TRAIN TO GAIN

Friday 13 April 07

Welcome

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TRAIN TO GAIN

Karen WoodwardTrain to Gain Performance and The East Midlands Model

Train to Gain

Two elements both called Train to Gain:

skills brokerage service – independent and impartial and not focussed on Level 2;

Train to Gain discrete funded service that is purely about FIRST FULL Level 2 and basic skills

The Role of theBroker

01

• Train to Gain is a new service to help businesses get the training they need to succeed

• Train to Gain Specialist Skills Brokers will ensure that the training offered will be flexible, responsive and offered at a time and place to suit business

• Not a level 2 programme (but level 2 is a key part of it would expect 30% of L2 starts to come from brokerage activity)

Key purpose of the brokerage service

• Brokers will provide impartial assessment to identify what skills a business needs now and in the future

• Brokers will help to meet employers’ skills needs by helping to choose the most suitable training provider/s

• Brokers will help employers to get the best value for money from their investment in training

Brokerage service – cont’d

• Brokers will target ‘Hard to Reach’ employers (not IIP recognised AND not actively involved in vocational training for a significant proportion of their staff).

• Brokers will target esp priority sector employers (agreed to now move to all sectors)

Brokerage service- cont’d

Brokerage service cont’d• Brokers will target priority size employers

(changing from 5 – 25 to 10 – 250 at local level – all sectors)

• Developing an approach to the “Skills Pledge” for large employers and public sector employers (irrespective of size)

Employer / Provider /Broker Relationship

02

Typical provider interface with employers and brokers

Broker• target H2R• diagnose need• Source providers• Agree costed action plan with employer and provider • Note broker system

Hard to Reach Employer

Provider • Diagnose individual need and

eligibility• Deliver in TtG fashion • Develop long term relationship

with employer• Note EDRS system

• Provider maintains relationship – no broker involvement

• Seek to work with more ‘Hard to Reach’ employees• If accessing Train to Gain funding then note EDRS• Broker service will contact employer (within 3

months) to make sure everything is OK and offer full brokerage if employer wants it

Existing Employers

• Provider to ensure employer is not on the broker H2R target list (via CRM system or through LSC broker contract manager)

• If not – continue with actions• Provider to note EDRS• Broker service undertake customer call within 3

months to ensure employer is OK and if they want full brokerage service

New Employers –Accessing TtG Funding

Results to end of February 2007INBOUNDMarketing initiated 170+Inbound 3,382OUTBOUND2,563 employer leadsEquates to 4.3 leads per day92% hard to reach organisationsUp-dated 17,207 recordsSpoken to 11,321 decision makers

Results referralscont’d120 to B2B networks50 Connexions230 IDB service10 HE40 IAG70 IIP10 JCP80 lead to Succeed1890 to LSC providers – currently between 15% have resulted in L2 start.

Brokerage performance hit 90% of employer engagements (balance to be transferred in to new year and added to original targets;

82% customer satisfaction (likely to end up at 88%);

all staff on course to achieve broker accreditation within 1 year of starting as a broker.

Protocols and theCustomer Journey

03

Tier 1 (delivered by Tangible Results)• Generate employer leads against brokerage

parcels / priority sectors• Forward employer details to broker within 1

working day• Follow up calls to employer to check attendance

and status• 3 month employer customer satisfaction calls re.

brokers / providers

Service Levels

Tier 2 (Phone Based) and 3 (Face to Face)• Delivered by quality assured Skills Brokers• Telephone, e-mail or face to face impartial support

on skills issues (currently all face to face)• Assesses organisational needs of the employer via

agreed diagnostic/s• Identifies a selection of providers able to satisfy

requirements• Identify which provider/s the employer wants to

work with• Agree a costed action plan with the employer and

provider/s

Service Levels

• A full database of priority employers in the East Midlands

• Key focus for the segmentation and targeting of ‘Hard to Reach’ employers

• To be used by IDB, Skills Brokerage and UK T & I• Looking to wider use by other publicly funded

employer contact organisations e.g. JCP and providers

• Primary method of tracking employers through the Customer Journey

• Already holds some provider / employer existing relationships to prevent targeting by Skills Brokers

RBSIS - CRM

Demand Led andSupply

04

Train to Gain Budget Types – cont’dBudget B - Train to Gain Discrete Funding

Planned but subject to employer choice 80% of overall budget. Worth £16million in 2006/7 FY, rising to £26million in 2007/8

Budget C – Regional Response20% of overall budget. Worth £4million in 2006/7 FY, rising to £6.4 million in 2007/8

Performance to end of February Averaging just 49% of starts against original profile (43% YTD) – national average 53/47% respectively

L2 only 51% of YTD total delivered (national average 54%

L2 achievements 42% of YTD target (national average 28%

Performance cont’d

Basic skills starts: 27% of starts against YTD profile (31% national average)

Basic skills achievements: 30% of YTD total (national average 19%)

only 3 providers performing to profile

4 providers have delivered nothing to date.

