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TRAIN TO GAIN Friday 13 April 07

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Deliver in TtG fashion. Develop long term relationship. with employer. Note EDRS system ... 120 to B2B networks. 50 Connexions. 230 IDB service. 10 HE. 40 IAG ... – PowerPoint PPT presentation

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Title: TRAIN TO GAIN Friday 13 April 07


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

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

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 contd
  • 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- contd
  • 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 contd
  • 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 referralscontd
  • 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 contd
  • 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 contd
  • 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
TRAIN TO GAIN MARKETING COMMUNICATIONS 06-08
  • Margaret Warren
  • Marketing Communications
  • LSC East Midlands
  • April 2007

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 GAINNATIONAL MARKETING
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 SMEs
  • 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 GAINNATIONAL MARKETING
COMMUNICATIONS PHASE 3 Summer 07
  • National Train to Gain campaign under the banner
    of the LSCs
  • 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
    employers 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_at_lsc.gov.uk (answers within
    48 hours)
  • LSC advice and approval
  • margaret.warren_at_lsc.gov.uk or
    jane.peel_at_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 providers compliance
    with LSC terms and conditions of funding.
  • Initial monitoring visits (IMVs) help ascertain
    quickly a providers 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 UKU?)
  • 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 UKU (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
  • Learners needs identified at below entry level 3
    (not fundable through TtG)
  • Learners 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, ie skills 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 UKU has been
    delivered?
  • Is there a Skills for Life assessment that
    identifies the learners 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 UKU) 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 subcontractors
    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 employers
    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 Colleges experience with

51
How we came to be doing Ttg
  • LSC / DfES publications indicated
  • the writing is on the wall for Learner responsive
    funding
  • College in recovery
  • we could not afford to lose any income streams
  • opportunities for new income streams should be
    exploited.

52
What issues did we have
  • No experience of managing this type of contract
  • Lecturers not assessors
  • No Matrix accreditation
  • No accredited status for Employer Engagement
  • No relationships with the brokers

53
But we had..
  • A strong Employer engagement unit
  • A strong joint bidder in the field of
    Construction who we had worked with in the past
    via the LSC FE partnership route
  • A good zero based off the shelf contract for
    Assessors

54
So
  • Employed Contracts Manager instead of a
    traditional MIS Manager
  • Appointed some assessors
  • Started down the Matrix route

55
Got accredited
56
Keep getting accredited
  • The new standard in Employer Engagement
  • We hope its as portable as we are told.

57
Tried to build links with the Brokers
  • 74 written proposals
  • plus approx 10 verbal over the phone if a broker
    has called urgently
  • At least 70 were returned within the timescales
    given by the brokers.
  • We have had 5 referrals from the above
  • 3 of the 5 were for companies the College were
    already working with 

58
Conclusions
  • Dont rely on the Brokers
  • Create an Employer Engagement unit
  • Identify a way into the top of a supply chain
  • Find whatever partners you need to succeed
  • Work your way down the supply chain to individual
    sub contractors
  • Manage your relationship with the LSC and talk
    regularly
  • And ..

59
  • Spread the word about how Successful you are

60
Questions
61
BEST PRACTICE EMPLOYER ENGAGEMENT
  • Presented by Kate Pupynin, Quality Practitioner
  • Beverley Priestley, Project Manager
  • 10th April 2007

62
WELCOME INTRODUCTIONSA4E LTD
  • A4e Consortium Model
  • Consortium Approach to Employer Engagement
  • Quality Assuring Employer Engagement

63
A4E CONSORTIUM MODELA4E LTD
  • Marketing Promoting Train to Gain to Employers
  • Marketing Brochure
  • Template for Referrals (Bids)
  • Speed Dating Event with Brokers and Employers
  • CD ROM detailing Employer and Learner experiences
  • Diagnosing the business needs of Employer
  • Structured ONA/TNA
  • Integrate the Broker qualification with
    partnership practice
  • Involvement in Learning Assessment
  • Job Analysis (Initial Assessment)
  • Planning Reviewing Learning
  • Evaluating Quality Impact
  • Qualitative Case Studies
  • Tours

