Building a stronger network - Developing the Role of National Training Organisations

BECTU response to DfEE

6 March 2001

Question 1: Do you agree that this assessment has identified the key issues facing the NTO network, and with the main conclusions drawn?

  • BECTU has strong links with two of the current network of NTOs - Skillset and Metier - and plays an active role in the work of both. In particular, BECTU is involved at a strategic level with Skillset and also occupies a seat on their Industry led board of management. With both Skillset and Metier BECTU has played a key role in the development of LMI, of industry standards and qualifications and in the case of Skillset the Union has been involved in cross industry action on investment in skills development. In this context the Union is well placed to comment on the key issues facing the NTO network and the key conclusions drawn.

    BECTU is in broad agreement with the four key issues highlighted in the consultation document under paragraph 2.16. However, in our view they are not necessarily equally weighted, nor are they in order of importance.

    The single most important factor that underpins the success of an NTO is its ability to represent its sector effectively, and to work strategically with all the sectoral stakeholders. Employers, large and small are clearly key stakeholders, but as important are the views and the support of the workforce, expressed through trade union involvement with NTOs. This model of the industry led, owned and recognised NTO, as adopted by Skillset has proved extremely effective, and has resulted in significant employer investment and involvement in skills development, married with increased recognition and understanding of its role throughout the workforce.

Question 2: Do you agree that these are the three core roles that NTOs should undertake in the future?

  • Again BECTU would be in broad agreement with the three core roles outlined in the consultation. However, the Union would make the following observations.

    • Core Role 1 - Assessing and articulating current and future skills needs.

      BECTU strongly supports the adoption of strategic and ongoing use of labour market intelligence to inform and support skills development. Ongoing and systematic use of LMI has been a crucial factor in Skillset identifying major changes to the shape, structure, technological developments and employment trends of the industry. This research and forecasting has assisted the industry to act in a timely, strategic and decisive way to prevent skills shortages. The achievements in the Skillset sector are unfortunately not mirrored in the Metier sector where less accurate and ongoing research has been undertaken. However, the Metier supported Training Needs Analysis - 'Spotlight on Skills' (1998) carried out in partnership with BECTU and the Society of London Theatres to ascertain skills gaps in London's theatre's was most certainly an exception to this rule, and demonstrated the value in cross sectoral working.

    • It is a prerequisite of any LMI that it be planned and executed with full industry understanding and support. This ensures wider and higher levels of participation, improved ability to target research accurately and a greater likelihood of cross-sectoral involvement and agreement on the conclusions and interventions required.

    • Core role 2 - Leading Action on sector skills development

      BECTU believes that NTOs can and should provide the leadership necessary to bring all sectoral stakeholders on board with skills development initiatives. Uniquely, the NTO is in a position to overcome sectoral commercial conflict or industrial relations difficulties. The truly representative NTO can be viewed as not having a vested interest in the way that a single employer or group of employers potentially can. This ability to consult key stakeholders, to take an overview and to act strategically is only possible when all stakeholders are involved.

    • Core Role 3 - Active review of progress in meeting skills priorities

      The work of the NTO has to be tested and evaluated if it is to deliver and maintain the skills required by its sector. The NTO needs therefore to devise effective ways of achieving this without overburdening the sector with constant questionnaires, surveys, and telephone polls. For the avoidance of duplication and confusion, care needs to be taken in ensuring that the industry does not regard the NTO as 'just another administrative burden'. Skillset's introduction in 2000 of an annual industry 'Census' has provided the industry with extremely current LMI, which can assist also with the process of evaluating skills development. The 'Census' is a positive example of how LMI can be put to use and is now becoming valued and recognised by the industry as such.

  • Question 3: Do you agree that these elements should form the basis of a strategic process for sector skills planning and action in Great Britain?

    BECTU is convinced that these elements are a sound basis for sectoral skills planning and action, and welcomes a structured and cross-sectoral approach to the collection of Labour Market data. However we would strongly urge that when producing forecasts and reports of this kind the use of jargon, and acronyms be kept to a minimum, and an inclusive and accessible style be adopted, to ensure maximum industry awareness and ownership, using where possible real industry examples and 'snapshots' to illustrate the work.

  • Question 4: How should NTO groups and cross sector NTO's be changed to provide a greater strategic approach to tackling broader sector issues?

