1. Transforming the FE workforce to become a force for change: the need for a workforce strategy Alison Twiney Director, England Lifelong Learning UK

2. Internal drivers for workforce development To deliver new contracts or to work with new groups of learners To enable delivery of new learning programmes or different types of learning delivery To train and develop new staff To retrain or upskill existing staff To enable staff to be vocationally or industrially up to date

3. External drivers of workforce development In response to learner and employer demands To take account of regulatory and legislative changes In response to national policy direction In response to contractual obligations for receipt of public funding In response to technological change – the e-enabled and e-capable workforce To ensure survival in the face of domestic and international competition in a global economy

5. Vision for the FE Sector workforce (1) Fully-professional, responsive and modern, and capable of operating effectively in a learner driven skills environment Well-trained and developed with flexibility to embrace new roles and ways of working with different partners and in different locations Able to draw on the excellent practice demonstrated by the best providers so that all providers can develop Be confident in itself as world class providers of high quality learning and training

6. Vision for the FE Sector workforce (2) Be reflective of the diversity of learners and employers served Benefit from outstanding leadership across all providers and the sector as whole, and be able to inspire and motivate Develop a culture of personal and provider continuous development and improvement in the context of a self- regulating environment

8. Implementation Plan Published end of March 2008 Outcomes and actions identified meaningful to those working in all parts of the FE system Includes recognition of work already underway Outlines planned actions and outcomes and how these will be developed or implemented identifies lead responsibilities and ownership of outcomes and actions Intended to be a mirror to help providers with their own workforce development plans – NOT a blueprint of how to do it

9. The Guardian 2nd Annual Further Education and Skills Summit 2008 Wednesday 18 th June 2008 Alan Clarke Sector Engagement Manager

10. What I plan to cover LLUK Workforce Development Strategy The Catalyst programme Catalyst legacy? Opportunities to engage

11. Priority 1 Understanding the nature of the workforce Priority 2 Attracting and recruiting the best people and improving the sector image Priority 3 Retaining and developing the modern, professionalised workforce Priority 4Ensuring equality and diversity is at the heart of the strategy, policy making, planning and training LLUK employers Workforce Development Strategy

12. Catalyst comprises four major sub-programmes which will support further education (FE) providers in taking a structured approach to the development of leaders and managers and in ensuring teachers, tutors and trainers keep their vocational and subject specialist skills up-to-date. Catalyst programme FE Sector (Colleges, adult & community learning & work based learning)

13. Programme structure Pass on Your Skills Encourage practitioners to take up a career in FE Assist providers to recruit to hard to fill vacancies Business Interchange Offering structured work placement opportunities to update vocational skills Placements currently range from one day to 12 weeks Leaders and managers Equality & Diversity Developing teachers Make a Difference Recruit highly motivated graduate calibre individuals into management positions Provide support for them to become future leaders in FE Business Talent Attract exceptional talent from business and the public sector directly into senior leadership roles Strategic review process Recruitment toolkit Individual support

14. Pass on Your Skills Assisting providers to recruit into hard to fill vacancies Priority skills areas - engineering - health & social care - construction - STEM (science, technology, engineering and maths) Further research to identify further skill shortage areas PTTLLS courses will be available across England from September

15. Business Interchange Enables teachers, tutors and trainers in the FE sector to update their industry related skills through a variety of learning experiences Business Interchange pilot project has proved successful Due to over-subscription it has not been possible to accommodate all interest during this pilot phase The full Business Interchange programme will be rolled out from September 2008 Expressions of interest can be made at www.takeeducationfurther.org

16. Access to a pre-assessed talent pool of individuals from diverse backgrounds to fill your management roles Recruitment: Online/hard copy application form (live!) Application sift Telephone interviews Visit to FE organisation (optional) Assessment centre (involves FE provider representatives) Final recruitment decision made by FE provider Leadership development: 12 months of funded leadership development to ‘fast track’ Monitoring and evaluation www.changeyourfuture.org Make a Difference

17. Attracting leadership talent from outside of the sector Marketing to organisations and potential employees Strategic review tools and consultant support Toolkit for employee recruitment and selection Mentor support for employees when first in post Central support for Business Talent process Monitoring and evaluation to produce sustainable model Questions Business Talent

18. Catalyst – leaving a legacy Creating a culture shift in the sector 2,225 people will embark on structured learning & development that will impact on the learning experience of others 2,225 role models? X organisations impacted – providers & business? X learners benefit from improved quality of learning X future leaders use their talent to make a difference Positive progress on equality & diversity? Watch this space!!

19. Catalyst programme Benefits of participation  Access to funded programmes  Assistance with identifying and managing structured employee development opportunities  Recruitment pool of potential applicants to skill shortage vocational areas  Recruitment pool of potential applicants to management positions  Funded strategic review of future leadership / management positions

20. Opportunities to engage Participation in Business Interchange Sustainability Group Participation in consultations Participate in the programmes: www.catalystprogramme.org Make a Difference campaign: www.changeyourfuture.org Business Interchange campaign: www.takeeducationfurther.org

21. The Guardian 2nd Annual Further Education and Skills Summit 2008 Questions