64
APPROACH TO EMPLOYER ENGAGEMENTA4E LTD
  • 36 partners delivering within the majority of the
    occupational and sector areas under Train to
    Gain.
  • Range of experience and expertise across partners
    which includes

65
APPROACH TO EMPLOYER ENGAGEMENTPARTNERS APPROACH
BEST PRACTICE
  • Whole organisation approach - from Senior
    Management through to shop Floor.
  • In-house Coach/Assessor supporting each
    candidate for a 16 week period after the initial
    workshops.
  • Using awareness campaigns, newsletters and
    competitions to communicate the project details
    progress.
  • TNA which diagnoses business need which informs
    which employees undergo the initial assessment
    that polarizes job role which informs NVQ choice
    and learning route way.
  • Feedback at all stages of the Learning journey.
    This process starts at the TNA stage and then
    initial assessment stage where feedback of
    findings that informs the learning route-way that
    the individual(s) will pursue, followed by ILP
    feedback (agree with the learner and employer the
    blended learning package), throughout the
    programme learners are reviewed in accordance to
    their individual needs where the employers is
    involved in this tri partite exercise and finally
    the employer is asked to evaluate the programme
    upon completion.  

66
QUALITY ASSURING EMPLOYER ENGAGEMENTA4E LTD
Applying the 3 Cs to Diverse Practice
Continuous Improvement Consistency Complianc
e
67
QUALITY ASSURING EMPLOYER ENGAGEMENT A4E LTD
  • Compliance
  • LSC Guidelines
  • Consistency
  • The Employers Journey
  • Quality Standards inc., Common Inspection
    Framework, Customer First, the New LSC Standards
  • Mapping the Standards into a coherent framework
  • Continuous Improvement
  • Contract Performance and Quality Monitoring
    Visits
  • Quality Improvement Projects (e.g. Streamlining
    Paperwork, ONA/TNA Guidelines)
  • Employer and Learner Surveys
  • Consortium Self Assessment and Quality
    Improvement Plan

68
TRAIN TO GAIN
69
TNG Midlands RegionTrain to Gain workshopApril
2007
70
Anne WrightArea Manager
71
TNG our company
72
TNG performanceETPInterim Train to
GainTrain to Gain
73
Train to Gain consortium partnersEMB LTD
74
Andrew HargreavesEmployer Engagement Manager
TNG - Midlands Region
75
our aim
  • To build on our current success, to continue to
    develop a co-ordinated approach to Employer
    Engagement ensuring existing and new client
    organisations across the region are aware of and
    have access to the full range of our services and
    those of our sponsors .

76
employer engagement strategy
  • A coordinated approach, and real focus on
    engaging employers
  • An holistic employer offer, access to the full
    range of TNG products and services
  • Employer centred approach - move away from
    selling specific programmes to identifying what
    employers need, brokering solutions from across
    TNG and through consortium partners
  • Account Management responsibility - creating and
    maintaining client relationships

77
employer engagement - key factors
  • The TNG Employer Offer
  • Marketing
  • Employer Engagement Team
  • A Sectoral Approach
  • Contract delivery / performance

78
TNG - employer offer
79
TNG employer offer
  • Demand Led - in terms of design, the sell, and
    the delivery
  • Standard consistent approach to Organisational
    Needs Analysis for any employer engaged
  • Look for ways to provide employers with what they
    want (whilst being mindful of sponsor priorities)
  • Quality delivery - its no good just getting the
    engagement right (performance sponsor / employer
    / learner)
  • On-going client management evaluation, review,
    implementation

80
marketing
  • A clear marketing strategy aimed at engaging
    employers in the range of TNG programmes and
    services - Regionally and Nationally
  • Clear common branding and feel for all employer
    marketing materials - Employer focussed
    literature that
  • Is clear and easy to digest
  • Can be customised to meet the needs of individual
    employers / sectors
  • Emphasises the benefits of particular services to
    the employer
  • Networking events - TNG and those organised by
    third parties
  • Sponsorship opportunities - raising the overall
    profile of TNG to prospective clients
  • Celebration events - recognising success e.g. TNG
    sponsorship of East Midlands Apprenticeship
    Awards March 2007 - TNG sponsors Employer of the
    Year