Key issues to be addressed improve the flow of potential L2 starts from brokers to providers WITHOUT making this a L2 only programme

Improving the performance of providers in delivering starts and achievements

improving employer engagement in a systematic way – not a “free for all” to contact employers

TRAIN TO GAIN

MARKETING & COMMUNICATIONS 06-08

Margaret WarrenMarketing & CommunicationsLSC East MidlandsApril 2007

INTRODUCTION

Train to Gain has been developed as a national brand that the LSC licences to Train to Gain contracted partners:

•EMB

•39 East Midlands approved training providers; and

•Their consortia members.

Non-contracted training providers are not permitted to use the Train to Gain logo and brand.

TRAIN TO GAINEAST MIDLANDS MARKETING & COMMUNICATIONS PHASE 1 – Summer 06

• Local radio commercials

• Direct mailer to priority sectors

• Telemarketing/brokerage service – TANGIBLE RESULTS

• PR & communications in business and partner media

• Gain the Advantage cards – including some of the following ‘call to action’

– SMS text service – text TRAIN to 64446

– Online enquiry registration – www.iwanttotrain.com

– Train to Gain Employer regional helpline 0845 057 1817

– National Website – www.traintogain.gov.uk

• Train to Gain Regional Fax 0845 057 1816

TRAIN TO GAINEAST MIDLANDS MARKETING & COMMUNICATIONS PHASE 2 Autumn 06/Spring 07

• Targeting sectors within parcels thro’ telemarketing

i.e. Parcel 1 is Derbyshire - logistics & distribution, construction, food & drink, engineering and Health & Social Care

• Sector case studies – highlighting qualifications, learning opportunities & key business benefits

• Call to Action business cards – wider circulation to LSC, Connexions, JC+ employer facing staff

• Developing tactics with EMB brokers to target the 1,000+ organisations

TRAIN TO GAINEAST MIDLANDS MARKETING & COMMUNICATIONS PHASE 1 and 2

RESULTS:

• MARKETING & COMMUNICATIONS INBOUND

– Mailings 35

– Press 23

– Electronic 106

• TELEMARKETING OUTBOUND

– 5-25 employee in priority sectors

– 2,563 employer leads

– Equates to 4.3 leads per day

– 92% hard to reach organisations

– Up-dated 17,207 records

– Spoken to 11,321 decision makers

TRAIN TO GAINNATIONAL MARKETING & COMMUNICATIONS PHASE 2 – Spring 07

• National Train to Gain marketing campaign from 19 Feb to 1 April 2007 includes:

– Stakeholder communications

– PR: case studies, briefing packs, advertorials, media briefings

– Advertising: National Dailies and Sundays East Midlands impact 1.5m SME’s

– Commercial Radio station adverts: Heart FM, Leicester Sound, RAM FM East Midlands Impact: 36m adults

– Local press: Leicester Mercury, Derby Evening Telegraph and Nottingham Evening Post East Midlands impact: 558,000 ABC1 adults

TRAIN TO GAINNATIONAL MARKETING & COMMUNICATIONS PHASE 3 – Summer 07

• National Train to Gain campaign under the banner of the LSC’s

BIG SKILLS CAMPAIGN 14 May 2007 to October 2007

• Includes:

– TV

– Press – national and regional

– Radio

– Outdoor

– Call to Action 08000 15 55 45 and www.traintogain.gov.uk

• LSC East Midlands has submitted a media ‘wish list’

TRAIN TO GAINEAST MIDLANDS MARKETING & COMMUNICATIONS PHASE 3 – Summer 07

• Telemarketing

Outbound Tangible Results Inbound EMB from 1 June 2007

• Retail Train to Gain pack – for the employer and potential employees – major retail developments Leicester, Derby and Nottingham inc. a employer/employee voucher