    Current arrangements for the Cultural and Media sectors through the IMPACT NTO group are working satisfactorily, and seem flexible enough to accommodate the different needs and cultures of the sectors. It is useful for these groupings to have mechanisms in place to assist them in working together when there is genuine crossover of work. However, BECTU would be concerned if there were moves to amalgamate these very different sectors under one NTO. Ruling out basic and key skills, it would be difficult to imagine one single workforce training issue which would unite and have equal relevance for a theatre employer, a broadcaster, a producer of interactive content for the web, a printer, an artist's cooperative and a hotel manager. The reality is that unless all of these disparate sub-sectors are involved, a single NTO for all of these sectors would find it impossible to achieve the requisite industry support and ownership.

  • Question 5: Do you agree that the critical success factors essential for a smaller network with larger and stronger NTO's have been correctly identified?

    BECTU would not disagree with the eight critical success factors cited in the consultation, however we outline several concerns below:

    • Business-based leadership
      BECTU would agree strongly with points made in paragraph 3.29 and 3.30 of the consultation paper. Sector ownership, recognition and focus are an absolute precondition for the success of an NTO, and it is difficult to see what an NTO could achieve without them. However, sector representation should not be limited to board level. It is desirable for the sector to be involved not just in the strategic leadership, but also in all areas of the work of the NTO.

      There is now so much evidence to demonstrate that where Unions and employers work together learning outcomes improve, and so it should not be an optional extra for NTOs to have trade union involvement at a strategic level. Business based leadership must mean both sides of the business.

    • Recognition, Visibility and Autonomy
      Whilst BECTU recognises the need for the NTO to be representative of all employers in the sector, it should be noted that there are certain employers, who have to date resisted involvement in the work of NTOs. In launching a new network of NTOs there is a clear role for government in promoting the benefits and opportunities of involvement to employers through both the DTI and DfEE.

    • Sector workforce coverage
      BECTU is extremely concerned that this particular indicator seems to be presented as the single most significant and the most prescriptive of the 8 highlighted in the report.

      Firstly, the figures for workforce coverage are estimates. As such they have not been researched consistently. They are based, in part anyway, on NTO statistics and data, which will have been collected and presented using very different methodologies. For instance the Metier sector figure has included voluntary workers, who could make up a significant proportion of the workforce, whereas Skillset have not.

      Secondly, strength does not necessarily equate to size, and we would argue that where an NTO is delivering and performing well against the factors outlined in the consultation, the estimated size of the workforce should not outweigh all other factors. For instance, Skillset, banded between 200,000 and 500,000, covers a very distinct and identifiable sector. This has assisted enormously in getting the all important employer and trade union support and leadership that this consultation has repeatedly highlighted as a prerequisite for success. It is arguable that the artificial creation of a larger, less coherent and less identifiable sector could have a negative effect on sector participation and recognition of the NTO, and could therefore 'water down' the impact of NTO interventions and activities.

      Lastly, the power to influence is rarely dictated by size alone. The size of workforce is one of several key factors, including the economic, the structural and the technological conditions that prevail, the regional breakdown of the workforce and the predicted future growth of the sector, all of which should be considered equally as part of the consultation.

    • Structure and capability for partnership working
      BECTU is in broad agreement with paragraphs 3.37- 3.44,

      BECTU particularly welcomes the support for strengthening relationships between FE and the NTOs, and therefore between FE and industry, which will, in our view, have a major and positive impact on the standard of vocational training available in colleges, and therefore the workforce.

    • Resources
      BECTU welcomes the anticipated substantial increase in funding for NTOs. Although all public funding should be linked to specific activity with measurable outcomes, it is essential that NTOs have the flexibility to address core-funding needs with this new financial resource. Core activities should never be funded on a project-by-project basis, as this leads to instability, a lack of continuity and an inability to forward plan effectively.

      Sector funding is the other vital component, which, quite apart from its value as a resource, represents a powerful symbol of industry involvement and ownership. The role of government in encouraging business to invest through the promotion of NTOs will be central to securing adequate sectoral financial support. However, Government should be prepared to act decisively to ensure that sectors fulfil their obligation to develop the appropriate and relevant skills. If employers fail to contribute on a voluntary basis, mechanisms should be introduced to compel employers to contribute to skills development through their NTO.

  • Question 6: Do you agree that the proposed categories of strategic indicators will make a useful contribution to the development of the network and delivery of improved sector skills?

    In BECTU's view these indicators will provide a useful tool in measuring the effectiveness of the NTO and of government initiatives. It is important to ensure that these measures are flexible enough to cope with the differing needs of sectors. For instance, in a sector where a high proportion of the workforce is freelance the measurement of recruitment difficulties and provision of employer training has to take account of the whole workforce not simply the permanently employed. Likewise in reflecting the take-up of government initiatives, the freelance element should be factored in.

Last updated 15 March 2001