4D MAES Business Plan

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The Highlighted text is for an example or for guidance and should be deleted by services

The Highlighted text is for an example or for guidance and should be deleted by services

Manchester Adult Education Service

Draft Delivery Plan Component of the 2011-14 Business Plan:December 2010

Manchester City Council

Economy, Employment and Skills Overview and Scrutiny Committee

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Vision Statement

The core purpose of the Adult Education Service is to:

Drive, facilitate and enable residents to improve their skills and qualifications

Develop a coordinated approach to tackling worklessness across the city council andwith partners

Stimulate the take up of informal and Family learning and volunteering to enhance thehealth, well being and community cohesion of residents

MissionThe mission of the Service is to enable adults to acquire the knowledge, skills and qualificationswhich will help them secure and sustain jobs; and to support the health and well being andcommunity cohesion of residents and families through Neighbourhood and Family Learningprogrammes.

Service overviewManchester Adult Education Service (MAES) is located in the Regeneration Directorate with theRegeneration, Economic Development and City Policy teams. The key objectives of the groupare for Manchester to be a key driver for sustainable economic growth, for residents to acquirethe skills to secure and sustain employment, for welfare dependency to be reduced and tosupport public service reform and efficiency. MAES works with the Regeneration teams and awide range of partners externally and internally to achieve these objectives.

Needs Assessment The service objectives are based on the needs of its customers – primarily Manchesterresidents. This requires an understanding of the economic and social and environmentalconditions and residents needs as the basis for policy and service delivery. It involves closeliaison with the Council political leadership and local members and the strategic managementteam, other service areas, other learning providers and a wide range of agencies that gatherinformation and commission and deliver services at neighbourhood level.The service operates within the policy objectives and priorities provided by the Greater

Manchester Strategy, the Community Strategy and the National Skills Strategy. The frameworkfor this is provided by the Manchester Partnership and its thematic partnership groups. MAESis a member of the Work and Skills Partnership which is delivering one of the ManchesterBoard current priorities of Worklessness and Skills. At the City Region level, the service workswithin the context of the AGMA executive and its Commissions and working groups.

1. Business Overview



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where the organisation has particular expertise –e.g. with ex offenders.

The principles being used by MAES in developing provis ion are:-

Delivery shaped by local need, based on intelligence generated at ward andneighbourhood level

Information Advice and Guidance targeted at unemployed learners and those seekingcareer development

Progression routes to work, volunteering, further training built into all programmes

Wider engagement of council departments and key partners to inform the design anddelivery of programmes to support priority groups and underpin progression

The development of a quality learning environment in accessible locations through

network of local partners

MAES delivers and secures a range of adult guidance, learning and employment supportservices to those who live, work or study in the city. Its focus is on first step learning and theengagement of residents with few or no qualifications and skills. The vocational course offer isaligned to the priority employment sectors in the city region. It also delivers a wide range oflearning for personal development to support the health and well being of individuals andcommunities. The provision supports residents to develop knowledge, skills and qualifications

to make an effective contribution at work, as a parent and as a citizen. The provision supportsnational and local strategies on Skills and Employment and has a particular role in raisingaspirations and encouraging volunteering to contribute to the proposals outlined in the newcoalition government’s plan for ‘Big Society’

The service is contracted by the Skills Funding Agency (SFA) to provide adult and communitylearning and skills programmes. The Service receives its funding on an academic year cycleand the budget for August 2011 -July 2012 will not be confirmed until May 2011.

The Skills Funding agency funds MAES to deliver provision under a number of the prioritisesin the National Skills Strategy ‘Skills for Growth’ published in November 2009:

Basic skills programmes and qualifications –Literacy, Numeracy and English forSpeakers of Other Languages (ESOL)

Vocational programmes & qualifications at level and level 2



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focused programme to support small businesses to train low skilled staff, continued full fundingfor Basic literacy and numeracy and safeguarded funding for adult and community learning.

The Skills Strategy has a focus on key employment growth sectors, whilst maintaining a strongcommitment to those who do not yet have qualifications at level 1, 2 & 3, and programmes tohelp the unemployed back to work. It identifies informal learning as an opportunity to re-engagethose who benefited least form compulsory education. It also identifies the need to measure thesuccess of the skills system by employment and other outcomes, not just qualification targets.

