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1.   Project Information for the selected option
     Project Name: Raising Aspirations – Vocational Training for 14 – 19 year

     Ref. No:

     Location / Address of Project:
     Children’ Services
     Educational Development Centre
     Golden Flats Lane

     Length of Project: four years

     Organisation responsible for running the project:
     Project Officer:    Tom Argument         Address:   Educational
                         Development Centre Golden Flats Lane Hartlepool

     Job Title:     14-19 Co-ordinator

     Tel. No:       01429 287366 Ext. 266

     Fax No:

     Other parties involved and their role in the project:
     The Members of the Aims Consortium (the Belle Vue Centre, OFCA, the
     West View Project, B76)

     Brief Description of Project:
     This project will provide training and support to young NDC residents who are
     not getting the most out of a GCSE based education and are in danger of
     dropping out of the education/training system, altogether. It aims to raise their
     aspirations by helping these young people to find other routes to success. The
     project will provide accredited vocational training opportunities that are not
     currently available for a group of around 50 young people per year.

     Total NDC Cost: £280,400

     Total Project Cost: 356,900,

2.   Project Purpose and Benefits
     The Need for the Project:
     It is becoming increasingly recognised that more effort needs to be put into
     providing vocational training for 14 – 19 year olds which can provide an
     alternative route to qualifications and work to that provided by GCSEs and A
     levels, or which can be followed alongside some more academic education. It
     is estimated that there may be around 50 young NDC residents a year who
could benefit from this alternative and additional training. It is recognised
that the voluntary sector in Hartlepool has a significant track record in meeting
the vocational training needs of young people and that in particular the four
organisations who have formed the AIMS group (the Belle Vue Centre,
OFCA, the West View Project and B76) have a significant part to play in
delivering the training that this project will provide. The members of the
Aims Consortium have been providing vocational training for this age group
for the past five years. During that time they have developed the range of the
training they provide and also their expertise and their facilities. They will be
key providers of training and will form part of the project management team
for this project.

Local secondary schools have also confirmed that there is more demand for
vocational training than they are able to supply and they have also argued that
this training, if offered in an attractive and rewarding setting, with appropriate
support can often be the key to maintaining the interest and commitment of
young people to learning who might otherwise drop out of the education
system altogether.

The project will provide accredited vocational training opportunities that are
not currently available for the above identified young people. It is these young
people who are the project beneficiaries.

Project Description and Purpose:
The Project will provide funds for a Co-ordinator (part funded from other
programmes) and will pay for the additional costs associated with the
provision of vocational training for young NDC residents. The Belle Vue
Centre, OFCA, the West View Project and B76 will provide much of the
training that this project will provide. Where they are not able to meet
training need they will either be assisted to develop the skills and facilities
needed to provide the training, or an alternative provider will be utilised.

The local authority is also a key partner in this project. Hartlepool Children’s
Services have secured funding from the Wake up to Work programme (an ESF
funded programme) to employ a co-ordinator who will develop and manage a
programme of vocational training and work experience for up to 60 young
people across the whole of the town. This Co-ordinator will initially – for the
first year - be wholly funded by through the Wake Up To Work Programme.
They will co-ordinate this town wide programme, which will include some
NDC beneficiaries. In addition to this work, during the academic year 06/07
this person will also co-ordinate the NDC funded programme of up to 50
young people. The NDC funds will therefore be used to provide training for
NDC pupils that is additional to that already provided and that which will be
provided through the Wake Up to Work Programme. Having the two projects
managed through the same co-ordinator would ensure synergy with other
educational programmes and maximise the value of the two funding streams.
This funding is, however, only available for the academic year 2006/7. It is
assumed that in the subsequent three years the NDC will contribute half of the
cost of this co-ordinator and the other funds will be found from a mainstream
      educational source or further special programme funds, or it will become a
      half time post

      The co-ordinator will work with schools, the FE college, youth service and
      local voluntary organisation to identify young people who would benefit from
      vocational training and will then work with each individual pupil to agree the
      most appropriate training package for that person. The co-ordinator will
      identify appropriate training providers, giving priority to the four members of
      the AIMS group and will, if necessary, organise the transport and other
      practical arrangements to allow pupils to attend. The co-ordinator will also
      provide a quality control service, ensuring that all of the training provided is of
      a high quality and is leading to relevant qualifications and providing a
      rewarding learning environment for the participants. He/she will visit them at
      their training places and ensuring that they are benefiting from the training

