Business Development Plan Nova Training

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Business Development Plan Nova Training

• August 2009 July 2010

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Business Development Plan 2009/2010The Starting
Point

• This business plan builds upon the Three Year
  Development Strategy produced in 2007. The plan
  was finalised by SMT in July 2009. Prior to that
  the organisation held a business planning away
  day on 12th June 2009 where all staff presented
  potential business objectives for their centres.
• NOVA Training has strengthened and improved our
  reputation as a good quality training provider
  with two additional Ofsted visits (one of which
  had some outstanding areas of practice). We now
  need to continue to build upon this reputation
  and move to be a provider of choice across the
  West Midlands with a particular focus on
  developing solid, strong relationships with the
  Local Authorities we operate in preparation for
  the funding handover. The plan this year has
  taken into account the recession, the rise in
  unemployment (in particular for those who are
  16-18),and government funding caps (e2e and T2G).
• We need to play a bigger part in improving our
  region by-
• helping individuals improve their life chances
  with improved employability options and higher
  levels of skills. For 2009/10 we will have a
  specific focus on the 16-18 NEET group and school
  leavers who now make up some 40 of the
  unemployed.
• and to
• helping employer stakeholders to improve their
  economic prosperity and stability through
  enterprise and innovation, by providing the
  learning and skills support they require to grow
  their businesses and their employees.

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Business Development Plan 2009/2010The Starting
Point

• External drivers to our business plan
• The Government sets Public Service Agreements
  (PSAs) in relation to targets it needs to achieve
  to grow the economy and meet its fiscal
  obligations, for 2008 2011 there are 30 current
  PSAs.
• These PSA targets feed down into governmental
  departments that impact upon NOVA Training. The
  main government departments that impact upon us
  are
• The Department for Children Schools and Families
  (DCSF)
• And
• Department for Universities, Innovation and
  Skills (DISU).

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Business Development Plan 2009/2010The Starting
Point

• The government categorises PSAs under the
  following headings
• Sustainable growth and prosperity (Nos 1 7)
• Fairness and opportunity for all (Nos 8 17)
• Stronger communities and a better quality of life
  (Nos 18 26)
• A more secure, fair and environmentally
  sustainable world (Nos 27 30)

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Business Development Plan 2009/2010The Starting
Point

• Main PSAs that impact upon NOVA Training
• PSA 1 Raise the productivity of the UK economy.
• PSA 2 Improve the skills of the population, on
  the way to ensuring a world-class skills base by
  2020.
• PSA 8 Maximise employment for all.
• PSA 10 Raise the educational achievement of all
  children and young people.
• PSA 11 Narrow the gap between children from low
  income and disadvantaged backgrounds and their
  peers.
• PSA 14 Increase the number of children and young
  people on the path to success.

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Business Development Plan 2009/2010The Starting
Point

• Main PSAs that impact upon NOVA Training
• PSA 15 Address the disadvantage that individuals
  experience because of their gender, race,
  disability, age, sexual orientation, religion or
  belief.
• PSA 16 Increase the proportion of socially
  excluded adults in settled accommodation and
  employment, education or training.
• PSA 18 Promote better health and well-being for
  all.
• PSA 25 Reduce the harm caused by Alcohol and
  Drugs.

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Business Development Plan 2009/2010The Starting
Point

• Mission, Value and Vision
• Starting point
• Business objectives and success indicators
• Our customers - Learner Involvement Strategy
• Our customers - Employer and Stakeholder
  Involvement Strategy
• Our people - HR Strategy

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Business Development Plan 2009/2010The Starting
Point

• Our places - Accommodation Strategy
  (Teaching/Learning and Working Environment)
• Our community - Equality and Diversity Strategy
  and EDIMs
• Our governance - Quality Assurance, Self
  Assessment and current QIP
• Our risk management - Financial Stability and
  Risk Management
• Our Communication Strategy how we make sure all
  staff are aware of business processes and
  procedures
• Our marketing strategy

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Business Development Plan 2009/2010The Starting
Point
MISSION
To create and sustain an environment where staff
can deliver an innovative, challenging, quality,
exciting and inspiring learning experience that
meets the needs of learners, non-learners and
employers in the local community.
VALUES
Maximising learner success and achievement
through innovative delivery to improve
individuals life chances, in safe, secure and
nurturing learning environments underpinned by
our specific values of Respect, Trust, Honesty,
Openness and Equality of Opportunity for all.
VISION
Through a socially inclusive approach, we will
provide high quality vocational learning and
training support to equip individuals with the
skills for employment and further development.
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Business Development Plan 2009/2010The Starting
Point

• Some of our major achievements for 2008
  2009
• Implementation of a new Senior Management Team.
• Growth of e2e provision by 40.
• Implementation of new e2e staff teams in
  Willenhall, Wednesbury, Brownhills, Wednesbury
  and Wellington.
• New training centres in Wednesbury and Wellington
  established.
• Secured and commenced Pre and Post 16 ESF NEET
  projects with Kickstart Life, Turnaround and
  Springboard.
• 14 staff commenced level 34 IAG quals.
• Established Specialised Construction Diploma
  delivery within the North Sandwell Consortia.
• Established as pilot centre for Functional
  Skills.
• Effects of the economic downturn on T2G,
  Apprenticeships and e2e outcomes.

