Founded in 2002, Humber Learning Consortium (HLC) is a learning and skills partnership hub organisation. We provide a “single port of call” that enables funders to engage with small providers, especially – though not exclusively – voluntary organisations.
Our partnership approach has made us one of Yorkshire & the Humber’s largest and most experienced European Social Fund (ESF) and National Lottery Community Fund deliverers.
We work with delivery partners to strengthen local learning and skills delivery capacity. By connecting, developing and supporting organisations, to access and deliver contracts that might ordinarily be out of their reach.
We have an absolute commitment to disadvantaged learners and a strong focus on the development of our delivery partners.
- We value collaborative working to enhance the role of the voluntary and community sector in the learning agenda
- We believe the sector is best placed to work with hard to reach learners and make a positive difference to their lives and aspirations
- We believe in a team ethos with everyone working together, supporting each other and valuing the diversity that individuals bring from their own experiences and background
- We believe that learners should be at the heart of decision-making
- We strive for excellence in all we do
The purpose of this policy is to provide a means for members of staff to raise legitimate concerns, without fear of reprisal, and to promote the highest standards of probity within HLC.
The policy outlines the benefits and implications of whistleblowing and sets out a clear procedure for disclosure and investigation, including the responsibilities of the individuals disclosing and investigating a concern.
HLC’s Whistleblowing Policy – September 2019 (PDF 220 kb)
Talent Match Success
About Talent Match
Talent Match was a £108 million nationwide programme funded by the National Lottery Community Fund between 2014-2018. The aim was to support young people aged 18 to 24 who needed extra support to help them along their path to employment.
Talent Match targeted young people who were considered furthest away from the labour market. This included long-term unemployed young people who had complex lives and faced multiple barriers to employment. Our partnerships also carried out outreach work to identify, engage and support so called ‘hidden youth’ who were young people neither receiving benefits nor engaged in employment, education or training.
Talent Match was built on a youth-centred approach which placed the wishes and aspirations of young people first before those of the services that were there to support them. Our local partnerships worked with young people to stabilise their lives, support their aspirations and equip them with the skills and attitudes that would help them to take their first steps towards employment. In addition to practical support, the Talent Match partnerships seeked to improve local policy and practice around support for young people.
Key success factors that have emerged from the Talent Match programme are:
- It has supported 26,000 young people, with 7,600 of these securing employment.
- The personalised, individual nature of support: there was no standard approach, partnerships did different things according to need, their skills and what young people requested.
- Participation in Talent Match was voluntary and our partnerships worked flexibly with young people on their terms, for as long as needed, without penalising for missed appointments or setbacks in progression.
The programme successes are now acknowledged more widely, with the Talent Match programme recently recognised as one of the 22 promising practices in Europe in the field of youth employment by the European Commission – the only programme/project from the UK.
This is a great testament to the work of the Talent Match partnerships and their continued commitment to co-production, which set Talent Match apart from most youth employment initiatives in Europe.
Young people told us that they felt listened to and valued within the programme. They appreciated having someone, usually a mentor, who took time to listen, who cared about their situation and gave them confidence that they were not alone. The proportion of young people with a ‘very high’ score on life satisfaction almost tripled during their time on Talent Match. This is an important factor as it enabled the young person to have the confidence to begin their employment journey.
Click the icon to download a PDF of the full report (95mb size).
Cyber Essentials Certification
HLC has been successfully awarded Cyber Essentials Certification in June 2020 for a second year after meeting all the requirements of the Government backed scheme.
Cyber Essentials helps to protect organisations against the most common cyber attacks.
The assessment was carried out against 42 users, Firewall & router, ensuring policies and procedures were in place.
HLC are now working towards securing accreditation for GDPR and Information Security.
Time to Change Employer Pledge
HLC have signed the Time to Change Employer Pledge showing a commitment to changing the way we all think and act about mental health in the workplace.
Healthy Places Award
HLC were awarded the Bronze Healthy Places Award in July 2018 and are now aiming to achieve the Silver level, to gain recognition for working towards creating a healthier work setting.
The aim of the Healthy Places Award is to raise awareness of Health and Wellbeing in the workplace. There is a focus on key themes including: physical activity; healthy eating; mental health & emotional wellbeing and healthy lifestyle.
What is HLC doing?
We have a Health and Wellbeing working group that focuses on facilitating activities to support our staff in achieving a healthy work/life balance, including raising awareness of factors contributing to good physical and mental wellbeing.
This also includes the distribution of a monthly schedule of events/activities to support physical and mental health whilst raising awareness of health and wellbeing among HLC staff (and delivery partners) to inspire sustainable health related change within the organisation.
We provide relevant information to staff members through a monthly campaign/display of resources and consulting with wider staff members to identify further ways of promoting good health and wellbeing.
The impact of the Healthy Places Award activity to date has included Mental Health First Aid training (18 members of HLC staff have been trained to date).
We have established a Mental Health First Aid group to support the key staff members in their role within the workplace.
Our staff training days have a focus on emotional resilience, restorative practice and physical & mental wellbeing.
We’ve also introduced a smoking cessation policy with support for staff wishing to cease smoking. Annual staff survey analysis and resultant actions.
Fruit bowls are available within the HLC office to encourage healthier food choices. We have membership of a local (NE Lincs) Health and Wellbeing network to obtain relevant updates/share good practice. We have also introduced a walking challenge to increase activity and the associated benefits to physical and mental wellbeing.