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Liverpool City Region and The Work Programme. Investor Strategic Information Event Friday 1 October 2010. Welcome. Sheena Ramsey Chief Executive Knowsley Metropolitan Borough Council. City Region Vision and Ambition.

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liverpool city region and the work programme

Liverpool City Region and The Work Programme

Investor Strategic Information Event

Friday 1 October 2010



Sheena Ramsey

Chief 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
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
delivering a step change
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



  • Underpinned by 4 transformational actions

Low Carbon Economy

Low Carbon Economy

Low Carbon Economy

the future
The Future

Complete commitment

Building on civic/business leadership partnerships

Focusing on improving performance

Local Enterprise Partnership

a business perspective

A Business Perspective

Stephen Roberts - General Manager

The Crowne Plaza

transform compete thrive liverpool city region employment and skills strategy

Transform, Compete, ThriveLiverpool City Region Employment and Skills Strategy

Sue Jarvis

Service Director: City Region, Employment and Skills

Knowsley Metropolitan Borough Council

to reach the national average
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 institutions
      • Greater focus on Apprenticeships
      • Increasing provider freedom
      • Market-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 approachto commissioning and influencing service delivery
  • Transparency in performance management

Thestrategic 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