PERTH AND KINROSS COUNCIL. 25 June 2008 EMPLOYABILITY STRATEGY AND ACTION PLAN FOR PERTH AND KINROSS

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1 PERTH AND KINROSS COUNCIL 9 08/ June 2008 EMPLOYABILITY STRATEGY AND ACTION PLAN FOR PERTH AND KINROSS Joint Report by the Executive Director (Environment) and the Executive Director (Housing and Community Care) This report outlines the findings of a study into Employability Issues in Perth and Kinross, and outlines a new strategic approach and action plan to deliver local improvements to move more local people from benefits into employment. RECOMMENDATION(S) The Council are asked to agree: (i) (ii) (iii) (iv) (v) That the Council takes the lead in progressing and coordinating an Employability Strategy and Action Plan for the Perth and Kinross area with our Community Planning partners as set out in this report; Approve the Employability Strategy and Action Plan attached as Appendix 1 and detailed within this report at section 3. Approve two additional posts to take forward the actions outlined in this report, both within the Council and with Partners Agencies. That the Organisational Change and Improvement Plan (OCIP) Organisational Development group consider ways to implement initiatives such as work placements, job shadowing and more flexible recruitment policies to ensure that the Council as a key local employer are supporting vulnerable individuals into employment. That the initial pilot actions outlined in the report be further investigated and implemented. BACKGROUND 1. Two themes are currently at the heart of Government thinking in both Westminster and Holyrood; improving the productivity of the existing workforce and increasing the number of people in work. The former issue is dealt with by the recent Leitch Report at the UK level and the launch of the Skills Strategy for Scotland by the Scottish Government. The latter has been addressed through the recent report on employability services, the Uk Government s city strategy pilots and, in Scotland, by Workforce Plus and the More Choices, More Chances strategy for young people not in employment, education or training. Workforce Plus is the Employability strategy at a Scottish level, and is intended to help partners align funds, strategies and delivery agencies to improve performance, and in doing so, help those who are distanced from the labour market engage with the world of work and meet the needs of employers.

2 2 2. A new agency has also recently been created at a national level. Skills Development Scotland subsumes the functions of the former Careers Scotland, the training and skills division of Scottish Enterprise, and LearnDirect Scotland. 3. The recently submitted Single Outcome Agreement explicitly refers to our desire to reduce the number of local people claiming employment-related benefits, particularly to support National Outcome number 2 which seeks to realise our full economic potential, and create and support more employment opportunities for our citizens. Support for Employability projects will also link into outcome 3 (Better educated and more Skilled) and outcome 4 (our young people are successful learners and contributors, etc) 4. Employability is defined as the combination of factors and processes which enable people to progress towards or get into employment, to stay in employment and move on in the workplace. 5. Consultants were appointed in October 2007 to assist the Council and our Community Planning partners in preparing a Strategy and Action Plan for Perth and Kinross. The socio-economic review highlighted that although the economic activity rate in Perth and Kinross is higher than the Scottish average at 82% (compared to 79.9%), and that claimant count unemployment is much lower than the Scottish average at 1.4%, there remain significant numbers not in employment. There are approximately 13,000 individuals of working age not in employment in Perth and Kinross, 9,480 of these in receipt of benefits. This is higher than in both Stirling and Angus council areas. There are concentrations of workless households which are greater than twice the Perth and Kinross average in Hillyland, Rattray & Glenshee, Muirton and South Letham. However many are also geographically spread throughout the area, with approximately half outwith Perth City. Approximately 88% of benefit claimants are in the 25+ age range. 6. The report identified the level of existing employability services available within Perth and Kinross. Core services are provided by a number of key agencies including: Careers Scotland (now known as Skills Development Scotland) provides careers advice and guidance to all age groups. Job Centre Plus provides access to support and national programmes such as New Deal for specific client groups. Perth College and Support Training provide pre-employment support and training via national schemes and funding from SDS (Training for Work, Get Ready for Work, etc) Working Links from December 07 have started to provide specific support through Job Centre Plus funding to support Incapacity Benefit claimants. In addition, other organisations provide Employability support to specific groups. For example Churches Action for the Homeless through its New Futures Centre, the Fairfield Housing Association through its innovative

