Learning & Skills Strategic Plan 2010-13 - Inside Time

INDEX
Paragraph
Page
Foreword
1 Purpose of Learning and Skills 1
2 Vision 1
3 Values 2
4 Structure 2
5 The Working Environment 3
6 Planning assumptions 3
7 Objectives 4
8 Service Delivery and Results 5
9 People and Development 7
10 Communications and External and Internal 7
Relationships with Partners and Stakeholders
11 Structures, Processes and Resources 8
12 Conclusion
Annex
A Implementation Plan Year 1 10
B Implementation Plan Year 2 17
C Implementation Plan Year 3 19
D Learning and Skills Organisation Chart 20

WORKING TOGETHER FOR CHANGE: LEARNING AND SKILLS STRATEGIC
PLAN 2010-13
Foreword
Learning and skills are important elements in some of the Prison Service's key work -
preparing offenders for their return to the community and reducing re-offending.
Education and employment constitute two of the nine resettlement pathways; we
know that where individual's educational abilities and employability have been
enhanced during their time in custody, this has a direct bearing on the likelihood of
further re-offending and the creation of further victims.
I very much welcome this learning and skills strategic plan. It sets out clearly, for the
first time in a long while, the key aims of our education and training services, together
with a major improvement plan.
It is essential that there are further improvements. This is required both to enhance
the current level of service delivery, and to look at better means of delivery in the
current financial climate.
The targets set out in the plan are challenging; rightly so. Delivery will be closely
monitored. Ministers, top management in the Service and external bodies will all
take a close, continuing interest in the demonstration of sustained progress.
Service delivery itself is challenging. Service users in custody are often reluctant to
participate, and the working environment is more challenging and less predictable
than that of a further education college or an industrial setting. We know that many
prisoners under-achieved at school and a significant proportion have learning
disabilities or communication difficulties. However the quality of teaching, training
and commitment from our staff has regularly been praised by external scrutiny
bodies; I am confident there is much to build on. Indeed, significant numbers of
prisoners achieve high level qualifications during their time in prison.
Partnership working is vital. Within the prisons setting, learning and skills staff must
liaise more closely with offender management colleagues and those in probation and
health services, as well as with a wider range of public, private and non-statutory
sector bodies.
This plan has been developed in consultation with staff in the Service, and with many
of our partner organisations. Implementation will primarily be the responsibility of
Heads of Learning & Skills in each establishment, supported by Learning & Skills
Branch in headquarters and local management. This plan must be owned and taken
forward by everyone who has a role in the delivery of learning and skills to prisoners.
I commend all those who have put this plan together.

The title "Working Together for Change" reflects the themes of commitment and
partnership required to drive service improvement. We will be judged on our
success not only in delivering this plan but also in improving service delivery. And
the best measure of that is through making a difference to the skills and abilities of
offenders while they are in our custody and equipping them as best we can for return
to the community.
Signed
Robin Masefield
Director General

1. Purpose of Learning and Skills
1.1. In broad terms learning and skills comprise any constructive activity
that leads to an increase in skills and/or educational improvement.
The aim in the majority of learning and skills activity is to promote
learning leading to externally recognised accreditation. A core
objective in learning and skills is to improve prisoners' potential to gain
employment and to promote resettlement in the community on release.
1.2. Not all learning and skills activities currently fall within the remit of the
formal learning and skills structure in establishments. One of the
objectives in the strategic plan will be to rationalize and coordinate all
learning and skills activity under the remit of establishment Heads of
Learning and Skills.
1.3 The core objectives of learning and skills are:
> To ensure that all prisoners' educational needs are assessed
and that appropriate learning and skills opportunities and activity
is a key element in a positive regime;
> To prepare prisoners for release and resettlement by providing
the essential skills needed to participate fully in behavioural and
therapeutic programmes and to engage more fully in a wider
range of education and training activity;
> To develop a greater sense of self-worth through participation
and achievement by making learning and skills a core element
of individual sentence plans ; and
> To promote and provide a wide range of quality assured
externally accredited courses that offer positive and exciting
learning experiences for prisoners and improve future
employment chances.
2. Vision
2.1. Learning and Skills staff support the NIPS corporate vision to be
recognized as a model of good practice in dealing with prisoners and
to be valued and respected for our service to the community. In
particular the vision of learning and skills staff is to be recognized by
prisoners, external education providers, Inspectorates and employers
as a model of good practice and service provision that increases
prisoners sense of self worth, skill and education levels and reduces
reoffending through improved employment opportunities on release.

