Liverpool City Region and The Work Programme Investor Strategic Information Event Friday 1 October 2010.

Liverpool City Region and The Work Programme

Investor Strategic Information Event

Friday 1 October 2010

Welcome

Sheena RamseyChief Executive

Knowsley Metropolitan Borough Council

City Region Vision and Ambition

‘to establish our status as a thriving international City Region by 2030’

To achieve this we will need to:• Accelerate growth and narrow

productivity gap with the rest of UK

• Reduce worklessness across the Liverpool City Region

Liverpool City Region: Key Facts

• Population of 1.5 million• Forms core of wider economic zone

of influence of over 2 million people• GVA of £19bn• 539,000 jobs• 49,000 businesses

Recovery time from recessions

Job availability

60.0%

70.0%

80.0%

90.0%

Wider Liverpool City Region England

Number of unemployed

Number of jobs

Skills challenge

Delivering a step change

• Against this backdrop we now need to deliver a step change in the performance of the Liverpool City Region economy focusing on:

-Economy -Employment & Skills

-Housing-Transport

• Underpinned by 4 transformational actions

SuperPort

Knowledge Economy

Culture and the Visitor Economy

Low Carbon EconomyLow Carbon EconomyLow Carbon EconomyLow Carbon Economy

Employment and Skills Board

The Future

• Complete commitment• Building on civic/business

leadership partnerships• Focusing on improving

performance• Local Enterprise Partnership

A Business Perspective

Stephen Roberts - General Manager

The Crowne Plaza

Transform, Compete, Thrive

Liverpool City Region Employment and Skills Strategy

Sue JarvisService Director: City Region, Employment

and SkillsKnowsley Metropolitan Borough Council

To reach the national average

• 46,000 less people without any qualifications

• 26,400 more people with a level 2 qualification (equivalent to 5 GCSEs)

• 43,800 more people with a level 4 qualification (equivalent to a Degree)

• To meet the Government’s 80% employment rate we would need to move an additional 120,000 people into work

Why we need a strategy

• To drive a step change in performance in the employment and skills system

• To provide a unifying framework for partners to address our challenges, opportunities and ambition

• To achieve a consensus on strategic priorities and the allocation of future funds

• To facilitate greater employer engagement, influence and leadership

• To influence the national and regional policy agenda

The building blocks

The vision and aims of our Multi Area Agreement

A comprehensive review of the evidence base

Consultation with employers, stakeholders and service users to identify shared priorities

Changes to policies and institutionsGreater focus on Apprenticeships Increasing provider freedomMarket-based funding models

Severe constraints on public sector budgets

Employment and skills issues Not enough jobs and not enough high value

jobs Skills/qualification levels rising but job

opportunities declining Skills/qualification gaps with England

narrowed but still remain Persistently high NEET and rising long term

youth unemployment Persistent large gaps in worklessness rates

and deprivation against national benchmarks Persistent concerns that the system is too

complicated for individuals and employers

The strategy• Flows from the vision and strategic

aims described in the MAA, which we intend to meet by 2030

• Introduces step change aspirations for employment and skills by 2020

• Puts in place a small number of strategic objectives which we will meet by 2015

• Develops a series of strategic projects delivered over the period 2010 up to 2015 to drive forward the strategy

The strategic objectives

• Investing to support employer skill needs• Empower employers to drive skills and

productivity improvements• Empower local people to make informed

learning, job and career choices• Build clear and effective career pathway

for 14-24 year olds• Transform services impacting on

employment rates for disadvantaged groups and areas

• Simplify employment and skills system

Successful implementation requires• Simplification – joining up employment and

skills services for employers and individuals• Greater effectiveness and value for money by

integrating employment and skills with other service areas e.g. housing providers, health

• Prioritisation and implementation of projects with sufficient scale to make a major impact

• Equality of opportunity for all learner groups• A more co-ordinated approach to

commissioning and influencing service delivery• Transparency in performance management

The strategic projects• An integrated information, advice and

guidance services • A City Region Apprenticeship strategy • A substantial and co-ordinated effort to

increase higher-level skills use in SMEs• A “total place” approach to jobs and

skills• Integrated employment and skills

services for key employer investments and sectors

The commissioning framework• A single point of reference for commissioning

all employment and skills activity• Builds on a shared understanding of needs

and priorities• Will influence the spend of public sector

funding agencies and key funding streams• A clear distinction between commissioning at

city region level and delivery which will be for the most part local

• Employment and Skills Board responsible for overseeing its implementation

Our 10 ‘Asks’ from the Work Programme• Help us deliver our Employment and Skills

Strategy • Work closely and openly with ESB to align

activity, share intelligence and performance management information

• Ensure services are shaped by local businesses - in particular activity arising from any future LEP

• Create supply chains that build upon existing high performing services and maintain to an equitable level

• Work with us to ensure that our data capture systems are compatible

Our 10 ‘Asks’ from the Work Programme (cont)• Work with us to identify how services and assets we

have historically resourced can support the Work Programme

• Work with us to build the capacity of local service providers, particularly third sector organisations

• Support the simplification of services to businesses and residents

• Practical support to encourage the use of public and private procurement as a vehicle to improve the job and skill prospects of local people.

• A collaborative approach to evaluation focussed on what works and the achievement of lasting long term impact

Next Steps

• Pre-Framework Announcement– Liverpool City Region Prospectus– Website– Event today

• Post Framework Announcement– Detailed discussions with strategic partners– Contact: [email protected]

Question Time

Networking