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Welcome

Meeting the Skills Challenge Andrew Cheal Acting Area Director LSC Northamptonshire. Welcome. The Public Services Collective Challenge. Drivers The public services sector encompasses a large and diverse range of sub sectors

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Welcome

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  1. Meeting the Skills Challenge Andrew Cheal Acting Area Director LSC Northamptonshire Welcome

  2. The Public Services Collective Challenge Drivers • The public services sector encompasses a large and diverse range of sub sectors • Public services cannot choose its markets; businesses or clients • Public services are subject to a continuous range of policy drivers, legislation and regulation • Structure • Large, complex and dominant in most local economies. • Significant internal and external supply chain.

  3. The Public Services Collective Challenge • Demographics and the ‘time bomb’….. • less than 7% of staff are aged 25 years or less and 45% are aged over 45 years. • Within twenty years nearly half the sector will have retired, leaving a substantial gap in skills and experience. • 50% less than the economic norm of employees under age 25 • 30% more than the economic norm of employees over age 50

  4. Leading the Way..? • Through Train to Gain : • Apprenticeships • There are currently nearly a quarter of a million apprentices working in over 130,000 organisations in England alone, across 80 different sectors of industry. Public Services represent less than one in ten. • Skills Pledge • Since June 2007, 714 organisations have made a commitment to the Skills Pledge – covering 3.15 million employees. Barely three in every ten come from Public Service Employers • Skills for Life • Progress to the 2010 target of 2.25m improving their basic skills is well underway. Response from Public Services employers is essential

  5. TakingCollective Action - Benefits • Preparing for the Future • Being ready for changing client/customer needs • Continuing to upskill where most needed, inc higher level skills • Achieving real measurable impact – in the local context • Changing culture, changing prospective/current employee perceptions Maximising Resources • Aligning and targeting funding and effort • New evidence of demand - Deal for a Deal • Joint Investment Framework in Health • Establishing Train to Gain provision – independent brokerage and network of providers • Sharing successful practice

  6. Taking Collective Action - Benefits • Exceeding Government Expectations • Across Government, Public Services are challenged and expected to lead the way • ‘World Class Skills’ laid a challenge to Public Services employers. Government will take action. • The National Apprenticeships Review will set a new challenge for Public Services • Skills Pledge uptake is rising steadily, but from a strong start Public Services is falling behind the private sector

  7. Model for the Public Sector • Joint Investment Framework • Key Features • Partnership • 3 year agreement for ‘matched funding’ • Delivery Infrastructure, brokerage, communications • Commitment to the skills pledge • Flexibility–local relevance and ownership • Monitoring and evaluation • Med/long term sustainability

  8. The NHS Model JIF Partnership Manager

  9. Why have the NHS done this? • A clearly articulated workforce development plan as part of public sector reform; • Demand from the NHS for skills and qualifications drives the behaviour of providers to respond to NHS needs; • Stretches NHS workforce development resources by using the public entitlement to funding to address some needs – releasing more funds to do specialised, customised training.

  10. The Deal from the LSC • Access to independent and impartial brokerage; • Access to quality assured providers to meet your needs; • Access to financial support for learning: • No cost learning for skills for life; • No cost learning for any staff to achieve their first full level 2 qualification; • Subsidy towards staff achieving a full level 3 qualification (62.5% currently); • Major subsidy towards the development of an Apprentice (all ages)

  11. The benefits of the Skills Pledge • A public display of your commitment to the development and qualification of your workforce; • A framework to assess workforce needs; • Support from an independent broker (if required) to assist with organisational needs development; • A costed action plan that clearly defines your entitlement to public funding

  12. Public Sector Compact next steps • Taking opportunities to identify needs and upskill current and future workforce; • Develop a cohesive approach to meet the needs of local public sector employers; • Benchmark and share good practice across partner organisations; • Chance to shape the provision available to meet priority demands for your sector; • Access to public support and funding.

  13. Interested? • For Skills Pledge contact Marilyn Saddington (EMB Broker) on Marilyn.Saddington@eastmidlandsbusiness. • co.uk • or www.traintogain.co.uk/skillspledge; • For further information on Northamptonshire Public Sector Compact contact clare.reynolds@lsc.gov.uk • For Joint Investment Framework discussions contact Eryl Prentice at the LSC on eryl.prentice@lsc.gov.uk

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