      Who will benefit from the project?
      All 14 – 19 year olds living in the NDC area are potential beneficiaries of this
      project. We envisage that around 50 young people a year will benefit and
      these young people will be identified through schools and youth organisations.
      They will be able benefit from training and qualification opportunities that
      they would not otherwise have and these will be linked to employment
      opportunities as well. It is envisaged that they bulk of this training will be
      delivered by the members of the AIMS Consortium who have experience and
      expertise in this field. The Aims consortium members will also benefit at they
      will be encouraged and helped to develop the range of training course that
      they provide.

      Project Benefits

            Output                                           Date

       1    One fte post                      By September 06
       2    Number of students taking part in 50 each year
       3    Number of students gaining 40 each year

        Long Term Impact on the NDC Neighbourhood
This project will lead to lower number of NDC young people dropping out of
education and training and will lead to higher numbers gaining recognised
qualifications and going on to obtain work.
Delivery Plan Outcome                        How project will help achieve it

 1    Increase the average GCSE points score For pupils still in school some of the
      to within 3% of the Hartlepool average qualifications gained will count
      by 2011                                   towards GCSE average point scores
                                                so will contribute towards this target
 2    Raise the proportion of NDC residents All of the qualifications gained will
      qualified to levels 1,2 or 3 and above to contribute towards this target.
      the Hartlepool average by 2011

        Learning from other Projects
The four voluntary organisations who make up the Aims Consortium and who are to
provide much of the training have considerable experience in providing vocational
training to young people. This project will build on this experience that has been
developed over the last five years.

3.     Community Involvement

This project has been developed over the past year through a series of meetings with
NDC Steering Group members, schools, education officials and representatives from
local voluntary organisations involved in providing training.

       How have local residents been involved in developing the project?

This area of activity was identified as one that the NDC should sponsor in the original
Hartlepool NDC Delivery Plan and in subsequent Action Plans, all of which were the
subject of community consultation and approval. In addition this several of the
individuals from the organisations mentioned above who have been involved in
working up this project are NDC residents.

       What evidence do you have that there is demand for the project from
       local residents, workers or businesses?

Consultation with the two local Secondary schools which the majority of NDC young
people attend (Brierton and Dyke House) and with education officials from HBC
Children’s Services have confirmed that there is a need for additional vocations
training for NDC young people which is not being met at present.

       How will local people be involved in the running of the project?

The Project Management Group will include representatives from the AIMS group
(some of whom are NDC residents) education officials and NDC Steering Group
members who are local residents.

       How will you ensure all groups know about the project and will be able to
       benefit from it?

A key part of the Co-ordinators role will be to ensure that all secondary schools, the
Hartlepool Further Education College, and organisations working with young people
are aware of this project and can refer young people to it.
4.     Linkages
       How does this project link in with other projects in the area?

This Project will complement the work of the Wake Up to Work Project. The same
post holder will co-ordinate both and will ensure that the complement each other. The
NDC funds will ensure that young NDC residents will have additional opportunities,
above and beyond those provided by the town wide project, to benefit from a wider
range and greater availability of vocational training options. The project will also
build links with Café 177, Hartlepool Youth Ltd and the E2E (entry to Employment)
group at Connexions, as these are all key providers for this age group. This project
also complements the NDC funded Educational Achievement Project and KS2
Transition Project, both of which fund additional support for NDC pupils within
schools. This project provides vocational training for an older age group (though
there is some overlap between 14 and 16), who will access vocational training
opportunities largely outside school premises.

       Are there links to other regional or local strategies or particular market
       conditions which will affect the project? If so what are they?

The Wake Up to Work initiative is part of a national initiative to widen training
opportunities for 14 - 19 year olds and reduce the number of young people who drop
out of education and training all together. The aim is to provide relevant and
interesting training that links directly to employment and leads to work in a field in
which there are opportunities. This is part of the national 14 – 19 agenda.

       Partners involved, nature of their involvement and track record in
       running similar projects successfully.

