The Liverpool City Region MAA

1
The Liverpool City Region MAA
1

• Colin Hilton
• Chief Executive, Liverpool City Council
• Sheena Ramsey
• Chief Executive, Knowsley MBC

2
The business case

• Why an MAA
• The role of the MAA
• The added value
• What are the
• Priorities
• Resources
• Governance
• Performance monitoring

3
The 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 over 17bn, 539,000 jobs and 38,000
  businesses

4
Our Vision - to be a thriving international city
region by 2020.

• To achieve this we will need to
• accelerate growth and substantially close the
  productivity gap with the rest of the UK and
• reduce worklessness across the Liverpool City
  Region, providing routes for people to move into
  work and progress in their jobs.

5
.building on our recent renaissance

• Significant public and private investment that is
  transforming the look, image and confidence of
  the City Region
• Economic growth rates greater than comparator
  urban areas
• A growing business base
• Significantly enhanced cultural and tourism
  offer, underpinned by Liverpool 08.
• Transforming our housing stock

6
and our opportunities

• A lasting legacy from Liverpool European Capital
  of Culture 2008
• An internationally significant knowledge base
• 10bn investment in Liverpool and Wirral Waters
• The Mersey Gateway crossing
• Expansion of Mersey Ports and John Lennon Airport
• Growth in global environmental technology

7
There are significant challenges we need to
overcome.

• GVA gap
• Currently 5,043 per capita with national levels
• Business base
• To reach national business density rates would
  require the number of businesses to increase by
  75 and would take the City Region nearly 50
  years
• Low workforce productivity
• And the gap is widening in absolute terms
• Employment
• Currently 68.1 compared with 74.4 nationally.
  To reach an 80 employment rate would require
  108,000 additional people into jobs

8
Challenges contd

• Deprivation
• 34.5 of SOAs in City region are inn most
  deprived 10 nationally
• Skills
• Significant numbers of people with low-level or
  no qualifications (20 with no qualifications)
• Declining Population
• Between 1981 and 2006 population fell by 10 to
  below 1.5million
• Health
• 47 of City Regions SOAs are in most deprived
  10 nationally for health
• Poor national image and perception
• Low quality housing stock

9
How we will deliver - New City Region Governance
structure (1)

• City Region Leaders have committed to developing
  a robust City Region governance structure.
• It will consist of
• City Region Cabinet and 6 Policy Boards
• Economy
• Employment and Skills
• Transport
• Planning and Housing
• Environment and Waste
• Safer, Healthier Communities
• 2 cross cutting Boards
• Improvement and Efficiency
• Research and Information
• Scrutiny Panel

10
New City Region Governance structure (2)

• Progress to date City Region Cabinet and
  Scrutiny Panel
• Endorsement of proposals through all 6
  authorities in process
• Cabinet to comprise 6 LA Leaders and private
  sector rep (Chairman of TMP), chair to be elected
  for 4 years
• Cabinet to meet in shadow form from October 2008
• Associate members - Chairs of relevant Joint
  Boards and Leaders of Associate or neighbouring
  Local Authorities. Structured dialogue with
  regional agencies and Government
• A gateway system will be used to assess what is
  kite-marked as a city region project or programme
  

11
New City Region Governance structure (3)

• Progress to date cont. City Region Cabinet and
  Scrutiny Panel
• Scrutiny Panel to scrutinise the work of the
  Cabinet and Boards and the effectiveness of the
  partnership with the Joint Boards.
• Published annual work plan for the City Region
  Cabinet and the scrutiny panel.
• A formal constitution will be developed for the
  City Region and it shall become incorporated as a
  legal entity by 2010.

12
New City Region Governance - The Employment and
Skills Board (4)

• Proposed Membership
• 6x Local Authority leader/Cabinet Member
• 6x Private Sector
• 1x Learning and Skills Council
• 1x Jobcentre Plus
• 1x North West Regional Development Agency
• 1x Voluntary and Community Sector
• 1x Unionlearn
• 1x Health

13
New City Region Governance structure (5)

• Next steps
• Cabinet established in shadow form, development
  of Constitution/legally incorporated body
• Develop Cabinet work programme, kite marking
  system, dispute resolution process, scrutiny
  panel and review capacity
• Establish new/revise existing Boards to meet
  needs of governance model commencing with key
  Boards to deliver MAA