• Advertising to include bus backs, banner stands, regional business magazines

• PR & case studies targeted at trade and sector press, regional business magazines, professional bodies, exhibitions/conferences

• what makes them tick! working in partnership with Sector Skill Councils/LSC Sector Development Managers to target sector employers i.e. Easter egg box mailer

• 1,000+ Employer PLEDGE – May 2007

TRAIN TO GAINEAST MIDLANDS MARKETING & COMMUNICATIONS PHASE 3 – Summer 07

Our offer to our 39 Providers

Client Base Pilot

• Autumn 2006 providers supplied their ‘Client Base’ to the LSC

• Client Base records total: Over 10,000 records sit on the interim CRM – flagged as ‘no contact to be made’ for TR purposes.

• The LSC will work with providers and TR to conduct telemarketing activity in order to generate warm leads for the provider to extend and re-energise their active ‘Client Base’

• If the Provider is not able to service the employer’s request the lead is re-directed to an EMB broker, who will source a suitable provider.

• NO employer record will be removed from the Providers ‘Client Base’. You will receive a cleansed ‘Client Base’ for you to continue to develop.

The LSC East Midlands will pay!

TRAIN TO GAINEAST MIDLANDS MARKETING & COMMUNICATIONS

• TRAIN TO GAIN BRAND IDENTITY GUIDELINES OVERVIEW – Guidelines, logo artwork, sample material, brand DVD and templates

www.lsc.gov.uk/campaignresources

• HELP in applying the brand guidelines email

designtraintogain@lsc.gov.uk (answers within 48 hours)

• LSC advice and approval

margaret.warren@lsc.gov.uk or jane.peel@lsc.gov.uk

This applies to ALL Train to Gain marketing and communications

TRAIN TO GAIN

Provider Financial Assurance

Regional Audit Team

IMV Audit Feedback and Beyond

Andrew Neill – Regional Audit ManagerWayne Gellion – Senior Auditor

April, 2007.

Background

• PFA has a role of examining provider’s compliance with LSC terms

and conditions of funding.

• Initial monitoring visits (IMVs) help ascertain quickly a provider’s

control over LSC funds. Appropriate for new providers and new

funding streams but do not represent full assurance. They do not

quantify errors.

• TTG has come under much ongoing scrutiny, within the LSC, from the

DfES and elsewhere – more to follow!

Main Issues Arising

• Eligibility – 75% of 39 ProvidersNo evidence of learner eligibility

Conflicting evidence with the learners prior attainment

No evidence that the learner had a contract of employment

No evidence that the learner had been resident for 3 years

Learner eligibility declaration not fully and correctly completed

• Higher Rate – 62%Not clearly justified and quantified to 20 hours (11 hours + of UK&U?)

Incorrect rate identified based on hours quantified

Main Issues Arising (2)

• Attendance – 51%No evidence of 2 hours before start claimed

Evidence of 2 hours was not UK&U (change of rules Nov 06)

• Checklist – 36%No evidence of documented checks taking place

Checks do not cover all aspects before funding can be claimed

• Induction / ILR / ILP / IAG – 36%No evidence of induction

No evidence of Pre-entry IAG

ILR not fully and correctly completed

ILP does not meet the minimum requirements / not fully and correctly completed

Main Issues Arising (3)

• Policies and Procedures – 33%Policies not documented or draft

Do not cover risk management

• Skills for Life – 23%Learner’s needs identified at below entry level 3 (not fundable through TtG)

Learner’s needs not being adequately identified

No evidence that the needs are being appropriately addressed

• Subcontractors – 23%No approval for management fee greater than 10%

No contracts in place

No checking of evidence before start claimed

Recommendations / Best Practice

Eligibility Checklist (to include as a minimum)Is the employer ineligible (Paragraph 76 to 80)?

Does the learner have a contract of employment?

Has the learner been ordinarily resident in the UK or EU country for 3 years or more (NI number of SE, SC or PX indicates overseas)?

Has the learner already achieved a full level 2 qualification or equivalent (is other evidence consistent, ie skills for life screeners)?

Is the learner working towards a fundable qualification?

Was the learner above 19 when they started the programme?

Declaration that evidence seen - signed and dated by an appropriate person?

Recommendations / Best Practice

(2)Start Checklist

Has the learner received a comprehensive induction?

Has the learner received a pre-entry IAG?

