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Corporate Affairs Review Panel16 January 2003

Item No

Corporate Training and Development (CTD)Business Plan

Report by the Head of Human Resources

Summary

This report provides details of the Corporate Training and Development business plan for 2002/2003.

Context

Corporate Training and Development (CTD) is part of the County Council’s HR function. Itoperates as a self funding business unit, providing general development and trainingsupport across the County Council.

There are also a number of departmentally based development and training staff whoprovide service specific development and training support.



Finally, CTD is working with both local and national agencies to enable a range of professional development opportunities and programmes across a wide range of other public sector areas, in particular where the County Council has partnership arrangements.

For example, within the residential care sector, voluntary care organisations, joint projectswith district and town councils, and in early year's care.

The 2002/2003 Business Plan outlines the first stage of a medium/long term plan todevelop CTD as a Centre of Excellence for training and development in local governmentand the public sector in Norfolk.



Contents Page Number

Executive Summary 2

Introduction and Overview 4

CTD Values 5

Supporting NCC Employee Development 6

Review of 2001/2002 7

- What has been delivered?- Value for money- Customer satisfaction- Impact on customers- What's been learnt and

what will be different in the future?

Ke Objecti es for 2002/2003 14



Executive Summary

2001/2002

This business plan reviews the key successes of last year - the highlight being thesuccessful integration of the four independent business units into one integrated corporatebusiness - Corporate Training and Development (CTD).

The business units were:

• Martineau Training

• The NVQ Centre

• The Training Centre

• The Open Learning Centre

The new Management Team, after a period of in-depth business analysis, developed aplan for more effective integration of the four business units,re-focusing CTD's objectives, addressing the poor financial situation, and developing andmotivating the employees within the business.

The process provided a valuable team development exercise and the business is now in astronger position to meet the needs and expectations of the corporate centre and itscustomers, both within Norfolk County Council (NCC) departments and externally in theprivate and public sector.



Also, we will be working with external organisations promoting a partnership approach indelivering development services across NCC and in the wider business community.

In the medium term we will be seeking to further enhance the financial situation within thebusiness, with a two-pronged strategy:

- tight control of all costs- increased income generation.



Introduction and Overview

CTD exists to provide high quality, value for money training and development services toNCC. It also provides these services to other organisations in both the public and privatesectors where there are organisational and or financial benefits for NCC.

Our strategy for the delivery of these services contains the following strands:

• Employing the right people, with the necessary skills, and the appropriate approach

•Operating a programme of continual improvement for our existing services, whiledeveloping new services which meet the needs of NCC and our external customers

• Marketing ourselves effectively within NCC

• Promoting services and products to other public and private sector organisations

• Maintaining a tight control of costs and a responsive approach to developing increasedincome generation

• Ensuring administrative and quality systems are sound and meet our business needs

The range of services provided is detailed in our 2002/2003 training brochure.

Our services are based on a customer-focused approach combined with a strongcommitment to valuing and rewarding our employees.



CTD Values

Our commitment to our customers and the process of continual improvement is detailed inour training brochure. Providing the foundation for these are our personal values within theteam, which are reviewed on an annual basis.

These are important, as they explain how we work together in order to meet the demandsmade on us.

Personal Motivators

• Organisational freedom within the agreed NCC operational framework

• Employee autonomy within their job roles

• Flexibility to work creatively to meet customer and employee needs

What we want to achieve

• Personal development for NCC employees and our the members of our team

• A sense of achievement, both organisationally and personally

• Delivery of the best service for our customers

What we value in work

• V i t d h



Supporting NCC Employee Development

CTD meets and conforms to training standards identified in NCC's Corporate TrainingPolicies.

We support cultural change through quarterly training reviews, IiP activities, and personalinvolvement in the delivery of organisational development and cultural change training.