Importantly for Manchester given the statutory city region status the Skills Strategy identifies the

value of partners working across local authority boundaries to identify future sectoral skillsneeds and develop skills strategies. As a member of the Work and Skills Partnership, MAESwill lead on the development of an Adult Skills Plan for Manchester as part of the city regionassessment of need. It will build on the work done by MAES, the Manchester College andLearning skills and Employment Network (LSEN) to produce the local authority ESOL actionplan, which is informing planning and funding of ESOL across Manchester.

The Strategy will have the following impact on MAES’s business plan. The Service will need to :

Develop more integrated advice services across the council in collaboration with the Adult Advancement and Careers service and Job Centre Plus.

Increase the fee contribution from individuals and employers for SFA funded provision(from 47.5 to 50%).

Demonstrate the impact of current non-qualification bearing courses contribution to thedevelopment of residents’ skills for work and citizenship.

Refocus English for Speakers of other languages(ESOL) provision on those activelyseeking work

Develop routes to apprenticeships from its vocational courses. Better track where learners go when they complete their course – e.g. into employment

Key priorities for MAES

To make a significant impact on worklessness in the city, working with other partners

and providers to utilise the opportunity of the new single work Programme and theManchester Work and Skills Plan to improve outcomes for residents

To contributes to the delivery of improved qualification levels for residents particularly inLiteracy, Language (ESOL) and Numeracy and at levels 1 and 2.

To position MAES to contribute effectively to the Coalition Governments agendas onlocalism and Big Society



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There are three areas of transformation activity with MAES:

Service Efficiency- MAES has been undergoing a major transformation process toimprove the quality efficiency and effectiveness of the services it provides toManchester residents The next phase of the transformation to be implemented fromSept 2010 will deliver a new , de-layered Management team structure , a strongeralignment with the planning and delivery of wider council services inneighbourhoods and more targeted support for learners with childcare needs.During 2010/11 a wider review of the service operating model will be carried out in

relation to both direct delivery and commissioned services.

Neighbourhoods- this activity is focused on what and how services are commissionedand delivered in neighbourhoods. As part of the Neighbourhood strategy, seniormanagers are reviewing the current and future models for the delivery of coreservices with Leisure, Library and Youth services. Senior Managers in MAES nowhave responsibility for specific neighbourhoods in the city as well as for Programmesfor Skills for Work, Skills for life and Informal and Family Learning. The impact so farhas been already improved dialogue and co-operation between MAES and otherpartners in developing the City Region pilot action plans.

Resource procurement- this activity is aiming to better support the council tomaximise its resources and make evidence based decisions. MAES is a member ofthe Regeneration resource procurement work stream, which will deliver more focusedprocurement activity to seek to win resources for Manchester. A grant procurement

working group is already considering how reductions in area based grant can bemanaged and replaced from other funding sources.

How the Service contr ibutes to the Council values

The Service contributes effectively to the Council’s values of People, Pride and Place. MAESlearning programmes invest in people. Residents gain knowledge, skills and qualifications.Parents and carers develop parenting and Basic Skills to develop themselves and their families.

Project work targeted at residents with mental health problems or drug and alcohol problemssupports individual to make better life choices. MAES invests in its people through its own staffdevelopment programme and through the Skills Pledge activities and qualifications. MAEScontributes to the development of place through its provision delivered in its localneighbourhood centres and in partner venues. Awards events and exhibitions celebrate pride in residents’ and staff’s achievements. Service and team newsletters spotlight staff have



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of the interim Work and Skills Plan which provides the policy context for Council and partneractivity. The plan sets out the shared strategic objectives and priorities of the members of the

Work and Skills Partnership to deliver a reduction in worklessness and up-skill residents. It aimsto ensure:

residents engagement to access support into training, volunteering or work

increased competitiveness for work, up-skilling residents to secure and progress in workand access higher paid jobs

co-ordinated employer engagement connecting workless residents to employmentopportunities and up-skilling the existing workforce,

integrated commissioning to ensure effective delivery through a neighbourhood focus

It will be underpinned by an Adult Skills plan being developed by MAES, the ManchesterCollege and the Third sector Learning, Skills and Employment Network (LSEN) who havealready made good progress on implementing the Manchester ESOL action plan.

Neighbourhood FocusNeighbourhood working is the key feature of MAES business model with provision deliveredthrough its 11 neighbourhood learning centres and through a wide range of partner premises.

An analysis of neighbourhood and local needs is integral to the development and delivery ofneighbourhood learning, skills and employment action plans with partners. MAES deliversprogrammes across the city whilst targeting key wards in areas of greatest deprivation. MAEShas contributed to the development of the City region pilot plans which will build on the workdelivered by the service as part of the Residents Wages initiative. The MAES transformationprogramme will ensure an even more effective focus on neighbourhood planning,commissioning and integrated delivery of services with other council and external partners.

