Liverpool City Region and The Work Programme

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

2. Welcome Sheena Ramsey Chief Executive Knowsley Metropolitan Borough Council

3. 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

4. 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

5. Recovery time from recessions

6. Number of unemployed

7. Number of jobs

8. Skills challenge

9. 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

10. SuperPort

11. Knowledge Economy

12. Culture and the Visitor Economy

13. Low Carbon Economy Low Carbon Economy Low Carbon Economy

14. Employment and Skills Board

15. The Future Complete commitment Building on civic/business leadership partnerships Focusing on improving performance Local Enterprise Partnership

16. A Business Perspective Stephen Roberts - General Manager The Crowne Plaza

17. Transform, Compete, ThriveLiverpool City Region Employment and Skills Strategy Sue Jarvis Service Director: City Region, Employment and Skills Knowsley Metropolitan Borough Council

18. 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

19. 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

20. 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

21. 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

22. 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

23. 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

24. 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

25. 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

26. 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

27. 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

28. 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

29. Next Steps • Pre-Framework Announcement • Liverpool City Region Prospectus • Website • Event today • Post Framework Announcement • Detailed discussions with strategic partners • Contact: colin.geering@knowsley.gov.uk

30. Question Time

31. Networking