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I was an instructor for Reliance custodial service involved in control and restrain training for the prison service. As part of my duties, I inform students the steps and safety measure that must be adhered to and how best to carry out the activities without sustaining injuries. The project was an ongoing project and could involve up to 15 to 20 students. The training provided was as part of a training package every employee receive prior to commencing employment as a prisoner custody officer, and the cost of the training was unknown to instructors.

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During my 5th year at school I took part in the Duke of Edinburgh award programme, this programme required participants to undertake a series of volunteering and other charity work over the course of the academic year culminating in an expedition project at the end if students had successfully completed the required volunteering work. The expedition required students to plan a route from the given start to finish points with the intent of carrying out this route and walking from A to B. The project was running for 3 nights and 4 days so not only did we have to plan a suitable route for each day we also had to make sure that we had planned the necessary rations for each day correctly. As this was the gold level the only contact we had with supervisors each day was in the evening when they would check in with us to make sure that our plan for day went ahead correctly.

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Andrew Warnock

I work part time for Lloyds banking group as a member of the Fraud operations team.

I agreed to volunteer for my team to become part of a project on how to improve the process when dealing with a scam customers had become victims of.  The scam involves customers being duped into believing they are being called by someone claiming to be from the bank, broadband provider and sometimes even the police. Customers where being duped to sending money from there own accounts, sometimes meaning a financial loss for the bank.

Each month members from every team in the department met with management to discuss how the scripting and processes could be changed to help customers be more aware on the dangers of providing information and access to personal accounts. We kept records of successes of stopping this fraud and also discussed when opportunities where missed to stop this fraud.

After 4 months of discussion and analysis with management it was agreed to trial a new process when dealing with this type of scam. This trail is currently on going and result are still unknown.

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Working part time as a kitchen assistant, there is always the chance of important equipment breaking down and being unusable. So, there was a point in 2017 where the place had to be refurbished with newer equipment.

The project involved assessing the items that were not of good quality or just generally needed to be replaced. Then taking the items out and figuring out a new floor plan to fit the new machines.

The project involved the service manager, head chef with slight input from kitchen assistants, the maintenance worker and the purchase manger for our region. Involving these people allowed for better cooperation and a seamless transition from the old equipment to the new.

The full budget was never disclosed officially as it was kept between the service manager and the purchasing manager.

The kitchen is used form 7am till 7pm so the work had to be worked around this. It was a constraint as it meant work couldn’t be carried out between these hours, forcing work at unsociable hours.

The overall project from the assessment of equipment to the first day open with the new equipment was scheduled to happen within two weeks and the project was finished 12 days after the assessment.

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Danny O'Reilly
Sunny Sunday
Andrew Warnock
Andrew Young
Kondwani Zulu