Training Quality Standard Part B Guidance from The Institute of the Motor Industry (IMI) Automotive Skills

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Training Quality Standard Part B Guidance from The Institute of the Motor Industry (IMI) Automotive Skills
Training Quality Standard

Part B Guidance from
The Institute of the Motor
Industry (IMI)

Automotive Skills

developed by
The Institute of the Motor Industry for the Training Quality Standard

TQS010-2v0
September 2009
Web version
The Institute of the Motor Industry and the Training Quality
Standard

The Institute of the Motor Industry is the Sector Skills Council for
the Retail Motor Industry and has developed this guidance for the
Training Quality Standard.

Sector Footprint

Organisations looking to achieve Part B certification in Automotive
Skills will offer training to employers in one or more of the following
areas:

  Light vehicle maintenance and repair

  Heavy vehicle maintenance and repair

  Motorcycle sales, maintenance and repair

  Fast fit operations (tyres, exhausts, batteries, etc.)

  Accident repair (including windscreen fitting)

  Body building

  Parts distribution and supply

  Vehicle sales (new, used, light vehicle, heavy vehicle etc)
Vehicle rental and leasing (self drive or with driver)

  Roadside assistance and recovery

  Lift truck maintenance and repair

  Motorsport maintenance and repair

Further information about each sub-sector and the sector more
broadly, please go to the research area of the Institute of the Motor
Industry website at: www.motor.org.uk.
Preparing your application
Designed to celebrate the best and recognise expertise
Part B focuses on the parts of your organisations that have expertise in developing
and delivering products and services to employers in a particular sector. Having
already demonstrated your organisation’s ability to respond to employers’ more
broadly in Part A, Part B focuses assessment on your work to identify, understand,
develop and deliver products to, and have an impact on, a specific local sector
market.

Understanding Part B

Part B of the standard focuses on sector expertise and how well an organisation
develops and delivers sector specific training products and services that meet their
market’s needs.

Specifically Part B looks at:
   the strategy to specialise in working with a particular sector

   what steps you take to engage employers and other stakeholders to understand
   your market;
   how you then use this to create a market analysis which is then used in deploying
   and resourcing products and services; and

   the impact this has on your customers and the sector.

As with Part A, there is a strong emphasis on a process loop here – making for a more robust
assessment, with excellence defined according to the ability to set and achieve against
strategy.

Part B coverage

It is important to understand that the Standard certificates your product and service
development, not specific products. Part B is designed to certificate sector expertise at
a macro level and does not endorse niche areas of training; so it isn’t possible to scope a
minor element of a particular sector. These macro level categories are defined by each SSC
and in deciding whether or not a Part B application is appropriate for your organisation, you
need to consider whether or not certification at this level will add value to the offer you’re
looking to present to your chosen market(s).

Scoping your application

The scope of your Part B application should be determined by the organisational structure.
The sector-expertise you deliver may be the organisations core business, or the responsibility
of a specific section or department of the organisation, and a key question to ask is whether
there is a department with responsibility for this sector area for which certification is sought.
Where this is the case, it will be this part of the organisation that is subject to assessment.

Understanding the Assessment Framework

We know that every organisation has its own story to tell – its own market, strategy,
resources, way of doing things, and achievements – and what the Standard offers is an
opportunity to explain this in a structured way. The Standard’s approach is non-prescriptive
and whilst the framework of Part B sets out what an expert provider has to do to
demonstrate its capability, it leaves open the question of how.

As in Part A, assessment in Part B focuses on an organisation’s ability to:

   provide evidence of a sound approach to working with their market and their
   development of training products and services; and
   demonstrate that these result in positive outcomes for the customers they work
   with.

The distinction between A and B is that Part B looks at these points within
the context of a specific sector market, as defined by the organisation
making the application.

Using the Guidance

The guidance is designed to be a series of prompts that help focus the applicant-organisation
on how they should be thinking when completing their application-for-assessment.

Organisations can take a range of different approaches to meet each indicator statement and
the Institute of the Motor Industry have developed guidance to help present these within the
context of the sector more broadly. For each indicator statement guidance has been
developed which consists of:
   Points to Consider – a single set of guidance designed to provide examples of
   what an applicant could include in their application-for-assessment; and

   Suggested evidence – an articulation of what evidence could consist of to
   support the outline given in your application.

