Career Choices Dewis Gyrfa Ltd

Our vision is for a Wales where individuals are inspired to take control of their careers. Our mission is to ensure clients achieve their potential.

Contents

Section 1 Delivering the Vision – Changing Lives

1 1.1 Delivering the Welsh Agenda 1.2 Services that deliver outcomes 1.3 Investing and developing Digital Services 1.4 Cross cutting themes 1.5 Changing Lives – A three year vision

Section 2 Delivering to the people of Wales 2.1 A new offer for young people 2.2 Inspiring 16-18 year olds 2.3 Solutions for Partner Organisations 2.4 Engaging business 2.5 Supporting adults back into work

Section 3 Delivering continuous improvement 3.1 Developing our workforce 3.2 Improving and evaluating our services 3.3 Developing our capabilities

Section 4 Non-core projects Section 1. Delivering the Vision

Foreword Changing Lives – A Vision for Careers Wales sets out an exciting future for the provision of Careers Information Advice and Guidance (CIAG) in Wales and a clear focus for how we invest our resources in order to deliver quality services and outcomes that will benefit the people of Wales and which support the Welsh Government’s long term aspirations. I am fortunate to work with individuals who are dedicated, experienced and committed to putting clients at the centre of their considerations. Capitalising on this expertise, and making swift progress with a digital approach to providing appropriate services, Careers Wales is well placed to become a market leader in how careers services can be provided to meet clients’ ever-changing needs. More and more young people in Wales are Wi-Fi enabled, with ‘internet in their pocket’ use of technologies. These young people experience a world where everything is immediate and convenient to access via the web. Digital technology provides both opportunities and challenges for Careers Wales in supporting these young service users, to support them in being discerning in the information they use, and to identify any bias in the advice that is available. Impartial careers advice and guidance is, for these very reasons, more important than ever to these client groups. The Vision also consolidates our commitment to working with schools, parents and employers in helping people “manage” their careers throughout their lives and to understand the world of work and the opportunities available to them. Close partnerships with these key influencers, along with our varied stakeholders, are central to ensuring that we all remain committed to keeping the needs of the people of Wales at the centre of everything we do. This year will see a major transformation through structural change and redistribution of investment to deliver Changing Lives. We anticipate that this necessary and important evolution for the Company will continue for the next three years. This Business Plan sets out a challenging agenda for the coming year as well as an ethos by which it will be delivered, and a clear commitment to deliver on the Welsh Government’s investment.

Graham Bowd Chief Executive.

3 1.1Delivering the Welsh Agenda

Careers Wales contributes to the wider policy agenda of the Welsh Government. “ Taking Wales Forward 2016-2021” . Careers Wales contributes to a range of policies by:

 Supporting the ambitious proposals in Successful Futures through its curriculum team working to help schools develop effective careers and work related education and employer engagement; in particular, developing ambitious and capable learners and enterprising and creative contributors.

 Continuing to play a critical role in the delivery of the Youth Engagement and Progression Framework

 Playing a key role in helping raise awareness of young people of learning and training opportunities, including Apprenticeships

 Being ideally positioned with its experience and expertise supporting adults with career choices and employability to contribute to the new government Employability Programme

 Supporting the goals of the Wellbeing of Future Generations Act. (See table below and Appendix 1)

Wellbeing of Future Generations Act

Services to clients

Goal How Careers Wales contributes

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A healthier Wales mentalinIncreasing society well-being. raises the chances not only of earning an individual power being but has in Education,knock-on impacts Employment on people's and Training physical and and active

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By working on an agreed set of outcomes we will impact on:

Taking Wales Forward Examples of Careers Wales contribution

The prosperity of our clients and the Providing current and Wales-focused national and regional economies LMI, Careers Advice and Guidance delivered by professionally qualified impartial careers advisers.

Their ambitions and opportunities for Raising aspirations, Career Management learning Competencies (CMCs) to help individuals through their working lives.

The creation of a united and connected Working with Partners and those society influencing young people’s choices, Digital services, Challenging stereotypes

“Our services will have a particular focus on the following outcomes for clients in order to equip them to make effective career decisions at key transition points throughout their lives”

5 1.2 Services that deliver outcomes

Careers Wales services are designed to achieve outcomes for individuals that will, in turn, lead to outcomes for society. These are outlined below. Outcomes for clients Our services will be designed to deliver the following outcomes for clients in order to equip them to make affective career decisions at key transition points.

 Awareness: Greater understanding of labour market information and the learning, training and employment opportunities available to them. Awareness of their own strengths, skills and abilities, where they can improve and who can help them.

 Aspiration: Increased ambition and motivation to participate in employment, education and training

 Ability: Improve the effective use of skills and competencies to make decisions and develop the resilience to adapt to dealing with changing circumstances; and

 Action: Improved confidence, skills and ability to use their contacts, to implement plans, make successful applications for sustainable employment, learning and training. These outcomes for individuals will in turn help to develop effective career managers, and this will deliver population outcomes as follows: Outcomes for the population

 Improve efficiency of labour markets by reducing skills mismatches  Increase participation and attainment in education and training, reducing the number of young people who are not in education, employment or training  Maximise the efficiency of post compulsory education by supporting well considered decisions about learning options and pathways thereby reducing churn and minimising incidence of failure to complete courses.  Promote greater parity of esteem between academic and vocational pathways particularly ensuring young people and their parents are aware of apprenticeship pathways and supported to access them as appropriate  Help other agencies to target their services more efficiently and effectively  In line with the ambition set out in the Curriculum for Wales, support schools to deliver experiences and opportunities to young people that help prepare them for the world of work.  Enhance stronger more effective partnership working with key partners such as schools and employers and develop effective education – business links across Wales. 1.3 Investing and Developing Digital Services

Digital Transformation During the next three years Careers Wales will be embarking on a process of Digital Transformation. During the year we will be looking at our business capabilities and processes and enhancing them, where appropriate, through the use of technology and re- engineering them to meet the needs of clients more effectively. Whilst we will be looking at how we do things right across the organisation a key focus of the vision is to deliver services in new ways, taking advantage of digital channels and technology. There are many examples of this approach throughout the Business Plan. They include For Clients  User research which will build on the surveys already undertaken during 2017-18 in order to investigate further the most effective ways of using technology to engage young people.  Benchmarking and identifying collaborative projects to develop tools for young people.  Digitally enabled Careers Wales staff using a range of tools and channels to support and keep in contact with clients. During the year careers advisers will be increasing their contacts with learners through text and email to deliver information which supports “Career Discovery”. All pupils in KS4 will complete Career Check to inform Careers Wales and their school about their career interests and level of career management skills. Our career interest guide – JobMatch will be promoted for pupils in KS 3 and 4. In addition, Careers Wales’ 360 virtual worlds will be used at our events, and an audience response system will be used in both classroom settings as well as to engage learners to provide immediate feedback  The Career Discovery Model which will be developed and promoted so that clients access Job Match quiz ,videos, information and LMI independently to develop their career management skills and understanding of the world of work  The National Digital Solutions Team, Gyrfa Cymru Ddigidol – Digital Careers Wales will be established to develop and pilot the national digital service offer with a particular focus in year 1 on providing a Digital Service to young people in Post 16 learning .This team will work in an agile way trialling a range of approaches including webinars, campaigns, Q and A web-chats. It will be experimental, embracing an agile approach and the concept of continuous improvement. It will include individuals acting as trail blazers, providing support for regional digital delivery as well as the national digital offer.

For Partners  The Education Business Exchange is a very significant development supporting our digital transformation agenda. It is a database which will provide schools and employers with a way of connecting to enable more effective education business links

7 Both teachers and Careers Wales will be able to access the database and identify which employers may be able to support particular initiatives in school linked to the delivering Careers and Work-related Education .This may include supporting events, the delivery of particular subjects e.g. STEM, work experience or other work related activities as well as supporting the Careers Wales “Career Discovery Model”. The database also supports the aspirations of the new curriculum “Successful Futures“ and the delivery of “The Pupil Offer”.  Resources for teachers - Our new portal for teachers and other professionals supporting individuals with careers support on CareersWales.com will be launched. This portal will host resources and tools for teachers to support Careers and World of Work activities in the classroom. Alongside this we will investigate the potential of collaborating with HWB in Wales. Developments with the Careerswales.com platform Careers Wales sees careerswales.com as central to the delivery of the vision. It will be a repository for the content that is delivered to clients and partners via the Digital Experience platform. The decision by the board to invest in the appropriate technology following the work undertaken by Gartner means that there can now be a step change in the approach and pace of development with the implementation recommended by Gartner taking place over the next two years. Gartner who, having consulted closely with teams in Careers Wales and Welsh Government, have formulated a digital vision and Road Map which will enable the Strategic Vision to be delivered. The key recommendations in their report are

1. To update the technology that supports the website with appropriate solution components in four phases to extend and tailor customer experience across all services. Given the level of change required, and the small size of the IT team, Gartner recommends that Careers Wales uses a Systems Integrator (specialist organisation that brings together system components) to ensure the individual system components function together as a whole. As the CW Operating Model matures, IT should cultivate a small in house development capability to enable CW to become more agile when responding to customer demand, and to improve customer engagement.