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Business Development Plan 2009/2010The Starting
Point

• Starting point
• The Operations Manager completed a full review of
  progress made against business objectives to
  date. These were presented to staff along with
  potential objectives for the future at our Annual
  Business Planning Away Day. Prior to this
  individual meetings were held in local centres
  where they discussed potential centre development
  areas. These were then presented to the rest of
  the organisation at the Away Day and notes were
  compiled for each presentation.
• At the SMT meeting in July Senior Managers
  identified objectives that were aligned to both
  organisational and local priorities. A decision
  was also taken to give each centre specific
  objectives rather than programme objectives (as
  suggested by staff at the Away Day). These have
  now been validated and have been re-categorised
  into the following areas for our business, as
  follows
• Generic business objectives pages (including
  specific objectives for Pre 16, Post 16, Post 19
  and Staff Select.
• Individual Centre Objectives.
• SMT will take overall responsibility of the
  Generic Objectives, whilst Centre Managers and
  staff teams will be responsible (with the support
  of the Operations Managers for the delivery of
  Centre objectives)

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Business Development Plan 2009/2010Delivering
The Plan

• The Operations Manager takes responsibility for
  the overall delivery of the plan with the support
  of other Senior Managers.
• Some objectives are signposted to other staff
  where appropriate.
• The plan will be discussed at all SMT/Operations
  and Centre Meetings.
• The Operations Manager will publish a written
  progress update each quarter.
• When reviewing progress and the continued
  appropriateness of objectives the Operations
  Manager will consider findings from Mini Quality
  Inspections and Self Assessment (due December),
  if underperformance is evident, any growth
  objectives for that area will be frozen, until
  performance is rectified.
• This plan feeds into the 3 year development plan
  2007 2010.

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Strategic Aims for 2009 - 2010

• Generic across
• all areas of the business

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Business Development Plan 2009/2010Organisation
Objective

• Strategic objective
• Collaborate with LEAs and 14 19 teams to meet
  the requirements in their Children and Young
  Peoples Plans.
• Progress
• Good relationships with local Black Country LEAs
  and new links made with Telford and Wrekin LEA.
• Indicators of success for 2009 2010
• All centre managers to engage with Local
  Authority meetings.
• CYPP to become an agenda item for Centre
  Meetings.
• Maintain knowledge of individual CYPP via SMT and
  strategic meetings.
• Person responsible for delivery Quality and
  Centre Managers

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Business Development Plan 2009/2010Organisation
Objective

• Strategic objective
• Ensure all programmes, operations and delivery
  meet the requirements of Every Child Matters and
  we actively Safeguard our learners.
• Progress
• Refresher Training delivered to all staff on ECM
  and Child Protection.
• All new staff receive a comprehensive induction
  that covers ECM and Child Protection.
• Indicators of success for 2009 2010
• All policies and procedures to be re-visited and
  revised to take into new Safeguarding guidelines.
  A particular focus will be on staff recruitment
  procedures.
• Safeguarding training to be delivered to all
  staff, this will specific and relevant to their
  job role.
• Dedicated Safeguarding champion at each centre.
• Refresh Child Protection Training and ECM
  awareness annually for all staff by Mar 2009.
• Person responsible for delivery Quality and
  Staff Training and Development Managers

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Business Development Plan 2009/2010Generic
Objective

• Strategic objective
• To grow/expand our employer base, increase
  activity and relationships with schools and other
  partners.
• Progress
• Marketing and placement co-ordinator post
  identified and filled.
• Indicators of success for 2009 2010
• Improve data on placement/employer activity.
• 20 increase in employer base by Feb 2010 and a
  further 20 by July 2010. Monitor with use of
  ACT.
• Increase marketing activity within schools with
  85 of starts profile across all centres being
  hit.
• Employer overall satisfaction to be 75 or
  higher.
• Achieve the Training Quality Standard by July
  2010.

