What has DWP done for the college sector?

Skills conditionality is, if anything, a greater threat to classroom-based adult learning than the removal of fee remission for those poor benighted souls on “inactive” benefits.

As the outline of the programme stands at the moment, Department for Work and Pension (DWP) staff appear to be able to tell us what classes to run and when and for how long, despite the fact that we won’t see an additional penny for these learners.

Learners who, inevitably, are the most disaffected and unwilling, and who will cause a massive dent in college success rates because they are forced to attend on pain of losing their meagre benefits.

And yet the AoC as well as the Skills Funding Agency suggest that we should go along with DWP’s plans and, more significantly, grass up people with incredibly difficult home lives who might miss a class or two of something that they don’t want to be at in the first place.

The inevitable shower of paperwork (still under discussion, of course, god forbid that they could come up with a reasonable structure for implementing a policy before it happens) that will ensue from dealing with these learners would be acceptable if there was a contract (or indeed some money) that stipulated what service was to be provided and with what targets.

god forbid that they could come up with a reasonable structure for implementing a policy before it happens”

 To have it agreed on nods and winks between Job Centre Plus staff in fear of losing their own jobs and providers desperate not to upset a powerful governmental body (and worried about hitting targets now their learners on Income Support can’t afford to attend) seems bizarre at best.

And that’s before we get to the problem of the people who really do want to get a qualification to increase their job prospects.  If it’s something the under resourced, target driven JCP staff member doesn’t see as getting this punter off their books as quickly as possible, chances are they’ll get sent on a meaningless but mandatory two week Job Skills programme, led by some behemothic private training provider right in the middle of their high quality, Ofsted approved real actual qualification that might lead them to actually improve their life.

But now that’s all under threat because of skills conditionality. Retraining is effectively verboten because if you go to the job centre and say you’ve worked in a call centre but really want to be a plumber or a florist or an underwater basket weaver, you will not get the chance to complete your qualification, you’ll be sent off to do a bit of extra call centre training and then to the first call centre job that comes up, and damn what your dreams and hopes are for a better life, because these people have targets that they must hit. See an investigation by the Guardian Newspaper here: http://t.co/Wsct40B).

There really is no reason for providers to help DWP on this divisive, unhelpful, unproductive programme.  Even from an entirely selfish point of view, it will cost colleges more money to deliver, increase bureaucracy and hit our success rates, and that’s before we get to the life chances of our learners which will be fundamentally stunted by this ill-conceived policy.

 

Construction funding rates take a hammering

The Young People’s Learning Agency  (YPLA) has recently released a document called ‘ Changes to SLN values for specific ain in 2011/12 funding’. What does this mean you ask?

Every year both the YPLA (for 16-18 year-olds) and the Skills Funding Agency (for adults) review the funding rates for all the qualifications that they fund. In a number of cases the funding rate for a qualification is then increased or decreased, usually based on analysis on delivery in the prior year. Why is this significant?

Colleges and training providers clearly rely on receiving funding to run their businesses, so funding rates will inevitably have an impact on how courses are delivered. So for example, reductions to rates are likely to mean fewer teaching hours. How much has changed?

The YPLA document contains a list of 87 qualifications that have rate changes, 17 that were ‘unlisted’ (rate based on actual delivery time) are are to be given a ‘listed’ rate (rate set nationally) and 18 qualifications that were listed and are to become unlisted. All the changes are in a table. What has changed?

The Level 3 Construction Skills qualifications stand out in terms of reductions. The rate for the Diploma in Painting and Decorating falls by 25%, Bench Joinery by 33%, Site Carpentry by 32% and Plastering by 25%. Clearly, colleges with significant 16-18 year-old Level 3 constuction provision will need to take a close look at what impact this will have on funding level.  Top tip?

The rate for the Diploma in Painting and Decorating falls by 25%, Bench Joinery by 33%, Site Carpentry by 32% and Plastering by 25%”

Understand the impact of rate changes early.