2. To implement the proposed changes in line with the recommended delivery model, Careers Wales will need to enhance their supplier management competency by augmenting the roles of IT leadership, Business enhancement ,Sourcing and service management. Ideally CW would also develop their architectural capability, but given the size of the organisation there may not be sufficient ongoing requirement for this and it may be more practical to procure architectural services from an external provider. 3. Careers Wales needs to establish a governance structure that will enable IT to deliver high-value projects in an agile manner. This will need closer relationships between Careerswales.com, the Careers Wales business and Welsh Government, to better understand and prioritise the services required. Change will always be needed from a digital perspective in order to remain sticky, and Careers Wales will also need to respond to changes requested from Welsh Government. Having internal development capability, along with the ability to bring in additional resource when needed, will enable Careers Wales to respond to enact these changes more effectively. In order to deliver the recommendations Careers Wales will during 2017-18: Invest to re-platform the website in four phases to improve, extend and tailor customer experience across all services with the integration of business and digital capabilities. The first phase will be delivered in the next business year based on the user journeys and blend of business and digital capabilities. Digital Components have been identified that will deliver the new platform with a target date for a BETA site during the next Business Year. o Work with Gartner on a second phase project to develop a Request for proposal (RFP) which will enable us to go to market in the autumn 2018 to procure the services of a systems integrator. This phase will also provide support to develop a Target Operating Model and the minimum viable product ( MVP) required, o Use the Alpha site which we have already developed (and integrates the Welsh Government’s GEL standards and responsive design for mobiles and tablets) to inform the development of the new platform o Begin the procurement exercise to identify a supplier to implement a new Content Management System with content developed based on user feedback and built to maximise flexibility to develop content and accessibility and user engagement o Engage a data architect and enterprise architect to support the development of the MVP and consider how to achieve the most effective transition.

Begin a phased enhancement of our in house development and supplier management capability to enable agile response to customer needs. o This will be started as part of the re-structuring process which is being undertaken during this business year. Implement new governance arrangements to arrive at the MVP incorporating both internal and external stakeholders o Implement an enhanced governance structure with close relationships and partnership with Welsh Government to develop services meeting client needs within policy framework o Establish new governance structure internally to deliver an agile approach to developing services and processes o Put in place Statement of Arrangements agreed with Welsh Government to facilitate developments

9 1.4 Cross cutting themes

During 2017-18 consideration will be given to whether technology can support the delivery of the cross-cutting themes. Where it is possible to implement changes in year, this will be done. However the key focus of digital transformation in 2017-18 will be on services to clients and reviewing and rationalising existing internal processes.

Environmental Impact Careers Wales is committed to reducing the impact on the environment through CO2 emissions. The introduction of the Future Well Being Generation Act has helped to strengthen the focus in this area.

During 2017-2018 we commit to:  Undertake an environment impact review of every office to create a plan to reduce CO2 emissions.  Achieve level 3 of the green dragon award compared to level 2 in 2016/2017.  Increase staff awareness of our environmental impact by issuing quarterly reports in Linc of the CO2 emissions for each office.  Delivering our services in a way that minimises co2 emissions through a reduction in staff travel.  Undertake quarterly assessments of each office to ensure staff are meeting the standards required at level 3.  Increase the level of waste recycling by improving monitoring  Commit a budget for property improvements to reduce the carbon footprint and increase bio diversity where appropriate.

Equality and Diversity The current Careers Wales Equality and Diversity action plan 2014-2017 will be reviewed and a new action plan developed by September 2017 outlining Careers Wales’ position for 2017-2020.

As in previous years, we will focus on particular protected characteristics whilst continuing to monitor our progress with all others. Careers Wales’ defined protected characteristics include Welsh Language to ensure an efficient approach to assessing the impact of our services on different client characteristics.

During 2017-18 we commit to:  Provide appropriate information to partner organisations (e.g. destination data) to support their assessment of client engagement against protected characteristics.  Continue to work with Trans*form Cymru to ensure our commitment in the Client Charter is achieved.  Assess the impact of any changes in our service offer on those protected characteristics listed in our E&D action plan (including our own teams)  Continue to assess the content and imagery of our products to reflect the population of Wales  Continue to review our service offer in meeting the needs of our clients  Focus on a selected protected characteristic to ensure, by engaging with appropriate representative groups, that we are able to assess if our services consistently meet their expectations.  Continue to engage with organisations representing the voice of service users.  Continue to provide appropriate learning and development to our employees.  Continue to monitor our employee profile

In meeting the language needs of clients whose first language is neither Welsh nor English, we retain language line services. This provides us with access to translation for clients who access us for services by phone or in person.

Welsh Language CCDG’s Welsh Language Scheme has been in place since 2014. The Welsh Language Standards (No. 6) Regulations 2017 authorise the Welsh Language Commissioner to issue a compliance notice to CCDG outlining the standards with which we are required to comply. Until the standards have been imposed, the commitments outlined in our Welsh Language Scheme 2014 - 2017 continue to be in force. During 2017 – 2018 we commit to:  Continuing to work towards fulfilling our commitments to treating both languages equally in the way we provide services to the public and opportunities for staff to use the Welsh language in the work place.  Taking appropriate action to ensure compliance with the standards when the compliance notice is received detailing the specific standards with which CCDG will be required to comply, the timescale and reporting requirements.  Enhancing services for Welsh speaking members of the public through further development of the digital offer including the facility to use video links to interact with clients alongside more traditional methods of delivery.  Carrying out benchmarking activities with partner organisations in relation to the standards in order to share good practice.  Reviewing and addressing the relevant findings contained in ‘The Welsh Language Commissioner’s Assurance Report 2015 - 2016 Time to set the Standards’, relating to the public’s experience of Welsh language services.  Maximising our contribution to the national well-being objectives by seeking opportunities to collaborate with partner organisations such as Coleg Cymraeg Cenedlaethol to plan and carry out activities that raise awareness of Welsh language skills in the labour market.  Strengthening the resources we have available to raise staff awareness of the Welsh language and culture, utilising appropriately the learning and development opportunities available through the National Centre for Learning Welsh - the ‘Cymraeg Gwaith/Work Welsh’ courses.  Continuing to monitor the language skills of employees and locations by carrying out a Welsh language skills audit at an appropriate time during the year.  Identifying opportunities for Careers Wales to contribute, through the new digital offer and its employer activities, to the actions outlined in the strategic framework ‘Mwy na Geiriau / More than Just Words 2016 – 2019’ for providing Welsh language services in Health, Social Services and Social Care.

11 Section 2 Delivering to the people of Wales

Careers Wales helps clients to develop the skills needed to manage their careers and make decisions in a complex and changing world. Our vision is for all young people to move smoothly into employment and for adults to be inspired to take control of their careers. We will achieve our vision through:  A stronger focus on young people  Enhanced services to support other organisations to help young people develop their careers  Even greater use of digital technology By improving clients’ career management competencies we will make progress towards achieving population outcomes. Careers Wales will produce a methodology including a range of appropriate and differentiated benchmarks against which each of these outcomes can be reliably and robustly measured. We will use our experience of evaluating our existing key performance indicators to inform the development of these measures and publish the resultant findings in our annual report. Our services will have a particular focus on outcomes which equip individuals to make effective career decisions and our key delivery teams, supported by a strong digital service will work together to achieve these outcomes. 13 2.1 A new offer for young people

“We will support every young person who needs our help by concentrating more resources in this area and developing exciting new services. We will continue to provide specialist support for young people with additional learning needs” (Changing Lives – A vision for Careers Wales 2017-2020 pg. 10) In this first year of implementing the vision set out in Changing Lives we will focus our main service offer on clients in education with a particular emphasis on individuals in Key Stage 4 and transition though an offer of digital and face to face services. To achieve the identified outcomes we acknowledge that the role of teachers, schools and parents are key components in the client journey and their support and involvement are essential. What’s new for 2017-18?  The roll out of a blended service offer where careers advisers diagnose the needs of clients and use a range of digital and face to face approaches to deliver services  Raising awareness of all Key Stage 3 learners of Careers Wales services by Careers Advisers or teachers.  Introduction of KS3 learners and their teachers of the first phase of the Career Discovery model including the Digital Job Match Quiz.  A phased approach to the introduction of Careers Advisers undertaking the account executive function for their school co-ordinating careers input from Careers Wales, bringing in specialist support from our Curriculum Team and facilitating the appropriate employer engagement to support career management skills and career choice.  Introducing schools to the new employer engagement database and training school staff in its use including the respective role and responsibilities of each partner1.  Facilitating appropriate inputs by employers to the school curriculum as well as organising innovative and engaging activities.2  A focus on careers advisers managing their Key Stage 4 caseload to their first point of destination, supporting them to make an effective transition and identifying potential Tier 4 clients in order to support them to a sustainable post 16 destination.  Working with schools to improve our targeting of parents and teachers to support learners and learning from current best practice, identifying the most appropriate ways to target parents, including presentations at parent events and inviting parents to larger careers events.  Developing additional resources to help parents support their children3  The National Digital Solutions Team: Gyrfa Cymru Ddigidol – Digital Careers Wales will be established to develop and pilot a national digital service offer. This team will work in an agile way trialling a range of approaches embracing the concept of continuous improvement. The team will include “trail blazers” supporting regional digital delivery. To support school careers advisers and the Cyswllt Gyrfa Cymru - Careers Wales Connect telephone service from July 2017 our new national digital solutions team will:

