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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

      • Detailed discussions with strategic partners

      • Contact: [email protected]