0-5’s/Think FamilyMAES makes a strong contribution to the Think family approach to the planning and delivery ofservices. MAES Family learning programmes were judged by Ofsted to be outstanding.Provision includes Family Literacy, Language and Numeracy and a wide range of programmeswhich develop parenting and preparation for work skills. These are planned and delivered inconjunction with Children’s Services, Schools, Sure Start centres, the Crime and Disorderteams and voluntary organisations. MAES provides and commissions a range of childcare

support to enable lone parent and low income parents to access its learning and employmentsupport programmes. MAES ‘services are increasingly focussed on early intervention andsupport for families and young children and we are developing new models for service deliverywhich build on the whole family approach of the Residents Wages Project. MAES hascontributed to the development of the action plans for both the city Region pilots in Ardwick andCheetham/Broughton.



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Target CustomersTarget customers for our service include the residents, private, voluntary and community and

public sector organisations. However, because of the need to tackle worklessness and improveskills many of our target customers and organisations are located in the city’s most deprivedwards and neighbourhoods. In particular we need to focus on young people, lone parents andlong term workless residents in the areas shown in the map below. A concentrated effort forskills development to meet skills gaps and up-skill Manchester residents will increaseemployment in these areas and help Manchester resident’s access higher paid job roles andcontribute to the growth of the city region. A focus on breaking the circle of inter-generationalworklessness will also help contribute to improving of health, child poverty, improved

educational attainment and reduce re-offending levels.



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FE and informal Learning providers including Manchester College and

voluntary/community sector.

Association of Greater Manchester Authorities (AGMA) – key partner- implementing Multi Area Agreement (MAA), pilot statutory city region, economic social and environmentalpriorities in the Greater Manchester Strategy

Commission for the New Economy incorporating Manchester Enterprises – Boardmember – sub-regional economic development agency and developing MAA

Work and Skills Board, Manchester Partnership – key partnership group (MCC chair)influencing economic growth, employment and skills delivery

Other local authorities in ensuring targets are achieved via the MAA

Internal Partnerships

Managed via Curriculum, Finance & Resources and District & Partnership Teams, individualproject delivery structures, co-location arrangements

Library Services

Area Coordination

Corporate Property

Children’s Services

Crime and Disorder

Cultural Services Elected Councillors

Leisure

Neighbourhood Services

Planning

Adults directorate



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There are three areas of transformation activity with MAES:

Service Efficiency- MAES has been undergoing a major transformation processover the last three years to improve the quality efficiency and effectiveness ofthe services it provides to Manchester residents The next phase of thetransformation to be implemented from Sept 2010 will deliver a new , de-layeredManagement team structure ,a stronger alignment with the planning anddelivery of wider council services in neighbourhoods and more targeted support

for learners with childcare needs.

During 2010/11 a wider review of the service operating model will be carried outin relation to both direct delivery and commissioned services. As the SFA fundingis allocated on an academic year and funding for academic year 11/12 will not beconfirmed until March 11, any changes could not be implemented until 2012/13academic year. The review will include consideration of models in core cities andthe other GM authorities. The three broad options are to stop the service and

return the funding to the SFA; to reduce the services that the council directlydelivers and sub contract more; to continue to be a direct delivery provider with asmall percentage of services sub contracted out. None of the options willdeliver significant MCC savings -this is about a more fundamental look at how thecity ensures that adult learning and skills provision delivers the best outcomes forresidents.

The impact of the changes outlined in the Skills for Sustainable Growth strategypublished on 16 November 2010 will necessitate further changes to the currentdelivery arrangements. The service will further improve its cost and efficiency byreducing its staffing costs, improving space utilisation of delivery venues,increasing teaching class contact and reducing sickness absence.

