Below is the table which is used by Skillet to effectively review targets, monitor progress and identify areas where there are particular successes which can be shared, or difficulties which need to be explored and resolved. The rest of this document breaks down how this table is actively used.

Skillnet works mainly with four large manufacturers in the automotive industry There are separate independent employers within the core manufacturers. Skillnet have one overall service level agreement with employer 1, but within that it is made up of a certain number of independent franchises and employers. Skillnet also deals with independent garages within the London area and other manufacturers being smaller independents. The contracting is through service level agreements with the overall manufacturer, Skillnet then develops (or builds on existing) relationships with the franchises or other companies owned by the over-arching manufacturer. The service level agreement sets levels of ‘dealer penetration’ and percentage participation in the training contract, as specified below, to ensure that the majority of training for those working on the vehicles and other goods produced by the large manufacturers is delivered by Skillnet. Skillnet win the whole contract, but then it is up to Skillnet to engage with each dealership to organise the delivery of training. The training delivered by Skillnet is exclusive to the manufacturer and therefore specialist to their vehicles or goods. The remaining employers are independent garages. There are separate independent employers within the core manufacturers. Skillnet have one overall service level agreement with employer 1, but within that it is made up of a certain number of independent franchises and employers. Skillnet also deals with independent garages within the London area and other manufacturers being smaller independents. The contracting is through service level agreements with the overall manufacturer, Skillnet then develops (or builds on existing) relationships with the franchises or other companies owned by the over-arching manufacturer. The service level agreement sets levels of ‘dealer penetration’ and percentage participation in the training contract, as specified below, to ensure that the majority of training for those working on the vehicles and other goods produced by the large manufacturers is delivered by Skillnet. Skillnet win the whole contract, but then it is up to Skillnet to engage with each dealership to organise the delivery of training. The training delivered by Skillnet is exclusive to the manufacturer and therefore specialist to their vehicles or goods. The remaining employers are independent garages.

Skillnet have dealer penetration rates which they aim to achieve within manufacturers For example for Ford there might be a 90% target penetration rate which means that for 90% of dealers skillnet want to have engagement with and have learners within their dealerships This is part of the service level agreement set and agreed before the contract is even started. It is a collaborative agreement Penetration targets depend on the levels which exists at that start of the contract, with independent businesses the penetration rates targets are lower because it’s harder to get into and the presence is smaller at the start The targets set depend on the current situation, but they are normally set for the 80-90% mark. – mostly for large manufactures Skillnet have dealer penetration rates which they aim to achieve within manufacturers For example for Ford there might be a 90% target penetration rate which means that for 90% of dealers skillnet want to have engagement with and have learners within their dealerships This is part of the service level agreement set and agreed before the contract is even started. It is a collaborative agreement Penetration targets depend on the levels which exists at that start of the contract, with independent businesses the penetration rates targets are lower because it’s harder to get into and the presence is smaller at the start The targets set depend on the current situation, but they are normally set for the 80-90% mark. – mostly for large manufactures

SME’s can relate to franchises and linked employers, it’s more of a target related to independent side of the business than our manufacturers The participation percentage would be more appropriate and aligned to the manufacturers whereas the number of SMEs is more aligned to the independent side. Instead of setting up a penetration target for SMEs, Skillnet would be more likely to say, for example - they want to achieve 300 in the London area as a target; – it’s a different approach depending on independent employers or manufacturers SME’s can relate to franchises and linked employers, it’s more of a target related to independent side of the business than our manufacturers The participation percentage would be more appropriate and aligned to the manufacturers whereas the number of SMEs is more aligned to the independent side. Instead of setting up a penetration target for SMEs, Skillnet would be more likely to say, for example - they want to achieve 300 in the London area as a target; – it’s a different approach depending on independent employers or manufacturers

Historically Skillnet has always focused on apprenticeships – and that has always been where the majority of training delivery has been. These refer to the target number of learners that skillnet want to have on programme – within these programmes It has all been train to gain and apprenticeships with no other delivery – so apprenticeship and train to gain targets are separated out for delivery on those to date All targets are set to increase but this will change with changes in funding These refer to the target number of learners that skillnet want to have on programme – within these programmes It has all been train to gain and apprenticeships with no other delivery – so apprenticeship and train to gain targets are separated out for delivery on those to date All targets are set to increase but this will change with changes in funding The largest area of train to gain has been through an independent programme – within manufacturers there has been low levels of train to gain, it wasn’t significant within those areas

Skillnet has a matrix to calculate the ratio of staff to learners. This considers the number of reviews and visits possible in a week, allowing for one weekly admin day. It allows for staff to do three assessment visits a day – 8 week visit frequency, so this is multiplied by a four days a week – and then divided into a manageable caseload which staff can do to meet the 8 week visit frequency. Skillnet has a matrix to calculate the ratio of staff to learners. This considers the number of reviews and visits possible in a week, allowing for one weekly admin day. It allows for staff to do three assessment visits a day – 8 week visit frequency, so this is multiplied by a four days a week – and then divided into a manageable caseload which staff can do to meet the 8 week visit frequency. Academy nos’ refers to the number of learners going to one of Skillnets own training centres. This does not include Train to Gain as these learners would not go to one of Skillnets academies because it’s all work based delivery, and not all apprentices go to Skillnets own training centres Some learners are linked to a college, but the target is to increase the number of learners actually attending one of Skillnet’s sites as opposed to increasing the number of subcontracts. Growth planned to maintain learners on Skillnet’s sites, with the intention to increase the number of academy places which skillnet can offer to match that growth Matching apprenticeship growth with increased targets onsite. Academy nos’ refers to the number of learners going to one of Skillnets own training centres. This does not include Train to Gain as these learners would not go to one of Skillnets academies because it’s all work based delivery, and not all apprentices go to Skillnets own training centres Some learners are linked to a college, but the target is to increase the number of learners actually attending one of Skillnet’s sites as opposed to increasing the number of subcontracts. Growth planned to maintain learners on Skillnet’s sites, with the intention to increase the number of academy places which skillnet can offer to match that growth Matching apprenticeship growth with increased targets onsite.