3 3 Toolkit project, the YMCA, the Business Community Support Group, Perth Six Circle, and Capability Scotland among others. 7. The review identified a number of key strategic issues for consideration: No single individual or organisation is responsible for driving forward the employability agenda or in ensuring co-ordination. An identified need to share information about clients and improve client tracking and recording of outcomes A significant focus currently on vulnerable people and young people, and less emphasis on supporting the 25+ group majority. Need to consider the geographic spread of worklessness Public sector agencies need to show support by employing more from the target group themselves A potential need to include employability in the care plans being developed by agencies providing support to vulnerable groups and encourage signposting to appropriate agencies No single organisation taking the lead in developing employer engagement and dissemination of information to service providers. 8. However, on the positive side the review also identified a number of strengths: New resources available through the additional service provision to be delivered through the Job Centre Plus Pathways resources via Working Links. Availability of access for clients to national programmes available locally through Perth College and other local providers Potential opportunities to access funding through the new Fairer Scotland Fund which will rise in Perth and Kinross over the next couple of years Changes in legislation which will increase the number of clients engaging with employability providers. AN EMPLOYABILITY STRATEGY FOR PERTH AND KINROSS 9. The Local Employability Partnership which comprises the key partners for Employability (including Job Centre Plus, Perth College, Scottish Enterprise, Careers, the Voluntary Sector and the Council) have agreed an overall aim, a target and six objectives that will assist in the delivery of the overall aim. The aim being: to improve access to employability services and opportunities for sustained employment for vulnerable and disadvantaged groups and individuals living in both urban and rural areas. 10. The Partnership has also agreed to deliver the following headline target: By 2011, the collective action of the Partnership will assist 2,000 people to move off working-age benefits. This represents an approximate reduction of 20% from the January 2008 baseline figure of 9,480.

4 4 11. The target figure has been developed through a consideration of both demand and supply side issues. Importantly, the target is also based on the assumption that the Employability Partnership and local service providers will be pro-active in developing working relationships with employers in Perth and Kinross to ensure vacancies are available for the target groups. 12. They have also identified six specific objectives which will support the delivery of the overall aim. These are: To establish a Local Employability Partnership which will provide support to all employability service providers in Perth and Kinross, and provide a single point of contact for the provision of employability services. To support the further development of customer focussed support services which assist people with additional employability needs to progress and sustain participation in the labour market. To develop and support links between feeder organisations and employability service providers to encourage access to support for those perceived to be harder to reach. To develop and support new links with employers and employer organisations To ensure that service providers have access to good quality labour market information that allows them to customise services to local needs To support the development and implementation of a common performance recording method that will allow all organisations and partners to clearly demonstrate their contribution to the targets developed. 13. The strategy also recommends targeting resources on individuals and groups where there has been perceived to have been less emphasis in the past. It recommends priority actions to support: People that are aged 25+ People living in disadvantaged communities Lone Parents; and Engaging with people in rural communities. 14. The provision of services and access to employment in our rural areas provides particular challenges, and consideration will also have to be given to linked issues of access to affordable childcare and rural transport. 15. This does not suggests that others such as those in the More Choices, More Chances age group be ignored. However, the work to deliver that specific objective will form part of our overall Employability Strategy for Perth and Kinross.

5 5 Links to the More Choices More Chances Agenda 16. The Scottish Government continue to highlight the strong links between the Employability and the national Workforce Plus Strategy and Action Plan, and the More Choices More Chances (MCMC) agenda. This is aimed specifically at encouraging and supporting young people into positive destinations. While Perth and Kinross did not qualify for any additional resources to develop actions under the Workforce Plus strategy, all areas within Scotland did receive some extra resources to develop a MCMC action plan and related activities. In many respects this has meant that the MCMC agenda has been developed ahead of the overall development of a broader Employability Strategy for the area. The new employability strategy sees the MCMC agenda as an integral element of the overall strategy and action plan. EMPLOYABILITY ACTION PLAN 17. The Action Plan developed by the Partnership, outlined in detail in Appendix 1 coordinates activities around four themes. These are closely linked to the Partnership objectives: Developing the Strategic Direction and coordination of partnership activity Supporting adult training and employability (working with the clients /supply side activity) Supporting Youth training and Employability for Younger People and developing local school/college programmes (developing a new More Choices More Chances action programme) and improving school/college links. Developing Employer Engagement (developing the demand side) and delivering improvements in Employability Service provision. 18. The Council, as a key local employer has recently signed up in principle to what the Westminster Government refers to as Local Employment Partnership. This means that we have committed ourselves as an employer to assist in getting benefits clients back to work, through initiatives such as work trials, reviewing recruitment procedures and offering a target number of places for disadvantaged jobless people to take up work experience, work placement or other employment initiatives that lead to jobs. EARLY ACTION PILOT INITIATIVES 19. These could include: Previously difficult to fill entry-level posts where training and support could be given to potential applicants in return for a guaranteed interview. o e.g. Home Care assistants, particularly in rural areas, o After School Club assistants o School crossing patrollers Education and Children s Services will investigate the potential to establish a Workers Education Association (WEA) type project in the Council.

