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TRAIN TO GAIN Friday 13 April 07

Welcome Please ensure your mobile phones are switched off. TRAIN TO GAIN Friday 13 April 07. Karen Woodward Train to Gain Performance and The East Midlands Model. TRAIN TO GAIN . Train to Gain. Two elements both called Train to Gain:

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TRAIN TO GAIN Friday 13 April 07

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  1. Welcome Please ensure your mobile phones are switched off TRAIN TO GAIN Friday 13 April 07

  2. Karen Woodward Train to Gain Performance and The East Midlands Model TRAIN TO GAIN

  3. Train to Gain • Two elements both called Train to Gain: • skills brokerage service – independent and impartial and not focussed on Level 2; • Train to Gain discrete funded service that is purely about FIRST FULL Level 2 and basic skills

  4. The Role of the Broker 01

  5. Key purpose of the brokerage service • Train to Gain is a new service to help businesses get the training they need to succeed • Train to Gain Specialist Skills Brokers will ensure that the training offered will be flexible, responsive and offered at a time and place to suit business • Not a level 2 programme (but level 2 is a key part of it would expect 30% of L2 starts to come from brokerage activity)

  6. Brokerage service – cont’d • Brokers will provide impartial assessment to identify what skills a business needs now and in the future • Brokers will help to meet employers’ skills needs by helping to choose the most suitable training provider/s • Brokers will help employers to get the best value for money from their investment in training

  7. Brokerage service- cont’d • Brokers will target ‘Hard to Reach’ employers (not IIP recognised AND not actively involved in vocational training for a significant proportion of their staff). • Brokers will target esp priority sector employers (agreed to now move to all sectors)

  8. Brokerage service cont’d • Brokers will target priority size employers (changing from 5 – 25 to 10 – 250 at local level – all sectors) • Developing an approach to the “Skills Pledge” for large employers and public sector employers (irrespective of size)

  9. Employer / Provider / Broker Relationship 02

  10. Typical provider interface with employers and brokers Hard to Reach Employer • Broker • target H2R • diagnose need • Source providers • Agree costed action plan with employer and provider • Note broker system • Provider • Diagnose individual need and eligibility • Deliver in TtG fashion • Develop long term relationship with employer • Note EDRS system

  11. Existing Employers • Provider maintains relationship – no broker involvement • Seek to work with more ‘Hard to Reach’ employees • If accessing Train to Gain funding then note EDRS • Broker service will contact employer (within 3 months) to make sure everything is OK and offer full brokerage if employer wants it

  12. New Employers –Accessing TtG Funding • Provider to ensure employer is not on the broker H2R target list (via CRM system or through LSC broker contract manager) • If not – continue with actions • Provider to note EDRS • Broker service undertake customer call within 3 months to ensure employer is OK and if they want full brokerage service

  13. Results to end of February 2007 • INBOUND • Marketing initiated 170+ • Inbound 3,382 • OUTBOUND • 2,563 employer leads • Equates to 4.3 leads per day • 92% hard to reach organisations • Up-dated 17,207 records • Spoken to 11,321 decision makers

  14. Results referralscont’d • 120 to B2B networks • 50 Connexions • 230 IDB service • 10 HE • 40 IAG • 70 IIP • 10 JCP • 80 lead to Succeed • 1890 to LSC providers – currently between 15% have resulted in L2 start.

  15. Brokerage performance • hit 90% of employer engagements (balance to be transferred in to new year and added to original targets; • 82% customer satisfaction (likely to end up at 88%); • all staff on course to achieve broker accreditation within 1 year of starting as a broker.