Nick Linford, Author of ‘The hands-on guide to post-16 funding’ and MD of Lsect. Tweeting as @nicklinford

 

Lauener to stay on

The Education Secratary, Michael Gove, has announced that Peter Lauener will become the first Chief Executive of the Education Funding Agency (EFA), from April 2012.

Peter Lauener is the current Chief Executive of the Young People’s Learning Agency (YPLA), which was establish in April 2010 and is to be replaced by the EFA.

The announcement was made as part of a written ministerial statement to the House of Commons.

Highs and lows of 2010/11 quarter 3 reallocations

73% of providers ‘below performance’

This week the Skills Funding Agency published a document on their website called ‘Outcome of Performance Management at Quarter 3 2011’. This stated that “of the overall performance at quarter 3 [in 2010/11], 27% of providers were delivering at or above 100% performance and 73% were below”.

For 16-18 apprenticeship provision, £45m was recovered from underperforming colleges and training providers, and £17m has been redistributed. There was also £61.6m in business cases for additional provision for 2011/12, but “the Agency has not been able to confirm the funding position for all these cases until we have discussed them with Department for Education colleagues.”

For adult (19+) provision, £37m was recovered from underperforming colleges and training providers, of which £18m has been released “to fund all the growth requests including some work place learning”. However, the Skills Funding Agency state that “we have not been able to agree at this time any additional funding for new 25+ Apprenticeship starts…we want the sector to continue to focus on growth for those aged 19-24.”

£82m has been recovered from underperforming providers, with £35m released to fund growth requests”

The document goes on to say that they believe the current adult allocations for 2011/12 “are currently sufficient to meet the level of demand for adult apprenticeships and are not agreeing any additional growth requests at this time.”

The Skills Funding Agency has published  individual college and provider allocation figures on their website, and it is anticipated that they will do so again for Quarter 3 revisions.

In at the deep end

No matter how buoyant academic life is most of the time, every college is likely to face a situation where an unforeseen crisisforces it to literally sink or swim. How the crisis is handled can make or break the institution’s reputation. And like it or not, the media is a major factor which has to be dealt with.

I’m in PR so I would say that, wouldn’t I? But the fact is the media has needs and if we can help them do their job, they can help us do ours.

When a crisis becomes public it happens in four phases. Each phase is predictable so you should plan your reactions and pro-actions accordingly because with 24-hour news, social media and citizen journalism the first few hours are critical. And bear in mind not everyone is helpful, some may want to take advantage of the crisis and once the ‘proverbial’ hits the fan and the sharks scent blood, if you fail to handle events quickly and effectively the waters will indeed be bloody.  So phase one can be summed up as:

1. Breaking news: Understanding the crisis
Find out exactly what’s going on. You need to understand whose life is in the balance, who will survive and who’s feeding the frenzy. Get the facts, understand how big the crisis is, make a plan and quickly map the likely outcomes. Start from worst case scenario and work backwards. The sharks may be circling but they haven’t attacked anyone yet.

2. Adjust the focus: Reassure the swimmers
Once you fully understand the ‘what happened’, move onto phase two. You need to know how it was for the ‘people in the water,’ what was the damage, how it’s being resolved and who’s controlling the sharks?

This is the time to monitor social media and respond appropriately, be as open as you can, but be careful once the college has spoken on the matter because then it’s out there in the public domain.

Be aware that at this stage stakeholders are desperate for reassurance. They want to be told that whatever circumstances and decisions led to this crisis, it cannot under any circumstances, happen again.

But you need to be realistic too  – and manage expectation. For example if a student fell off the college roof by accident, you can put up barriers and warnings. But if a student is determined enough to jump off the roof no matter what college measures are in place, there is little you can do and you have to be honest enough to say so.

You can’t stop students (or staff for that matter) using knives, taking drugs or engaging in any dangerous or criminal activity when not on campus. But you can make it difficult for students on campus and these are the things you need to communicate. However, if the event is something close to corporate manslaughter then your responsibility and messages must change. These two points are the ones  you need to be on top of in the vital first few hours when dealing with the media.