1 Costed under Engaging Employers

2 As above

3 Costed under Supporting Partners  Support webchat interactions and social media careers enquiries  Trial the use video and phone call back to provide advice and guidance  Organise and facilitate a range of webinars available to clients across Wales.  Arrange a programme of national campaigns across different channels including webchat Q and A sessions, webinars and social media E.g. o The Future of Work Your career journey o Promoting STEM o Equality and Access o Focus from employers in growth sectors or employment areas where there is identified skill shortage o Inputs about options at 16+ and 18+ o Support at GCSE/A level results time o Support and advice for job seekers o Increased awareness of apprenticeships opportunities in Wales o Providing support to the Welsh Government ‘Have a go’ project (funded) During 2017-2018 Careers Wales will continue to:

 Review the frequency and extent of reported access issues in school and propose solutions by the start of the academic year  Offer all learners, by the end of Key Stage 4, access to support from Careers Wales, making full use of all available channels to offer and maintain this support at a time that is appropriate to their needs and where access arrangements can be put in place.  Undertake an early needs analysis with learners in Key Stage 4 to prioritise and plan an offer with appropriate inputs by employers and the learning provider  Continue to provide appropriate intensive support to identified learners with Additional Learning Needs across all Key Stages undertaking our statutory obligations under section 140 of the Learning and Skills Act 2000 and the SEN Code of Practice for Wales. This will include the production of Learning and Skills Plans for young people in their final year of school who have statements of SEN and the completion of funding applications for learners who seek specialist FE education  Support routine parent evenings and meetings arranged by schools to engage with parents as appropriate.  Roll out a range of employer led activities and web based events in schools including open access events and targeted events incorporating best practice developed as part of the Opportunity Awareness Programme Continuous Improvement in 2017-18 Careers Wales will evaluate the performance of its new and existing services by:  Evaluating progress made in the new careers adviser ‘account executive’ function via surveys conducted with the identified school representatives and Careers Wales staff working in education.  Rolling out performance measures for careers advisers working in schools which will identify: o The assessed guidance needs of year 11 clients o The number and proportion of year 11 clients whose guidance needs were met o The range of blended service delivery methods deployed to meet the client’s needs

15 o The number and proportion of clients in post 16 education and training identified as at risk of leaving prematurely who receive support and the blended methods used to deliver services.  Using findings from our user research with parents and learning from best practice in other home countries, develop appropriate resources and engage with parents making best use of all appropriate channels.  Conducting research on the benefit and impact of Careers Wales’ role in transitional planning review for clients with Additional Learning Needs. The findings will be shared with colleagues in Welsh Government

Achievement Metrics4

4 We refer to Year 11 in relation to metrics although work will be focused on young people in KS4 as appropriate 2.2 Inspiring 16-18 year olds

“Our Careers Advisers and Employability Coaches will work with partners to support young adults to make good career management decisions and connect with local opportunities. … (Changing Lives – A vision for Careers Wales 2017-2020 pg. 12) What’s new for 2017-2018?  Using a variety of approaches both in person and digital we will support individuals’ to progress into a sustained outcome.  Introducing a digital service offer for learners in post 16 learning making full use of our webinar provision and producing ‘A Survival Guide’ for those continuing with their learning.  Inviting young people who are in Tier 3 and Tier 4 to join national and local webinars to help improve their employability skills and to learn more about opportunities.  Improving links with partner organisation who offer support to the client group with a view to identifying appropriate support activities for individuals’ to develop their career management abilities. Support will be also be provided by our current Careers Wales Connect telephone service and our new National Digital Solutions team offering webchat, dealing with social media enquiries, referring to our delivery teams where appropriate. During 2017-2018 we will continue to:

 Support young people in Tier 3 (up to the age of 18) where their primary requirement is careers related support until they are in an outcome or no longer require our support.5  Undertake a diagnostic assessment of need to all those who either self-present or are referred to Careers Wales and provide them with appropriate support to take action including referral to other specific local provision if needed.  Support learners in Key Stage 5 who self-present or are referred for support due to the risk of dropping out of learning or not intending to continue with education at the end of the year.6  Work with clients in Tier 4 who are at risk of NEET or have dropped out to ensure they progress  Support individuals who self-present to Careers Wales seeking referral to work based learning provision to confirm the appropriateness of this action.  Refer clients in need of additional support to overcome barriers to EET to appropriate services (Tier 2)  Work with Welsh Government and the Youth Justice Board to consider the appropriate approaches to providing support for young people who are in contact with the youth justice system.

5 Career Credits and Get Hired events will not be progressed in 2017-18 as resources have been prioritised for work in education

6 Clients who are undertaking Traineeships will not be offered a specific service unless they contact Careers Wales indicating that they are seeking careers advice and support.

17 Continuous Improvement

Undertake further research to follow up our evaluation project (2016-17) looking at outcomes of clients from Tier 2 where significant numbers re-entered Tier 3. We will  Undertake desk research using Careers Wales’ client database to conduct a census of the number and proportion of young people entering and leaving Tier 2 during a set period.  Identify the number and proportion of clients who leave Tier 2 entering positive and not positive outcomes i.e. progression into Tiers 4 and 5 or re-entry to Tiers 3, 1 or 0.  Examine the extent to which the movement of Tier 2 clients varies across localities and regions in Wales.  Undertake a field research with a representative of Tier 2 providers, Careers Wales staff and other relevant partners to determine whether there are any common factors which may lead to successful/unsuccessful outcomes for Tier 2 clients. 2.3 Solutions for Partner Organisations

“We will help partners to develop and improve their services, driving up standards and ensuring that provision helps to reduce the mismatch that exists between the career aspirations of young people and opportunities in the labour market.” (Changing Lives – A vision for Careers Wales 2017-2020 pg. 14)

1. Curriculum for Wales and Supporting Best Practices

What’s new for 2017-2018?  Provide all schools and local authorities with tailored information about their pupils’ aspirations from Career Check  Develop resources for teachers to support learners in Key Stage 3 with career planning to be hosted on our new professional portal on careerswales.com  Train teachers in the use of the new employer engagement database  Pilot the introduction of a new accredited “Careers Leader Award” in Wales for those leading Careers and work related learning in schools  Scope the options for developing an Excellence in Careers Education Award for schools and colleges that has synergy with the Business Award for employers  Work with partners including Welsh Government and School Improvement Consortia to scope the support that Careers Wales can give to help identify how Careers and Work related education will feature in the new curriculum

During 2017-2018 we will continue to:

 Provide teachers and schools with appropriate consultancy on the implementation of the Careers and World of work programme with particular focus on the new curriculum, labour market information, Careerswales,com and apprenticeships.

 Work with the re-accreditation and identification of new schools for the Careers Wales Mark

 Collaborate with pioneer schools and school consortia to support the new Curriculum for Wales

 Develop resources to support teachers with delivering the outcomes of the Careers and World of Work framework.

 Work with Welsh Government colleagues to agree an appropriate approach for the future development of CAP. In doing this, we will advise on how best to provide young people with access to information on the range of learning pathways and options available to them as they approach post-16 options.