The guidance should not be treated as prescriptive or sub-criteria an organisation
must evidence to achieve certification under Part B. The guidance is designed to be prompts
that help focus the applicant on how they should be thinking when completing their
application-for-assessment.

Role of Sector Skills Councils

It should be clear that what SSCS aren’t developing are:

   Individual criteria for each of the sub-sectors the SSC footprint covers.

   An exhaustive list of criteria, guidance and evidence requirements; and

   A list of things that providers must do in order to be awarded a badge in their
   sector.
In most cases, a single set of guidance is adequate to cover the footprint of an SSC, although
where an SSC believes further guidance is required for areas with their footprint, this has
been produced.

Further sector-related information and guidance
The Institute of the Motor Industry has worked collaboratively with LSIS to produce a suite of
resources to offer further support to training providers who are considering or seeking
Training Quality Standard Part B certification in Automotive Skills. The suite of resources
includes the following documents:

        a) Readiness Checklist
        b) Development Guide
        c) Application Guide.

The resources can be downloaded from:

      The World Class Skills website http://wcs.excellencegateway.org.uk/resources

      The Institute of the Motor Industry website www.motor.org.uk

For further information regarding their availability e-mail Adrian Lawson Development
Manager – Quality Improvement adrianl@motor.org.uk
B.0: Strategy
Providers having sectoral expertise have a strategy for working with the sector based on the market including clearly defined objectives. They take
actions to ensure that their aims and approaches are communicated to appropriate stakeholders.

Indicator     Statement          Points to consider                                                               What could count as evidence

B.0.1:        The strategy for      How your strategy delivers outcomes (effective training and development          Strategy document: a copy of a
Define Aims   working with the      solutions) that meet the business needs of retail motor industry                 strategy document discrete to the
              sector defines        employers (not a generic organisation wide strategy for employer                 retail motor industry. Internal and
              aims and              engagement if a multi-provision organisation)                                    external documents setting out your
              approaches            How you use the information gathered through your approaches to B.0.2,           strategy for third parties to clearly
              which are             B.1.1 and B.1.2 to structure the way in which you deliver to the sector,         read and understand.
              communicated to       e.g. major vehicle manufacturer contracts, discrete academies/faculties for      Process documentation: internal
              appropriate           specific type/mode of delivery etc.                                              documents setting out the process,
              stakeholders.                                                                                          by which you design, assess and
                                    How your strategy delivers outcomes that positively impact on the retail
                                    motor industry as a whole, not just on individual employers                      review your strategy. Defined
                                                                                                                     processes and actions to address
                                    Being clear in your strategy about ‘why’ you are doing ‘what’ you are doing
                                                                                                                     slippage from performance targets
                                    Identifying your proposed outcomes before building your strategy with            and to accommodate industry
                                    consideration to the SMART objectives that link B.0.1 through to B.3.1           change.
                                    How your strategic aims and SMART objectives are derived from                    Performance documentation:
                                    employers, dealer networks, the wider industry – local, regional, national       internal documentation describing
                                    priorities as identified in SSC research, e.g. SSA, SQS - through your own       progress towards achieving the aims
                                    research - use of the most current sources of information                        and SMART objectives of your
                                    Whether your strategy includes solutions to employer business need driven        strategy.
                                    by legislation (DEFRA, HSE etc)
                                    How your strategy is influenced by stakeholders, e.g. trade associations,
                                    legislative bodies, financial and insurance organisations, Regional
                                    Development Agencies, funding bodies, SSC, vehicle manufacturers etc
                                    How you communicate your strategy (specifically your aims and objectives)
                                    to stakeholders
                                    How you track progress and respond to slippage against milestones within
                                    your strategy
                                    How results, impact measurements and analysis influence change within
                                    your strategy

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B.0: Strategy
Providers having sectoral expertise have a strategy for working with the sector based on the market including clearly defined objectives. They take
actions to ensure that their aims and approaches are communicated to appropriate stakeholders.

