National Nuclear GatewayInterim Report Headline

FindingsOctober 2013

Employer Gateway

Strand 1 Strand 2

Strand 3

Strand 4

Win orders UK and overseas

Start

Assess workforce competence and capability using Skills Passport

Share training learning via portal

Engage upskilledproviders to train workforce

Compete with high skilled workforce and higher productivity

Employer skills gaps

Train to schemes that are approved and accredited by the industry professional body

Industry wide labour market projections (NESA*) Finish

* Nuclear Energy Skills AllianceEmployer Gateway

Strand 1 Strand 2

Strand 3

Strand 4

Win orders UK and overseas

Start

Assess workforce competence and capability using Skills Passport

Share training learning via portal

Engage upskilledproviders to train workforce

Compete with high skilled workforce and higher productivity

Employer skills gaps

Train to schemes that are approved and accredited by the industry professional body

Industry wide labour market projections (NESA*) Finish

* Nuclear Energy Skills Alliance

“We’re still quite a fragmented industry and whilst we obviously have to respond to our own individual challenges, there’s a real place for working together and collaborating to meet the overall national need.”

Neil Baldwin, Chair of the National Skills Academy for Nuclear

Enter the Skills Academy...

Overview

• The interim evaluation report highlights progress in the first year of the National Nuclear Gateway Project (NNG).

• This presentation is based on the following sources:• 2 waves of primary research with employers (with 54

employers in total)• Process evaluation interviews with each of the 5 Strand

Managers and the NNG Project Manager

Performance and Risk

• The process evaluation has highlighted good progress against project objectives. Strand 3 for example, the industry portal, is already attracted interest from around the world, ahead of its official pilot and launch.

• There is a solid approach to identifying and dealing with risk, with strong connections to the wider business.

• There is evidence that the project is evolving in response to industry feedback; for example in Strand 4, providers stated a clear preference for shorter interventions which has been adopted.

• While the 4 project strands have been developed independently, mechanisms exist to ensure knowledge transfer and sharing of lessons and progress. Going forward, plans are in place to present a more unified view of the National Nuclear Gateway to employers and the sector.

Updated BaselinesTracking key metrics on investment in skills, satisfaction with members of the HQPN, Apprentice recruitment and productivity

Measure 2012 Baseline October 2013

Employer Investment in Skills £40 millionAverage training spend per employee of £1,500. 5.5 training days per employee

35 businesses spend a total of £49.9 million.  Average training spend per employee of £1,755.64. 6.9 training days per employee*

Satisfaction with Skills Academy High Quality Providers

80% 83%

Increase in Apprenticeships compared with existing plans to recruit 1,000 per year

0 27% of businesses had increased the number of apprentices in readiness for nuclear contracts in the last 6 months.

Definite plans to recruit 359 Apprentices over the next 12 months. If ‘optimistic’ timescales for Nuclear New Build were met, this could rise to 423 – an uplift of 18%

Employer productivity savings through more targeted and efficient training spend

0 3 out of 40 companies identified productivity savings from increased mobility and flexibility of the workforce. Savings were between 1-2% and 25%.

Learning Points • For Strand 1a, defining what is required and managing employer

expectations can be problematic – and IT issues have been time consuming to link to the Skills Passport, and not universally supported

• Employer consultation has suggested an alternative route for Strand 1b, and also highlighted the need for Skills Academy staff to engage with non members (in this case recruitment agencies)

• Strand 2 market demand is an unknown, but this may be an easier sell following the Sellafield pilot. A presentation has been prepared to communicate the benefits of Strand 2 in response to employer feedback.

• Strand 3 is performing well and lessons from the (protracted) contracting phase are now being applied more widely.

• For Strand 4, the key learning point is the need for RM support to broker interchanges, using the trust built up with these customers

Conclusions

• The project is on track overall (although strand 1 is behind for a number of reasons). Overall, the NNG project has deployed itself effectively with a measured and meticulously planned approach over the first year to create the conditions on which skills and productivity outcomes can be achieved going forward.

• Looking forward the conditions are positive to integrate this work into the ‘Capability Model’ being created by the National Skills Academy and achieving sustainability through assimilation into the National Skills Academy ‘parent body’.

• The Skills Academy and partners should be applauded for their willingness to adapt in response to employer demand – for example by adapting the format to suit training providers in Strand 4.

• Further piloting and market testing are required across all strands

Recommendations The report contains 14 interim recommendations to consider. Overarching recommendations include:

1.Ensure sufficient market testing is carried out, whether as part of the pilot or through customer feedback (Strand 4)2.Develop enhanced marketing materials to highlight the combined effect of the NNG programme3.Ensure that the desired outcomes of the UK Commission are ‘kept in sight’ throughout the pilot phase4.Review each strand against the UK Commission’s sustainability checklist and potential in light of the development of the Capability Model

•The

Next Steps Planned Activity for Investment Stages 5 & 6

Ongoing Process evaluation

•Quarterly updates with staff

•Team meeting attendance

•Review of all available secondary and primary M&E evidence

Primary Research

•Annual training provider survey

•Strategic partner survey

•Focus groups with Strand 1b, 2 and 3 participants

•Before and after interviews with interchange / masterclass participants