19 2. Data hubs Vocational aspiration and career management competencies data Careers Wales holds information about young people’s career ideas, transition plans, occupational interests and potential barriers to their future progression. This information will be used  To prioritise work with those who most need support with their career management.  To share with Regional Learning Partnerships to identify any potential mismatches between pupil aspiration and labour market trends.  As labour market intelligence to support functionality on Careerswales.com, including the career search feature and the job matching quiz.  Create digital content on Careerswales.com including our job trends features, Spotlight on... and Careers in…  To plan a programme of bespoke activity with schools, national webinar campaigns, marketing approaches as well as career information on our website. YEPF – 5 tier data Careers Wales’ role hosting and maintaining the 5 tier data used to manage the Youth Engagement and Participation framework also provides the organisation with a unique insight to the engagement trends of young people between 16 and 18, between the 5 tiers as well as their occupational aspirations. During 2016-17 we piloted a small scale project with Engagement and Progression Co- ordinators in 4 local authorities, providing bespoke reports via a data cube to help support the improved management of Tier 2 clients. What’s new for 2017-2018?  We intend to roll out the pilot out to all Local Authorities in tranches throughout the year to give “read only” access to Tiers 1 and 2 data.  We will also give all local authorities access to an additional suite of reports accessed via an external portal to help inform their understanding of trends in relation to movement between tiers.  We will work with partners as appropriate and within the context of our remit to address issues identified through the provision of data.  We will produce reports on destinations and career aspirations per school, and local authority. Destinations It has been agreed with Welsh Government that the destinations survey of pupils on school roll as of January of their statutory school leaving year will continue in its current format for this business year. Schools and Local Authorities will receive draft copies of their destinations as of the 31st October by the middle of December and they will have approximately 6 weeks to query/check their data. At the 31st of January the destination figures will be finalised and sent to Welsh Government for final checks. We will also produce, for Welsh Government only, alongside the current format, destinations which follow the 5 Tier format. Due to differences in how destinations and 5 Tier are reported Welsh Government and Careers Wales will determine if a change in format for destinations to the 5 Tier format is possible in the future. During 2017-2018 we will continue to:  Provide tracking data for the Youth Engagement and Progression Framework (YEPF);  Provide the Welsh Government and Regional Learning Partnerships (RLPs) with information which identifies youth employment trends and skills gaps and take remedial action where appropriate, including planning provision that meets the needs of young people and employers in their area  Support efforts to reduce the mismatch that may exist between the career aspirations of young people and opportunities in the labour market. Continuous Improvement  Careers Wales will add to the research on young people and their understanding of LMI undertaken in 2013. We are seeking to inform the way we help young people access and interpret LMI in order to understand the future world of work and the opportunities available and become effective career and progression planners and decision makers. We will seek to understand young people’s o Understanding of the nature and purpose of LMI o Preferred sources of LMI including resources available via social media and digital means o Level of research skills and their capacity to conduct their own LMI research o Use of LMI in making career and progression plans and decisions.  Careers Wales will build on our evaluation work undertaken in 2016-17. We designed and implemented a research methodology to produce a range of evaluative findings about the value of the Careers Wales Mark, and the support provided to schools by the Careers and World of Work Co-ordinators. This will inform the development of future awards. i.e. be applicable to any potential Awards developed.

 Taking best practice from our current Careers Wales Mark, we will use this year to consult with schools, partners and stakeholder about the development of our Excellence in Careers Education Award. This will enable us to begin the process of introducing the Award from September 2018. The Award will be aligned with the development of a similar Award for business engagement in education.

21 2.4 Engaging Business

“We will use our proven experience and expertise, underpinned by our well- established links with local and national employers, to raise the profile and delivery of employer partnerships across Wales. This will ensure that learners in Wales will benefit from participation in relevant and appropriate ‘world of work’ activities to enrich their learning and support successful transitions.” (Changing Lives – A vision for Careers Wales 2017-2020 pg. 15)

Careers Wales has well established links with local and national employers to support its approach to employer engagement. The engagement of employers is essential to ensure:  That learners have access to employer experiences which help them plan their career journey, helping to ensure that they are ready to play a full part in life and work  That career teams are well informed about local, regional and national trends in the labour market.  That employers provide opportunities to help pupils’ aspirations about their future career goals

What’s new in 2017-18? 1. The facilitation and support of a range of world of work activities developed by building on the good practice7 developed and evaluation outcomes identified from the Opportunity Awareness Project undertaken in 2016-7. These will help young people understand the employment opportunities that exist across Wales, will support delivery across the curriculum and help develop the career management skills of learners. We will be organising events both for schools, clusters of schools and webinars targeting growth sectors 2. The introduction of the Business Champion training for employers from September 2017. 3. The launch of our new employer engagement database entitled Business Education Exchange by the end of 2017 A scoping exercise on the development of a Business Award to acknowledge the value of employer input into the school curriculum. During 2017-2018 Careers Wales will continue to:  Target employers across Wales to ensure that growth areas and sectors are well represented in our activities with schools and on our employer engagement database and that local opportunities and experiences are more accessible to young people and their teachers.  Develop a close collaboration with regional skills partnerships with labour skill supply and demand  Support schools and businesses to develop sustainable partnerships including maintaining the current established Business Class clusters  Provide a portal for users of the AMS and JGW opportunity search facility via the website

7 Evaluation report from the Opportunity Awareness Project cites the benefit of high impact events involving multiple employers and schools, webinars and apprenticeship roadshows. In year, we will have phased out the other employer vacancies currently hosted on careerswales.com and will refer employers to Business Wales and JCP and will pilot the use of social media to promote employment and training opportunities. Continuous Improvement

 As we roll out our Business Champion training, we will evaluate and review and adapt our delivery based on their feedback.  We will continue to test the impact of our world of work menu during 2017-18 in meeting expected outcomes

23 2.5 Supporting adults back into work

“We will build on the proven success of our current services to provide integrated support for adults, combining skills assessment, careers guidance and coaching. Our priority within this service will be to provide services to unemployed adults and those facing redundancy through the Individual Skills Gateway and ReAct services.” (Changing Lives – A vision for Careers Wales 2017-2020 pg. 13)

The principal services delivered to adults in 2017-8 will be through ReAct and ISG which are not funded through the core. Further detail on the funding allocated for these projects is included in Section 4 Non- core projects. What’s new 2017-18? Dependent on decision from Welsh Government about the EAS project we will begin to prepare during this financial year

During 2017-2018 Careers Wales will continue to

 Provide online and phone support to those adults who self-refer asking for careers information, advice and guidance. This will be provided in the main by our Careers Wales Connect service and our central digital service delivery team.  Support a small minority of adults (in addition to those included above) who present at centres requesting careers adviser support, where resources permit. Section 3 Delivering continuous improvement

3.1 Developing our workforce a) Learning and Development – the implications of Changing Lives The Learning and Development Plan for 2017-18 is linked to the development of a number of key strategic aims of the organisation.  The successful implementation of Changing Lives – A Vison for Careers Wales 2017-20  The development of an effective digital offer as part of a blended service to clients.  The embedding of a continuous improvement culture in management practices within the broader organisational culture.  The ongoing development of more online and virtual learning for internal colleagues.

The successful implementation of Changing Lives – A Vison for Careers Wales 2017- 20 The development of staff with excellent digital skills is a priority. This will be done on two levels incorporating generic skills and a focus on the development of the skills required by Careers Advisers to successfully deliver the Career Discovery Model which provides a framework for a blended service approach combining digital and face-to-face. Careers Advisers will be at the forefront of our delivery in Education. As well as delivering services such as webinars and workshops on Labour Market Intelligence, group and drop-in sessions and guidance interviews, Careers Advisers will act as account executives for individual schools, coordinating the full range of services we deliver. The development of an effective digital offer as part of a blended service to clients. The digital and ICT skills of our staff are central to the successful delivery of this vision. Careers Wales is producing a Digital Skills Framework, with skills at Foundation, Intermediate and Advanced Level. The aim for this business year is for all staff to achieve Foundation level Digital Skills, and for some staff to progress to Intermediate Digital skills. A training needs analysis undertaken against our digital competency framework will inform the training and development of Digital skills required to deliver the vison. Directorates will be liaising to develop the concept of digitally enabled/supported frontline delivery staff. Staff Development will also focus on the new way of delivering services building on good practice. Analysis of the caseload, use of different channels, and delivery of webinars will all be part of the role of the careers adviser. The embedding of a continuous improvement culture in management practices within the broader organisational culture. Careers Wales managers have a critical role in developing the organisations culture which includes a focus on continuous improvement. Strengthening the skills and techniques associated with continuous improvement amongst managers and Careers Wales employees will be a priority. This in turn will support the effectiveness of implementing the changes required to implement Changing Lives. We have also commissioned an external organisation to facilitate a step change in how we address these issues. This will lead to a number of pilots and proof of concept studies where processes are identified that can be improved to enhance the customer experience. The ongoing development of more online and virtual learning for internal colleagues. One of the objectives in the coming year is the development of more online and virtual learning. The aim is to increase the ease with which colleagues can access Continuous Professional Development activities and over time, as more resources are developed, the bank of learning will expand. The growth of resources should also mean that the varied needs of colleagues are able to be met in a more varied and appropriate manner. Whilst the primary objective will be on the quality and efficacy of the learning, there is likely to be a commensurate reduction in costs associated with travel, time and premises that tend to be incurred with more traditional classroom-based training. Other Priority Areas: The Learning and Development Plan for 2017-18 will also take into account:  Halogen Development Plans from appraisals.  Training that managers have identified in relation to projects.  Training requirements arising from any new legislation, developments in related sectors and compliance issues.