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Business Development Plan 2009/2010Generic
Objectives

• Strategic objective
• To improve business opportunities between
  different divisions of the company, more
  effective links between NOVA Training, Schools
  Division and Staff Select.
• Progress
• Staff Select consultants now aware of T2G and
  promoting with clients.
• Indicators of success for 2000 2010
• Full implementation of the ACT (or similar
  software) across the organisation to manage and
  encourage sales activity.
• 55 of all Headstart learners to be recruited
  onto a Post programme with Nova.
• Commercial Director to attend all, SMT and
  Operations meetings and hold a team meeting with
  Staff Select on a monthly basis as per
  Communication Strategy.
• Person responsible for delivery Operations
  Managers/Commercial Director

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Strategic Aims for 2009 - 2010

• For our 14 16 customers

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Business Development Plan 2009/2010 Generic
Objective

• Strategic objective
• To further strengthen existing partnership links
  with schools and LEAs.
• Progress
• All 14-19 programmes now re-branded under
  Headstart.
• Procedures and learner file documentation now
  improved with Service, finance and partnership
  agreements.
• More robust recruitment procedures implemented
  giving greater contact with schools.
• Indicators of success for 2008 2009
• 80 of schools profile to filled by December
  2009.
• Implement schedule for schools feedback into the
  communication strategy. 75 to be satisfactory
  or higher.
• Enter all learners onto PICs and produce accurate
  management data.
• 75 learner achievement of units towards
  qualifications (for learners who successfully
  complete initial assessment).
• 40 of learners to achieve full qualifications
  (for learners who successfully complete initial
  assessment).

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Business Development Plan 2009/2010Generic
Objective

• Strategic objective
• To continue to develop relationships with Local
  Authorities, working collaboratively and engaging
  with Diploma Development Networks and FLT groups.
• Progress
• Wednesbury centre co-delivering the Specialised
  Construction Diploma with the North Sandwell
  Consortia. First cohort starting September 2009.
• Indicators of success for 2009 2010
• All centres to engage in a minimum of one
  specialised diploma line and an FLT
  steering/pilot group by Dec 2009.
• Person responsible for delivery Operations and
  Centre Managers

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Business Development Plan 2009/2010 14-16 learners

• Strategic objective
• To expand existing qualification provision to
  develop clear progression pathways to level 2 and
  Apprenticeship programmes.
• Progress
• Level 2 Construction qualification now in place
  at Wednesbury.
• Success indicators for first cohort met.
• Indicators of success for 2009-10
• Expand level 2 construction offer out to all
  construction centres.
• Become accredited for a level 2 qualification in
  MV in preparation for 2010 pilot group.
• Maintain 75 achievement rate of units towards
  construction awards
• Maintain 50 full qualification achievement rate
  for new construction awards
• Maintain 90 retention rate
• 75 learner satisfaction rate in annual survey
• Person responsible for delivery Quality Manager

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Strategic Aims for 2009 - 2010

• For our 16 19 customers

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Business Development Plan 2009/201016-19 Learners

• Strategic objective
• To undertake a scoping exercise for the delivery
  of PLAs to enhance the progression of
  e2e/FLT/Headstart learners.
• Progress
• Initial enquiry made late July to NAS.
• Indicators of success for 2009 2010
• Secure contract initially for a 30 place
  programme and deliver the following success
  rates
• 75 retention
• 75 achievement of Keyskills and Tech Cert
  (whilst on PLA)
• 75 progression onto full Apprenticeship and
  employment.
• 75 learner satisfaction (or higher measured in
  annual learner satisfaction survey)
• Person responsible for delivery Operations
  Managers

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Business Development Plan 2009/201016-19 Learners

• Strategic objective
• To expand the delivery of Kickstart Life into all
  e2e centres and into Wolverhampton.
• Progress
• Increased contracts, delivery has now commenced
  at all centres bar Wednesbury.
• Indicators of success for 2009 2010
• Improve data on Kickstart programmes and improve
  performance to the following
• 75 retention
• 75 achievement of an accredited qualification
• 75 progression into other programmes/employment
• 75 learner satisfaction (or higher measured in
  annual learner satisfaction survey)
• Commence delivery of Kickstart Life in Wednesbury
  and Wolverhampton by December 2009.