Indicator     Statement           Points to consider                                                                    What could count as evidence

B.0.2:        The strategy for       What approaches/methods you have used to clearly define your market within            Market analysis: a copy of the
Define        working with the       the retail motor industry - in alignment with industry sub-sectors listed at the      market analysis and supporting
Market        sector is based        front of this guidance document                                                       documents, data etc. For
              on an analysis of      Setting out your defined markets so they are clearly understood, i.e.                 example, in-house sector
              the market and         including enough detail to allow a reviewer/assessor to fully understand              specific market
              key customer           markets you deliver training to, e.g. light vehicle/heavy vehicle/motorcycle          information/research/surveys –
              groups.                maintenance and repair, body repair and paint - ATA, AMA, technical,                  local, regional, national.
                                     diagnostics, customer service, management, sales - mainstream                         Process documentation:
                                     qualifications, Apprenticeships, bespoke full cost courses etc. – which               internal documents setting out
                                     geographical areas do you work in, e.g. South East, North West,                       the process by which you
                                     nationally, regionally, locally etc.?                                                 analyse the market to devise
                                     How you have used SSC, internal and other research to help you define your            effective training solutions and
                                     market - do you employ specific strategies for a number of different segments of      analyse the key customer
                                     the market?                                                                           groups and sectors in the
                                                                                                                           market place. Documentation
                                     Identifying key employers/customers for your chosen market - are you clear about
                                                                                                                           confirming how the market
                                     whom your employers/customers are? – local, regional, national, vehicle
                                                                                                                           information is incorporated into
                                     manufacturers, franchised and independent dealer networks etc
                                                                                                                           the strategy.
                                     Identifying key stakeholders for your chosen market - are you clear about whom
                                     your stakeholders are? – trade bodies/associations, vehicle manufacturers,
                                     finance and insurance organisations etc. as these will influence your chosen
                                     market and key customer groups
                                     How your market analysis identifies bespoke and mainstream training solutions
                                     driven by, for example, new and emerging motor vehicle products, technology,
                                     legislation, compliance and environmental pressures

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B.0: Strategy
Providers having sectoral expertise have a strategy for working with the sector based on the market including clearly defined objectives. They take
actions to ensure that their aims and approaches are communicated to appropriate stakeholders.

Indicator     Statement          Points to consider                                                           What could count as evidence

B.0.3:        The strategy for      To produce retail motor industry specific SMART (Specific,                    Strategy document: a copy of
Define        working with the      Measurable, Achievable, Realistic and Time bound) performance                 the strategy document which
Results       sector defines        objectives linked to your strategic aims set out in B.0.1. that impact        should include retail motor
              specific and          on the sector as this is a key requirement at B.3.1                           industry specific SMART
              measurable            Setting out exactly what your SMART objectives are for your chosen            performance objectives and the
              performance           market within the retail motor industry                                       rationale behind them.
              objectives                                                                                          Process documentation:
                                    Being explicit in the way your SMART objectives link and follow
                                    through from B.0 to B.1, B.2 and B.3                                          internal documents setting out
                                                                                                                  the process by which objectives
                                    Being explicit when describing your SMART objectives so they are
                                                                                                                  are developed, agreed,
                                    clearly understood, i.e. including enough detail to allow a
                                                                                                                  monitored, measured and used to
                                    reviewer/assessor to fully understand which markets your objectives
                                                                                                                  inform your strategy.
                                    are aimed at, e.g. light vehicle/heavy vehicle/motorcycle maintenance
                                    and repair, body repair and paint – ATA, AMA, technical, diagnostics,         Monitoring and evaluation:
                                    customer service, management, sales - mainstream qualifications,              internal documentation or
                                    Apprenticeships, bespoke full cost courses etc                                communications which evidence
                                                                                                                  actions and outcomes to address
                                    How your SMART objectives are monitored, evaluated and their
                                                                                                                  slippage against agreed
                                    outcomes used to inform your on-going strategy and shape your
                                                                                                                  objectives.
                                    provision

                                 Note: Increased income is likely to be a naturally occurring benefit of a
                                 responsive training provider and most would strive to improve income.
                                 However, it is not an aim or SMART objective that would impact the sector
                                 and benefit employers but one that would benefit the training provider
                                 themselves. Therefore, it should be avoided unless there is specific
                                 evidence that shows the income has been invested in a way that does
                                 benefit employers and impact the sector.

