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Brighton and Hove Advancement Network Prototype Launch Event, 23 April 2009

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Many different client groups (those with muscular skeletal issues in Slough) ... Slough. Task and Finish group (MI, branding/marketing and e-based directory) ... – PowerPoint PPT presentation

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Title: Brighton and Hove Advancement Network Prototype Launch Event, 23 April 2009


1
Brighton Hove Adult Advancement Careers
Service Prototype
2
Index of Slides
  • Adam Micklethwaite, Deputy Director for Adult
    Advancement and Support, Department for
    Innovation, Universities Skills
    .... 3
  • Simon Brown, Integrating Employment and Skills
    Services, Department for Innovation, Universities
    Skills .. 15
  • Dan Shelley, Learning Partnership Manager, the
    local adult advancement and careers service, and
    the vision for the future in Brighton Hove
    ..... 24
  • Alison Marino, Project Leader, Volunteer Centre,
    Brighton Hove ... 36
  • Val Koffman, Partnership Manager, Learning and
    Skills Council, Local LSC contribution to the
    aacs prototype in Brighton Hove ....
    45
  • Mike Burgess, Jobcentre Plus Partnership Manager,
    aacs and JCP working as one together in
    Brighton Hove . 53
  • Lyndsey Whitehead, Regional Manager VT plc,
    nextstep service, South East England, 2008-2010
    .. 61
  • John Holmström, Chair Brighton Hove Advice
    Services Strategy Group .. 69
  • Sally McMahon, Head of Libraries and Information
    Service, Public libraries contribution to aacs
    ... 77

3
Adam Micklethwaite Deputy Director for Adult
Advancement Support
4
Shaping the future a new advancement service
for individuals
  • Presentation to Brighton and Hove AACS event
  • 23rd April 2009

5
Advancement the vision
  • Advancement whoever you are, whatever your
    circumstances and prior skills, you should have
    the opportunity to move forwards in work and life
  • Key aims
  • People have a single service that they can turn
    to for help, advice and support on moving
    forwards in work and life
  • Services are joined up around the needs of each
    individual person to help them move forwards in
    work and life

6
Why do we need an advancement service?
Time due to work is the main barrier. Time to
Train may begin to address this, as may demand
side interventions to encourage employers to
offer/support training more readily
Skills PSA, evidence of benefits of IAG for life
chances, personalisation agenda
Skill Level
Top 3 barriers to learning1
Level 3
Given fee policy changes for 16-24 since the
survey, the results for this group are less
robust.
  • Information 52
  • Time due to work 47
  • Confidence 30
  • Fees 39
  • Time due to work 38
  • Lack of Information 24
  • Time due to work 51
  • Time due to family 47
  • Information 35
  • Time due to work 53
  • Time due to family 46
  • Information 43
  • Information 47
  • Motivation 29
  • Time due to family 26

Level 2
  • Time due to work 40
  • Motivation 37
  • Time due to family / Information 34
  • Lack of information 56
  • Fees 43
  • Time due to family 28
  • Time due to family 54
  • Time due to work 39
  • Information 33
  • Time due to family 51
  • Time due to work 50
  • Information 42
  • Motivation 38
  • Time due to family 34
  • Information 27

None

16-24
25-34
35-49
50-59
60-69
Age
(1) NALS 2005, (2) LSC Statement of priorities,
07/08 figures
and focus groups/surveys showing desire for
empowerment and support
7
Unpacking the vision
  • New ways of working
  • involving a wide range of services
  • bringing those services together behind a shared
    aim
  • reflecting local needs and partnership
    arrangements
  • building on a core of IAG on careers, skills and
    jobs
  • but building in help and support on childcare,
    employment rights, health, personal finance,
    disability, and so on

8
Key principles of an advancement service
  • Universal access
  • Differentiated service on basis of guidance need
  • 3x channels
  • Strong labour market focus and partnership with
    Jobcentre Plus and Connexions
  • Consistent service standards (building on matrix)
    and workforce strategies
  • One national brand single branding strategy
  • Available across the country from autumn 2010
  • Supported by new IT/IM systems being created for
    Skills Funding Agency
  • Skills accounts as a motivator and enabler for
    those wanting to learn