  16. Protocols and the Customer Journey 03

  17. Service Levels • Tier 1 (delivered by Tangible Results) • Generate employer leads against brokerage parcels / priority sectors • Forward employer details to broker within 1 working day • Follow up calls to employer to check attendance and status • 3 month employer customer satisfaction calls re. brokers / providers

  18. Service Levels • Tier 2 (Phone Based) and 3 (Face to Face) • Delivered by quality assured Skills Brokers • Telephone, e-mail or face to face impartial support on skills issues (currently all face to face) • Assesses organisational needs of the employer via agreed diagnostic/s • Identifies a selection of providers able to satisfy requirements • Identify which provider/s the employer wants to work with • Agree a costed action plan with the employer and provider/s

  19. RBSIS - CRM • A full database of priority employers in the East Midlands • Key focus for the segmentation and targeting of ‘Hard to Reach’ employers • To be used by IDB, Skills Brokerage and UK T & I • Looking to wider use by other publicly funded employer contact organisations e.g. JCP and providers • Primary method of tracking employers through the Customer Journey • Already holds some provider / employer existing relationships to prevent targeting by Skills Brokers

  20. Demand Led and Supply 04

  21. Train to Gain Budget Types – cont’d • Budget B - Train to Gain Discrete Funding • Planned but subject to employer choice 80% of overall budget. Worth £16million in 2006/7 FY, rising to £26million in 2007/8 • Budget C – Regional Response • 20% of overall budget. Worth £4million in 2006/7 FY, rising to £6.4 million in 2007/8

  22. Performance to end of February • Averaging just 49% of starts against original profile (43% YTD) – national average 53/47% respectively • L2 only 51% of YTD total delivered (national average 54% • L2 achievements 42% of YTD target (national average 28%

  23. Performance cont’d • Basic skills starts: 27% of starts against YTD profile (31% national average) • Basic skills achievements: 30% of YTD total (national average 19%) • only 3 providers performing to profile • 4 providers have delivered nothing to date.

  24. Key issues to be addressed • improve the flow of potential L2 starts from brokers to providers WITHOUT making this a L2 only programme • Improving the performance of providers in delivering starts and achievements • improving employer engagement in a systematic way – not a “free for all” to contact employers

  25. Margaret Warren Marketing & Communications LSC East Midlands April 2007 TRAIN TO GAIN MARKETING & COMMUNICATIONS 06-08

  26. INTRODUCTION Train to Gain has been developed as a national brand that the LSC licences to Train to Gain contracted partners: • EMB • 39 East Midlands approved training providers; and • Their consortia members. Non-contracted training providers are not permitted to use the Train to Gain logo and brand.

  27. TRAIN TO GAINEAST MIDLANDS MARKETING & COMMUNICATIONS PHASE 1 – Summer 06 • Local radio commercials • Direct mailer to priority sectors • Telemarketing/brokerage service – TANGIBLE RESULTS • PR & communications in business and partner media • Gain the Advantage cards – including some of the following ‘call to action’ • SMS text service – text TRAIN to 64446 • Online enquiry registration – www.iwanttotrain.com • Train to Gain Employer regional helpline 0845 057 1817 • National Website – www.traintogain.gov.uk • Train to Gain Regional Fax 0845 057 1816

  28. TRAIN TO GAINEAST MIDLANDS MARKETING & COMMUNICATIONS PHASE 2 Autumn 06/Spring 07 • Targeting sectors within parcels thro’ telemarketing i.e. Parcel 1 is Derbyshire - logistics & distribution, construction, food & drink, engineering and Health & Social Care • Sector case studies – highlighting qualifications, learning opportunities & key business benefits • Call to Action business cards – wider circulation to LSC, Connexions, JC+ employer facing staff • Developing tactics with EMB brokers to target the 1,000+ organisations

  29. TRAIN TO GAINEAST MIDLANDS MARKETING & COMMUNICATIONS PHASE 1 and 2 RESULTS: • MARKETING & COMMUNICATIONS INBOUND • Mailings 35 • Press 23 • Electronic 106 • TELEMARKETING OUTBOUND – 5-25 employee in priority sectors • 2,563 employer leads • Equates to 4.3 leads per day • 92% hard to reach organisations • Up-dated 17,207 records • Spoken to 11,321 decision makers