We demonstrate commitment to IiP; NCC's Core Values and the Employment Strategy

through:

• Support of the corporate secondment policy

• Focused discussions at CTD team meetings

• Support and involvement in corporate Awaydays plus our own internal review meetings

• Strong involvement with the corporate IiP agenda

• Medium term aim to set team and individual goals, which will be summarised and heldin personal development files



Review of 2001/2002

The last year has been a very successful one in a time of great change, which putconsiderable strain on our resources.

Our success has been achieved against a background of lower training budgets withindepartments, increased customer demands to support employee development targets, anda range of externally driven initiatives which have impacted on employee development.

Our key achievements are:

What has been delivered?

• A fundamental review and re-organisation of the four business units which now make upCTD. This has allowed us to become more responsive to customer needs.

The business units were:

• Martineau Training

• The NVQ Centre

• The Training Centre

• The Open Learning Centre



Standards Commission. The last four were in partnership with Change Consultancy andTraining.



Value for money

• Our average training consultancy day rate of £400 was benchmarked against other training providers and was shown to be very competitive. We constantly monitor other training providers' charges and ensure we continue to provide value for money to our clients.

We know the rates charged by our associates to external clients range between £275and £650 with the average around £400. Large training consultancies such as MAST

charge £1,200 per day, while locally, City College Enterprises charge £750.

• Our average delegate day rate, £105 for a training workshop, is low, while the quality of our training delivery is rated very highly. We know from our market research that wemanage the largest number of trainers and associates in the Eastern Counties and therange of skills, qualifications and specialisms is equal to any external provider within theregion.

• Our Training Centre offers the lowest delegate day rate, and room hire charge, whencompared with any local hotel or equivalent training centre within Norfolk.

• Rebuilding of team spirit in a time of great change and uncertainty has enabled us toprovide continuity of service to our customers.



Customer Satisfaction

• Market research and post training course evaluation during 2000/2001 showedcustomer satisfaction was reducing for a variety of reasons. Much of this was down tothe excessive use of external associates for training delivery, as customers felt theassociates often lacked sufficient understanding of their organisation and work. Inaddition, due to key trainers leaving CTD, we lost valuable employees with extensiveexperience of the organisation.

During 2001/2002, we have reduced the number of external associates from 30 to 8,and increased the number of "in-house" trainers from 2.5 to 5. The new trainers havecome from service departments, which has enhanced the overall organisationalknowledge base.

• Examination of post course evaluation during 2001/2002 showed consistently highlevels of customer satisfaction with all aspects of our service delivery.

• We continue to monitor this on a long-term basis to ensure we consolidate thisimprovement. In addition, we will be conducting some in depth customer survey workduring 2002/2003 in order to build on this turnaround, and enhance service deliveryfurther.



Impact for Customers

• Customers have benefited from a series of tailored programmes to meet their needs,and many are nationally accredited.

• Costs and quality have met customers' requirements.

• New services have been designed and delivered to meet needs such as:

- Evening class delivery of the Introductory Certificate in Management, in partnershipwith Adult Education

- Customer care programmes tailored to departmental needs- Data protection training- An enhanced Welcome to NCC programme- An enhanced Pre-retirement programme- A pilot short course in management skills for Trading Standards - soon to be rolled

out across NCC



What’s been learnt and what we will do differently in the future?

(Incorporating key drivers from internal and external environment)

• CTD has a strong commitment to training its employees. It is almost a cliché' to say thatthey are our biggest asset, but in a service based business - this is true. Our plans for this year, and beyond can only be delivered if our employees are well developed andhighly motivated.

During 2001/2002 we spent £7475 on employee development. We continue to makethis commitment and have set a training budget this year of £13,640. This reflects our projected increase in employee numbers and the investment required to develop, anddeliver, new products and services.

It is .4% below the corporate standard of 2% of total salary budget, but it is a truereflection of our current needs.