3. Values
3.1 The values adopted by Learning and Skills build on the NIPS
corporate values and have been modified to reflect our business role
and objectives.
> Recognizing that the Service requires the commitment of us all;
> Leading well and behaving with integrity; Upholding prisoners'
human rights and working with them as individuals to develop
a sense of self-worth and potential through education and
training;
> Accepting personal responsibility and accountability for
service delivery;
> Working together to develop a corporate approach to learning
and skills services building strong partnerships with internal
and external stakeholders;
> Working to develop high levels of professional competence and
expertise;
> Promoting, marketing and encouraging participation from
prisoners and staff in learning and skills services; and
> Demonstrating a commitment to fairness, equality and respect
for each other and those we are in contact with that presents a
positive image of the Service
4. Structure
4.1. Learning and Skills has undergone numerous structural changes
and revisions over the years. Following a review of L&S services in
2006 the provision of education and training has been brought
together under a Head of Learning and Skills (HOLS) based at each
of the 3 Establishments. Change has not been limited to
Establishments and at Headquarters the provision of L&S now has
its own discrete L&S Branch that includes a specialist Learning and
Skills Advisor and will also include an Employability Advisor.
4.2. The emphasis on services is moving from the traditional provision of
training in construction industry skills to focus on developing skills
that reflect the employment market. There is also an increasing
recognition of the importance of addressing the specific needs of
women prisoners, as a distinct group. In education the focus is
increasingly on developing essential skills; reflecting the general low
level of educational attainment amongst prisoners. The focus on

essential skills links directly to recent developments in offender
management and the need for a coherent and structured sentence
plan that meets the needs of individual prisoners.
4.3. The organisation chart at Annex D sets out the structure of
Learning and Skills at Headquarters and in Establishments on the
appointment of local Heads of Learning and Skills.
5. The Working Environment
5.1. The strategic plan is set in the context of major changes and
planned improvements to the built environment within which
learning and skills services will be delivered.
5.2. L&S services are developing to meet the needs of lifers in the
recently opened Braid House and in preparation for the completion
of a new learning and skills centre in Maghaberry due to open in
late 2010. In Hydebank Wood plans are being developed to improve
the learning and skills accommodation for women prisoners in Ash
House and to make significant renovations to the main learning and
skills accommodation. Long-term plans for a new prison for
sentenced prisoners offer exciting opportunities to participate in the
design process for bespoke fit for purpose facilities.
5.3. These changes will present a major challenge to staff to maintain
current services and develop new learning and skills opportunities
as the estate evolves.
6. Planning Assumptions
6.1. The following assumptions underpin the strategic plan:
> The offender population will not fall below current levels and is
likely to increase;
> Learning & Skills (L&S) services will be delivered in a tight
financial environment as NIPS is required to make ongoing
savings through greater efficiency;
> That the devolution of policing and justice will lead to
significantly increased levels of detailed scrutiny and
accountability to improve service delivery;

That L&S will position itself as a service provider supporting
behavioural programmes by focusing more on essential skills
and on providing accredited training in areas likely to improve
prisoners employment potential and reduce offending;
> That L&S will build on recent quality improvement processes
Improving Quality: Raising Standards (IQRS) by setting
challenging targets to improve standards;
> That L&S will work to improve service delivery and widen
participation by developing effective working partnerships with
key internal and external stakeholders;
> That current difficulties outside the direct control of L&S staff in
relation to prisoner attendance and staff redeployments are
resolved to ensure that services are able to run regularly and
on time;
> That L&S will plan to deliver services tailored to the needs of
individual prisoners including those with learning disabilities
and/or specific learning and communication difficulties;
> That the structure of L&S is fit for purpose and that there are
clear lines of responsibility and accountability for service
delivery and standards of performance;
> That L&S staff will have the opportunity to take advantage of
relevant professional development opportunities and that this
will be reflected in a corporate professional development plan;
> That Nl prisons will remain a volatile and challenging working
environment;
> That currently projected changes to the built environment and
prison population provide a realistic context for developing the
service.
7. Objectives
7.1. The strategic plan sets out the key objectives for L&S across the 4
broad areas of the NIPS Corporate Plan with some minor
modifications:
> Service delivery and results;
> People and development;