Neighbourhoods- this activity is focused on what and how services arecommissioned and delivered in neighbourhoods. The goal is to provide a range of

services for residents from high quality accommodation. MAES’s currentlydelivers from over fifty partner locations , nine MCC owned Adult Educationcentres and one joint Library and Learning centre. MAES is also utilising otherexcellent facilities such as those at the new Communications Academy todevelop integrated provision for families. There are well advanced projects todeliver other high quality neighbourhood joint service centres with Libraries and

2. Key Changes to be Delivered



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Objective 1To provide strategic direction for learning and skills across the city

To lead the council’s efforts to improve skills and qualifications and supportwider learning across neighbourhoods in the city

To support neighbourhood regenerations teams and partners in developingand delivering district and local learning skills and employment plans

To co-ordinate MAES, regeneration and policy services so that the teamsdeliver better outcomes for residents

To drive, facilitate and enable residents to improve their skills andqualifications

To stimulate the take up of Informal and Family learning and volunteering toenhance the health, well being and community cohesion of residents

Objective 2. To provide strategic d irection and leadership ofneighbourhood approaches to reduce worklessness

To develop a coordinated approach to tackling worklessness across the citycouncil and with partners

To work with partners to commission and deliver integrated services tosupport residents into employment

To work with partners to develop joint service/learning centres and

approaches to deliver better outcomes for residents

Objective 3. To secure high quality learning and sk ills provision forManchester

To manage existing resources efficiently and effectively

To develop a strategic approach to resource procurement as part of theregeneration team to secure more resources for learning and skills forManchester.

To work with partners to identify funding opportunities and potential newresources- across Greater Manchester (GM) where appropriate

3. Overall Objectives



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Target PerformanceObjective Performance Measure

Targets2009/10

Actual2009/10

2010/11 2012/13 2013/14

To provide strategicdirection forlearning and skillsacross the city

NI 163: 19 to 59/64 populationqualified to at least Level 2 or

higher:

71.2% 64.4%

(2008)

73.2%

This national

indicator willnot exist

beyond Aug2011

4. Performance Measures



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Number of courses

Number of enrolments

Overall success rates oflearners on qualification courses

National Targets:

Full level 2 qual

Total Skills for life

Literacy/ESOL level1

Literacy /ESOL level 2

Numeracy entry level 3

Numeracy level 1/2

1565

14723

79.5%

44

1650

585

100

235

100

1585

15282

80.3%

106

2554

595

174

422

595

Dependent

on SFAbudget –notconfirmeduntil March

2011

Number of residents claimingout of work benefits

64,140 62,290

(Feb 10)

To providestrategic directionfor reducingworklessness

NI 117: Proportion of 16 to 18

year olds Not in Education,Employment or Training (NEET)

8.79% 9.5%

Number of new /upgradedcentres

3 3 2



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External funding attracted per

annum (£m)Cost per enrolment

£9.2m

£492.48m

£9.2m

£482.63

To secure quality

learning andskills provision forManchester

Ofsted inspection/ GM Peerreview/ Self assessment

process

Grade 2’s Grade1’sand 2’s

Grade 1’sand 2’s

Grade 1’s

Matrix standard for advice &guidance

achieved maintained maintained



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The Financial Plan is still in the process of development.

The overall budget for MAES in 2010/11 was £11,180m.

A major proportion of the budget is the Skills Funding Agency (SFA) contract.

The costs of the service next year are dependant on the SFA contract levels which we expect to have finalised by 31st

March 2011.

There is potential for up to 10% of the budget to be cut.

At present time savings for 2011/12 of £42K from a MCC mainstream contribution of £380K.

A transformational project is underway in anticipation of making further efficiencies.

.

5. Financial Plan



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Evaluation of previous year’s activity to develop the workforce

Objective Evaluation

Service staff to understand how their work contributes to thebusiness plan Staff workshops and team meetings used to informbusiness/delivery plan

Wider management team to develop understanding of relevantpolicy issues & how these affect the work of the service

Once a month workshops held with widermanagement team ,with cascading to teams

To improve staff ability to make judgements on servicesdelivered and identify actions for improvement

GM wide peer review group has enabled sharing ofbest practice

To develop an effective resource procurement function acrossregeneration

Working group has identified options andrecommendations are being implemented

To ensure staff access opportunities for professionaldevelopment /training

Training opportunities are available for all staff. Anevaluation of impact of training & development iscarried out annuallyThe appraisal process is used to identify service &

individual training priorities. Teams have training planslinked to MCC, national and service priorities. Internaltraining is delivered through team structures andthrough a service wide programme. External trainingand development is evaluated with line managers in 1-1 meetings and shared with appropriate colleagues.

6. Workforce Plan

y


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The Work Force as at March 2011What workforce will be needed to deliver the service modelpredicted as at 31 March 2010 – numbers, types of staff, skills,competenciesThe current workforce consists of 342 staff who operate within thefunctions of the area adult education or resource and performanceteams. The teams have a wide range of technical knowledge, skills andexperience which includes strategic and operational management,

teaching, advice and guidance, performance, finance, managementinformation, IT support, childcare and administration.

