The Learning and Skills Councils Annual Report and Accounts for ...

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Data management 82. The Internal Audit review undertaken in early 2009 looked at the corporate management of LSC data including identification, documentation and specification of business requirements and ownership of data sets. 83. The review identified that there were significant initiatives being driven forward to improve controls and procedures around corporate data management. These included work streams around the Information Security Improvement Project, the implementation of the Mood enterprise architecture toolset and the Reporting and Management Information Tools Policy. The review concluded that while these were positively contributing to governance and control, until they were fully implemented only a restricted assurance could be given. Business change programmes 84. The Internal Audit review concluded that effective corporate programme and project management was not embedded across the LSC. A supportive programme management framework to ensure delivery was not in place, leading to exposure to the key risk of failing to effectively design and set up programmes and projects that contributed to the achievement of LSC objectives and impacting on the LSC’s ability to engage effectively with the sponsor departments. Many of the requirements of the OGC framework for managing projects were missing. Work was commissioned by the National Director of Finance and Resources to develop a table of the biggest projects in the LSC; this also identified significant issues regarding governance and project management. 85. Following agreement of the top programmes and risks, work was undertaken with SROs to adopt the training required to carry out the roles as set out in the OGC framework. In order to facilitate and support the introduction of the framework, a Corporate Programme Management Office function was created to act as a centre of excellence. Other aspects of the framework will also be implemented. This work was supported by the Director of Information Management Strategy, who agreed that a consolidated approach to change programmes was necessary that would integrate the overall business change programme and support information management programmes. 86. In the absence of an information compliance statement, Internal Audit was unable to give any in-year assurance on IT-related legislation. Train to Gain 87. The National Audit Office undertook an evaluation of how effectively Train to Gain had been designed and implemented and assessed its performance from its introduction in March 2006. The report, Train to Gain: Developing the skills of the workforce, was prepared for Parliament and published in July 2009. It concluded that the programme was not good value for money. 88. BIS and the LSC’s view was that while inevitably there was some ‘deadweight’ in this programme, overall it was a valuable and effective way of increasing essential skills for those already in the workforce, and was doing so in record numbers at the height of the recession, precisely when it was most needed. 89. Following the National Audit Office report, the Public Accounts Committee took evidence in late 2009 and published its report in January 2010. The Public Accounts Committee concluded that Train to Gain had not been well managed, and there should have been realistic targets and better management of demand, together with more focus on the areas where it had been most effective. BIS and the LSC agreed that it was a sensible stage at which to implement a number of refinements and, indeed, many of these had been in the process of implementation. 42 LSC Annual Report and Accounts 2009–10
Conclusion 90. The benefit of hindsight allows me to conclude that the key risks faced by the LSC in its final year were effectively managed. Improvements to processes and practices were put in place and a more risk-aware culture was embedded; these have been inherited by the Skills Funding Agency and the YPLA. 91. For that achievement, I can only express my heartfelt gratitude and pay tribute to the staff of the LSC, ably supported and challenged by the dedicated members of the national and regional councils. Clearly, there is still more to be done. Leadership and Governance Geoffrey Russell Chief Executive of Skills Funding, Department for Business, Innovation and Skills; and Accounting Officer for the Learning and Skills Council 19 July 2010 LSC Annual Report and Accounts 2009–10 43
Page 1: The Learning and Skills Council’s
Page 4 and 5: © Skills Funding Agency July 2010
Page 6 and 7: Chairman’s Statement Looking back
Page 8 and 9: This comes on top of another achiev
Page 10 and 11: So it is with both delight and some
Page 12 and 13: Our Targets and Achievements In the
Page 14 and 15: Management and Structure The Learni
Page 16 and 17: Taking Care of Our People To meet o
Page 18 and 19: We have had in place a comprehensiv
Page 20 and 21: Management Commentary Reporting of
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Page 26 and 27: Components of remuneration The Chai
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Page 56 and 57: Education Maintenance Allowance Edu
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