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Business Development Plan 2009/201016 19
Learners

• Strategic objective
• To offer LLDD NEET provision, offering discrete
  learning packages to engage disadvantaged younger
  learners between the ages of 14 19 who have
  learning difficulties and/or disabilities.
• Progress
• Nova have engaged with a consortia bid led by
  BCTG. Tender outcomes should be released
  shortly.
• Indicators of success for 2009 2010
• If successful implement alongside current
  Kickstart Life provision and work towards the
  following success rates
• 75 retention
• 65 achievement of an accredited qualification
• 65 progression into other programmes/employment
• 75 learner satisfaction (or higher measured in
  annual learner satisfaction survey)
• Person responsible for delivery Operations
  Managers

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Business Development Plan 2009/201016 19
Learners

• Strategic objective
• Improve success rate on E2E provision, monitor
  globally with specific focus on LA area data.
• Progress
• Specific data sets produced for all centre at
  present.
• Indicators of success for 2009 2010
• Achievements rates in each LA to be at least 85
  (measured against leavers).
• Retention to be at least 95.
• Progression to be at least 66.
• Person responsible for delivery Operations and
  Centre Managers

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Strategic Aims for 2009 - 2010

• For our 19 customers

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Business Development Plan 2009/10 19 learners

• Strategic objective
• To undertake a scoping exercise of Job Centre
  Plus provision (in particular Construction,
  Lit/Num and general support to work courses) with
  a view to tendering and securing additional
  provision for our established centres.
• Progress
• Response to Redundancy provision tendered for in
  2008/09. This tender was unsuccessful but
  valuable feedback was received. This feedback
  will be used to inform all future tenders.
• Indicators of success for 2009 2010
• Monitor DWP/JCP for future Government initiatives
  to get people to return to work and initiatives
  to develop skills.
• Monitor funding opportunities via partnership
  collaborative, PQQ and ITT processes.
• Person responsible for delivery David Bucknall

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Strategic Aims for 2009 - 2010

• For Staff Select

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Business Development Plan 2009/2010Staff Select

• Strategic objective
• Recruit a Senior Sales Consultant into the office
  with a wide range of recruitment experience in
  different markets and sectors.
• Progress
• Several candidates short listed, interviewed and
  an offer of employment has now been made.
• Indicators of success for 2009 2010
• Start new consultant by mid August 2009.
  Identify clear areas for development.
• Person responsible for delivery Commercial
  Director

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Business Development Plan 2009/2010Staff Select

• Strategic objective
• Increase the Business relationships with
  Nova/Staff Select placements/employers through
  the use of ACT by identify potential Nova,
  companies who could/do use recruitment services
  and likewise Staff Select employers who could
  support an Apprentice or offer a work placement.
• Progress
• SS Consultants had started to sell the T2G model
  in 2008/09. However as this is now not a growth
  area work needs to be undertaken with SS
  consultants to market Apprenticeships.
• Indicators of success for 2009 2010
• Staff Select Consultants to attend a briefing on
  Nova products by Sep 2009.
• Staff select to source 2 Apprenticeship
  placements by December 2009 and then 1 per month
  thereafter.
• Staff Select to convert 10 of Nova companies by
  supplying either temporary or permanent staff.
• Person responsible for delivery Commercial
  Director / Marketing and Placement Co-Ordinator.

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Business Development Plan 2009/2010Staff Select

• Strategic objective
• Increase sales activity in the Education/Training,
  food manufacturing and Public Sector (Local
  Councils).
• Progress
• Consultant with experience of these sectors has
  now been recruited.
• Indicators of success for 2009 2010
• Re-secure contract with Trophy Foods.
• Increase sales in Education to Gross Margin of
• Increase sales in the Public Sector to a Gross
  Margin of ________
• Person responsible for delivery Commercial
  Director

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Strategic Aims for 2009 - 2010

• Centre/Team Objectives

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Business Development Plan 2009/2010MV Team
Objective

• Strategic objective
• To expand our existing Motor Vehicle apprentice
  provision for increased numbers at level 2 and
  look at opportunities for provision at level 3.
• Progress
• Current contract performance remains a concern
  and contracts for 2008/09 were reconciled down.
• Indicators of success for 2009 2010
• Increase framework success rates to 65 for
  2009/10.
• 90 retention rates
• Improve marketing activities and undertake a
  round of marketing activities in Connexions
  Offices, Schools and with employers.
• Recruit and start 7 learners by Oct 2009, a
  further 5 by Jan 2010, a further 8 by April and a
  further 9 by July 2010.
• Person responsible for delivery MV Lead and
  Assessing Team

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Business Development Plan 2009/2010Centre
Objective

• Strategic objective
• Participate in local community initiatives which
  are funded through other
• streams such as lottery, community groups or
  working neighbourhood funds.
• Progress
• Better relationships developed with Local
  Authorities already, contracts for
• neighbourhood, community and voluntary group to
  be sourced through these.
• Indicators of success for 2009 2010
• Engage with local community group by Dec 2009.
• Identify potential delivery areas.
• Undertake community projects by July 2010.
• Person responsible for delivery Centre Managers

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