25 Skills Audit We will be using skills audits to identify any skills gaps so that a targeted training needs analysis and plan can be developed. For each category of employees covered, the following questions should be considered:  Which capabilities will be required to carry out the role, in the form of knowledge, skills and attitude?  Which capabilities do existing employees possess?  What are the gaps between existing capabilities and the new requirements? In implementing Changing Lives it is recognized that future skill sets of employees will need to change in order to deliver in a variety of new ways to clients. To identify the new skill sets any gaps in knowledge, skills or attitudes need to be identified and mapped against a set of future requirements. In this way a training plan can be created to equip our workforce to meet future developments and challenges. The Company is working on the following plan to address the future needs. The stages of the skills audit:  Determine future skills needs. This is done by a detailed analysis of the roles needed to support the Vision, revisiting job specifications and the skills requirements to see whether they match and redrafting where necessary.

 Audit the current skills held.

o At organisational level this is a desk based exercise drawing on; . The Halogen appraisal system. . The Gartner Digital Vision and Road Map . Capability process records to identify common skills gaps. . Areas of recruitment difficulty i.e. skills shortage areas.

o At an individual level likely to be carried out via an employee survey of employee’s own individual skills perceptions.

 Compile the results of the desk survey and individual surveys. Analyze the results for gaps and devise a plan to address, clearly communicating future role requirements to all employees. The analysis can be used to identify;

 The skills gaps in specific roles  Skill gaps in organisational groups  Possible successors for particular roles  The numbers of people who have critical skills  Future skills requirements. Outline of the different teams Teams that deliver Careers Wales employees are the key resource which are central to the effective delivery of this vision. Economies of scale as a national organisation benefit the development of resources, provide support and learning, ensure best practices are shared, and forge effective production of information and partnership work. Supported by a critical corporate and strategic planning team the majority of our investment is in the employees who directly deliver our services and those which support that delivery. These include: Careers Advisers: trained to QCF level 6 (or equivalent) in careers guidance and development, our advisers are on the Career Development Institute’s Register of Career development professionals. They provide impartial and professional support to clients. Employability coaches: skilled at addressing career-related barriers and helping clients to develop skills and to take action to enter education, employment or training. Business Engagement Advisers: a national team experienced in working with employers and expert in their knowledge of national and regional labour market trends. Curriculum Team: expert and experienced in career development, supporting teachers with work related inputs to the curriculum and supporting teachers and career leaders to raise standards of careers education in schools.

27 3.2 Improving and evaluating our services

 Evaluation and the quality cycle - plans for 2017 – 18 This section outlines the main areas of research and evaluation activity that Careers Wales intends to engage in during the 2017 – 18 business year. We may also undertake additional activities to gain knowledge and information about the performance of Careers Wales during the year, as need and opportunities to do so arise. This may include pursuing lines of inquiry by interrogating data held on the company’s client and partner database and ad hoc surveys targeted at eliciting feedback on specific strands of company service. Similarly, Careers Wales is currently in the process of joining the Welsh Institute of Social Economic and Data Methods (WISERD) programme for the sharing of anonymised data from public bodies for research purposes. It is possible that during 2017 – 18 this development will result in Careers Wales receiving applications from external organisations and individuals to use its data for research purposes, with Careers Wales having the option to accept or reject each application on its merits. Local Self Evaluation and Review (SER) Careers Wales will build on its successful trials of the self-evaluation and review of its services at local level undertaken during 2016 – 17 and will roll out this process to the whole to the Company, commencing in April 2017. The notable features of this activity will include:  A Company SER process that is co-terminus with the 22 local authorities in Wales;  Complete local SER coverage across Careers Wales over a three year period;  The production of local SER reports based on Estyn’s Common Inspection Framework format;  The use of ‘Service Expectation’ standards for clients, partners and internal customers as a benchmark against which local Careers Wales provision can be measured;  A process that allows the Careers Wales national SER to be constantly updated via local evaluative activities.

Economic Benefits of Careers Wales During the latter part of the 2016 – 17 business year Careers Wales submitted a joint application with Cardiff University to obtain funding support from the UK Knowledge Transfer Partnership (KTP) Programme. Our aim is to conduct research into the Economic Benefits of the services provided to clients and partners by Careers Wales. If the application is successful, Careers Wales, Cardiff University and the Welsh Government will each commit approximately £20,000 per annum to support the research, which is also supplemented by KTP funding. It is likely that this project will take 2 or 3 years, focus specifically on the economic benefits of the provision of careers guidance to clients and will involve:  The appointment of a doctoral or post-doctoral researcher to be based in Careers Wales with academic support from Cardiff University;  A desk review of prior UK and international research focusing on the economic benefits careers service functions;  The development of a methodology and supporting instruments to define a reliable, robust and re-usable process to measure the economic benefits of careers service work that can be specifically applied to Wales;  Ensuring the methodology design will account for the provision and receipt by clients of Careers Wales’ traditional and digital services;  Field testing and implementing the research methods and tools to produce an initial set of findings.

This project has the potential to produce ground breaking research in the sector and provide the Wales Government with a bespoke tool to identify new KPIs for its Careers Service. Moreover, the instruments developed will inevitably need to take account of the Return on Expectation (RoE) and / or Return on Investment (RoI) provided by Careers Wales digital and traditional delivery services, providing an opportunity to compare and contrast the relative cost benefit impact of each approach Targeted client research Clients in Tier 2 (Inspiring 16-18 year olds) During 2016 – 17 Careers Wales conducted research into its work with clients in Tier 3 of the Youth Engagement and Progression Framework (YEPF) ‘Five Tier Model’. This work raised concerns about the outcomes for unemployed young people who are assessed as needing additional support in order to gain and retain employment, education or training (EET) i.e. clients in Tier 2. There are some indications that the progression of clients from Tier 2 does not meet expectations and are variable across Wales. Our research in 2017 – 18 will seek to build a picture of referral processes between Careers Wales and support agencies, identify the nature and impact of Careers Wales interventions with the client group, review clients’ length of stay in Tier 2 and track the future progression of young people from this tier, and specifically the sustainability of entry to EET (Tiers 4 and 5). We will produce and compare / contrast findings against these criteria at pan Wales, regional and local levels. This work is likely to require a mixture of evaluation methods, including desk research using the client database and quantitative / qualitative survey work with clients and partner agencies. We anticipate that the outcomes of this research will help Careers Wales to determine how we can continue to meet our Key Performance Indicators (KPIs) relating to reducing NEETs and improving young people’s sustainability of EET. Labour Market Information (LMI) In 2013 Careers Wales, with specific project funding support from the Welsh Government, appointed an external and impartial ‘expert’ research organisation to undertake a survey of the Year 11 pupils and their understanding and use of LMI. In 2017 – 18, Careers Wales will repeat and extend this research in order to identify pupils:  Understanding of the nature and purpose of LMI;  Preferred sources of LMI, including resources available via social media and digital means;  Level of research skills and their capacity to conduct their own LMI research;  Use of LMI in making career and progression plans and decisions

In undertaking this research, Careers Wales will be assessing the needs of the Company’s priority client group (as identified in the Company’s ‘Changing Lives’ vision) in respect of the ‘Opportunity Awareness’ Career Management Competency (CMC). Findings will inform our digital strategy in terms of how best to support the client group in accessing, interpreting and applying LMI to their career and progression planning and decision making. Careers Wales Contribution to Transitional Planning reviews

29 The Welsh Government is currently in the process of legislating on services to young people with additional learning needs (ALN) and as yet there is no clarity about the role of Careers Wales within the new transitional planning process. The Company will conduct research with Additional Learning Needs Co-ordinators (ALNCos) in mainstream and special schools, pupils with ALN and their parents to determine views on the benefits and impact of Careers Wales’ role in transitional planning reviews. We will share the outcomes of this research with colleagues in Welsh Government.  User engagement User engagement is critical in the development of services and the channels by which individuals access the offer. We will make best use of the available data to target our provision and personalise our services on this basis. Use of analytics, website user interactions and our development of user personas will enable us to provide our client group with the appropriate inputs. As part of our participation strategy we are committed to engaging with our users to support the development of our services to clients. During 2017-18 our focus for user engagement will be to develop our digital services, in particular the development of our website and methods used by clients to engage with Careers Wales to receive information and advice. In particular we will focus on those users at key transition points of their career to ensure that our career discovery model meets expectation and needs.  Measuring progress and performance There will be three approaches to measuring progress and performance in 2017-8. These will include agreed KPIs and piloting the measurement of the outcomes outlined in the vision. In addition we have set up some aspirational achievement metrics which will be used to inform discussion on performance and will provide some baselines for future performance Measuring performance and Key Performance Indicators (KPIs) During 2016 – 17, the Company developed a system of performance measures intended to trial the harmonisation of indicators of success at Company level and for a specified job role. The system developed focuses on careers advisers working with clients in education and covers three aspects of performance measurement that also exist on a pan Company basis. We suggest that these contribute to the Company’s KPIs for 2017 – 18.