81
Employment Development Consultant
  • Initial contact for Employers, Brokers and
    funding support
  • Carry out Organisational Needs Analysis and
    subsequent action planning
  • Provide total support to employers and
    learners
  • Promotion working forums, conferences,
    exhibitions
  • Regional team - share experiences/personal
    development
  • Programme delivery - Project Manage delivery
    from start to end (and beyond)

82
employer engagement team
  • Resources focussed on engaging and managing
    relationships with employers
  • Total understanding of TNG programmes and how
    they can be linked in order to add value to our
    employers
  • Structured and continuous Professional
    Development for all staff involved with employers

83
sectoral approach
  • Key priorities for HM Government - East Midlands
    Region LSC priority sectors
  • TNG concentration on Health Social Care, Retail
    Management (includes delivery of customer
    service / business administration / B I T
    qualifications)
  • Ongoing development of linkages with appropriate
    Sector Skills Councils
  • Customise our employer offer and engagement
    methodologies to make them relevant to the
    sector
  • Focus reflecting the needs of RDAs, Sector
    Skills Councils, funding bodies etc.

84
Train to Gain - qualifications portfolio
  • Health Social Care levels 2 3 4 Registered
    Manager
  • Child Care levels 2 3 4
  • Play work levels 2 3
  • Business Administration levels 2 3
  • Customer Service levels 2 3
  • Retail levels 2 3
  • Business Improvement Techniques levels 2 3 4
  • ILM Team leader and Management levels 2 3 4
  • Bespoke training / short courses

85
captavia - crm
  • Launch of Client Record Management system
    CAPTAVIA across the East Midlands Region 2007
  • Support efficient Account Management of
    employers
  • Record of all employer interactions
  • Tracking of potential leads and activities
  • Resource for future telemarketing, mailshot,
    e-marketing activity

86
  • emskills
  • A regional brand employers recognise as being a
    standard for excellent provision in programme
    delivery employer engagement
  • Self assessment June - November 06
  • City Guilds external verification December 06
  • Award Accreditation March 2007
  • The new Standard for Employer Responsiveness
  • A national standard for employer responsiveness
    credible to
  • business backed by the Sector Skills
    Councils
  • Self assessment May - November 06
  • Application review December 06
  • Validation survey Jan - March 2007

87
in conclusion
  • Employer engagement is key to our future success
  • Focused targeting of resources
  • Investment in training and development
  • Move away from programme specific engagement to
    an employer centred approach
  • Marketing materials designed to employer need
  • Regional Employer Engagement Team

88
TNG contact informationTNG4th Floor Epic
House Charles StreetLeicester LE1 3SG tel
0116 262 5261 fax 0116 262 5274leicester_at_tng.uk.
com Anne Wright - Area Manager- 07899
904268Andrew Hargreaves - Employer Engagement
Manager - Midlands 07800 728532  
89
TRAIN TO GAIN
90
Regional Business Support Information System
  • Delivering Joined up Business Support

91
Regional IS Rational
  • Developing an IS strategy for the region
  • Consistency of delivery and customer experience
    (skills, BL, MAS)
  • Impartiality (MI Analysis)
  • Collaboration sharing
  • Freeing up the deliverer to focus on IDB
  • Provide an infrastructure to enable regional
    management and coordination of the support
    network (No wrong door)
  • Improve the quality and relevance of business
    support
  • Consistent approach to the measurement process
    (MI)
  • Ability to monitor evaluate the support network
  • Targeted Customer Relationship Marketing
    Increased range/access of service
  • Produce a regional economic intelligence and
    market profile

92
Vision Statement
The RBSIS will be the focal point for the
management, coordination, development, marketing
and tracking of all business support services in
the region, raising the standards of service
provision and expectation of the market.
93
East Midlands Business SupportRegional
Information System
Brokerage System
Integration
Regional CRM
e-Marketing
Website
Knowledge System
Business Intelligence
94
Management Operation
95
RBSIS Customer Journey Alignment
ESP
MI Evaluation Requirements
Owned by RDA
Owned by LSC
LSC
emda
RSB System
Operational Requirements
Regional CRM
Operational Requirements
referrals
Specialist Skills
Generalist BLOs
Business
Business
96
Digital Dashboard
97
TRAIN TO GAIN
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