Current and future skills levels/needs are determined through 1-1’s,team meeting and appraisals. These are captured in the serviceworkforce development plan. There is a requirement for all teaching staffto have at least a level 4 teaching qualification and to undertake 30hours of professional development each year to maintain their ‘licence’

Staffing:Head of ServiceSenior management team 4x grade 12Managers 20x grade 6-9 (or equivalent)Teachers 204 x (grade 5-6 equivalent) Administrative/learner support staff 113x grades 3-5 Absence:

Number of days lost in 12 month period June 2009 to June 2010 was2095. Average days lost per member of staff is 6.84 compared to MCCaverage of 13.25. All long term absence cases have been reviewed by amember of Strategic Management Team (SMT) with action plans inplace with line mgr. All members of wider mgt team have undertakenabsence mgt training and have improvement action plans for their teams.

Describe the gap to be addressed between the workforce as at1 April 2009 and the workforce as at 31 March 2011, numbers,types of staff, skills, competencies

- The national budget for Skills will be reduced by 25% overthe next 4 years but it will be Jan 2011 at least before it isclear about the implications of this for MAES The

transformation process already in place will be accelerated A structure that reflects the business need will involve :

Reduction in overall staff numbers

A reduction in and redistribution of current full time& fractional teaching and guidance posts

Wider mgt team to develop skills in risk cost centreand performance management

All support staff to develop skills/flexibility to provideboth front and back office functions inc admin,data input, fee collection

increase in partnerships and commissioningarrangements

More flexible delivery of curriculum offer.

More resource procurement

y


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Workforce development Plan Responsibility Timescale

Update staff skills audit/workforce plan. Quality & WorkforceManager Jan 2011

The Workforce manager will organise and monitor implementation of the staff trainingprogramme. SMT will receive bi-monthly reports. The Service already carries out anannual impact assessment of its staff training which forms part of the self assessmentprocess.

Leadership Skil ls development- a programme for the wider Regenerationmanagement team is in development.10 MAES managers to access training through national Learning SkillsImprovement Agency programme

Regeneration Manager

Head of Service

March 2011 start

March 2012

Performance Management To develop managers skills to improve appraisal, performance and absencemanagement – corporate absence mgt workshop plus in –house programmedelivered by SMT/workforce mgr

SMT July 2011

Resource managementTo develop an effective resource procurement function - group already establishedwith Regeneration team and action plan in place

All managers to undergo:

risk management and business continuity training- corporate workshop

cost centre management training-corporate workshop

commissioning & contract mgt- corporate workshop

Resource &Performance (R&P)Manager

R& P manager

Jan 2011

July 2011

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S O S C

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Equality & diversity All managers to undergo training on new equality act- corporate workshop

All new staff to complete Safeguarding training – in house workshops in conjunctionwith adult services

Workforce manager

Safeguarding Manager

July 2011

March 2012

Teaching Staff qualifications10 Teaching staff to achieve level 4/5 teaching qualification- external

Quality & WorkforceManager

July 2012

Customer Care 26 Front line staff: Customer Service NVQ 2 qualifications10 front line staff to complete customer service apprenticeship at level 2 or 3 – actionplan in place as part of skills pledge

Resources Manager July 2011

Childcare staff Training 10 Crèche staff to complete level 3 qualification- in progress in house

Childcare Manager July 2012


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E E l t d Skill O i d S ti C itt

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Section under review following the financial settlement.

7. Equalities Action Plan


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Economy Employment and Skills Overview and Scrutiny Committee

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Section under review following the financial settlement.

8. Risk Register


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Management Progress Statement

ProgressStatement

Activi tiesWhat is your Services approach to Business Continuity Management?The Service has key experienced management staff who are able to respond in an appropriate manner when incidentsoccur. This includes timely and appropriate arrangements for escalation within the Service and Corporate management

structures with a recognised need for continued Service delivery, to learners through the transfer of staff and deliverylocation. Fortunately there has not been an incident within the Service that has required the plan to be activated acrossThe Service.

What has gone well in the last 12 months? (key successes)Major remodelling works at the Chorlton Park Adult Education Centre.This included Demolition of crèche and other buildings, remodelling of the entrance and administration areas.This involved planning for areas of the centre being out of action, temporary entry points, transfer of Admin office. This was

achieved by involving stakeholders and staff to ensure minimum disruption to Service delivery. Risk management plan andcommunication plan developed.

What could have gone better? (failures in controls)Loss of Telephone and internet functionality at the Planthill adult education centre following the closure of the school inpreparation for demolition This however had little impact on Learners as it primarily occurred in the summer break.Main consequence publicity and promotion of course offer delayed and responding to client enquiries.