9
ENTRY POINT phone
ENTRY POINT web
SINGLE WEB INTERFACE
information/data flow
Careers/skills advice diagnosis
AACS national CRM
Skills Account
Help and support
ENTRY POINT face to face
Eligibility voucher Learner record Statement
Information courses, providers, LMI Diagnostic
process and tools
Advice on wider barriers to learning and
progression Mentoring service
AACS regional hub
information/data flow
LOCAL ADVICE NETWORKS
Jobcentre Plus
10
One way a local network could operate
Core/Level 1 Learning Careers Jobsearch Level
1.5 Jobcentre Plus/Connexions Level 2 Advice
providers (housing, FECs, VCS, disability) Level
3 Services that can provide advice (GPs,
employer bodies)
aacs
kitemark?1
membership?2
SA skills account 1 For example, subject to
quality standards like matrix 2 Implying
adherence to service standards and protocols
11
Prototypes a new way of doing policy
  • Licence to innovate!
  • Exploring aspects of the vision partnership,
    new ways of working, individual focus, referrals,
    funding models, QA arrangements
  • Informing national evaluation what works, what
    doesnt work, what helps and hinders partnership
    working
  • Contributing to design of service from autumn 2010

12
Easter 2009
High level timetable
Core preparatory work Customer testing of
vision/concept Further definition of potential
aacs structure Specification for 2009/10 account
trials
Autumn 2009
Autumn 2010
2013?
SA 2008/09 trials (SE/EM)
SA 2009/10 national trials
further development
AS ROLLOUT
Additional testing through prototypes
aacs prototypes
Core transformation workforce, quality
standards, branding
Quality strategy operational
13
A great start
  • Lots going on in each prototype area
  • Many different client groups (those with muscular
    skeletal issues in Slough)
  • New MI systems (measuring referrals and outputs
    of different service interventions in Black
    Country)
  • Ways of measuring advancement (advancement
    wheel in Stoke, similar model in Islington)
  • Specific activity responding to recession (action
    over loss of 180 jobs in milk industry in South
    Hampshire)
  • Brighton and Hove will have town centre one stop
    shop by January 2010 with co-location of services
  • Also looking at jointly funding a web portal with
    BH PCT

14
but a lot of work ahead
  • Review of workforce standards, training and CPD
    arrangements
  • Review of quality standards/matrix standard
  • ITT for local face to face service delivery
    October 2009
  • Three key challenges
  • Gathering feedback from prototypes to inform ITT
    using learning network meetings and early
    evaluation findings
  • Transition plan for all areas of country during
    2009/10 through to autumn 2010 to be developed
    alongside specification for ITT
  • Further development from autumn 2010 as we gain
    experience and expertise so that the service
    evolves and innovates over time

15
Integrating Employment and Skills Services
  • Presentation to Brighton and Hove aacs event
  • 23rd April 2009 Simon Brown

16
Why integrate employment and skills services?
  • The right skills are crucial to getting people
    who are out of work into a decent job or to start
    their own business. And they are crucial to
    getting a better job too. We have set ourselves
    the goal of integrating our welfare and skills
    services so they can respond to the needs and
    ambitions of both employers and individual
    people. We will make sure that, when people sign
    up for benefits, they sign up for skills as well.
    Increasingly, addressing skills needs where they
    are preventing someone returning to work will be
    an important part of receiving an out-of-work
    benefit
  • James Purnell John
    Denham, Work Skills, 12 June 2008

17
IES and aacs
  • Advancement service is universal
  • IES is about delivering a service to people who
    are out-of-work
  • For that group of customers, an integrated
    employment and skills service is a fundamental
    component of the advancement offer
  • Successful establishment of aacs and successful
    integration of employment and skills services are
    both required to fulfil our complementary
    visions

18
IES key principles
  • Helping Jobcentre Plus Customers get the skills
    they need
  • Balancing rights and responsibilities
  • Helping employers get the skills they need
  • Having an outcome-focussed system

19
IES system change, not another programme or
initiative
Culture
Processes
IT systems
Working with partners
Targets and priorities
20
Key components of the IES trials
  • Consistent Jobcentre Plus skills screening
    process
  • Effective and timely referral process
  • Enhanced nextstep offer (precursor to aacs)
  • Careers advisers co-located where possible in
    Jobcentres
  • Fully operational and comprehensive skills health
    check
  • Access and referral to appropriate provision

