setting the scene - how the gla group and nas are developing apprenticeship opportunities through...
TRANSCRIPT
Setting the Scene - how the GLA Group and NAS are developing apprenticeship opportunities through procurement
Tessa Staniforth and Sue Welsh
Central Responsible Procurement Team
Contents
Background
Why is skills and employment a commercial priority for
the GLA Group?
Skills Labour Needs Analysis (SLNT)
The role of the Supplier Skills Managers (GLA)
The role of Employer Services Managers (NAS)
National Apprenticeship Service
Case Studies
Learning Points
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Central Responsible Procurement Team
Background
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In July 2008, the London Skills and Employment Board (LSEB) published: London’s Future: The Skills and Employment Strategy for London 2008 – 2013
Transport for London released its 10 year ‘Skills and Employment Strategy’ in March 2009
Research has identified skills shortages in construction, engineering and technical areas
Strong agenda around:• Greater support to employers in providing more jobs and skills opportunities to
Londoners • Supporting Londoners to improve their skills and prospects
Other national and regional agendas around•Increasing the number of apprentices •Worklessness Agenda and long term unemployed
Central Responsible Procurement Team
Why is Skills and Employment a Social-Economic Priority for the GLA Group?To ensure Londoners and the London economy benefit from GLA works:
High cost of worklessness and skills shortages to London: improving employment and skills outcomes contributes to reductions in child poverty, crime, improved health and sustainability
London’s worklessness rate is 30%
Less than 50% have the numeracy skills expected of those who have completed primary school
By 2020 we expect 50% of jobs to require degree level qualifications
Strong Mayoral agenda around supporting employers to provide more jobs and skills opportunities to Londoners
Strong Mayoral and Government support for apprenticeships: Coalition has pledged £250 million extra funding for adult apprentices in CSR
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Central Responsible Procurement Team
Why is Skills and Employment a Commercial Priority for the GLA Group?
To ensure GLA Group suppliers provide a capable and competent workforce:
Skilled workforce will ensure suppliers have sufficient capability and competency to deliver to time, quality and cost requirements
Substantial evidence that training and development improves productivity through reducing staff turnover and a quicker adaption to new techniques
Skills shortages and an aging workforce in key sectors relevant to GLA Group contracts, including construction, engineering, and IT pose a high risk to future growth (e.g.Project Brunel)
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Central Responsible Procurement Team
Strategic Labour Needs & Training (SLNT) – What Is It?
To maximise the value of GLA’s project spend, there are SLNT requirements within GLA group contracts that seek to ensure suppliers:
Train and develop their workforce to ensure capability/competency
Offer training, employment and skills opportunities to London communities, particularly in relation to disadvantaged groups
SLNT is implemented through:
Embedding SLNT requirements within new contracts
Assisting new and existing suppliers access funding and support to delivery skills and employment requirements through the Supplier Skills Team
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Strategic Labour Needs and Training (SLNT) – How Is It Used?
Toolkit provides clear guidance and targets of what TfL expects from its suppliers and how they should respond
Contracts are considered on a case by case basis to identify which have the greatest scope for implementing SLNT provisions
Relevance and proportionality are the key to ensuring supplier compliance, and are considered at an early stage with legal and subject matter experts
PQQ / ITT stages are designed to ensure supplier awareness of the SLNT requirements and provide TfL with an outline delivery plan
Key stage is post contract award and the requirement for the supplier to work with TfL to develop a detailed delivery plan
Monitoring and contract management critical to successful delivery
SLNT seen as part of a broader long term relationship with suppliers through SRM / contract management
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SLNT – How Does It Work?Trigger Points:
•Equivalence and Priority:
50% of SLNT outputs must be a
TfL Priority
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SLNT – An Example
The above example covers construction/ manufacturing and demonstrates meeting the 12 SLNT requirements required for the contract and meeting the 50% of deliverables within TfL Priority areas
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The team of SSM’s are embedded within the GLA Group’s Central Responsible Procurement Team and funded by the LDA. Their role is to:
Assist GLA group suppliers gain funding and support from available employment and skills programmes
Work with GLA group’s Supply Chain to understand the suppliers’ requirements and help them deliver these
Help co-ordinate the various agencies and organisations (including Sector Skills councils, NAS, JCP etc) that offer skills or employment funding, into one integrated programme
Co-ordinate and monitor the GLA group Supply Chains to ensure requirements are being met
The Role of Supplier Skills Managers (GLA)
Central Responsible Procurement Team
National Apprenticeship Service
Vision.
The National Apprenticeship Service’s vision is that by 2020 every employer will value an Apprenticeship as the key route to equipping them with the skills they need for their business.
Mission
The National Apprenticeship Service has responsibility for delivery of Apprenticeships through the pursuit of three key principles:
Supporting employers Stimulating high quality demand from individuals Ensuring that training is relevant, timely and high quality
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National Apprenticeship Service Functions Employer Services
Provide a One Stop Apprenticeship Advice and Support Service for all employers and promote the Apprenticeship vacancy service
Apprenticeship vacancies
Free on-line recruitment service for employers to advertise apprenticeship vacancies
Learner Services
Promote Apprenticeships and the Apprenticeship vacancy system supporting individuals and key intermediaries including: Local Authorities, Connexions, Schools, JCP and ensure provision matches demand
Central Responsible Procurement Team
The Role of Employer Services Managers (NAS)
There are two Employer Services Managers working alongside the Supplier Skills team and their role is to:
Assist GLA Supplier Skills Managers (SSMs) in identifying employer’s needs
Joint meetings with employers
Engage with employers/prospective employers at earliest opportunity
Identify gaps in Framework and Provider base
Identify appropriate Providers through usual selection criteria or throughcompetitive tendering
Account management function throughout
Monitoring progress to agreed targets and regular updates with SSMs
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Case Studies Serco
Delivered and exceeded SLNT requirements on worklessness and apprenticeships
RentokilPre-employment training for LUCAS card, delivering against worklessness requirements
and looking into apprenticeships
First London & Arriva the ShiresPilot schemes for bus driver apprenticeships looking to be rolled out to other bus
companies
EPMF ConsortiumConsortium approach to delivering technical civil engineering apprenticeships, led by
Mott McDonald with 6 consultancies involved
Borough Apprenticeship Consortium5 boroughs working in partnership to deliver highways technician apprenticeship for 10 young people
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Central Responsible Procurement Team
Learning Points Support from SSM & NAS provides suppliers with the tools to implement new
recruitment and training practices across other areas of their business
Flexibility within SLNT requirements ensures it is a generic model that can be components most suit their business needs
Suppliers are keen to engage with this agenda but can be put off by the complexities of public funding: SSM & NAS help them to navigate through this
Suppliers recognise skills, employment & training requirements are increasingly embedded within public sector procurement processes, therefore engaging in this activity can give them a competitive advantage
Suppliers often need SSM & NAS support to win “hearts and minds” internally, to introduce apprenticeship programmes into their organisation
Effective partnership working is key
Develop systems to measure and monitor progress
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Tessa Staniforth GLA Supplier Skills ManagerT: 0207 126 3532E: [email protected]
Sue WelshNAS Employer Services ManagerT: 020 7904 0971E: [email protected]
Harminder MatharuNAS Employer Services ManagerT: 020 7904 0961E: [email protected]
Contacts