.


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iv. Budget

Expenditure Jo Verrent Time Rate Year One Year Two Total initial meeting and discussion (half day) 1/2 day @250 £250 £250 training days (full days) 9 days @ 400 x 2 £3,600 £3,600 £7,200 meet and greet (half days) 1/2 day @250 x 2 £250 £250 £500 eval and review (half day) 1/2 day @250 x 2 £250 £250 £500 refresh training materials (1 day) 1 day @ 400 £400 £400 contribute towards evaluation (1 day) 1 day @ 400 £400 £400

Travel Expenses Approx £40 per day £440 £400 £840

Sub Total - Paid to Jo £4,750 £4,500 £9,250 Resource Packs Estimated £50 per

participant (15 & 17)

£750.00 £850.00 £2,250

Refreshments Lunch provided for participants and trainer. Estimated £6 per person (x16) for 9 days course 2 = 18

£864.00 £972.00 £2,592

Total Expenditure £6,364.00 £6,322.00 £14,092

Income Project Management Participants Nominal fee for

attendance at training – £130.00 x 15 participants course 1 and 17 course 2

£1,950.00 £2,210.00 £4,160.00

G4A Grant £4,414.00 £4,112.00 £9,932.00

c-pal project managers training scheme evaluation

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