Communications and external and internal relationships with
partners and stakeholders;
> Structure, processes and resources.
8. Service Delivery and Results
8.1. There will be a full review of current L&S service provision to test
the ongoing relevance and benefits of each service against the
following criteria:
> Does the service meet the needs of prisoners by developing a
sense of self worth and by improving educational and skills
attainment through externally recognised and accredited
qualifications;
> Is the service viable when measured against attendance,
capacity and accreditation levels but also reflecting the need to
provide a broad range of relevant services to meet the distinct
needs of different groups of prisoners including e.g. women
prisoners, juveniles and prisoners with a learning disability
and/or a learning and communication difficulty;
> Are the skills and qualifications provided likely to lead to
opportunities for employment, training or further education on
release;
> Does the service support more effective offender management
by offering L&S opportunities directly linked to sentence and
resettlement planning ensuring that education assessments
are linked to sentence planning and intervention programmes
and education levels are matched against the learning skills
required to participate fully in offender behavior programmes.
8.2. Each Establishment will develop a plan to address
recommendations made in Inspection reports from the 4 inspection
bodies (ETI, CJINI, HMCI and 1MB) or arising from a report by the
Prison Ombudsman where these relate to the provision and delivery
of learning and skills services.
8.3. An annual evaluation of the Improving Quality and Raising
Standards process will form the basis of a continuous improvement
plan to be developed at each Establishment for approval by the
Governor and L&S Branch.

8.4. Action Plans will be developed to widen participation and improve
the delivery of L&S to remand, female, foreign nationals and
juvenile prisoners for approval by Governors and L&S Branch.
8.5. An investigation will be conducted into the costs and benefits of
developing positive factors that encourage prisoners to attend
education and training classes.
8.6. Management information collated and reported through PRISM will
be developed to improve the accuracy and completeness of
attendance records and to provide a reliable basis against which to
assess performance and evaluate outcomes against costs.
8.7. Widening participation in and the delivery of Essential Skills will be
given the highest priority; and
8.8. Each Establishment will develop an annual Business Plan and an
associated Risk Register detailing in priority order how the strategic
plan is to be delivered and resourced.
8.9. A multi-agency steering group (MASG) has been working to develop
and improve the delivery of appropriate L&S services to offenders in
custody and in the community who have a learning disability and/or
learning or communication difficulties. This represents a
considerable challenge to NIPS because of the potentially high
proportion of such offenders in custody and the scale of the work
involved. The core issues were agreed at a "Round Table"
consultation event at Hillsborough chaired by the Minister, Paul
Goggins in June 2009. This has provided the template for change.
Implementing the recommendations from a MASG report to
Ministers to be completed around July 2010 will be a key element in
year 1 of the strategic plan. The recommendations will focus on the
4 areas of:
> Screening of prisoners on committal;
> Staff training;
> Appropriate interventions; and
> Inter-agency information sharing protocols.

9. People and Development
9.1. A strategic professional development plan will be created based on
agreed business needs drawn from annual business plans and staff
Personal Development Plans (PDP).
9.2. Every member of staff in L&S based in establishments will have a
PDP signed off by the Establishment Head of Learning and Skills.
9.3. The strategic professional plan will include opportunities for staff to
develop new and relevant skills and to maintain the service delivery
standards required in the wider L&S environment including FE
colleges where these skills directly relate to prisoner needs and
approved NIPS objectives.
9.4. Each Establishment will produce an annual evaluation report on
learning and development activity including an assessment of how
training has improved performance and service delivery.
9.5. A corporate recognition process will be developed to acknowledge
achievement at team and individual level.
10. Communications and External and Internal Relationships with Partners
and Stakeholders
10.1. A corporate L&S communication policy will be developed focused
on core objectives and strengthening relationships between
establishments and with partners and stakeholders.
10.2. A cross-cutting group will be established at each prison bringing
together representatives from key internal and external partners
and stakeholders (see year 1 implementation plan) where there is
a clear inter-dependence for effective service delivery. The group
will be chaired by the Head of L&S at each establishment and will
focus on improving coordination and service delivery.
10.3 A corporate marketing strategy will be developed to promote
wider participation in L&S.
10.4. Establishment Heads of Learning and Skills will participate fully as
members of the Governors' senior management team.
10.5. An employability strategy will be developed linking L&S services
to employment market trends and opportunities.