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B.1: Understand
Providers having sectoral expertise engage in dialogue with employers and stakeholders in their sectors and look to lead in the adoption and
sharing of good practice.

Indicator      Statement            Points to consider                                                     What could count as evidence

B.1.1          Input is sought         An employer engagement strategy that sets out how                      Strategy document: a copy of a discrete
Understand     from sector             employer input will be gained to shape training provision              retail motor industry employer
employers      employers on their      specifically for the retail motor industry                             engagement strategy
               expectations for        The processes you have in place to understand and meet                 Reporting: minutes from employer
               training solutions      employer/customer need – business needs analysis                       forums/meetings/steering groups training
               and common              (BNA)- training needs analysis (TNA) – employer forums,                solution development meetings etc
               business needs.         steering groups, industry open days etc                                Staff derived intelligence: records of
                                       How you assess common business need, e.g. from SSC                     business/training needs drawn from
                                       research, trade body/association research/information,                 assessor employer visits, front line
                                       aggregated internal research with local, regional,                     teaching/managing staff liaison with
                                       national employers etc                                                 employers, industry open days/evenings,
                                       How you gain awareness of, and respond to current, new                 outcomes of consultation and networking
                                       or proposed legislation/compliance that will affect                    with employers.
                                       common business need                                                   Process documentation: internal
                                       How you identify and react to common business need                     documents setting out the process by which
                                       driven by:                                                             employer business needs and training
                                                                                                              needs analysis is further developed into
                                         (a) the introduction of new motor vehicle products and
                                                                                                              training and development solutions.
                                             technology – electric and hybrid vehicles etc
                                                                                                              Trends: Trends revealed by the
                                         (b) rapidly changing commercial/economic circumstances,
                                                                                                              development of BNA’s and TNAs with
                                             pressures and demands on the retail motor industry –
                                                                                                              employers. These may come from your own
                                             business expansion and profitability requirements
                                                                                                              delivery team or the work done to support
                                         (c) changes to finance and insurance legislation in the vehicle      Train to Gain brokers.
                                             sales and rental and leasing market
                                                                                                              Research: Internal/external research
                                         (d) pressures to improve sales techniques/methods                    identifying issues and status of the industry
                                       How levels of satisfaction from employers/customers are                from an employer perspective – evidence of
                                       obtained and acted upon - how this information is used                 how this informs strategy/solutions etc.
                                       to change and improve your provision, e.g. content,
                                       mode of delivery, duration etc

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B.1: Understand
Providers having sectoral expertise engage in dialogue with employers and stakeholders in their sectors and look to lead in the adoption and
sharing of good practice.

Indicator      Statement          Points to consider                                                                   What could count as evidence

B.1.2          Input is sought       The process you have for identifying, developing and maintaining stakeholder         Strategy: a copy of a discrete
Understand     from appropriate      relationships, e.g. with trade bodies/associations and organisations that have       retail motor industry
Stakeholders   stakeholders to       influence on retail motor industry training – RMIF, SMMT, VBRA, BVRLA,               stakeholder engagement strategy
               share good            MVRA, SMTA, Thatcham, FSA, Sector Skills Council, RDA’s, SFA/funding                 Reporting: minutes from meetings,
               practice and          bodies, local authorities, statutory inspection bodies etc                           forums, groups, briefings
               understand the        Setting out who your stakeholders are and how they influence the                     summarising learning and
               sector’s common       development of your strategy, provision and the training and development             innovation experiences; minutes
               business needs.       solutions you offer                                                                  from partner/stakeholder
                                     How you utilise your relationships with stakeholders to identify common              discussions; papers concerning
                                     business needs of the retail motor industry                                          service/provision development.
                                                                                                                          Evidence of improvement activity
                                     Do stakeholder groups or forums you belong to have a shared vision, i.e.
                                                                                                                          with direct and positive impact on
                                     defined aims and objectives? How do these fit in with your own objectives?
                                                                                                                          retail motor industry training.
                                     Do you attend or host established industry related conferences? If so, how do
                                                                                                                          Process documentation: internal
                                     these influence your training offer? – Who are the stakeholders that attend?
                                                                                                                          documents setting out the process
                                     How working with stakeholders has encouraged and supported the sharing of            by which input from stakeholders
                                     good practice which in turn feeds into your strategy to improve your offer to        has shaped strategies, approaches
                                     employers                                                                            and developed retail motor industry
                                     Collaboration/partnership working that drives good practice, e.g. vehicle            knowledge and good practice. How
                                     manufacturer or large training providers that utilise FE providers as an arm of      it has defined common business
                                     their own training provision, FE provider groups, e.g. Motor Industry Skills         need and helped to set SMART
                                     Consortium                                                                           objectives.
                                     Do you analyse competitors’ performance to inform own strategy? If so, how           Records: records of contact and
                                     do you identify their good practice and embed this in your provision?                participation with sector
                                                                                                                          stakeholders. Records of
                                                                                                                          collaborative working with other
                                                                                                                          training providers to identify,
                                                                                                                          promote and share sector related
                                                                                                                          good practice.