This second stage of the crisis can last anything from a few hours to a few days, so it’s essential you get an accurate picture and make sure all lines of communication are open. Remember the media has a job to do and may well run with statements from anyone who appears to be in the know or even moderately informed, however inaccurate or ill-informed they turn out to be.

3. Take control: Don’t point the finger
As other people may try and shift the blame onto you, you in turn may be tempted to try and shift the blame onto someone else. You need to get this phase right because by now everyone wants to know the ‘why’s and ‘wherefores’ and who is at fault. It’s human nature.

Your college’s values will guide you how to act here and if not, your own should. There may be legal implications, so when defending your institution, do that, don’t attack another – leave that to the lawyers or Health and Safety. Your job is to manage your college’s reputation, not trash another’s.

4. Resolution
During the final phase the mechanics of resolving the crisis should unfold. Once the full extent of the crisis is understood, media interest will start to fade, provided more victims don’t wash up on the shore. So, unless there is another shark attack, people will go back to their normal lives and your college will have survived, provided you have used your first few hours wisely.

Now’s the time to draw breath and work out when/if there will be a court case because if there is, it’s all going to be raked up again – and you need to be prepared for any future shark attacks.

Remember, in these digital days, bad news doesn’t disappear, it’s always there waiting for someone to re discover it and all they have to do is Google.

Ruth Sparkes, PR and Media Consultant ruth@empra.co.uk and tweeting as @empra

 

Concern at 12 week apprenticeships

Training providers are calling on the government to take a closer look at the so called fast-track apprenticeships  that offer to train people in as little as 12 weeks.

The Association of Learning Providers  (ALP) has begun lobbying bodies such as the Skills Funding Agency after some of its members complained about short apprenticeship programmes made available and marketed in their areas.

Paul Warner, the ALP’s director of employment and skills, said it was vital that all apprenticeship programmes offer high quality training and do not cut corners solely to allow trainees to gain qualifications faster.

“Over the last few years, the government has actively encouraged work-based learning courses that are intense and work related, but there is a balance to be had,” said Warner.

“We are aware of instances with these 12 week apprenticeships where other providers in the area are questioning the value of them,” he added. “If it can be shown that compressed apprenticeships are impinging on quality, that would be a concern.”

According to the National Apprenticeship Service (NAS) website a typical apprenticeship normally takes between one and four years to complete and includes on-site training with an employer as well as training through a college or independent provider.

“If it can be shown that compressed apprenticeships are impinging on quality, that would be a concern.”

Among the organisations offering fast-track apprenticeships is Synapse, a call centre provider, which works closely with Elmfield Training Ltd, based in the Midlands. Synapse’s website offers to ‘fast track your career in just 13 weeks’ by providing the skills, experience and qualifications needed to start work.

Elmfield describes itself as the ‘the fastest growing vocational training provider in the UK’. It has already received an apprenticeship allocation increase of £21m since the beginning of the 2010/11 academic year, bringing its total allocation to over £40m, as published by the Skills Funding Agency. Also, its published finances show that last year Elmfield’s turnover increased from £12.9m to £33.8m, with an eye-watering pre-tax profit of £12.3m.

Gary Rimmer, a director at Elmfield Training Ltd puts the company’s growth down to it working with “large national employers” and successfully finding work for apprentices. “We have operated programmes at a variety of lengths with different employers,” he added.

Rimmer also said “we are working towards new provision”, and he suggested this was as a result of revised guidance from the Skills Funding Agency that is expected to apply from August.

A spokesman for the Department for Business, Innovation and Skills said there was no maximum or minimum guidance over the duration of apprenticeships but added: ” As guidance, it would be commonplace for a level two apprenticeship to last for around a year.” He was not aware of any plans by the Skills Funding Agency to stop funding providers that offer fast-track apprenticeships in considerably less time.

Government regulations require that apprentices receive a minimum of 280 guided learning hours, but does not stipulate over what period. Providers such as the De Vere Academy of Hospitality say they condense training into 12-16 weeks so that students are ‘more engaged and work ready’ on graduation. Launched last September in Crewe, the academy aims to train 10,000 young people over three years. At the time of going to press nobody from the De Vere Group was available for comment.