6 6 To investigate additional support for care leavers to assist their transition from care into positive destinations including employment. To develop closer links between local schools and colleges, through vocational education opportunities. To develop the Academy approach to employability support. The Academy approach or model is a multi-agency approach to delivering a targeted six week training course to disadvantaged individuals, including appropriate work placements, and interview skills, participants are guaranteed an interview with an employer. Early successes have been identified through the initial phases of the Health and Social Care Academy where 12 of the 20 who completed the course have already found employment. The Health Board have indicated a willingness to continue to work more closely with the Council in developing appropriate training and access to entry level posts. Early discussions are also underway between various partners to keen to develop a similar approach in the Tourism sector. Housing and Community Care have identified, as part of Best Value Reviews, user and carer consultation and individual care plans that a large number of their service users aspire to appropriate employment. Many of these will require specific support and preparation for entering the job market. The Service will reshape its present employment supports to undertake some of this work as well as making use of appropriate corporate supports. CONSULTATION 20. A Corporate Management sub-group was established following earlier discussions and comprises the following members who have been consulted on the contents of this report: David Burke, Depute Director Housing & Community Care Ken Macdonald, Head of Economic Development, TES John Walker, Head of Operations & Support, TES Maria Walker, Deputy Director of Education & Children s Services Bill Atkinson, Head of Children s Services, ECS Jim Dean, Head of Community Care, H&CC Hugh MacKenzie, Head of Human Resources, Corporate Services Alison Seggie, Economic Development Manager, TES This report has also been considered by the wider Corporate Management Group and the Executive Officer Team. The Trade Unions have also been consulted. GOVERNANCE 21. Employability is a cross cutting corporate theme which links into all areas of Council activity. From the perspective of the Council as a major local employer, to supporting local company growth, support for vulnerable adults and supporting young people into further training and employment. Currently

7 7 within the Council the early strategy development activity has been led by Economic Development with support from the Corporate Management Group. It was agreed by the Executive Officer Team that the Corporate Management Group would continue to provide direction and governance on this corporate issue. 22. At the Community Planning level, the Employability Partnership reports into both the Economic and Life Long Learning Partnerships. A very successful joint meeting of these Partnerships was held on the 13 th of June, at which they formally endorsed the Strategy and Action Plan as set out in Appendix 1. RESOURCE IMPLICATIONS 23. To assist the implementation of this new Strategy and Action Plan it is recommended that two new posts are created, an Employability Co-ordinator and Support Officer. Funding is available within the additional Regeneration monies allocated to Economic Development during the recent budget process to support this. Additional funding to support pilot projects and innovative actions will be sought from external sources, partners and the Council s new Fairer Scotland Fund allocation. COUNCIL CORPORATE PLAN OBJECTIVES The Council s Corporate Plan lays out five Objectives which provide clear strategic direction, inform decisions at a corporate and service level and shape resources allocation. They are as follows: (i) (ii) (iii) (iv) (v) A Safe, Secure and Welcoming Environment Healthy, Caring Communities A Prosperous, Sustainable and Inclusive Economy Educated, Responsible and Informed Citizens Confident, Active and Inclusive Communities 25. The implementation of an Employability strategy for Perth and Kinross will address a number of cross-cutting themes and should contribute to delivering the majority of the Corporate Plan objectives, but most specifically relates to the Prosperous, Sustainable and Inclusive Economy theme, which identified a specific action to develop a coherent approach to employability. It will also clearly support activities that will ensure we are meeting targets set out within our Single Outcome Agreement with the Scottish Government. EQUALITIES ASSESSMENT 26. The Council s Corporate Equalities Assessment Framework requires an assessment of functions, policies, procedures or strategies in relation to race, gender and disability and other relevant equality categories. This supports the Council s legal requirement to comply with the duty to assess and consult on relevant new policies to ensure there is no adverse impact on any community group or employees.