21
Trials experience so far
  • Trials now under way in 12 Jobcentre Plus
    districts
  • Successful implementation a significant
    achievement in testing circumstances. Increased
    referrals to advice and provision.
  • Learning as the trials progress from evaluation,
    data and day-to-day running and implementing
    change
  • No management information yet on impact in terms
    of sustainable employment and qualification
    outcomes

22
IES in the current economic context
  • Skills all the more important
  • - to support individuals and assist career
    change
  • - to support economic diversification and
    development,
  • - helping the nation prepare to emerge
    strongly from recession
  • Increased volume of Jobcentre Plus customers and
    an increased complexity of needs
  • Offer to the unemployed specific employment and
    skills measures put in place from April 2009 to
    help counteract the impact of the downturn

23
Looking forward the key challenges
  • Making steps towards high-quality joint working
    by employment and skills services in every
    Jobcentre Plus district from now on
  • Continuing to develop the IES trials to ensure we
    have the right model to support progression from
    high-quality joint working to integration
    nationally in 2010-11
  • Ensuring that our national arrangements policy
    and delivery - really support delivery on the
    ground.
  • Sharing each others learning in the most
    productive way possible
  • Meeting our publicly stated ambition - over
    100,000 people helped by IES into sustainable
    employment with qualifications in 2010/11.

24
The local Adult Advancement and Careers Service
and the vision for the future in Brighton Hove
  • Dan Shelley, Learning Partnership Manager

25
Outline
  • Background to the development of the prototype
  • The local AACS model and vision for Brighton
    Hove with progress to date
  • Highlight how you can all become involved with
    the network and future areas of development

26
2008-11 Brighton Hove Local Area Agreement
(LAA) Partnership Principles
  • Provide personalised services and solutions for
    all who need them
  • Empower people and communities, whether they
    identify themselves through shared interests or a
    shared sense of place
  • Build a strong, sustainable economy
  • Reduce peoples vulnerability through prevention
    and early intervention
  • Provide seamless services

27
A brief history of linked advice services in
Brighton Hove
  • Guidance, Advice and Information Network Service
    (GAINS)
  • Advice Services Network (ASN)
  • Advice Services Strategy Group (ASSG)
  • Three Work and Learning Partnerships

28
Brighton Hove AACS prototype vision
  • To develop people and organisations, products
    and places to provide a more co-ordinated advice
    and guidance offer which assists residents in the
    city get on in life and work.

29
The approach
  • Three themes within the prototype application
  • Places
  • People
  • Products
  • Three levels of support
  • Universal
  • Enhanced
  • Intensive

30
Places
  • Co-location of advice services in community hubs
  • Hangleton and Knoll Community Centres
  • Whitehawk Inn
  • Bridge Community Education Centre
  • Central, Universal Access Points
  • Short term - Working Links
  • Long term - Palace Place, Old Steine

31
An advice worker Community of Practice
  • Better co-ordinated training and CPD offer for
    advice staff
  • AACS Awareness Training for frontline workers
    across the city
  • Social Networking for advice workers
  • Promoting NVQ Level 3/4 IAG qualifications

32
Products
  • Information portal being developed jointly with
    PCT

33
Products
  • Information portal being developed jointly with
    PCT
  • Pocket guide to advice and training services
  • Closer links with National Careers Advice Service
  • A joint Management Information System (MIS)
  • Matrix standard across the prototype partners
  • Careers Libraries in each centre

34
The future for AACS in the city
  • Listen and respond to suggestions from todays
    knowledge exchange zone
  • Develop additional advice points in other centres
  • Develop a formal consortium to sub-contract with
    future AACS regional contractor
  • Increase range of partners delivering in
    co-located centres
  • Continue to up-skill the frontline staff with
    further frontline workers events
  • Feed into the Coordinating Advice Group
  • Open Palace Place in 2010

35
  • And remember
  • YOU are all part of the Adult Advancement and
    Careers Service and yours is a RIGHT Door!