The Project Officer for this project is HBC’s 14-19Co-ordinator and has considerable
experience in this field. The members of the AIMS Consortium have all been
providing vocational training fro a number of years and are experienced and dedicated
training providers.

5.     Cost / Value for Money
       The costs included should be the total costs of carrying out the project. They
       should include for increases over the life of the project due to salary rises etc.

       Breakdown of cost by Funder and Timescale
       (See table 5A)

       Breakdown of cost by Public Agency
       (See table 5B)

       How secure is the funding from other sources? What is being done to
       ensure these costs are met?
The funding for year one (September 06 – August 08) is already in place. Additional
funding to pay for a full time Co-ordinator for subsequent years has yet to be secured.
If it is not identified the post will become a half time post funded from the NDC.

         Has this project received any earlier funding through the Flexible
         Development Fund (FDF)?


         Breakdown of cost by use of funds

          Use                            Amount        How calculated        Which agency to
                                                                             fund (if relevant)
          Co-ordinator Salary and £30,000 pa           Salary     costs    + NDC and Wake Up
          on costs                                     Superann         and to Work in the first
                                                       employers     NI . year
                                                       £30,000 is an
          Course fees                    £58,000       Based on £1,160 per NDC
                                                       pupil. This figure is
                                                       based on training
                                                       costs    of    course
                                                       provides by the
                                                       Aims     Consortium
                                                       and on the unit costs
                                                       for training in the
                                                       Wake up to work

         Why is NDC funding needed?
         The NDC funding will allow additional training to be provided for NDC
         young people (14 – 19 year olds) that would not otherwise be available

         How does this project represent good value for money?

Most of the funds will go directly to pay for training for NDC young people. The
average of £1,160 per pupil is in line with the costs of training leading to a vocational
qualification which members of the Aims group are already providing. The training
will be purchased at market prices and the coordinator will ensure quality. This
represents good value for money.

6.       Risk
         Risks to project delivery
        Co-ordinator could be recruited late.
        Insufficient demand for training from NDC 14 – 19 year olds
        Training provided is of a poor quality and does no lead to qualifications.
        The addition funding to pay for the half of the Co-ordinator costs in years two
         to four is not identified.
         Risks of loss of benefit to the area
        Training provided for non NDC residents
        Young people benefiting later leave the NDC area

         Ways the project will manage these risks
        Plans are already in place to recruit the Co-ordinator. He/she should be in
         place by the end of September 06.
        Research with schools has indicted that there will be sufficient demand
        The Co-coordinator’s role will be to publicise and recruit participants and
         ensure that the 50 or so training places are filled each year
        The Co-ordinator’s role will be to ensure that the training provided is of a high
         quality and that it leads to relevant, recognised qualifications.
        If the additional funding to secure a full time co-ordinator is not identified the
         project will be able to continue with a half time post, wholly funded from the
         NDC’ resources.
        The Project Co-ordinator will ensure that all project beneficiaries are NDC
         residents at the time that they access the training.
        By offering help with routes into work NDC young people will be encouraged
         to stay in the NDC area.
        The work of this project will contribute to the National Youth Re-engagement

7.       Milestones and Monitoring

       Milestone                                    Date
Employ Co-ordinator                         by 30th September 06
50 young people through training courses by July 07
Carry out an assessment of the first year’s by August 07
Operation. The purpose of this is to identify how many additional NDC residents
were attracted to the scheme over and above those that would have been attracted
through a scheme solely funded by ESF

How will the project be monitored and managed?

The Project Co-ordinator will collect monitoring data and pass this on the NDC
Monitoring and Evaluation Team on a quarterly basis.

He/she will also manage the project and report to a Project Management Group which
will meet once a term.

8.       Evaluation

         How and when will you evaluate the success of the project and how will
         this link into the wider evaluation of the NDC programme in the area?

The Project will be evaluated during its third year(after two full years of operation) by
the NDC Evaluation Team. They will consider its achievements in the light of the
aims set in this project appraisal.
       How will residents be involved in the evaluation?

The NDC evaluation team will involve project beneficiaries (all local residents) and
training deliverers (some of whom will be NDC residents) in the evaluation

       Have the evaluation costs been included in the overall project costs? Y/N

No. The NDC Evaluation Team has its own evaluation budget and staff that will
cover these costs.

       If not why not?