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B.2: Deploy
Providers having sectoral expertise deploy products and services to meet employer needs, supported by the content, people and resources able to
meet industry expectations.

Indicator      Statement          Points to consider                                                             What could count as evidence

B.2.1:         Products and           How the products and services you offer to employers’ fit your strategic      Process documentation: internal
Deploy         services are           aims at B.0.1, defined market at B.0.2, SMART performance objectives          documents showing the process by
Products and   developed and          at B.0.3, understanding employers at B.1.1, understanding                     which products and services are
services       delivered to           stakeholders at B.1.2, deploying people at B.2.2 and deploying                designed. BNA and TNA
               industry               resources at B.2.3                                                            documentation.
               expectations and       Being clear about what products and services you offer and to which           Reporting: rationales for products
               employers’             markets/sub-sectors of the industry they are aimed at – could a               and services, research evidence on
               business needs.        reviewer/assessor understand the specific markets your products and           industry expectations and employer
                                      services are aimed at?                                                        need used to shape provision. BNA
                                      How you progress market analysis and employer business needs                  outcomes and the resulting training
                                      analysis (BNA) into quality, innovative and effective training and            and development solutions.
                                      development solutions that have impact on employers’ and the                  Employer feedback: Statements
                                      sector                                                                        clarifying needs and
                                      How you review and evaluate products and services to ensure                   sanctioning/endorsing relevant
                                      relevance, quality and currency and that they meet industry                   training and development solutions.
                                      expectations at the highest level                                             Service Level Agreements:
                                      Evidence of bespoke, non-conventional/mainstream (perhaps non-                documented Service Level
                                      publicly funded) product development in direct response to individual         Agreements.
                                      employer or common business needs
                                      The strategy and approaches you employ for meeting the requirements
                                      of Service Level Agreements and the type of products and services that
                                      fall within this context
                                      How do you manage the expectations of the sector more broadly? For
                                      example, what consideration is given to under-represented areas, e.g.
                                      vehicle damage assessor training, management training, sales training,
                                      parts training, roadside assistance and recovery training etc?

                                                                                                                                                          11
B.2: Deploy
Providers having sectoral expertise deploy products and services to meet employer needs, supported by the content, people and resources able to
meet industry expectations.

Indicator   Statement           Points to consider                                                                     What could count as evidence