8 8 27. The function, policy, procedure or strategy presented in this report was considered under the Corporate Equalities Assessment Framework and assessed in relation to the Race/Disability/Gender Equalities Assessment. 28. It was considered that the implementation of an Employability Strategy across the Council area, and particularly within the Council as an employer, would have a positive impact on individual s wellbeing. This should ensure that currently disadvantaged individuals have improved access and support to enter employment and other positive destinations including training and education. STRATEGIC ENVIRONMENTAL ASSESSMENT 29. Strategic Environmental Assessment (SEA) is a legal requirement under the Environmental Assessment (Scotland) Act 2005 that applies to all plans, programmes and strategies, including policies (PPS). 30. The plan, programme or strategy presented in this report was considered under the Environmental Assessment (Scotland) Act 2005 and the determination was made that the development is unlikely to have any significant effects on any of the areas defined in the SEA Guidance. CONCLUSION 31. The adoption of an Employability Strategy and Action Plan will be a key step in taking forward this area of corporate and Community Planning activity. This new strategy and action plan will support activity across the Council and partner agencies, to support disadvantaged individuals into training and employment, meeting one of the objectives of the Corporate Plan. This will be a challenging initiative bringing together a wide range of services both within the Council, and within partner agencies and service providers. JIM IRONS Executive Director The Environment Service DAVE ROBERTS Director Housing & Property Services Note: The following background papers, as defined by Section 50D of the Local Government (Scotland) Act 1973 (and not containing confidential or exempt information) were relied on to a material extent in preparing the above report. Perth and Kinross Employability Strategy and Action Plan (EKOS consultants): February 2008 Contact Officer: Alison Seggie, Ext. No alseggie@pkc.gov.uk Address of Service: 5 High Street, PERTH, PH1 5JS Date: 9 June 2008

9 9 (Report Author)

10 Appendix 1 Perth and Kinross Employability Strategy and Action Plan (Working for Perth and Kinross) April 2008

11 1.0 BACKGROUND This strategy outlines an approach for tackling worklessness in Perth and Kinross through the development of an Employability Strategy and Action Plan for the Perth and Kinross Employment Partnership. The development process was closely aligned to the Scottish Government s guidelines, requirements and priorities which are outlined within Workforce Plus: An Employability Framework for Scotland which encourages the need to recognise that: a relationship between national priorities and local targets should be established; measures must be tailored to suit specific supply-side issues at a local level with an emphasis on addressing concentrations of worklessness in local areas; a good understanding of demand-side issues is a pre-requisite for: planning training interventions; the provision of access to employment opportunities in real-time ; and measures designed to achieve sustainable positive outcomes and workforce development; local initiatives and programmes can be joined up in a more effective way; and public sector reform in the field of employability (Welfare to Work and Community Planning) will drive the planning and delivery of local public services; 1.1 Producing the Employability Strategy In order to take forward the task of formulating an Employability Strategy in Perth and Kinross a number of key tasks were undertaken. These tasks were designed to gain an understanding of the extent and nature of unemployment and worklessness ; the opportunities for people within Perth and Kinross to (re)enter the labour market; and the pattern and focus of services to tackle unemployment and worklessness in Perth and Kinross. In addition the strategy development process was designed to be inclusive and was therefore firmly based on a broad ranging consultation to identify local priorities for action. The strategy development process therefore included: an employability policy review which was complemented with the benefit of learning from the development of employability strategies in other areas since the publication of Workforce Plus: An Employability Framework for Scotland ; analysis of socio/economic baseline data to highlight the specific supplyside and demand-side issues in Perth and Kinross and their implications; a review of key issues emerging from stakeholder consultations with representatives from strategic partners and service delivery organisations; and identification of the key strategic issues that will confront the Perth and Kinross Employment Partnership.