Has the learner got an ILP, which they have agreed?

Is there a quantifiable rationale for the claiming of the higher rate?

Is there evidence of 2 hours UK&U has been delivered?

Is there a Skills for Life assessment that identifies the learner’s need ( if this is below entry level 3, this need should be addressed before entry to the TtG programme)?

Declaration that evidence seen - signed and dated by an appropriate person?

Recommendations / Best Practice

(3)Achievement Checklist

Is the qualification current and approved, i.e is a full level 2 and achieved before QCA certification end date?

Was the learner registered before the QCA last entry date?

Does the evidence show that the qualification has been achieved (direct claims status – internal verifiers report)?

Has the learner undertaken more than 20 hours (11 + of UK&U) for the higher rate?

Declaration that evidence seen - signed and dated by an appropriate person?

Recommendations / Best Practice

(4)Subcontractor Checklist

Have necessary checks confirmed subcontractor’s appropriateness to deliver training e.g. quality assurance arrangements, technical qualification, capacity and financial probity?

Is there a signed contract in place?

Has the subcontractor been risk assessed to decide the frequency of reviews?

Has the subcontractor been visited in accordance with this frequency, including checks on evidence, learner existence and eligibility?

Findings - Brokerage

Brokerage is a free service assessing employers needs – referrals to

‘best fit’ provision e.g. FE, HE, WBL or TTG.

Brokers currently rely on Learndirect ‘hot courses’ for referring on.

Brokers regularly make referrals to up to 8 providers to ensure 3

responses for employer’s consideration.

Brokers are measured on engaging employers - providers are

measured on engagement of learners.

Providers are expected to self generate 70% of their TTG targets

Next Steps

Full assurance audits, determining level of substantive error in

application of funds.

At least 1 visit every 3 years but may cover all in next 12 months

(currently assessing risks).

Evidence reviews supporting sample of starts and achievement

payments (30 to 90 items).

Errors will be recovered.

Errors exceeding 5% of the value of the sample will lead to

extrapolations (painful!)

Next Steps

• National view on TtG‘robust assessment is essential and that it is the providers’ responsibility to ascertain

positively what prior attainment has been achieved as part of that process’

‘Intention to extend learner survey into the TTG audit approach as a standard

requirement for all regional audit teams. It is further recommended that as an

interim measure, until learner survey is extended, face to face learner interviews

are carried out on a sample of learners, each time a TTG audit is conducted.’

• Learner interviews will inform risk and direct further detailed testing in

order to validate apparent errors and possible recoveries. Providers are

advised to ensure learners are clear about their declarations at

enrollment

Any Questions?

TRAIN TO GAIN

50

Workshops

Our College’s experience with

51

How we came to be doing Ttg

LSC / DfES publications indicated the writing is on the wall for Learner

responsive funding

College in recovery we could not afford to lose any

income streams opportunities for new income streams

should be exploited.

52

What issues did we have

No experience of managing this type of contractLecturers not assessorsNo Matrix accreditationNo accredited status for Employer EngagementNo relationships with the brokers

53

But we had…..

A strong Employer engagement unitA strong joint bidder in the field of Construction who we had worked with in the past via the LSC FE partnership routeA good zero based ‘off the shelf contract’ for Assessors

54

So…

Employed ‘Contracts Manager’ instead of a traditional MIS ManagerAppointed some assessorsStarted down the Matrix route

55

Got accredited

56

Keep getting accredited

The ‘new standard in Employer Engagement’We hope its as portable as we are told.

57

Tried to build links with the Brokers

74 written proposals plus approx 10 verbal over the phone if a

broker has called urgently At least 70 were returned within the

timescales given by the brokers.

We have had 5 referrals from the above3 of the 5 were for companies the College were already working with 

58

Conclusions

Don’t rely on the BrokersCreate an Employer Engagement unitIdentify a way into the top of a supply chainFind whatever partners you need to succeedWork your way down the supply chain to individual sub contractorsManage your relationship with the LSC and talk regularlyAnd …..