B.2.2:      People arranging    Competencies                                                                              Staff development: records of
Deploy      and delivering         What competencies do you require amongst all staff involved in employer facing         industry specific CPD. Results of
People      products and           training for the sector and why? These may include:                                    actions delivered against skills
            services have the                                                                                             audits. Up to date records of staff
                                     (a) Retail motor industry technical/non-technical qualifications at or above
            knowledge and                                                                                                 qualifications and experience in a
                                         level of training delivered (sub-sector specific if appropriate).
            skills to meet                                                                                                format employers can understand.
            sector                   (b) Assessor qualification (A units) – membership of the Institute of
                                                                                                                          Employer feedback: positive
            expectations.                Educational Assessors – ATA Assessor Award
                                                                                                                          reports on the quality of delivery
                                     (c) Internal verifier qualification (V units)                                        staff. Declarations
                                     (d) Mainstream teacher/training qualification – at Degree level                      agreeing/authorising delivery teams
                                     (e) Motor industry professional association membership, e.g. The Institute           in advance of training delivery.
                                         of the Motor Industry                                                            Learner feedback: positive reports
                                     (f) Sufficient motor industry experience (as defined by the employers,               on the quality of the learning
                                         customers and stakeholders within your chosen market).                           experience linked to quality of
                                                                                                                          delivery staff. Reporting process to
                                   Are staff qualifications and experience agreed and sanctioned by employers
                                                                                                                          enable comparison.
                                   purchasing the training? If so how, and what evidence is there of this?
                                                                                                                          Reporting: self assessment reports,
                                   Do you have a matrix of skills and capabilities of all staff involved in
                                                                                                                          teaching observations, effectiveness
                                   management, delivery, assessment and verification of training?
                                                                                                                          profiles, appraisal evidence of
                                Continuing Professional Development                                                       meeting targets. Meeting minutes
                                   How are the skills and practical experience (relating to the sub-sector context)       from staff meetings with employers
                                   of your staff assured? For example, do you carry out a skills audit? If so are         and stakeholders.
                                   staff evaluated with an action plan developed to meet their needs? Is there a          Process documentation:
                                   clear and effective retail motor industry specific CPD plan in place?                  documents or diagrams showing
                                   Staff mentoring programme – would the mentoring process give employers                 how staff are made aware of the
                                   confidence that delivery staff can meet their and industry expectations?               strategic aims, the market, the
                                   Evidence that front line staff regularly meets directly with employers and             SMART performance objectives,
                                   stakeholders to drive up their understanding of employer/business need and             employers, stakeholders, resourcing
                                   industry expectations                                                                  and the desired outcomes in terms
                                                                                                                          of achievements and impact on the
                                   Evidence that front line staff understand the strategic aims at B.0.1, the market
                                                                                                                          sector
                                   at B.0.2, the SMART performance objectives at B.0.3, the desired results at
                                   B.3.0 and the impact required at B.3.1

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B.2: Deploy
Providers having sectoral expertise deploy products and services to meet employer needs, supported by the content, people and resources able to
meet industry expectations.

Indicator      Statement             Points to consider                                                       What could count as evidence

B.2.3          Resources used to        How you ensure that all resources and equipment used in training         Records: evaluations/assessments of
Deploy         arrange and              and assessment are available and appropriate for current practice        resources against employer/customer/
resources      deliver products         in the workplace and meet industry expectations at the highest           dealer network expectations, and
               and services meet        level – what evaluation processes do you have?                           evaluations of options. Records to show
               sector expectations      The scope of resources – consideration to the whole learning             proactive approaches to improve
                                        environment – what is available to learners, teaching/assessing          resources on a continual basis.
                                        staff, e.g. facilities, classrooms, vehicles and other physical          Insurance/asset equipment registers.
                                        resources that enable effective outcomes of your strategic aims at       Financial reports/audits.
                                        B.0.1 and SMART performance objectives at B.0.3 and support              Employer/stakeholder feedback:
                                        your products and services identified at B.2.1                           positive reports on the quality and
                                        How you ensure that resources deployed reflect the particular            relevance of resources, vehicles,
                                        nature of your chosen sector or sub-sector as identified in Define       equipment – the whole learning
                                        Market at B.0.2                                                          environment.

                                        Evidence of support from vehicle manufacturers and employers -           Learner feedback: positive report on
                                        letters of endorsement, the donation/supply of vehicles, equipment       the quality of the learning experience
                                        etc.                                                                     and suitability of resources. Accounts of
                                                                                                                 success attributed to quality of provision.
                                        Use of employer premises and equipment etc for training delivery
                                                                                                                 Vehicle manufacturer support:
                                        Investment, maintenance and revamp strategies/plans - a strategy
                                                                                                                 accounts of vehicle manufacturer
                                        for obtaining and utilising various funding streams to support
                                                                                                                 support, i.e. donation/supply of vehicles,
                                        continual resource development and improvement
                                                                                                                 equipment and resources. Accounts of
                                        A strategy for effective financial management to ensure quality          strong working relationships and/or
                                        resources, i.e. investment in capital equipment etc – evidence that      partnership arrangements.
                                        funding rates agreed by funding bodies and the SSC goes fully to
                                                                                                                 Resource investment: investment plan
                                        retail motor industry provision
                                                                                                                 - stated intentions regarding
                                        Evidence of employer, customer satisfaction with your provision          capital/physical resource investment to
                                        and records of suggestions for future development                        meet strategic aims, SMART objectives
                                                                                                                 and support products and services
                                                                                                                 effectively.