36
Alison Marino Project Leader
37
Manifesto for Change
  • Reward and Recognition for volunteers and
    volunteering
  • - volunteering should be acknowledged as a
    legitimate and important part of an individuals
    curriculum vitae and career development path
  • Training
  • - government, volunteer-involving organisations
    and the volunteer infrastructure endorse an
    explicit commitment to train all formal
    volunteers up to an agreed basic level
  • - work closely with further education settings
    to develop training, which must be valued,
    accredited and recognised within and beyond the
    context of volunteering
  • - government actively promotes and supports a
    coherent approach to accreditation and training
    for volunteers and ensures that national
    standards for volunteer training are established
  • The Commission on the Future of Volunteering Jan
    2008

38
  • Office of the Third Sector response to the
    Commission on the Future of Volunteering
  • (April 2008)
  • - Training investment 4 million investment
    focusing particularly on training for volunteers
    and volunteer managers
  • - Train to Gain opened up to volunteers
  • - Aiming High for Young People a 10 year
    strategy for positive activities (July 2007)
    acknowledges role of third sector in engaging
    marginalised young people. DSCF committed to
    invest over 100 million over the next 3 years to
    support third sector organisations
  • - New skills body to identify and address
    skills gaps and shortages within third sector
    organisations

39
Real Help for Communities Volunteers, Charities
and Social Enterprises (Office of the Third
Sector Feb 2009)
  • - Volunteering Brokerage Scheme for Unemployed
    work-focused volunteering placements for those
    (at least 6 months) unemployed
  • - vTalent Year full-time volunteering
    programme to boost the skills and employment
    prospects of young people. 40 of participants
    NEET

40
Volunteering Strategy
  • Why write a Volunteering Strategy?
  • so that volunteering in
  • all its forms may flourish
  • What are our Objectives?
  • 5 year plana) maximises the potential for
    volunteering across the city and across all
    sectorsb) increases the number and quality of
    volunteering opportunitiesc) enables
    volunteering to have the maximum economic and
    social impactd) enables the Volunteering sector
    to work effectively with commissioners.

41
  • Volunteering Strategy Consultation work in
    progress
  • Q. What are your reasons for volunteering?
  • Use existing skills 66.0
  • Gain new skills 52.1
  • Move into or return to paid employment 20.8
  • Change career direction 20.8
  • Career development 31.3
  • Q. Are you hoping that your volunteering
    experience will lead to paid employment or
    increase your existing employment opportunities?
  • Nearly half of respondents (44.4) said YES

42
  • Q. Please list any other important contribution
    your volunteering is making in terms of your
    employment opportunities
  • shows that I am motivated to work in the
    sector
  • showing I am steady and reliable
  • more things to say at an interview
  • Q. If you have applied for paid work, have you
    been asked directly about your volunteering
    (either on the application form or at interview)?
  • 46.5 said NO

43
  • What might this mean for the AACS prototype?
  • strengthen the signposting and referral of
    individuals seeking to volunteer across network
    of agencies
  • provide clear information on how to access
    volunteering locally and its associated
    opportunities and benefits such as training
  • increase support available to front-line advice
    and support organisations that use volunteers in
    their service delivery

44
  • Consultation deadline
  • Friday 24th April 2009
  • www.bh-impetus.org

45
The local LSC contribution to the aacs prototype
in Brighton and Hove
  • Valerie Koffman
  • LSC Partnership Manager

46
Scope of LSC contributions
  • Funding
  • A variety of funding streams for learning and
    skills development
  • Support for learners (includes aacs)
  • Partnership working in the city
  • with providers and stakeholder organisations to
    join things up

47
Joining things up needs partnership working!
  • Horizontal arrows -
  • Individuals journey into employment
  • Raising an individuals level of skills
  • Use of a variety of funding streams to provide a
    continuum of provision both pre and post
    employment
  • ? ? ? ? ?
  • ? ? ? ? ?
  • Vertical Arrows Learner Support
  • Information, advice, guidance and transition
    support for the learner at each stage
  • Financial support for the learner

48
Funding for learning needs to be used flexibly
and responsively to give a continuum of provision
  • Neighbourhood learning for deprived communities
  • Personal and community development learning
  • First Steps (towards further learning)
  • Adult Learner Responsive (including Skills for
    Life)
  • Employer Responsive (includes Train to Gain and
    Apprenticeships)

49
LSC Learner Support
  • Information, Advice and Guidance (IAG)
  • nextstep service
  • aacs prototype
  • Financial support for learning
  • Additional Learner Support
  • Discretionary Learner Support Funds
  • Adult Learning Grant
  • Free Childcare for Training and Learning for Work
  • Career Development Loans (LSC in partnership with
    3 banks)