       No need

How will lessons learnt from the evaluation be passed on?

The Evaluation report will be disseminated to relevant parties and the project will be
amended to take account of any recommendations on the evaluation

9.     The Future
       What will happen when the NDC funding finishes? How will the benefits
       of the project be continued?

There is a growing awareness amongst education providers and government
of the importance of this area of activity. Much of the work will be continued by
schools and through Children’s Services.

       How will any assets provided through the project be used when the NDC
       funding finishes? Who will be responsible for their safekeeping and
       maintenance or disposal?

There will be no physical assets of any significance.

10.    Options (for projects of £1m of total public grant or less)
       If no options considered explain why

       Two other options for delivering this project were considered.

       Why is the preferred option better than doing nothing?

Doing nothing would mean that the training opportunities for NDC young people
would be narrower and more restricted.

       The following information is required for each realistic option considered: -
    Number or Name of option
    Funding schools option

    Brief description of option
    In this option Brierton and Dyke House schools were to be given an NDC
    vocational training budget which they would use to provide additional training
    for NDC pupils.

    Benefits of option compared with preferred one
 More funds would go directly to additional training as there would be no need for
 a Co-ordinator.

     Total estimated cost of option:

    Total estimated NDC cost of option:

    Value for money compared with preferred option
    This option does not attract the Wake Up to Work funding

    Risks of option compared with preferred option
    They key problems with this option is that NDC young people who are not
    pupils of these two schools, i.e. almost 50% of 14 – 16 year olds and all 17 –
    19 year olds would not benefit from this project.

  Why rejected?
  For the above reason

Number or Name of option
   Voluntary sector option

    Brief description of option
    In this option the funds would have been managed through the Aims
    Consortium would who would have devised and developed appropriate
    training and offered places free of charge to NDC young people

    Benefits of option compared with preferred one
 More funds would go directly to additional training as there would be no need for
 a Co-odinator.

     Total estimated cost of option:

    Total estimated NDC cost of option:

    Value for money compared with preferred option
    This option does not attract the Wake Up to Work funding
         Risks of option compared with preferred option
         They key problems with this option was that the Aims Consortium do not, at
         present provide the range of training that will be required. Therefore, whilst
         they will be main providers the projects needs to be able to access other

       Why rejected?
        For the above reason and also because it was felt that there ought to be a
       separation between the purchaser of training (the project coordinator) and the
       providers. This would help to ensure fairness and confidence in the quality of
       the training provided.

Number or Name of option
     Full time Co-ordinator Option

         Brief description of option
         In this option the project would have employed its own full time Co-ordinator
         who would have concentrated wholly on running this project for the benefit of
         NDC pupils.

          Benefits of option compared with preferred one
      The Co-ordinator would have been wholly dedicated to this project and worked
      intensively with the members of the Aims consortium and local schools and
      voluntary organisation to develop and deliver training opportunities for NDC
      young people.

          Total estimated cost of option:

         Total estimated NDC cost of option:

Value for money compared with preferred option
       This option does not attract the Wake Up to Work funding

         Risks of option compared with preferred option
         The members of the Aims Consortium did not feel that they needed to have
         the help of a full time Co-ordinator as they are already geared up to deliver
         training and support for the young people. The other disadvantage of this
         option was that it misses out the links with other training provided elsewhere
         in the town .

       Why rejected?
        For the above reason and also because would have meant spending more of the
       available finance on Co-ordination and less on training young people.

12.      Main reasons for selecting preferred option?
Because it offers the NDC a clear line of accountability through the project officer
and co-ordinator who will report to the Project Management Group on the
implementation of the project

13.    Recommendations

       Recommendation of Appraiser:

The Appraisal panel, which met on The 14th September, unanimously agreed that the
project should be considered for approval by the NDC Steering Group.

      Name of Appraiser(s):
Bob Farrow, Roni Farrow, Millie Ryan, Ray Waller

Chaired by Sylvia Burn HBC regeneration

14.    Decision

       NDC Partnership Decision:
       The NDC Partnership agreed to support this project at its meeting held on the
       14th September 2006



15.    Project Sponsor Acceptance of Grant Offer

       I confirm I accept the offer of grant, to deliver the project in accordance
       with the details set out in this appraisal document.

       Project Sponsor Name :