10.6. As the IT Strategy is implemented greater use will be made of IT
as an educational source and archive to record, share and report
on L&S services and outcomes. Information will be recorded and
shared on education assessments, referrals from and to partner
bodies (internal and external) for interventions and to
systematically record a prisoners L&S progression against agreed
sentences plans.
10.7. An engagement strategy with prisoners' families will be developed
to promote interest and uptake of L&S services and to encourage
families to actively support involvement in education and training.
11. Structures, processes and resources
11.1. L&S Branch will lead a corporate approach to resource planning
and allocation ensuring that resource needs align with business
needs and are supported by detailed business plans.
11.2. A revised sale of goods policy will be introduced ensuring
effective governance arrangements are in place and regulating
the arrangements for the sale of goods to internal and external
customers.
11.3. Discussions will be initiated with senior management on how
resources allocated to L&S can be protected to ensure effective
and reliable service delivery and attendance.
12. Conclusion
12.1. The absence of a corporate strategic planning process has been a
significant impediment to service growth and delivery. The
absence of corporate L&S objectives and associated performance
measures has made it difficult to both recognize our successes or
to hold us to account for service failures both at individual
establishment level to the Governor and at a corporate level.
12.2. Effective corporate governance requires clear lines of delegation
and accountability. The strategic plan assigns roles and
responsibilities against specified objectives and provides the
means to measure success. Most importantly it establishes and
facilitates a partnership approach to L&S service delivery that is
currently absent.

12.3. Partnership involves collaboration in a joint venture where we
work collectively to achieve shared objectives. Success will
depend on the strength of our partnerships with prison staff and a
wide range of internal (e.g. Offender Management/Resettlement
staff, Prison Psychology, Prison Healthcare, prisoners) and
external groups (e.g. Niacro Jobtrack, Extern, Duke of Edinburgh
Award Scheme, FE Colleges, voluntary sector groups).
12.4. Implementing the objectives in the strategic plan will strengthen
corporate governance by establishing service level agreements,
regularizing financial planning, monitoring, evaluating and
reporting of performance and by holding us all to account for the
delivery of assigned responsibilities.
12.5. Implementation Plans are attached setting out the objectives, lead
responsibility for delivery, partners, deadlines and performance
targets for each year of the strategic plan. The plan will role
forward adding a new final year as the first year concludes. It will
evolve as its implementation is monitored and evaluated.
Consequently new objectives and performance targets will arise
and old targets will be revised. This is the norm in an effective
planning process. Staff and relevant partners will be consulted
and their views taken into account as the plan progresses.
25 March 2010

Learning and Skills Strategy 2010-13: - Implementation Plan
ANNEX A
Yeari: 2010-11
Objective Lead Role Partners Stakeholders Performance
Measures
1. Review of current HOLS Prison Staff Prisoners • L&S services
services against L&S Branch Families align with and
performance Jobtrack Employers support
criteria OMG FE Colleges sentence
PAF Accreditation planning and
Psychology Bodies included in a
DEL service level
Duke of agreement
Edinburgh's
Award
between L&S
and OMG;
• Education
assessments
completed to
meet offender
management
and sentence
planning
deadlines;
• 90% of courses
leading to
externally
recognized
accreditations;
• Service is cost
effective and
can be
delivered within
existing
resources,
enrolment is
80% of
capacity and
average
attendance
levels of 60%
against
enrolment
achieved;
• ES (literacy
and numeracy)
enrollments
increase 10%
above 2009
10

Objective
Lead Role
Year 1:2010-11
Partners Stakeholders Performance
Measures
levels;
• ES average
attendance
increase 20%
against 2009
levels;
• Embedded ES
included by
year end in
35% of all
recreational
educational
and training
courses;
• Current DEL
funded FE
College ES
provision is
maintained in
Magilligan and
increased in
Maghaberry
and HBW;
• Prisoner and
employer
satisfaction
levels with
accreditation
type and level
measured
annually;
• 25% of
prisoners who
complete the
Jobtrack
Programme
gain
employment or
training places
on release;
statistics
maintained on
post release
employment
levels to inform
future targets;
> A programme