• We take our responsibility for our employees well-being very seriously. To help themmanaging pressures, and to support our risk assessment process, all employees areencouraged to undertake the Wellbeing package held in the Open Learning Centre on aregular basis. It is also a regular topic at staff meetings in terms of workload and roleallocation.

• We currently have 24 employees with the business. In addition there are 8 vacant posts,

hi h ill b filli i d t d li th f t d l l f b i t f



• We will promote the use of NCC Employee competencies and behaviours through their use and application within the unit, and within our training programmes.

• We support NCC's equal opportunities policies as evidenced in the gender balanceamongst our team and associates. We also ensure that our trainers and associates areregularly kept informed of equal opportunities issues and changes in legislation. We willcontinue to monitor our performance in this area.

• We are continually seeking opportunities to work in partnership with other NCC

departments, and external organisations. During the last year we have developed a newpartnership arrangement with Change Consultancy and Training, a local independenttraining organisation. Also, we have continued to develop our partnership working withAdult Education. We will continue to enhance these relationships during 2002/2003.

• Whilst our primary focus is provision of service to NCC we will also bid for external workin order to develop our commercial skills and to continually benchmark ourselvesagainst the external marketplace.

In addition, this work supports overhead recovery, and delivers profits, which can beused to support the development of future services.

• Our evaluation process gives feedback on courses and deliverables and we regularlyreview each programme. We have a rolling programme of review planned for the year.

•

W h l d 3 l t f ll f t d k



Key CTD Objectives for 2002/2003

Objective Measure

1. 2002/2003 income to exceedforecasted expenditure by 4 to 5%

• Financially measured andtracked throughout the year -ending March 2003

2. Continue to review and reduce cost

structure by 5% of 2002/2003forecasted expenditure subject toexternal cost factors

• Financially measured and

tracked throughout the year -ending March 2003

3. Develop a clear view of our customers' perspective of CTD andtheir future needs

• Customer survey - September 2002

• Re-establish regular contactwith Departmental Training

Representatives - March 2003

• Establish a cross departmentalTraining Forum - December 2002

4. Ensure principles and practice of IiPfollowed within CTD

• Conduct final year appraisals -by end of June 2002



7. To ensure the associate mechanismcontinues to operate effectively

• Introduce quarterly meetingswith associates - March 2003

• Offer them joint developmentopportunities with CTD wherepossible - ongoing

8. Review and revise all major programmes and put in standard

house style

• By March 2003

9. Review and update all NVQprogrammes and systems

• By March 2003

10. Improve range of programmesand quality of delivery throughenhancing skills of trainers and

associates

• Ongoing



Medium Term Objectives

• To increase turnover from £994,500 in 2001/2002 to £1,500,000 by 2005

• To generate 50% of income from working with external customers, mainly the LearningSkills Council, by 2005

(2001/2002 figure - 28%)

•

To develop additional services including training design and commissioningconsultancy, conference organisation and assessment centres

• To be at forefront of organisational development understanding and deliverables

• To be regarded as best in class when benchmarked against other training providers inthe following areas:

- ILM programmes- NVQ programmes- Career Counselling

• To extend and develop our associate network to ensure customers’ requirements of range and quality are always met



Financial Targets for 2002/2003

Section Income Expenditure Profit

ManagementDevelopmentTeam

£662,500 £631,150 £31,350

VocationalServices Team(NVQ)

£399,525 £380,490 £19,035

The TrainingCentre

£168,975 £160,920 £8,055

Open Learning

Services

£71,000 £71,000

SupportServices

£10,375 £10,375

CTD Total £1,312,375 £1,253,935 £58,440



C h r is C l e a r y

C o r p o r a t e T r a i n i n g &

D e v e l o p m e n t M a n a g e m t

H a y 1 . P 5

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C h r is t i n e B a l d w i n

M a t e r n i t y l e a v eB u s i n e s s D e v e l .

M a n a g e r M 2

CTD BUSINESS PLAN 2002/2003 21

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