12 The key components of the approach is illustrated in Figure 1. Policy Definition and Good Practice Local Supply side Issues Local Demand side Issues Service Provision and Gaps Stakeholder Perspectives Analysis and Interpretation Strategic Aims, Objectives and Priorities Action Planning and Tasks 1.2 Setting the Scene: A Vision for the Employability The vision for Workforce Plus is firmly set within the context of providing access to employment for people who want to work by developing and reinforcing their relevant skills and knowledge. This is firmly set within the context of Closing the Opportunity Gap Target A which aims to: Increase the chances of sustained employment for vulnerable and disadvantaged groups in order to lift them out of poverty Seven local authorities with high levels of benefit claimants were initially identified and asked to set targets to reduce the number of workless people dependent on benefits. As a result targets were set that represented a reduction in benefit claimants of 26% by 2010 from the 2006 baseline. Taking this lead, Perth and Kinross Employment Partnership, through its strategic planning process and analysis of local circumstances has agreed that: The Perth and Kinross Local Employment Partnership will improve access to employment services and opportunities for sustained employment for vulnerable and disadvantaged groups and individuals living in both urban and rural areas. Furthermore, the Partnership has agreed that:

13 By 2011, the collective action of the Partnership will assist 2,000 people to move off working-age benefits. This represents an approximate reduction of 20% from the January 2008 baseline figure of 9,480. The Partnership recognise that it is unlikely to attract significant additional resources, and that this therefore is an ambitious target. It will not only require a strong understanding of local issues, it will also require concerted effort and commitment from all members of the Partnership and the range of local service providers and project staff delivering employability services. To achieve this, the Partnership has set a number of objectives, these include: Establishing a Local Employment Partnership that provides second tier support to all employability service providers in Perth and Kinross and single point of contact for the provision of employability services; Supporting the further development of customer focussed support services which assist people with additional employability needs to progress and sustain participation in the labour market; Develop and support links between feeder organisations and employability service providers to encourage access to support for those perceived to be harder to reach ; Develop and support new links with employers and employer organisations to provide the main contact point for all employability activities; Ensure that service providers have access to good quality labour market information that allows them to customise their services to meet local labour market needs; Support the development and implementation of a common performance recording method that will allow all organisations to clearly demonstrate their contribution to the targets developed by the employability partnership. 2. Delivering the Strategy 2.1 Introduction The broad issues of the employability have been outlined and a number of objectives can be identified. On the basis of the issues identified, the Perth and Kinross Employability Partnership is setting the target of assisting 2,000 people to secure sustained employment during the period

14 This figure represents approximately 20% of those 9,480 people that are currently in receipt of working-age benefits or 33% of those 6,000 that are currently out of work but want to work. The target of 2,000 has been based on analysis of the labour market and an assessment of the current employability infrastructure. This target figure has therefore been developed through a consideration of both demand and supply side issues. Importantly, the target is also based on the assumption that the Employability Partnership and service providers will be proactive in developing working relationships with employers in Perth and Kinross to ensure vacancies are available for the target groups and the service providers will encourage clients to seek employment in areas beyond Perth and Kinross. In addition, the assessment of the current infrastructure suggests that there is capacity to support an estimated people into employment each year. This is based on the capacity of organisations, beyond statutory agencies, that provide support for people with wider support needs (category three service providers) and those with specific employability support requirements (category two service providers). While this suggests the capacity to achieve a target of 2,250 2,300 clients into work during the planning period, the figure has been modified to reflect the incidence of double-counting where clients receive support from more than one agency. Taking into account the issue of sustainability of employment, organisations anticipate that 50% of those that secure employment will remain in employment after 26 weeks, we would anticipate that there will be a minimum 10% reduction in the numbers of people on all benefits at the end of the planning period in While recognising that all people should have access to employability services, specific emphasis will be placed on groups and individuals where there is perceived to have been less emphasis in the past. This suggests priority action in supporting: people that are aged 25+; people living in disadvantaged communities; lone parents; and engaging with people in rural communities. This does not suggest that others, such as those in the age group will be ignored, but rather the Employment Partnership will work with agencies that have specific responsibility for implementing the More Choices, More Chances strategy. It is anticipated that there will be significant crossover and joint activity between the Local Employment Partnership and the More Choices, More Chances Strategy Group. Achieving the target of 2,000 people into employment during the period , while appearing achievable does however pose a number of challenges. These challenges rest on: establishing responsibility for supporting the delivery of the employability strategy and facilitating the work of the Local Employment Partnership; establishing a clear employability domain for the Employability Partnership - incorporating elements of the other linked fields of policy and strategy