59

Spread the word about how Successful you are

60

Questions

BEST PRACTICE – EMPLOYER ENGAGEMENT

Presented by Kate Pupynin, Quality PractitionerBeverley Priestley, Project Manager

10th April 2007

62

WELCOME & INTRODUCTIONSA4E LTD

• A4e Consortium Model

• Consortium Approach to Employer Engagement

• Quality Assuring Employer Engagement

63

A4E CONSORTIUM MODELA4E LTD

•Marketing & Promoting Train to Gain to Employers

– Marketing Brochure

– Template for Referrals (Bids)

– Speed Dating Event with Brokers and Employers

– CD ROM detailing Employer and Learner experiences

•Diagnosing the business needs of Employer

– Structured ONA/TNA

– Integrate the Broker qualification with partnership practice

•Involvement in Learning & Assessment

– Job Analysis (Initial Assessment)

– Planning & Reviewing Learning

•Evaluating Quality & Impact

– Qualitative Case Studies

– Tours

64

APPROACH TO EMPLOYER ENGAGEMENTA4E LTD

36 partners delivering within the majority of the occupational and sector areas under Train to Gain.

Range of experience and expertise across partners which includes:

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APPROACH TO EMPLOYER ENGAGEMENTPARTNERS APPROACH – BEST PRACTICE

• Whole organisation approach - from Senior Management through to shop Floor.

• In-house Coach/Assessor supporting each candidate for a 16 week period after the initial workshops.

• Using awareness campaigns, newsletters and competitions to communicate the project details progress.

• TNA which diagnoses business need which informs which employees undergo the initial assessment that polarizes job role which informs NVQ choice and learning route way.

• Feedback at all stages of the Learning journey. This process starts at the TNA stage and then initial assessment stage where feedback of findings that informs the learning route-way that the individual(s) will pursue, followed by ILP feedback (agree with the learner and employer the blended learning package), throughout the programme learners are reviewed in accordance to their individual needs where the employers is involved in this tri partite exercise and finally the employer is asked to evaluate the programme upon completion.  

66

QUALITY ASSURING EMPLOYER ENGAGEMENTA4E LTD

Applying the 3 C’s to Diverse Practice

Continuous Improvement

Consistency

Compliance

67

QUALITY ASSURING EMPLOYER ENGAGEMENT A4E LTD

•Compliance

– LSC Guidelines

•Consistency

– The Employer’s Journey

– Quality Standards inc., Common Inspection Framework, Customer First, the New LSC Standards

– Mapping the Standards into a coherent framework

•Continuous Improvement

– Contract Performance and Quality Monitoring Visits

– Quality Improvement Projects (e.g. Streamlining Paperwork, ONA/TNA Guidelines)

– Employer and Learner Surveys

– Consortium Self Assessment and Quality Improvement Plan

TRAIN TO GAIN

TNG Midlands Region

Train to Gain workshopApril 2007

Anne WrightArea Manager

TNG “our company”

TNG performance

ETPInterim Train to Gain

Train to Gain

Train to Gain consortium partners

EMB LTD

Andrew Hargreaves

Employer Engagement Manager TNG - Midlands Region

our aim To build on our current success, to

continue to develop a co-ordinated approach to Employer Engagement ensuring existing and new client organisations across the region are aware of and have access to the full range of our services and those of our sponsors .

employer engagement strategy

• A coordinated approach, and real focus on engaging employers

• An ‘holistic’ employer offer, access to the full range of TNG products and services

• Employer centred approach - move away from ‘selling’ specific programmes to identifying what employers need, brokering solutions from across TNG and through consortium partners

• Account Management responsibility - creating and maintaining client relationships

employer engagement - key factors• The TNG Employer Offer • Marketing• Employer Engagement Team • A Sectoral Approach• Contract delivery / performance

TNG - employer offer

ReferralTo

partners

BusinessSupport

Mentoring

LeadershipAnd

ManagementDevelopment Vocational

Skills

ApprenticeshipsTrain to Gain

EssentialSkills

WorkPlacements

Recruitment

OrganisationalNeeds

Analysis

EMPLOYER

TNG employer offer• Demand Led - in terms of design, the ‘sell’, and the

delivery• Standard “consistent” approach to Organisational Needs

Analysis for any employer engaged• Look for ways to provide employers with what they want

(whilst being mindful of sponsor priorities)• Quality delivery - it’s no good just getting the

engagement right (performance: sponsor / employer / learner)

• On-going client management – evaluation, review, implementation

marketing• A clear marketing strategy aimed at engaging employers in the

range of TNG programmes and services - Regionally and Nationally

• Clear common branding and ‘feel’ for all employer marketing materials - Employer focussed literature that:– Is clear and easy to digest– Can be customised to meet the needs of individual employers / sectors– Emphasises the benefits of particular services to the employer