50
Partnership working aims
  • maximise use of funding from all partners
  • achievement of targets
  • sharing of information
  • seamless support for individuals
  • joined up provision
  • cross referrals

51
LSC Partnership Working with public, private and
third sector organisations (1)
  • Local Strategic Partnership
  • City Employment and Skills Steering Group
    action plan themes on IAG, Pre-employment
    Training, and In-work Training
  • Major Providers Group (sub-group of the City
    Employment and Skills Steering Group)
  • LSC and JCP Joint Planning Group for Sussex and
    Surrey
  • aacs Steering Group

52
LSC Partnership Working with public, private and
third sector organisations (2)
  • Adult Learning Group (ALG) of the Brighton and
    Hove Learning Partnership
  • Sub-groups of the ALG
  • Operations Team for Community Learning
  • Skills for Life Group (SkifL)
  • Outreach Group
  • Work and Learning Groups in some of the more
    deprived areas of the city

53
AACS and Jobcentre Plus
Working as one in Brighton and Hove
Mike Burgess
54
(No Transcript)
55
(No Transcript)
56
Jobseekers Age Duration
57
Existing Jobcentre Plus Advice Services
  • Many and Varied Channels
  • On-Line
  • Telephone
  • Job Points
  • Libraries
  • Advisers
  • New Claims
  • FJR
  • Personal
  • Specialist
  • Contracted providers
  • DWP
  • LSC
  • both mainstream funded and through our
    co-financed ESF programmes
  • Non-contracted Partners Intermediaries
  • The Careers service
  • LearnDirect
  • Childrens Centres

AND . MANY OF YOU !
58
Integration in to the Citys AACS Programme
  • Being an active partner - part of the design and
    planning
  • Making sure we know one-anothers business
  • Signposting and Referrals
  • Sharing
  • Data
  • Programmes Services
  • Information

59
Integration in to the Citys AACS Programme
  • In-reach
  • Out-reach
  • AND
  • Co-location

60
Contact information -
Mike Burgess Partnership Manager Surrey Sussex
District Windsor House 30-35 Edward
Street Brighton BN2 0LN 01273 647562 07779
357105 mike.burgess_at_jobcentreplus.gsi.gov.uk
61
nextstep Service South East England2008 - 2010
  • Lyndsey Whitehead
  • Regional Manager
  • 23 April 2009

62
nextstep 2008 - 2010
  • 10 regional contracts
  • VT Enterprise South East
  • Regional structure with local operational
    management and local teams of advisers
  • Contract runs from 1st August 2008 to July 31st
    2010.
  • Over 80 subcontractors regionally, 13 in Sussex
  • Over 65,000 clients supported each year

63
The nextstep service
  • Provide free information on learning and work to
    adults
  • Aged 20 or 18 if referred from JCP
  • Access is via a central freephone number
  • 0800 1954 700
  • Service is delivered face to face
  • One to one sessions or workshops
  • At libraries, JCP, community centres

64
nextstep and SE prototypes
  • Involved across SE from day 1
  • Slough
  • Task and Finish group (MI, branding/marketing and
    e-based directory)
  • Subcontracted delivery to 4 testbed projects
  • PUSH
  • Project partner/Steering Group
  • Premises and staff

65
nextstep and BH prototype
  • Involvement
  • Strategic input
  • Experience/Knowledge
  • Resources
  • Staff
  • Difference
  • Partnerships
  • Capacity building
  • Adding value

66
nextstep an integrated service
  • Strong partnerships working through a range of
    locations and outlets
  • Close collaboration with Jobcentre Plus, SEEDA
    and existing local employer-related initiatives
  • Promote and refer to partners in our network
  • Different delivery models
  • Partnership working for the benefit of clients
    and partners

67
IES coming soon to BH!
  • Co-location
  • Seamless services
  • Central booking system
  • Skills Health Check diagnostic tool
  • Local funding provision and local LMI
  • Clarity of procedures client centred
  • Focus on skills and employability
  • Effective partnership working

68
How to access our service
  • Call 0800 1954 700
  • Email senextstep_at_vtplc.com
  • Website www.nextstepsoutheast.org.uk
  • lyndsey.whitehead_at_vtplc.com
  • ivan.shutak_at_vtplc.com

