Central Sussex College Draft Skills Strategy
Background Paper

Key National Policy Drivers

Skills Strategy - a challenge for the LSC and the FE Sector to improve the employability skills of adults, increase demand for workforce development and continue the reform of skills training infrastructure.

14- 19 White Paper - re apprenticeships.

Foster Review - GFE’s should adopt as their primary purpose- improving employability and supplying economically valuable skills

Leitch Review - the skills profile that the UK should aim to achieve by 2020.

LSC Agenda for Change

Impact for the FE Sector

Responses to the Skills Strategy have indicated a large measure of agreement in principle about the future priorities and the need for change. The proposals do however represent a major challenge to current practices and expectations of colleges.

The LSC is sending out clear signals about current priorities for funding, 16-18year olds and on areas of market failure – in particular to help adults with low or no skills or qualifications to achieve the platform of skills for sustainable productive employment (Skills for Life/foundation, full level 2, full level 3,and skill priority areas, construction, engineering, health, business and retail). Colleges will be expected to deliver to these priorities and maximise opportunities to address these areas, against a backdrop of a reducing funding allocation for Adult Learners. The LSC’s allocations of public funds for Adult Learning is targeted where it will make the most difference, by helping those who need help, by reason of economic disadvantage and the risk of exclusion. There is an expectation that those who have Level 2 qualifications and above and employers, will pay more realistic contributions than before. Colleges therefore, with this continued reduction in Adult funding, need to raise their profile and standing in the business community and seek out opportunities to maximise income from employers to offset this loss of LSC income. It must be central to our college’s mission to equip individuals and employers with the skills needed for prosperity and understand and respond to employers’ needs through innovative, flexible delivery. Key to this will be the achievement of Action for Business College accreditation, the expansion of the CoVE provision, involvement in the National Employer Training Programme and stepping up the employer focused skills development and developing new ways of working. We will know that we have succeeded when employers see Central Sussex College as their partner of choice in developing the skills they need for business success.

Central Sussex College Draft Skills Strategy 2006-2011

Aims:

1. To be a key Regional /Local strategic partner in workforce development across the Gatwick Diamond region.
2. To transform the organisation and provide a college-wide culture intent on further improving responsiveness to employers and perceiving engagement with the business community as integral for the purpose and future of the college.
3. To develop, in conjunction with partners, a skills curriculum offer that matches the demands/needs of specific sectors.
4. To offer high quality vocational provision.
5. To provide well resourced provision appropriately sited to meet the needs of the learner.

1. To be a key Regional /Local strategic partner in workforce development across the Gatwick Diamond region.
   • Establish an Employer Focussed Mission Statement
   • Taking forward the outcomes of Strategic Area Review ( StAR), the Joint Area Review and the LSC Sussex Skills Review
   • Be an strategic player in the Gatwick Diamond/ University of Sussex/ Partnerships/Sussex Local Skills for Productivity Alliance
   • Consult and prioritise with Local Stakeholders-Local Community Boards/ Local Learning Partnerships/ Voluntary/ Community Groups /Sector Skills Councils to determine the key priorities for employers needs
   • Establish and build on 5 CoVES (Construction, Care, Engineering, Retail and Cultural Industries)
   • Increase Employer Engagement targets
   • Reduce reliance on LSC funding, by increasing full cost provision and sourcing other funding streams
   • Improve the promotion and quality of Work Based Learning Apprenticeships
   • Plan for long term sustainability given demographic changes
   • Acting as ambassadors to other colleges across the region, disseminating and sharing good practice with other Action for business Colleges and Colleges aspiring to meet the Action for Business Standards
2. To transform the organisation and provide a college-wide culture intent on further improving responsiveness to employers and perceiving engagement with the business community as integral for the purpose and future of the college.
   • Develop the Employer Services arm of the college to become more externally facing and provide effective engagement with the business community
   • Improve capacity to identify and meet the needs of employers
   • Increase understanding of the local employer base
   • Effectively engage in and contribute to the development of a local/regional network to broker training solutions for employers
   • Evidence good management of relations with employers, in particular effective referral processes and follow up to enquiries, leading to enhanced customer satisfaction
   • Staff brokering training solutions designed to meet the needs of employers and feeding back to the college on employer needs
3. To develop, in conjunction with partners, a skills curriculum offer that matches the demands/needs of specific sectors.
   • A commitment within the college to continue to develop and modify provision to meet the needs of employers and to provide a seamless integration of employer related training activities within the college
   • Achieve Action for Business Accreditation and establish a smooth transition for the new Quality Mark to enable employers to access and purchase high quality learning that meets their needs
   • Be an active partner in the Sussex Skills Brokerage Network
   • Improve supply of training in skills shortage areas, providing training needs analysis and flexible training solutions to meet the needs of adults and employers
   • Build on the 5 Coves 5 (Construction, Care, Engineering, Retail and Cultural Industries) to increase level 3 provision and employer engagement
   • Increase the number of enrolments on Essential Skills
   • Increase the number of full Level 2 courses and Level 3 in priority areas that develop employability skills
   • Evidence trialling of new provision designed to meet the needs of employers, championing new and flexible delivery methods in order to meet employer training needs
   • Engage with the new National Employer Training Programme ( Train to Gain)
   • Respond to the LSC Priority areas – construction, engineering, business, health and retail
   • Increase opportunities to expand Apprenticeship provision in conjunction with local partners
   • Develop opportunities for Employer Engagement with 14- 19 learners by increasing work placement opportunities
   • Establish a fee strategy which closes the gap between the actual and LSC theoretical fee
   • Establish cost effective full cost provision, marketing via Employer Services arm to business
   • Ensure progression opportunities in skill priority areas at Level 4/5 in partnership with HE and continue to work with Sussex Aim Higher partnerships for progression
   • Increase Skills Development activities with the Public Sector/Health Education Partnerships/ Jobcentre Plus and Union Learning Representatives
   • Address/remove non viable/poor quality provision
4. To offer high quality education and training
   • Provide impartial advice and guidance
   • Employees to receive initial assessment and individual learning plans with challenging learning objectives
   • Access curriculum pathways to Level 2 and beyond
   • Offer high quality learning at college or in the workplace
   • Learn in a healthy, safe and secure learning environment
   • Access support to overcome barriers to learning
   • Provide the opportunity to voice complaints and receive feedback
   • Identify and sharing good practice
   • Ensure that all courses (including full cost provision) are subject to the rigours of the college’s quality assurance framework
   • Establish staff development and recruitment practices appropriate to staff working in the community and which ensure that all teaching and learning is good or outstanding
   • Establish Employer Forums for specific vocational areas to increase feedback
   • Ensure success rates above benchmark in Adult FE and WBL
   • rovide value for money
5. To provide well-resourced provision appropriately sited to meet the needs of the learner
   • Establish Vocational Learning Centres
   • Develop learning through remote access
   • Ensure offsite provision is supported by a range of Learner Support Services