• Networking events - TNG and those organised by third parties• Sponsorship opportunities - raising the overall profile of TNG to

prospective clients • Celebration events - recognising success e.g. TNG

sponsorship of East Midlands Apprenticeship Awards March 2007 - TNG sponsors Employer of the Year

Employment Development Consultant

• Initial contact for Employers, Brokers and funding support• Carry out Organisational Needs Analysis and subsequent

action planning• Provide “ total support” to employers and learners • Promotion: working forums, conferences, exhibitions• Regional team - share experiences/personal development• Programme delivery - “Project Manage’ delivery from

start to end (and beyond)

employer engagement team

• Resources focussed on engaging and managing relationships with employers

• Total understanding of TNG programmes and how they can be ‘linked’ in order to add value to our employers

• Structured and continuous Professional Development for all staff involved with employers

sectoral approach• Key priorities for HM Government - East Midlands Region

LSC priority sectors • TNG concentration on Health & Social Care, Retail &

Management (includes delivery of customer service / business administration / B I T qualifications)

• Ongoing development of linkages with appropriate Sector Skills Councils

• Customise our employer offer and engagement methodologies to make them ‘relevant’ to the sector

• Focus reflecting the needs of RDA’s, Sector Skills Councils, funding bodies etc.

Train to Gain - qualifications portfolio • Health & Social Care: levels 2 3 4 & Registered

Manager• Child Care: levels 2 3 4 • Play work: levels 2 3 • Business Administration: levels 2 3 • Customer Service: levels 2 3• Retail: levels 2 3 • Business Improvement Techniques: levels 2 3 4• ILM – Team leader and Management: levels 2 3 4 • Bespoke training / short courses

captavia - crm • Launch of Client Record Management system

CAPTAVIA across the East Midlands Region 2007• Support efficient Account Management of employers:

– Record of all employer interactions– Tracking of potential leads and activities

• Resource for future telemarketing, mailshot, e-marketing activity

emskills• A regional brand employers recognise as being a standard for

excellent provision in programme delivery & employer engagement

• Self assessment: June - November 06 • City& Guilds external verification: December 06 • Award Accreditation: March 2007

The new Standard for Employer Responsiveness• A national standard for employer responsiveness credible to business backed by the Sector Skills Councils • Self assessment: May - November 06• Application review: December 06 • Validation survey: Jan - March 2007

in conclusion

Employer engagement is key to our future success:

• Focused targeting of resources• Investment in training and development • Move away from programme specific engagement

to an employer centred approach• Marketing materials designed to employer need • Regional Employer Engagement Team

TNG contact informationTNG4th Floor Epic House Charles StreetLeicester LE1 3SG tel: 0116 262 5261 fax: 0116 262 5274leicester@tng.uk.com

Anne Wright - Area Manager- 07899 904268

Andrew Hargreaves - Employer Engagement Manager - Midlands 07800 728532  

TRAIN TO GAIN

www.emda.org.uk

Regional Business Support Information System

Delivering Joined up Business Support

Regional IS Rational• Developing an IS strategy for the region

• Consistency of delivery and customer experience (skills, BL, MAS…)

• Impartiality (MI & Analysis)

• Collaboration & sharing

• Freeing up the deliverer to focus on IDB

• Provide an infrastructure to enable regional management and coordination of the support network (No wrong door)

• Improve the quality and relevance of business support

• Consistent approach to the measurement process (MI)

• Ability to monitor & evaluate the support network

• Targeted Customer Relationship Marketing; Increased range/access of service

• Produce a regional economic intelligence and market profile

The RBSIS will be the focal point for the management, coordination, development, marketing and tracking of all business support services in the region, raising the standards of service provision and expectation of the market.

Vision Statement

East Midlands Business SupportRegional Information System

RegionalCRM

Integration

Knowledge System

e-Marketing

Brokerage SystemW

ebsi

te

Business Intelligence

SME touch points

Management & Operation

RBSIS Customer Journey Alignment

ESP

LSC emda

Specialist SkillsGeneralist

BLOs

referrals

MI & Evaluation Requirements

Operational Requirements

Owned by RDA

Operational Requirements

RSB System

Regional CRM

Owned by LSC

Business Business

Digital Dashboard

TRAIN TO GAIN