Have there been any material changes to your Service that have required change in your Services business continuity management approach?Changes in the roles of Key Senior Managers has to a reformulation of the Business Continuity plan (BCP) as a tier ofmanagement has been removed from the Service. The plan has been amended to take account of interim managementarrangements.

Resil ience / recoverabili ty

9. Business Continuity


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How able is your Service to deal with a disruption?The Service has a satisfactory ability to respond to disruption. The Service operates from a number of locations and istherefore able to transfer staff rapidly from one location to another. It has multiple delivery points so is able to coordinate thetransfer of provision to learners. Its key IT functions can be accessed through many locations .

Thematic Area Risk Being Addressed Development

Objective Agreed Actions

Target Date

Service ContinuityPlanning

Business Continuity plansare not in place on at a

local level.

Develop BCP atindividual locations

across MAES . And put in placelocal monitoringarrangements toensure plan is

managed.

BusinessContinuityawarenessraising withNew SMT

Jan 2011

Incident Management

Ensure that incidents aremanaged and reported

effectively in Accordancewith the plan

To ensure that staffthink in terms of

Business continuityPlanning

WiderManagementTeam agenda

item &Resource &Performanceagenda item

Jan 2011

People Resilience

That key roles in theService are not

adequately covered whichbecomes a threat to the

communication/processingof incidents

Ensure that teamshave Key contacts

and deputies toenable

communication

Ensure SeniorService

Managersnominate Key

staff withfunction and

location.

Jan 2011

Premises/Facilities Loss of premise due to To develop Put plan together Mar 2011


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Resilience planned or unforeseeninterruption in Service

contingency plan forthe relocation ofprovision

for continuationof Service

Third Party Resilience(Supply Chain,Contractors , Partners)

Subcontracting partnersmay not be resilient.

Work with Subcontracted Partnersto develop business

continuity ethos

BusinessContinuity on Agenda for

Contractmanagement

meetings

Mar 2011

Ensure that Keyinformation is regularly

updated

Series of exerciseswill be carried out toensure plan is

robust.

Developprogramme for

testing andmaintaining BCP

End July 2011

Exercising andMaintaining

Not all staff are aware ofBCP plan and principles

with consequent risk tobusiness

Ensure that throughteam structures BC

culture embedded inService

Businesscontinuity tobe standing

item on KeyServicemeeting

Agendas

Dec 2010


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Planned key strategiccommunications

activity for 2011/12

KeyTimings

Target Audience How will you measure success?Which Partners will be

involved (if appropriate)?

External

Activities as part ofhelping hands’ campaign

National campaign Adultlearners week

All year

May 2011

residents

Adults not currently involved inlearning- e.g. unemployed,older adults, parents & carerswith low /few qualifications

Increased web site traffic, increasein enquires and requests for advice

Increase in website trafficNumber of enquiries & enrolment oncoursesInc in participation by malesInc in achievement rates & inparticular for BME learnersFeedback from learners & partners

Progression to furthertraining/volunteering/employment

CommunicationsTeam/Regeneration/Neighbourhood Services/Adult

Services

VCS Network, Libraries/Regeneration/Sure start/JobCentre Plus

Annual recruitment fornew academic yearMAES programme

July-September,December -January,

April -May2011/12

General public for coreinformal learning offer andtargeted through partners atthose with low /fewqualifications

Targeted engagementactivities with partners

As above Regeneration teams,Libraries. Adult Services,Surestart centres, schoolswhere programmedelivered, Manchester

College, Voluntary SectorEmployment & SkillsNetwork, Job Centre Plus

Family learning Oct 2011 Targeted communities/families where need to raiseaspirations and achievementof parents & children

As above plus impact on children’sperformance in schools and surestart centres

Schools/Surestart/ChildrensServices/VCSNetwork/Libraries

10. Communications

y, p y y y

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Internal

Communicationmechanisms:

Service and staffnewsletters

Team meetings

Neighbourhoodbased staff

Forums

TreblyMonthlymonthly

MAES staff and Regenerationmanagers

Feedback through line managementmeetings. Annual staff survey

Internet and Intranetpages refresh

July 2011 PublicCouncillors and staff acrossdirectorates

All pages up to date and relevant

Communications plan fortransformation

Jan 2011 Staff, members andstakeholders affected Staff feedback through teams

Stakeholder surveyFeedback from executive member

As above

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4D MAES Business Plan