  30. TRAIN TO GAINNATIONALMARKETING & COMMUNICATIONS PHASE 2 – Spring 07 • National Train to Gain marketing campaign from 19 Feb to 1 April 2007 includes: • Stakeholder communications • PR: case studies, briefing packs, advertorials, media briefings • Advertising: National Dailies and Sundays East Midlands impact 1.5m SME’s • Commercial Radio station adverts: Heart FM, Leicester Sound, RAM FM East Midlands Impact: 36m adults • Local press: Leicester Mercury, Derby Evening Telegraph and Nottingham Evening Post East Midlands impact: 558,000 ABC1 adults

  31. TRAIN TO GAINNATIONALMARKETING & COMMUNICATIONS PHASE 3 – Summer 07 • National Train to Gain campaign under the banner of the LSC’s BIG SKILLS CAMPAIGN 14 May 2007 to October 2007 • Includes: • TV • Press – national and regional • Radio • Outdoor • Call to Action 08000 15 55 45 and www.traintogain.gov.uk • LSC East Midlands has submitted a media ‘wish list’

  32. TRAIN TO GAINEAST MIDLANDS MARKETING & COMMUNICATIONS PHASE 3 – Summer 07 • Telemarketing Outbound Tangible Results Inbound EMB from 1 June 2007 • Retail Train to Gain pack – for the employer and potential employees – major retail developments Leicester, Derby and Nottingham inc. a employer/employee voucher • Advertising to include bus backs, banner stands, regional business magazines • PR& case studies targeted at trade and sector press, regional business magazines, professional bodies, exhibitions/conferences • what makes them tick! working in partnership with Sector Skill Councils/LSC Sector Development Managers to target sector employers i.e. Easter egg box mailer • 1,000+ Employer PLEDGE – May 2007

  33. TRAIN TO GAINEAST MIDLANDS MARKETING & COMMUNICATIONS PHASE 3 – Summer 07 Our offer to our 39 Providers Client Base Pilot • Autumn 2006 providers supplied their ‘Client Base’ to the LSC • Client Base records total: Over 10,000 records sit on the interim CRM – flagged as ‘no contact to be made’ for TR purposes. • The LSC will work with providers and TR to conduct telemarketing activity in order to generate warm leads for the provider to extend and re-energise their active ‘Client Base’ • If the Provider is not able to service the employer’s request the lead is re-directed to an EMB broker, who will source a suitable provider. • NO employer record will be removed from the Providers ‘Client Base’. You will receive a cleansed ‘Client Base’ for you to continue to develop. The LSC East Midlands will pay!

  34. TRAIN TO GAINEAST MIDLANDS MARKETING & COMMUNICATIONS • TRAIN TO GAIN BRAND IDENTITY GUIDELINES OVERVIEW – Guidelines, logo artwork, sample material, brand DVD and templates www.lsc.gov.uk/campaignresources • HELP in applying the brand guidelines email designtraintogain@lsc.gov.uk (answers within 48 hours) • LSC advice and approval margaret.warren@lsc.gov.uk or jane.peel@lsc.gov.uk This applies to ALL Train to Gain marketing and communications

  35. TRAIN TO GAIN

  36. Provider Financial Assurance Regional Audit Team IMV Audit Feedback and Beyond Andrew Neill – Regional Audit Manager Wayne Gellion – Senior Auditor April, 2007.

  37. Background • PFA has a role of examining provider’s compliance with LSC terms and conditions of funding. • Initial monitoring visits (IMVs) help ascertain quickly a provider’s control over LSC funds. Appropriate for new providers and new funding streams but do not represent full assurance. They do not quantify errors. • TTG has come under much ongoing scrutiny, within the LSC, from the DfES and elsewhere – more to follow!

  38. Main Issues Arising • Eligibility – 75% of 39 Providers • No evidence of learner eligibility • Conflicting evidence with the learners prior attainment • No evidence that the learner had a contract of employment • No evidence that the learner had been resident for 3 years • Learner eligibility declaration not fully and correctly completed • Higher Rate – 62% • Not clearly justified and quantified to 20 hours (11 hours + of UK&U?) • Incorrect rate identified based on hours quantified