A school, regional and Company level analysis of achievements in reducing the proportion of clients Not In Education, Employment and Training (NEETs) and improving the sustainability of clients in Employment Education and Training (EET). This would in effect retain the existing Careers Wales KPIs 1 and 2: - KPI 1: “The sustained progression of young people through education and into employment or further training/education.” - KPI 2: “Reductions in the number of young people who are outside the Education, Employment and Training system.”  We suggest that a new KPI 3 is based on meeting specified service expectations for clients in schools e.g. the case loading of all clients in schools against set benchmarks for the provision of blended services (using an appropriate mix of digital and traditional delivery methods) and providing identified priority clients with ‘in person’ careers guidance interviews. This would particularly capture Careers Wales’ achievements in delivering the requirements of the Changing Lives strategy and evidence our prioritisation of services to client s in schools and the Digital Transformation agenda.

 KPI 4: The application of reliable and robust evaluation techniques to determine the positive impact that Careers Wales services has on Year 11 pupils’ perceived competencies that help to develop and implement appropriate career and progression plans. It may be possible to compares and contrast feedback from clients with the blend of traditional and digital services provided, thereby seeking to identify the ‘mix’ of services that yield more beneficial outcomes.

 KPI 5: Careers Wales allocation of resources is commensurate with achieving the ‘Changing Lives’ vision. We will benchmark the allocation of staff to delivering services to clients in schools in 2017 – 18, against baseline position for the previous business year, thereby providing a measure through which Careers Wales commitment to Changing Lives can be gauged.

During 2017 – 18 we will implement these performance measures with careers advisers working in education and use an evaluation of the outcomes to further develop performance measures for other job roles e.g. careers advisers working with clients in the labour market, business engagement advisers, careers and world of work co-ordinators.

Delivering the vision’s outcomes Careers Wales will identify its achievements against each of the Company’s outcomes as follows:

31 Outcome Measure Result Improve efficiency of We produce data in 2017 – 18 which compares The results produced in the 2017 – 18 labour markets by the career plan aspirations of young people with business year will provide an initial reducing skills available opportunities in employment and analysis of gaps between supply side mismatches training. occupational preferences, with demand side occupational opportunities. This will The company will produce its labour market provide a benchmark against which in supply data, obtained via Career Check future years, success can be measured questionnaires completed by Year 10 pupils, via the extent to which mismatch supply categorised appropriately to enable comparisons and demand gaps have reduced. with the categorisation of employment and training vacancies from 16-24 year olds available from Welsh Government and the Office for National Statistics (ONS) sources. Increase participation This outcome can be measured via the application A snapshot of destination data and YEPF and attainment in of the existing methodology for calculating the data is taken at the end of education and training achievement of the Company’s current Key October/beginning of November each Performance Indicator KPI2 - “Reductions in the year. This data is used to measure the number of young people who are outside the percentage point increase or decrease in Education Employment and Training system” the proportion of clients in the following categories for the current year compared The process of measuring the extent to which to previous years: NEETs have reduced also requires an indication Clients who are NEET of whether participation rates in EET have risen. Clients engaged in EET Clients in ‘other’ categories (e.g. moved Benchmarking data for a number of years is away, unavailable for work) available for Year 11 pupils (vial the school leaver destination census) and for several years via the An increase in the proportion of clients Youth Engagement and Progression Framework engaged in EET indicated by one or both (YEPF – 5 Tier Model) data. of the data sets is a measure of success for this outcome.

Reduce drop outs and Measurement of the achievement of this outcome Destination census and YEPF data are churn within post 16 is aligned with the Company’s existing KPI 1 – used in calculating outcomes against education and training “The sustained progression of young people each criterion thus providing the following through education and into employment or further findings:: training/education.” Criterion: Benchmarking data for a number of years is  The proportion of clients with a available for Year 11 pupils (via the annual school positive EET destination as ad leaver destination census) and for several years the 31st October/November 1st in via the Youth Engagement and Progression the current year compared to Framework (YEPF – 5 tier model) data. Four the previous year (s). separate criteria are used to determine whether  Changes in the proportion of Careers Wales has met the requirements of KPI1. clients in positive EET destinations on said dates in a given year through to March 31st in the following year.  The proportion of clients who are NEET as and at the said dates in each year.  Changes in the proportion of clients who are NEET between the said dates of a given year to March 31st in the following year.

Increase take up of Although superficially the ‘mechanics’ of Depending on the nature of the measures Apprenticeships measuring improvement in respect of this outcome we would either: would appear to be straightforward (e.g. through 1. Compare the number and proportion the use of the Careers Wales schools destination of apprenticeships entrants in 2017- census and / or Welsh Government work based 2018 with one or more subsequent learning statistics) we will need to consider years (on the basis that prior data is carefully to whom we want to target increases available) (e.g. 16 – 18 year olds, young women, ethnic minorities, young people in deprived areas) and 2. Use 2017-18 as a base year, Outcome Measure Result when they expect the increases to occur (i.e. over comparing the number and what timeframe, by how much etc.). proportions of apprenticeship entrants in subsequent years (if not We will take advice from the Welsh Government suitable comparative data is and other stakeholders on progressing this matter. available)

Help other agencies to Research conducted by Careers Wales in 2016-17 Findings from our research with clients in target their services more which analysed services to client in Tier 3 of the Tier 2 will indicate for a defined time efficiently and effectively YEPF framework (young people who are NEET) period: questions the level of success resulting from the referral of young people to partners for additional The number of clients in Tier 2 in Wales support prior to entering the labour market (clients and the proportion of the 5 Tier cohort in in Tier 2). Tier 2 During 2017-18 our planned research into the movement of young people into Tier 2 and their A comparative analysis of Tier 2 subsequent progression from Tier 2 will enable us occupancy by local authority area to share with partners, information about the relative success of these services across local The number and proportion of clients in authority areas in Wales. Tier 2 leaving Tier 2 entering EET and becoming NEET across Wales

A comparative analysis of the destinations of Tier 2 leavers by local authority area. Ensure the new Careers Wales will use its provision of services to Success will be measured by: Curriculum for Wales schools to support employer engagement in the prepares young people curriculum and our provision of Careers and World Identifying the number of employers for the world of work of Work consultancy and training to schools as a offering education business activities and measure of the extent to which the new the number of requests Curriculum for Wales prepares young people for delivered/undertaken in 2017-18. the world of work Identifying the number and proportion of schools engaging employers in the Curriculum in 2017-18.

Comparing the number and proportion of schools in receipt of Careers and World of Work services in 2017-18 compared to previous years, including engagement with the Careers Wales Mark and training sessions.

33 Achievement Metrics Careers Wales has identified a series of aspirational achievement metrics for the next business year. Section in Achievement metrics – We will aspire to achieve the following Vision A new offer to young  All learners in year 9 will be introduced by teachers or Careers Wales Advisers to people ways of accessing support and information from Careers Wales  All Year 9 /11 parent events will be supported by Careers Wales.  All KS4 learners will complete Career Check  All Year 11 learners will be on the Careers Adviser caseload until they are settled in their post 16 destination.  70% pupils receiving services in KS4 will receive at least 2 personalised Digital interactions  % increase in personalised digital interactions  %increase in skype and telephone guidance by careers advisers  All Careers Advisers will achieve Foundation Level in our new Digital Competency Framework  A minimum of 6 Campaigns and 20 Webinars  90% transition plans for Year 9 and year 11

16-18  70 % clients in Tier 3 progress to Tiers 4/5  20% clients in Tier 3 to progress to Tier 2  80 % clients in Tier 3 progress within 90 days  100% Identified in Tier 4 receive blended service with a focus on increasing efficiency by increasing the proportion of digital interactions  % increase in personalised digital interactions by careers advisers and employability coaches  A national digital service offer established for those in post 16 learning

Solutions for partner  20% schools will receive training on how to use the Employer Engagement organisations Database  30 % schools to take part in the early adopters trial of the Account Executive  24 new institutions accredited with Careers Wales mark and 47 to achieve re- accreditation  Menu of bespoke activities offered to 100% schools and colleges  100% schools to have access to resources for KS3  150 training sessions for teachers on careerswales.com

Engaging employers  10.000 employers logged in the employer database by March 2018  214 World of Work events – a minimum I per secondary school  Develop an additional 2 virtual reality videos featuring employment growth sectors  10 sector based webinars  40 schools involved in piloting the employer engagement database  20% schools trained to use the Employer Engagement database  81 Business class clusters supported  Impact Careers Wales measures the impact of its services in two main ways Return on Investment (RoI): Where there is a direct measurable economic benefit that can be associated with the work of Careers Wales. The Company’s KPI’s 1 and 2 are examples of this impact measure (i.e. reducing NEETs and helping young people sustain EET both result in savings to the Welsh Exchequer that can be offset again the cost of Careers Wales). In public finance RoI related to population measures such as unemployment are very difficult to attribute to individual organisations. The aim of our research proposal with Cardiff University is to develop a RoI measure that offers the ‘best fit’ for Careers Wales. Return on Expectation: Based on determining outcomes that can be reasonably and directly applied to the functions of an organisation. These types of measures are generally considered to be more reliable and robust in determining the added value provided by public sector organisations. In Careers Wales terms these expectations relate to improvements in clients ability to make realistic and achievable career and progression plans and decisions. Careers Wales uses Career Management Competencies as the main measure of return on investment with young people. These have the dual benefit of having been proven via UK and international research to be the major skills that enable people to gain and sustain employment, education and training. As such, helping clients to improve their competencies is not just a RoE impact measure, but is also likely to have a direct future economic benefit, thereby providing a link to Careers Wales generating a RoI impact.