14
Future MAA activity

• Economic Development and Enterprise
• Housing
• Transport
• Supporting the economic growth of the City Region

15
Delivery and Implementation

• Resources being considered/aligned
• ABG/WNF
• ESF and alignment of LSC and JCP through single
  Investment Framework
• NWDA
• LABGI
• Delivery
• Merseyside Information Service
• Merseyside Improvement and Efficiency Resources
• CES and additional partner resources
• LSP capacity building Programme

16
Timetable and next steps

• Individual Local Authority endorsement of MAA in
  October
• Shadow cabinet in October and continued
  development of Boards
• Development of remaining themes of MAA October
  December
• Targeting and performance March 09
• Negotiation January March 2009
• Submission April 2009

17
Discussion
18
Employment and Skills

• Sheena Ramsey
• Knowsley MBC

19
Employment and Skills

• Scale of the Challenge
• LCR employment rate of 68.1 compared to 74.4
  nationally
• Almost 175,000 residents claiming out of work
  benefits 50 claiming a benefit for 5 years
• More than one in three (37) working age adults
  without NVQ level 2 qualification
• Deeply entrenched nature of worklessness and
  communities disconnected from the economy
• Low aspirations families and young people
• Too many young people are NEET (11.2) compared
  to NW average (9.5)

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Employment and Skills

• Key Issues
• Complex landscape funds, targets, delivery
  agencies
• Diverse but fragmented range of provision
• Multiple management and governance arrangements
• Links between services need strengthening
• Some duplication, we need more effective use of
  resources
• Residents and employers face a confusing range of
  options
• From 2010 new planning arrangements for young
  people and adult skills provision

21
Employment and Skills

• Our Approach
• Strengthening employer representation and demand
  for skills
• Delivering an integrated package of services
  based on a continuum model of employment and
  skills provision
• Working collectively to align and co-commission
  mainstream resources at the local level
• Adding value to the core offer using
  discretionary funding (ESF, ERDF, NWDA, Area
  Based Grant)
• Changing provider behaviour
• Acting as a test bed for new Government
  initiatives

22
The Employment and Skills Continuum
23
Employment and Skills

• Our Proposals (1)
• Establish LCR Employment and Skills Board by
  April 2009
• Secure legal status by 2010
• Develop an Employment and Skills Strategy by June
  2009
• Agree shared priorities, common framework of
  targets
• LCR commissioning plan informs Government and
  local contracting arrangements
• Recognised as the joint ESF co-financing plan
  post 2010
• Join up provision on the ground
• Simplify delivery arrangements
• Geography - LCR is a single area for JCP
  commissioning
• Align commissioning cycles, contract practices,
  reporting mechanisms

24
Employment and Skills

• Our Proposals (2)
• Work with Government to shape the way future
  contracts operate in our area and to
  co-commission bespoke services, eg
• Flexible New Deal
• Skills Accounts trials and their further
  development
• Additional provision for Incapacity Benefit
  stock clients
• No wrong door approach to information, advice and
  guidance for people in work and seeking work

25
Employment and Skills

• Our Proposals (3)
• Improve data sharing
• Better access to non disclosure DWP data, GIS
• Agree memorandum of understanding with JCP for
  data asks
• Signpost employer vacancy information to skills
  brokers
• Share provider performance data
• Stimulate employer demand
• Engage employers in the design of route ways to
  employment for local residents and curriculum
  development for young people
• Track the employer journey from recruitment to
  retention and career progression to support
  supply side interventions
• Use Board Members to champion the Local
  Employment Partnership and Skills Pledge

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Employment and Skills

• Our Offer to Government
• Joint investment
• Strategic Investment Framework c80m (2007-2010)
• 17m additional ESF
• Review where Area Based Grant, European and NWDA
  funding can support these proposals
• Articulating employer demand
• Strong private sector voice on Board
• Public sector represents 40 of employer base
• Proactive engagement with existing business
  infrastructure eg Chambers, Employer Coalition,
  sector networks

27
Employment and Skills

• Outcomes and Targeting
• Adding value by simplifying the offer to
  individuals and employers
• Prioritisation by geography and client group
• Accelerated programmes of intervention to meet
  specific LCR needs
• Minimise duplication or displacement
• Work in progress to quantify outcomes this must
  be set in the context of the current economic
  downturn
• Employment rate
• Reduction in out of work benefit claimants
• Increasing skill levels

28
Discussion