Year 1:2010-11
Objective Lead Role Partners Stakeholders Performance
Measures
of ES and
cognitive thinking
courses developed
in consultation with
OMU by September
2010 to maximize
prisoners capacity to
participate fully in
behavioural and
therapeutic
programmes; •
Review completed
(October 2010).
2. Implement
recommendations from
MASG on Learning
Disability and Learning
and Communications
Difficulties
L&S Branch
HOLS Prison
Staff Multi-
Agency Steering
Group on
Learning
Disability and
Learning and
Communication
Difficulties
Learning and
Skills Forum
Information
Sharing Sub-
Group
Prisoners
Families
• MASG Report to
PSMB and Ministers
(Sept 2010); •
Implement new
screening, training,
interventions and
information sharing
arrangements
(March 2011).
3. Each Establishment
develops a 2010-11
Business Plan based
on the Strategic Plan
HOLS
L&S Branch
Prison staff
PAF FE
Colleges
Jobtrack
Duke of
Edinburgh's
Award
Prisoners
Employers
FE Colleges
Inspection
Bodies
• Consultation on
draft business plans
(July-Aug2010): •
Business Plans
approved and
resources allocated
on priority basis
(Sept 2010); •
Quarterly
monitoring of
implementation in
June,
12

Year: 2010-11
Objective Lead Role Partners Stakeholders Performance
Measures
September,
December and
March.
4. Improving Quality and
Raising Standards
HOLS L&S
Branch
PAF FE
Colleges
Accreditation
Bodies
Prison Staff
Prisoners
Inspection
Bodies
• Review and
revise initial
standards and
targets (April 2010);
• Develop 3-year
continuous
improvement plan
(July-Sept 2010)
5. Introduce revised sale
of goods policy
L&S Branch
HOLS NIPS
Finance Branch
Prison Staff
Prisoners
Families
Approved
charities
• Policy
implemented (April
2010); •
Accounting
arrangements in
place to check
invoices against
payments on a
quarterly basis
(June, Sept, Dec
and March)
6. Action Plans to
widen participation
HOLS
L&S Branch
Prison Staff
PAF Duke of
Edinburgh's
Award FE
Colleges
Prisoners
Families
• Specific action
plans developed
for sentenced,
remands, female
and juvenile
prisoners to market
services, promote
involvement and
present benefits
(Sept 2010); •
Joint JJC and
HBW action plan
agreed to improve
cooperation,
13

Year 1:2010-11
Objective Lead Role Partners Stakeholders Performance
Measures
planning,
service delivery.
Information sharing
and research on
what works (April
2010); • Identify
the costs and
benefits of
introducing
common financial
incentives for all
prisoners attending
L&S courses
(June-Sept 2010).
7. Establishment Crosscutting
L&S Steering
Groups
HOLS
L&S Branch
PAF Prison
Staff Prison
Healthcare
Psychology
Jobtrack
Extern Duke
of
Edinburgh's
Award OMG
Prisoners
Families FE
Colleges
Accreditation
Bodies
• HOLS included
in Governor's senior
management team
(April 2010); • TOR
agreed by group at
first meeting (July-
Aug2010); •
Action plan
developed to
improve
cooperation,
coordination and
service delivery
(Sept 2010); •
Steering Group
meets monthly to
review progress and
evaluate outcomes.
8. Employability
Strategy
L&S Branch
HOLS
Cross-cutting
L&S Steering
Groups Prison
Staff
Prisoners
Families
Employers
DEL
Employability
Advisor recruited
in L&S Branch

Year 1:2010-11
Objective Lead Role Partners Stakeholders Performance
Measures
DEL Career
Advice Service
FE Colleges
Accreditation
Bodies
(Dec 2010); •
Consultation on
draft Employability
Strategy (Dec 2010-
Feb 2011): •
Strategy introduced
(March 2011).
9. Implementation of IT
Strategy
L&S Branch
HOLS IT
Support
Prison Staff
Prisoners
• IT Steering
Group will continue
to oversee the
implementation of
the 5-year IT
Strategy supported
by IT coordinators
at each
Establishment; •
Quarterly progress
reports will be
prepared and
circulated by the
Chairperson of the
IT Steering Group
(June, Sept, Dec
and March)
10. Review PRISM
accuracy and report
formats
HOLS
L&S Branch
Prison Staff
PAF FE
Colleges DEL
• Identify and
address causes of
inaccurate reporting
(April-May 2010); •
Develop and
implement revised
reporting formats
(July 2010) • 6-
monthly review of
PRISM
15