35 3.3 Developing our capabilities

Corporate capabilities a) Finance and Facilities The ongoing restructuring of the company and the related costs to staff leaving on VER are a key consideration for this financial year. With reducing income levels, it will also be critical for Finance to work effectively with budget holders to ensure that expenditure is monitored even more closely on a monthly basis. To facilitate this, the new finance system, Open accounts, has now been developed so that it can produce automated standard budget reports straight from the system. Close monitoring of the company cash flow through the year will also be crucial activity for the finance team. With regards to facilities, the key focus will be the continued implementation of the long term estates strategy. The ongoing reduction of the portfolio of company premises will continue with the closure of the administration and delivery office in Mold, the administration office in Charnwood and the formal ending of the lease at the Cardigan office that has been closed for some time. b) ICT To deliver the digital agenda successfully puts the ICT infrastructure of the company at the heart of success. This includes: 1 Ensuring that all staff have the appropriate equipment to enable them to work in a digitally enhanced way during 2017/18. 2 Identifying areas of challenges for advisers (e.g. connectivity in education establishment, remote access in rural parts of Wales) and providing appropriate technical and practical advice to our teams on the front line. 3 Supporting in the learning and development and upskilling staff to use the appropriate technology confidently and to apply these skills when working in a digital context. The ICT Team will continue to develop its own skills and keep abreast of new relevant technology which could support the business to achieve its vision. In addition, in-house expertise will be able to provide advice and practical solutions to the development of appropriate technologies to encourage user engagement. This includes the further investigation of Office 365 to see if its implementation could further support the agile and mobile way we will all be expected to work going forward and supporting the digital solutions team into be able to provide a true blended offer for Careers Wales service users. Careers Wales recently achieved the Cyber Essentials Plus accreditation which ensures the ICT systems and data are setup and managed in a secure way. The IT Team will ensure the company continues to work to these standards.

c) Human Resource Resourcing is the main priority for HR in this business plan year. Reductions in staffing levels to less than half of the original cohort, a third of the remaining employees working reduced flexible working patterns and a recruitment freeze have made it an imperative that performance and attendance are at a maximum level. The requirements of the Wellbeing of Future Generations Act have underpinned the need to work on the health and wellbeing of employees. HR will support restructures and any further downsizing that is required, in addition to the wellbeing project as well as continuing to monitor employee metrics for the impact of these activities. d) Assessing risks Risk Register

As set out in its terms of reference, the Finance, Audit and Risk Committee has overall responsibility for ensuring there are effective processes for the identification, assessment and management of risk using the Risk Register. The Finance, Audit and Risk Committee works with the senior management team in preparing and monitoring the Risk Register.

Risks are assessed on the basis of their Probability (P) and their potential Impact (I). The rating of Probability is multiplied by the rating of Impact to give a Total (T). Resulting scores are then expressed as H (High) for scores of 20 and over, M (Medium) for scores over 12 or L (Low) risk for scores of 10 or less.

Risk leads are allocated to relevant Senior Managers.

There are 7 themes or areas that risks are grouped under: (1) Operational / Strategic; (2) Corporate; (3) Press, Publicity and Relationship Management; (4) People-related; (5) Financial; (6) Information, and (7) External.

The register is updated regularly and is reviewed by the FAR Committee at every meeting. The Board also considers the coverage and appropriateness of the risks identified.

37 Service impact assessment Service area Decision Mitigation Support for employers Removal of other All apprenticeships in Wales can be logged outside the vacancy section on on the AMS site. apprenticeship framework .com and subsequent to promote opportunities support provided by Careerswales.com wills signpost its users on the careerswales.com administration team. to other job seeking sites. website. Referral of all Universal jobmatch and other vacancy interested employers websites are available to host the to Business Wales and vacancies maintained on the current Universal jobmatch for website. the promotion of opportunities outside of AMS and JGW. Face to face careers Withdrawal of Individuals identified during KS 4 as likely advice and guidance offer dedicated face to face to need support to effect and maintain their to students in FE and in service to post transition. Mentoring contact provided 6th forms in school. compulsory education during transition. in FE and in 6th forms. Campaigns to inform services users in post compulsory education about the online and phone services available to support them.

Programme of offer to include webinars, webchat and video/phone calls to support at a distance.

Ongoing monitoring of clients identified as Tier 4 by school career advisers to ensure clients have made the appropriate transition and to provide support as appropriate. Face to face careers Limited offer to ensure All learners in KS3 made aware of the advice and guidance offer awareness of sources services available online and by phone. to KS3 learners of support available. Improved targeting of parents to ensure they can support learners appropriately.

Targeted resources for KS 3 teachers to support learners with decision making.

Content on website more easily accessible for users and their parents/guardians. Adult support outside of Limited support CWC team will offer information, and ISG and React. available only where advice and National digital service delivery resource allows. team can offer phone/video guidance. Section 4 Non-core projects/Finance Non-Core Projects Careers Wales also receives additional funding from Welsh Government (including ESF funding) which is identified as “non-core” – these include: Jobs Growth Wales and the Apprenticeship Matching System Careers Wales provides the portal for JGW and AMS via the CareersWales.com website. Support provided by Welsh Government is for the routine maintenance of the systems as well as some administrative support. A separate operating agreement exists which outlines the expectations Individual Skills Gateway and ReAct (ESF) Both these services to adults are outlined in a separate operating agreement which includes business expectations, outputs and outcomes. ISG provides guidance support and advice to adults who are unemployed. ReAct provides advice and guidance services to adults at risk of being made redundant and is an ESF project. Projects with respective local authorities under ‘Activate’ (ESF) There are separate business agreements with representative local authorities for the delivery of services by Careers Wales which support local projects. The partnerships exist with Trac (North Wales) Cynnydd (South West and Mid Wales) and I2A (South East Wales) Offender Learning Project There is a separate operating agreement with the Welsh Government’s Offender Learning Team for the delivery of information, advice and guidance to prisoners in South Wales prisons. In addition Careers Wales supports partner organisations through secondments

39 Appendices Appendix 1 Wellbeing of Future Generations Act Service Delivery Objectives

Well-being Goal Description Careers Wales’ Objectives A prosperous Wales An innovative, productive and Careers Wales is committed to the development of a low carbon society which prosperous Wales. recognises the limits of the We will: global environment and  use resources to efficiently and effectively focus therefore uses resources on the development of individuals so that they efficiently and proportionately have the skills to manage their own careers, (including acting on climate raising aspirations and delivering social and change) and which develops a economic benefits for individuals, families, skilled and well educated communities and the economy of Wales population in an economy which  reduce our carbon footprint by reviewing all generates wealth and provides premises with a view to implementing strategies employment opportunities, which will improve their environmental impact. allowing people to take advantage of the wealth generated through securing decent work. A resilient Wales A nation which maintains and Careers Wales recognises its contribution to enhances a biodiverse natural developing a resilient Wales. environment with healthy We will: functioning ecosystems that  provide services that inspire and motivate people support social, economic and to understand a changing labour market and to ecological resilience and the develop the skills they need to compete for jobs capacity to adapt to change (for  foster resilience in the workplace by building a example climate change). positive workplace culture and using learning and development opportunities to help individuals to develop the attitudes, skills and knowledge that underpin resilient behaviours and change management  assess the viability of increasing the biodiversity of all external areas that we have effective control over  set aside a proportion of our annual maintenance budget to ensure that we can achieve these objectives  review business strategy to minimise staff travel. A healthier Wales A society in which people’s Careers Wales’ Health and Wellbeing Strategy and physical and mental well-being commitment to the All-Wales initiative relating to the is maximised and in which Corporate health standard will impact on the health of its choices and behaviours that employees and their families, contributing to their active benefit future health are engagement in society. understood. It is known that after six months absence, the likelihood of an employee returning to work is vastly reduced and the likelihood of their entry into long term ill health is increased, adding to the social care impact on Wales. We will:  implement our comprehensive and proactive absence management policies which aim to get employees back into work in the shortest possible time using adjustments and occupational health advice, thus avoiding their entry into the social care system. Work is beneficial to health and long term wellbeing of employees and their families. A more equal Wales A society that enables people to Careers Wales will, in its role as an employer and in fulfil their potential no matter provision of services to clients, comply with relevant what their background or legislation relating to Equality and Diversity (including the circumstances (including their Equality Act 2010 and General and Specific Duties socio economic background and contained within the Act) ensuring the best interests of circumstances). clients and staff are met. We will:  work to the principles of the Equality Duty in regard to the advancement of equality and good relations which cover the nine protected characteristics  ensure that no member of staff or client receives less favourable treatment on grounds of age, disability, gender, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sexual orientation and social or economic background or is disadvantaged by any practices or procedures that cannot be justified  keep abreast of Wales and UK best practice in respect of equality and diversity and will use this information to inform the continuous improvement of the organisation’s policies and procedures in this regard  periodically provide learning and development activities in line with developing practises related to equality and Diversity  promote equality and diversity and challenge stereotypes, within the context of our business, at every opportunity through our website www.careerswales.com and other marketing material.