69
John Holmström Chair Brighton and Hove Advice
Services Strategy Group BHT Assistant Chief
Executive
70
Who are we ?
  • Social welfare law advice services who aim to
    help people to resolve their problems by
    understanding their legal rights and
    responsibilities. Where appropriate, people are
    further assisted through advocacy and
    representation.
  • The Services are
  • Free
  • Independent
  • Confidential

71
Who are we?
  • Voluntary Sector e.g.
  • CAB, BHT, St Lukes
  • Age Concern, MIND, SPIN, Hove YMCA
  • Private Practise Legal Aid
  • Family, employment, community care
  • Council advisory services e.g.
  • Welfare Rights Service
  • Housing Options

72
How we work together
  • Advice Services Network
  • operated for 30 years
  • Advice Services Strategy Group
  • Member of the Local Strategic Partnership
  • Developed Advice Action Plan
  • Successfully applied for BIG Lottery Advice Plus
    Funding project started this week!

73
Our Aims
  • Our tools are rights enforcement, advocacy and
    representation
  • Our aim is to achieve help people achieve
    pathways to
  • Improved health and well being
  • Out of homelessness/poor housing
  • Out of poverty and into work
  • Reduce family stress

74
How will we achieve this
  • Advice Plus staff
  • Advice Strategy Coordinator
  • Advice Development Coordinator
  • Over 3 years
  • Increase access/capacity by 25
  • Ensure consistent quality to achieve 50 positive
    outcomes
  • Develop sustainable and better integrated advice
    sector

75
Advice Coordination and Adult Advancement
  • Bring together all advice and information
    provision - dont reinvent the wheel
  • Common challenges
  • Outreach
  • Referral databases, mechanisms and protocols
  • Service integration
  • Culture shift in advice sector to integrate with
    pathways - especially tackling worklessness
  • Bring frontline practitioners/services together
    across sectors

76
Further Contacts
  • Paul Sweeting - Advice Development Coordinator
  • paul.sweeting_at_bht.org.uk
  • John Holmström - Chair of ASSG
  • john.holmstrom_at_bht.org.uk

77
Public Libraries Contribution to AACS
  • Sally McMahon
  • Head of Libraries and Information Services

78
Vision for Libraries
  • Libraries at the Heart of our Communities
  • Broadening Horizons, Improving Lives

79
Basics in BH
  • Jubilee Library open 7 days a week
  • Hove Library - open 6 days a week
  • Network of 12 community libraries mobile
  • 1.8 million visits to Libraries p.a.
  • 2 million virtual visits p.a.
  • 1.4 million issues p.a.
  • 20,000 new member added p.a.

80
Basics
  • 500,000 items of stock
  • 200 PCs for free public access
  • Library members have free access to over 300
    online reference information sources for free
  • Able to access other resources at minimal costs
    via reservation system

81
Less known data
  • 50 of library use is for information seeking
  • 59 of library computer use is for work or study
  • 48 of public library users access health related
    materials
  • Health Information from libraries is trusted by
    library users second only to GPs

82
Libraries Objectives
  • Community libraries development
  • We will
  • Develop libraries as local hubs in their
    communities
  • Phased programme to regenerate three community
    libraries in partnership with other agencies to
    provide improved access to a wide range of
    services at the local level.

83
Libraries Objectives
  • Enable access to information knowledge
  • We will
  • Increase public access to excellent online
    information and learning in public libraries
  • Provide better health information in our libraries

84
Supporting learning
  • Libraries work with local education providers to
    provide access to formal and informal learning
  • Evidence of progression from library based
    courses on to further learning
  • Reading for pleasure engages and motivates adults
    with low literacy levels ? skills development

85
Libraries Offer
  • Become part of network for AACS
  • Community locations for access to information and
    advice
  • Community locations for access to skills training
  • Access to wide range of resources in addition to
    those in the Gateway Centres
  • Free access to PCs and online reference sources

86
Libraries Offer
  • Access to meeting and training spaces to support
    outreach work
  • Staff with good customer care and information
    skills
  • Opportunity to build in provision for local
    access in development of community libraries for
    the future

87
Vision and Purpose
  • Libraries at the Heart of our Communities
  • Broadening Horizons, Improving Lives

88
Brighton Hove Adult Advancement Careers
Service Prototype
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