  39. Main Issues Arising (2) • Attendance – 51% • No evidence of 2 hours before start claimed • Evidence of 2 hours was not UK&U (change of rules Nov 06) • Checklist – 36% • No evidence of documented checks taking place • Checks do not cover all aspects before funding can be claimed • Induction / ILR / ILP / IAG – 36% • No evidence of induction • No evidence of Pre-entry IAG • ILR not fully and correctly completed • ILP does not meet the minimum requirements / not fully and correctly completed

  40. Main Issues Arising (3) • Policies and Procedures – 33% • Policies not documented or draft • Do not cover risk management • Skills for Life – 23% • Learner’s needs identified at below entry level 3 (not fundable through TtG) • Learner’s needs not being adequately identified • No evidence that the needs are being appropriately addressed • Subcontractors – 23% • No approval for management fee greater than 10% • No contracts in place • No checking of evidence before start claimed

  41. Recommendations / Best Practice Eligibility Checklist (to include as a minimum) • Is the employer ineligible (Paragraph 76 to 80)? • Does the learner have a contract of employment? • Has the learner been ordinarily resident in the UK or EU country for 3 years or more (NI number of SE, SC or PX indicates overseas)? • Has the learner already achieved a full level 2 qualification or equivalent (is other evidence consistent, ieskills for life screeners)? • Is the learner working towards a fundable qualification? • Was the learner above 19 when they started the programme? • Declaration that evidence seen - signed and dated by an appropriate person?

  42. Recommendations / Best Practice (2) Start Checklist • Has the learner received a comprehensive induction? • Has the learner received a pre-entry IAG? • Has the learner got an ILP, which they have agreed? • Is there a quantifiable rationale for the claiming of the higher rate? • Is there evidence of 2 hours UK&U has been delivered? • Is there a Skills for Life assessment that identifies the learner’s need (if this is below entry level 3, this need should be addressed before entry to the TtG programme)? • Declaration that evidence seen - signed and dated by an appropriate person?

  43. Recommendations / Best Practice (3) Achievement Checklist • Is the qualification current and approved, i.e is a full level 2 and achieved before QCA certification end date? • Was the learner registered before the QCA last entry date? • Does the evidence show that the qualification has been achieved (direct claims status – internal verifiers report)? • Has the learner undertaken more than 20 hours (11 + of UK&U) for the higher rate? • Declaration that evidence seen - signed and dated by an appropriate person?

  44. Recommendations / Best Practice (4) Subcontractor Checklist • Have necessary checks confirmed subcontractor’s appropriateness to deliver training e.g. quality assurance arrangements, technical qualification, capacity and financial probity? • Is there a signed contract in place? • Has the subcontractor been risk assessed to decide the frequency of reviews? • Has the subcontractor been visited in accordance with this frequency, including checks on evidence, learner existence and eligibility?

  45. Findings - Brokerage • Brokerage is a free service assessing employers needs – referrals to ‘best fit’ provision e.g. FE, HE, WBL or TTG. • Brokers currently rely on Learndirect ‘hot courses’ for referring on. • Brokers regularly make referrals to up to 8 providers to ensure 3 responses for employer’s consideration. • Brokers are measured on engaging employers - providers are measured on engagement of learners. • Providers are expected to self generate 70% of their TTG targets

  46. Next Steps • Full assurance audits, determining level of substantive error in application of funds. • At least 1 visit every 3 years but may cover all in next 12 months (currently assessing risks). • Evidence reviews supporting sample of starts and achievement payments (30 to 90 items). • Errors will be recovered. • Errors exceeding 5% of the value of the sample will lead to extrapolations (painful!)

  47. Next Steps • National view on TtG • ‘robust assessment is essential and that it is the providers’ responsibility to ascertain positively what prior attainment has been achieved as part of that process’ • ‘Intention to extend learner survey into the TTG audit approach as a standard requirement for all regional audit teams. It is further recommended that as an interim measure, until learner survey is extended, face to face learner interviews are carried out on a sample of learners, each time a TTG audit is conducted.’ • Learner interviews will inform risk and direct further detailed testing in order to validate apparent errors and possible recoveries. Providers are advised to ensure learners are clear about their declarations at enrollment

  48. Any Questions?

  49. TRAIN TO GAIN

  50. Workshops Our College’s experience with

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