CCDG requires that its contractors and sub-contractors providing services to clients, comply with Careers Wales policies relating to Equality and Diversity.

41 A Wales of cohesive Attractive, viable, safe and well- Careers Wales understands that Wales has a diverse and communities connected communities. multi-cultural society and, both in its role as an employer and in provision of services to clients, will comply with relevant legislation relating to Equality and Diversity (including the Equality Act 2010 and General and Specific Duties contained within the Act) ensuring the best interests of clients and staff are met. We will:  work to the principles of the Equality Duty in regard to the advancement of equality and good relations which cover the nine protected characteristics  ensure that no member of staff or client receives less favourable treatment on grounds of age, disability, gender, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sexual orientation and social or economic background or is disadvantaged by any practices or procedures that cannot be justified  carry out our responsibilities to safeguard children, young people and adults from harm as embodied in the relevant legislation  carry out our responsibility in relation to our duty within the Prevent Strategy  promote local opportunities for local people to help reduce skills gaps which will contribute to making communities across Wales attractive and viable. A Wales of vibrant A society that promotes and Careers Wales’ Welsh Language Scheme, in line with the culture and thriving protects culture, heritage and requirements of the Welsh Language Measure (Wales) Welsh language the Welsh language, and which 2011, sets out how it will provide a bilingual service which encourages people to places the Welsh language as a central principle of participate in the arts, and delivery. sports and recreation. We will:  offer services which respond to the needs of individuals and partners in the regions of Wales  enable users to access Careers Wales services in either Welsh or English as often as reasonably possible  give equal parity to the Welsh and English languages in relation to bilingual external public facing communications  encourage and facilitate opportunities for staff to use the language of their choice in their day to day work as far as reasonably possible  promote the use of both Welsh and English in the workplace and give guidance on how to do this in practice  provide and share information about the value of Welsh language skills in the labour market and information about opportunities for individuals to continue to develop their Welsh language skills as part of the career and learning pathway. A globally A nation which, when doing Careers Wales acknowledges the contribution it can make responsible Wales anything to improve the to global well-being. economic, social, environmental We will: and cultural well-being of  maximise opportunities to share information with Wales, takes account of individuals about the global labour market, future whether doing such a thing may challenges in Wales, changing economies and make a positive contribution to environment global well-being.  help individuals to understand how these challenges may be met and the opportunities in industries which are addressing these.

43 Appendix 2 Three year Vision for Changing Lives 1.5 Changing Lives – A three year vision

This table demonstrates how the vision could be implemented over the coming 3 years. dependent on funding and the availability of appropriate resources to support each part of the development Vision Year 1 - 2017-2018 Year 2 - 2018-2019 Year 3 - 2019-2020 A new offer for Phase 1 Career discovery – Phase 2 Career discovery – Phase 3 Career discovery – young people developed interest guides and enhanced online psychometric full suite of tools available to associated resources, new tests for clients in Education. enable all those using website Career Discovery interest test launched, advisers to successfully identify an Model trained and training for teachers. Development of tool for clients in appropriate career journey. labour market and adults. Online Psychometric Development of the career and Interest Tests aspiration tool as an integrated Full use of the career aspiration tool online product. online at KS 4. Campaigns and National digital solutions team National digital solutions team All advisers making use of events developing campaigns and continues to support the development different technology platforms events including targeted of regional digital delivery including to deliver a blended service webinars at key points in young nationally developed resources, offer. people’s career transition, advice products, career campaigns and and guidance chats, central video events. Full programme offer available and phone advice and guidance, and adapted according to LMI Q & A sessions. Most advisers in schools and working need. with clients in the labour market using Supports the development of appropriate channels to deliver regional digital delivery, in a services. technical and business capacity. Experiencing the world Reference Engaging Business – of Work employer engagement database Client profile builder User research takes place with CW introduces client profile builder to Client profile builder is fully partners, stakeholders and clients targeted groups to establish fitness integrated with other products to develop a client profile builder. for purpose and refine. on .com. Inspiring 16-18 CW continues to support the CW (using employers recruited for the Embedding of digital offer year olds YEPF in line with requirements. database) works with employers to considered appropriate for use assess the feasibility and associated by clients in the labour market. YEPF CW assesses the appropriateness costs of rolling out career credits of alternative channels in working programme to support young people Career Credits with the client group. to develop appropriate skills.

Depending on findings in year 1, CW introduces appropriate assessment tools and alternative channels to work efficiently with clients in the labour market. Raising Awareness CW online vacancy service CW introduces its online approach to and Employment withdrawn in the short term. promoting opportunities including an online Get Hired activity to support CW assesses how to present individuals in education into opportunities to clients online employment. alongside AMS and JGW (removed in year). CW introduces its new approach to ensuring users are made aware of CW tests use of social media to employment and training publicise vacancies to regional opportunities available in Wales (in users. addition to Welsh Government programmes) Clients and stakeholders engaged in the development and pilot evaluated to identify most appropriate platforms.

Support WG with their Have a Go activity* subject to additional funding

Supporting adults Continue to support the funded Introduction of the first phase of the Full implementation of the new back to work ISG and ReAct projects providing new adult services programme to adult services programme in Skills Assessment, Referral and include assessment tools online to line with business Digital services Guidance and Redundancy provide digital services. requirements. Support. Skills, assessment, referral and guidance. Planning commences for the Employment routes introduction of the new adult services programme (pending Redundancy support remit).

Continue to support Welsh Government with its development of Employment Routes online.

45 Solutions for Curriculum team works to support Implement best practice from Continue to develop best Partner pioneer schools to assess impact September 2018 for new curriculum. practice in CWW into the new organisations of Curriculum for Wales on curriculum. CWW and develop best practice. Curriculum for Wales Investigation of use of Hwb Further develop resources on Continue to review resources Supporting best alongside the professionals’ professionals’ portal. and develop as appropriate to practice. portal. meet changes in curriculum.

Investigate a new employer Consider the introduction of an Pilot Careers Education backed excellence in careers employer backed excellence in Excellence Award. education award for schools. careers education award. Data hubs Investigate alternative funding Further develop the CW data hub Depending on resources and sources to maximise the use of information incorporating 5 tier data, findings from year 2 – agree CW data hub information. destinations, client aspirations and with Welsh Government which career management competency. data will be shared with partner organisations. Continue to provide RLPs with Produce reports for pilot partner information they currently receive. organisations. Engaging Continue to offer World of Work Introduce an appropriate suite of Business activities based on best practice services which supports new from Opportunity Awareness curriculum. World of Work Menu project. Assess best impact of activity to continue raising Business Ambassador awareness of opportunities in Continue to develop online employer Training Wales. offer. Business Ambassador Mark Work with pioneer schools to Develop a Business Champion identify best practice for mark which reflects the Careers supporting curriculum. Education Excellence Award for schools. Develop employer online offer of webinars and integration to campaigns alongside events.

Introduce Business Champion training for employers to support effective delivery in school curriculum. Employer engagement Employer Engagement Full roll out of database to all schools, A proportion of schools able to database database introduced and pilot with some schools using database use the database unmediated. schools trained. Careers Wales mediated by Careers Wales. CW supports schools in identifying continues to support activities with CW continues to recruit appropriate employers to support employers. employers to support activities improved learning about world of with employers and supports work. (working alongside the some activities Business Champion training) Teams that deliver Introduce digital competence Monitor progress of staff in All staff confident in using framework in line with Halogen developing digital competencies. digital applications and performance appraisals. Phased Depending on evaluation further roll continuing to develop skills. introduction account executive out of the account executive function function, including evaluation of and increase in blended offer to impact. clients.