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B.3: Perform
Providers having sectoral expertise cause improving results or sustained good performance in the areas defined in their strategic objectives.

Indicator       Statement            Points to consider                                                    What could count as evidence

B.3.0           Indicators of           Graphs/tables/diagrams showing sustained high levels of               Reporting: graphs, tables representing
Achieve         performance             performance, achievements, progress and improving trends linking      improving trends, performance and
results         against strategic       to, and giving full coverage of, the SMART performance                achievements against SMART performance
                objectives show an      objectives set out in B.0.3                                           objectives set out in B.0.3. Results set and
                improving trend or      Being explicit about what the graphs/tables etc mean – what           evaluated against retail motor industry
                a sustained high        exactly are they showing?                                             benchmarks, national, regional etc. -
                level of                                                                                      sourced from SSC, funding bodies and other
                                        How accurate information is collected and documented in relation
                performance.                                                                                  credible and current research reports
                                        to objectives and targets. How the data is displayed in a format
                                        that can show levels of performance and trends.
                                        Benchmarking against national and regional data, achievement
                                        rates and trends, e.g. Apprenticeship framework achievement
                                        rates sourced from SSC and funding body research etc. – other
                                        credible and current research that is applicable to your SMART
                                        performance objectives and strategic aims

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B.3: Perform
Providers having sectoral expertise cause improving results or sustained good performance in the areas defined in their strategic objectives.

Indicator       Statement            Points to consider                                                     What could count as evidence

B.3.1           Impact on the           Processes and evidence of impact on employers and the sector           Performance data reporting: trends,
Achieve         sector shows an         aligned to your SMART objectives set out in B.0.3                      performance and achievements that impact
impact          improving trend or      The impact of specific examples of training on the sector – those      the sector aligned to SMART performance
                sustained high          aimed at addressing sector priorities                                  objectives set out in B.0.3. Statistical
                level of                                                                                       evidence of sustained high level of
                                        Impact can be viewed in two ways:
                performance                                                                                    performance linked to impact of training
                                     A) Indicators of sector impact through, for example only, your            offer and delivery to sector priorities etc.
                                     contribution to:                                                          Evidence of proven ability to react to needs
                                            1. volumes achieving certification to meet DEFRA refrigerant       of change within the industry, e.g. to new
                                               handling legislation - a significant ‘compliance’ need for      products and vehicle technology. Reports on
                                               the sector                                                      the impact of lifelong learning programmes
                                            2. volumes achieving improved customer service skills -            agreed with employers.
                                               identified in the SQS research as a significant issue and       Employer satisfaction surveys and
                                               common business need for the sector                             analysis: Aggregated results of employer
                                            3. volumes achieving Automotive Technician Accreditation           surveys/questionnaires. Analysis and
                                               (ATA) - improving consumer confidence and ‘fix first time’      presentation of satisfaction survey results
                                               rates driven through assessment of current competence           and how this impacts on sector priorities and
                                               and sign up to an ethical code of practice                      influences on-going strategy. Employer
                                                                                                               declarations of satisfaction, e.g. how training
                                            4. volumes achieving Apprenticeship frameworks – the SQS
                                                                                                               has impact on their productivity, profitability
                                               identifies keeping up with vehicle technological
                                                                                                               and efficiency.
                                               advancements as a key issue for the sector
                                                                                                               Strategy evaluation plan: Evidence of how
                                     B) Outcome measures of sector impact for example aggregated
                                                                                                               impact performance will inform on-going
                                     employer feedback showing:
                                                                                                               strategy to further impact on sector
                                            1. ‘fix first time’ rates have improved                            priorities and workforce development.
                                            2. customer service indicators (CSI) have improving trends
                                            3. improvements in productivity, profitability, efficiency
                                            4. improvements in employer staff retention, progression
                                        Review process, action plans to re-develop strategy/objectives in
                                        response to, for example, slippage from SMART targets and
                                        industry change - forming a continuous improvement loop

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