Year 1:2010-11
Objective Lead Role Partners Stakeholders Performance
Measures
accuracy (Sept
and March).
11. Corporate approach
to financial planning
and budgeting
L&S Branch
HOLS Prison
Staff NIPS
Finance Branch
PAF
FE Colleges
DEL
• Process of
quarterly monitoring
of expenditure
against budgets and
forecast introduced
(June, Sept, Dec and
March); • Financial
plans and bids for
next financial year
submitted to L&S
Branch and
Governors for
approval (December
2010); • L&S
budget bids agreed
(January 2011).
16

Learning and Skills Strategy 2010-13: - Implementation Plan
ANNEX B
Year 2: 2011-12
Objective Lead Role Partners Stakeholders Performance
Measures
1. Family L&S Branch HOLS Prisoners • Questionnaire
Engagement Prison Family Extern issued to
Strategy Officers Niacro survey views of
Prison staff
family visitors
Resettlement
on L&S
Branch
services (May
Quakers 2011);
Centre
• Action Plan
Duke of
introduced to
Edinburgh's
Award
widen family
participation
and support for
L&S delivery
(June-Sept
2011).
2. Professional staff HOLS PSC Prisoners • Professional
development plan L&S Branch PAF Development
in place FE Colleges Prison Staff Plan approved
CAL
L&S staff
by L&S Branch
and Governors
(June 2011);
• Evaluation
process
implemented
(August 2011);
• End year
evaluation
report
completed
(March 2011).
3. Corporate L&S Branch HOLS : L&S Staff • Consultation
Recognition and Prison Staff PAF document
Reward Scheme NIPS FE Colleges issued
Personnel
proposing
process,
performance
standards and
awards criteria
(October 2011);
17

Year 2: 2011-12
Objective Lead Role Partners Stakeholders Performance
Measures
Agreed policy
introduced (March
2011);
•
4. Corporate
Communication
Policy
L&S Branch
HOLS
PAF Prison
Staff OMG
Psychology
Prison
Healthcare
PBNI
Jobtrack
Prisoners FE
Colleges DEL
Accreditation
Bodies
Families Duke
of Edinburgh's
Award
• Policy drafted
for consultation
(June 2011); •
Agreed policy
introduced (Sept 1
2011).
5. L&S Staff and
Budgets Ring
fenced
L&S Branch
HOLS Prison
Staff NIPS
Personnel
PAF FE
Colleges DEL
• Consultation on
potential
arrangements to
introduced ringfenced
budgets and
staffing (April 2011);
• Report on
agreed process
issued and
implemented (Aug-
Sept 2011).
6. Fundamental Review
of L&S Service
Provision
Arrangements
L&S Branch
HOLS L&S
Staff Prison
Staff NIPS
Senior
Management
Cross-cutting
Steering
Groups
FE Colleges
DEL
Prisoners
• Consultation on
options for future
shape of L&S
services (June 2011)
• Conference to
consider option for
future service
delivery (October
2011); • Way
Forward proposals
issued (Jan-March
2012).
18

Learning and Skills Strategy 2010-13: - Implementation Plan
ANNEXC
Year 3: 2012-13
Objective Lead Role Partners Stakeholders Performance
Measures
1. Way Forward L&S Branch HOLS FE Colleges • L&S model
Proposals L&S Staff implemented
Introduced Prison Staff DEL (September
NIPS Senior
Management Prisoners
2012)
Cross-cutting
Steering
Groups
Nipsa
POA
19

priz'n'press
Resettle men I Unit Fey I e view
H.M Prison Magilkgan
Point Road
Limavady
BT49 OLR
023 7772 059B

ANNEX D
Robin Masefield
Director General
I
Director Operation
Colin McConnell
_L
D/Director of Operations
Alan Craig
Pat Maguire
Governor Maghaberry
_L
Tom Woods
Governor Magilligan
Gary Alcock
A/Governor Hydebank
Head of Learning &
Skills Branch HQ
Governor for
Learning & Skills
Governor for
Learning & Skills
Governor for
Learning & Skills
Head of Learning &
Skills
Head of Learning &
Skills
Head of Learning &
Skills
Teachers Instructors Teachers
1
Instructors
Teachers
JL
Instructors