1. Establishing the problem An initial level of under-performance and the level of missed visits – highlighted a need to look strategically at what people were doing with the time and identify whether the targets set were achievable, or whether time wasn’t being managed effectively. 2. Investigating the background A consultation with staff showed that a lot of staff had difficulties with caseload and that people needed to have a chance to deal with s and other aspects of admin, and then set a fair number of achievable visits to complete a day. The next step was to calculate the division of time to ensure all staff can allocate one day an administration. 3. Developing a solution Skillnet developed a formula for creating a staff to visit ratio – how many learners on caseload. And that was one of the things Skillnet discussed this with Northbrook in terms of determining how best to designate staff to certain areas and designate caseloads over which staff have ownership – this involves looking at how many visits a day staff could do and establishing whether or not the existing caseloads match up to staff capacity. 4. How the solution works The matrix works on a staff to visit ratio, establishing what ability staff have to do for example, 12 visits in a week and looking at how many visits they would need maintain an eight weekly visit cycle and how many learners could that allow you to have on your caseload. Outcomes: Staff are able to meet target visits. The administration day enables flexibility in delivery, providing the opportunity for staff to catch up on any missed visits or provide additional support anyone who needs it. Staff are very focused on what they have to achieve and having a suitable caseload which is achievable and staff understand where the figures and their caseload number have come from – staff appreciate that it is manageable based on how has been worked out and what is a suitable caseload – it’s not just an arbitrary decision, there is a rationale behind the number of learners. Lesson: The process is to start by looking at what is physically achievable rather than giving people a caseload and telling them to do it. This helps to establish expectations and support staff. It does vary depending on whether the caseload includes technical or non-technical learners as non-technical learning is delivered in-house so additional time is allowed per visit for those learners, technical learners who go into college for part of their qualification make up higher caseloads – all taken into account in developing number of achievable visits.

Overall QSR – Skillset get interim reports from provider gateway so they measure every quarter where they are against targets Skillset also manage their own data to see where learners are, but quarterly with QSR which comes from the Provider Gateway Overall QSR – Skillset get interim reports from provider gateway so they measure every quarter where they are against targets Skillset also manage their own data to see where learners are, but quarterly with QSR which comes from the Provider Gateway Progression is measured Level 2 to 3 – intermediate to advanced apprenticeships – The progression rates are very high between those two qualifications, it’s about 87% at the moment – very high rate. This is very much about the way we recruit in the first place – actively looking for someone who could be advanced apprenticeship standard and that is the journey we want to take the learners on because that is what the employers want Not just looking for someone who will be competent and suitable at level two, but ultimately looking at the end goal of a level 3 qualification – because that is what the employer needs them to have – looking at the long journey Progression is measured Level 2 to 3 – intermediate to advanced apprenticeships – The progression rates are very high between those two qualifications, it’s about 87% at the moment – very high rate. This is very much about the way we recruit in the first place – actively looking for someone who could be advanced apprenticeship standard and that is the journey we want to take the learners on because that is what the employers want Not just looking for someone who will be competent and suitable at level two, but ultimately looking at the end goal of a level 3 qualification – because that is what the employer needs them to have – looking at the long journey

For recruitment, Skillnet set the target numbers of learners to be recruited onto programmes offered by Skillnet for each employer The target is derived from what would meet employer need, as well as what is both feasible and advantageous for Skillnet Despite the recession, Skillnet and the manufacturers involved have been able to increase the numbers on most programmes, although a few in heavy goods have suffered For recruitment, Skillnet set the target numbers of learners to be recruited onto programmes offered by Skillnet for each employer The target is derived from what would meet employer need, as well as what is both feasible and advantageous for Skillnet Despite the recession, Skillnet and the manufacturers involved have been able to increase the numbers on most programmes, although a few in heavy goods have suffered Skillnet conduct employer and learner surveys which are both part of the service level agreement with the manufacturers Service level agreements stipulate a level of satisfaction expect with learners, so they have targets which come direct from the contracts although clearly the organisation is always striving to improve In both surveys, there is one overall question asking about level of satisfaction with delivery from skillnet – those who state their experience has been good or excellent are included in the percentage figures of learners or employers who are satisfied Anyone who states that they are ‘in the middle’ or ‘not happy’ is not included in this percentage of learners or employers who are not satisfied Skillnet conduct employer and learner surveys which are both part of the service level agreement with the manufacturers Service level agreements stipulate a level of satisfaction expect with learners, so they have targets which come direct from the contracts although clearly the organisation is always striving to improve In both surveys, there is one overall question asking about level of satisfaction with delivery from skillnet – those who state their experience has been good or excellent are included in the percentage figures of learners or employers who are satisfied Anyone who states that they are ‘in the middle’ or ‘not happy’ is not included in this percentage of learners or employers who are not satisfied

This is not a specific data target, but one that Skillnet sets for itself. It is about quality accreditations that Skillnet is aiming to achieve within each programme. Achieving quality accreditations is particularly important to the organisation, from TQS to Ofsted ratings, and ATO (an Engineering occupational quality measure), Skillnet strive to achieve these and measure This is not a specific data target, but one that Skillnet sets for itself. It is about quality accreditations that Skillnet is aiming to achieve within each programme. Achieving quality accreditations is particularly important to the organisation, from TQS to Ofsted ratings, and ATO (an Engineering occupational quality measure), Skillnet strive to achieve these and measure