NVQ Level 3

ACTIVITY  LEADERSHIP

Preparing for Sessions

Preparing for Sessions Overview

Knowledge (Know it) Evidence to show it How to collate and use information about the participants in order to run the session such as group size, age, mental and physical ability, and relevant medical information.

Find information on: the activity type and timings; outcome requirements; participant age; medical information; equipment and resourcing allocation; venue; weather conditions etc.

How to meet desired outcomes of the session eg. recreation and enjoyment, increasing self-confidence, learning about a local habitat.

Prepare sessions to achieve the required outcomes. Enjoyment, thrill seeking, personal or team challenges, acquisition of new knowledge or skills, curriculum, confidence, leadership, training etc.

The approved options for adapting a session to accommodate predictable environmental changes.

Select methods to meet all participant needs e.g. visual impairment, mental and physical ability, weather, terrain, conditions etc.

The organisation’s procedures and standards relevant to the session being delivered.

Select methods to respond to potential changes in the environment. wind increasing in a sailing session or rain making conditions slippery underfoot, location specific, terrain, impact of distances, temperatures known hazards etc

Activity venue locations and access arrangements. Collect appropriate equipment and resources. Ensure the venue is set-up and ready to be used. Security, access and egress e.g. Cave,

Collect Information

Identify Needs

Evaluate Options

Identify Activities

Sequence Activities

Resources Required

Review the plan

Activity Plan (Who does 

what)

Stages of Planning

Preparing for Sessions 1. Explain the importance of gathering information on the needs and aspirations of the participants in advance of the programme.2. Using your organisations procedures describe the systems and processes to collect the information required for you to plan an activity 

session. a) Collate an information pack for a particular group and identify what further information would be useful to assist in planning a

session.b) Summarise a range of possible aims / outcomes and describe how a session plan could be developed to meet the aims / outcome 

requirements. c) Identify the requirements for health and safety that are relevant to the activities being planned including Health and Safety atWork 

legislationd) Describe the levels of personal competence and the types of qualifications required to lead the session.

3. Using the information collected for a particular group activity:‐a) Describe the equipment required, access and egress to and from the activities, safety and security procedures, the provision for

transport and movement of equipment, care and storage of equipment and the importance of set up prior to session.4. Consider appropriate options for the range of abilities and disabilities you may encounter setting out the appropriate methods to meet 

the needs of participants. a) Describe these in the context of three different activities and explain the importance of inclusion.

5. Summarise the type of environmental impacts that could affect the range of sessions that are being delivered within your organisation.6. Explain how to identify relevant organisational, legal and governing body standards and procedures and how to access these.7. Compare and contrast the type of contingencies which are likely to occur: weather, accident and emergencies, forced changes and how to 

plan effectively for these.8. Explain the relevant operating procedures regarding safety.9. Develop a suitable session plan using the information to meet the needs and aspirations of the group.

Professional Practice and BehavioursTeam leading, supervisory and management skills rely of being able to get things done through others.There are a number of methods / styles that can be adopted from Autocratic to Democratic.

Tells Sells

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Cons

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Use of authority by the manager

Area of freedom for subordinates

Tannenbaum and Schmidt continuum (1973)

Autocratic style Participative Syle

Mentoring

• Mentoring is essentially about helping people to develop more effectively. It is a  relationship designed to build confidence and support the mentee so they are able  to take control of their own development and work.

• Mentoring is not the same as training, teaching or coaching, and a mentor doesn’t need to be  a qualified trainer or an expert in the role the mentee carries out. 

What is Mentoring and why is important to Team Leaders?

Mentoring can be used for a wide variety of situations and different points in someone’s working life for example:

• Induction for a new starter.• Individuals working towards promotion.• Staff on structured learning programmes.

The benefits of MentoringFor the Mentor For the Mentee For the Department/ Organisation

• Job satisfaction from seeing others develop

• Increased recognition from peers• Challenge and stimulation• Having identified future potential of

the person they are mentoring• Learning and developing yourself

from the process• Satisfaction at the success of the

mentee• Recognition of your mentoring

skills by the Organisation• Motivation from self-

development and responsibility• CPD through continuous

learning

• Increased self confidence and motivation• Support and challenge in formulating a

clear sense of personal direction• Understanding of the formal and

informal culture and structures at Walesby

• An opportunity to develop skills by observing others

• A source of knowledge and experience to tap into

• A sounding board to discuss ideas andapproaches before action is taken

• An opportunity to think about things in a different way

• Increased levels of motivation from those involved

• Employees who have a clear direction and clear objectives

• Improved communication at all levels and across levels

• Sharing of knowledgeand experiences and best practice as standard working practice

• Tangible and measurable gains if work tasks and projects are used as a development tool

• Innovation and continuous improvement in the way that employees approach their work

Questions

NEXT STEPS

Timescale for completions of knowledge questions?Allocation of mentees and commencing mentoring sessions