15 where necessary and supporting practitioners in these other related policy areas to mainstream/incorporate employability into their service delivery; raising awareness of the services that are available and how these can be accessed among the broad range of practitioners in linked policy fields; ensuring that there are good quality referral protocols established to ensure client progression and tracking; developing strong strategic working partnerships with employers to ensure that opportunities are available for the client group and links made to service delivery organisations; effectively marketing service provision among target groups and engaging with clients that do not normally use employability services; supporting the further development of the service delivery infrastructure, with specific emphasis on developing their capacity to compete for employability service provision contracts and grants that have clear targets for engagement, employability support and sustainability; and monitoring the contribution made by the various programmes/projects and interventions to the overall employability objective. 2.2 Action Planning In order to deliver on these issues and objectives, an Action Plan is required to specify the detailed actions. The Action Plan will be based around four themes to acknowledge the issues that have emerged and will be further developed through delivery of the strategy. These themes, which are related to the partnership objectives are: developing the strategic direction and coordination of partnership activity (governance and management); supporting adult training and employability (developing the supply side); supporting Youth Training and Employability for Younger People (14-19) and supporting and developing local School/College Programmes (developing the supply side with a particular focus on NEET and pre-neet activity) developing the supply side; and developing the employability service sector; More detail is provided on the attached Action Plan overleaf.

16 Developing the Strategic Direction and Coordination of Partnership Activity (Partnership Governance and Management) Objectives Actions Resources Timescales Partners Develop effective arrangements for implementing the strategy and ensuring that key partners are involved Limited resource requirement Immediate All partners Ensure the Employability Strategy is implemented through robust joint planning and management arrangements in Perth and Kinross To encourage joint working between service providers Identify lead agency for co-ordinating the work of the partnership and single point of contact for partnership members and representatives from linked policy structures Ensure that important links are maintained with other planning structures and programmes particularly Community Health and Care; Community Planning; Economic Development; Area based Initiatives; Rural Development; Financial Inclusion; and Childcare Strategy Promote the strategy aims and objectives among service providers Resource requirement for employability coordinator Resources for provision of information Limited resource requirement immediate All partners All partners All partners To establish a robust monitoring framework Develop client tracking system that allows service providers to report on performance against strategic objectives Resource required for gathering information and establishing recording system Year one All Partners

17 Supporting Adult Training and Employability (Developing the Supply side through working with adult clients) Objectives Actions Resources Timescales Partners To provide up to date supply side information To provide information on service provision and employment opportunities To provide and manage a client facing referral pathway Ongoing research and provision of information on target client groups and service provision demands and subsequent demands on related services e.g. Childcare services, debt and money advice. Marketing activities and service provision through the delivery of employability events e.g. marketing strategy including job fairs in targeted communities. Developing referral protocols that clients understand and one that avoids duplication of information gathering based on joint database between service providers Effective use of available research resources within partner organisations Build on current activities carried out by individual partners and adopt a joint approach Some resource implications Resource implications in establishing appropriate database Year one Lead Partner Drawing on information from other partners and service providers Co-ordinated by lead partner/ or individual partner leading on specific campaigns All partners

18 Supporting Youth Training and Employability for Younger People (14-19) and Supporting and Developing local School/College Programmes (Developing the Supply side (with a focus on NEET and pre-neet activity) Objectives Actions Resources Timescales Partners To provide up to date supply side information To provide information on service provision and employment opportunities To provide and manage a client facing referral pathway To develop specific NEET and pre-neet activity for young people To develop school/college initiatives designed to improve employability skills within young people. Ongoing research and provision of information on target client groups and service provision demands and subsequent demands on related services e.g. Childcare services, debt and money advice. Marketing activities and service provision through the delivery of employability events e.g. marketing strategy including job fairs in targeted communities. Developing referral protocols that clients understand and one that avoids duplication of information gathering based on joint database between service providers To be developed from existing More Choices More Chances ( NEET and pre- NEET activity) To be developed. Effective use of available research resources within partner organisations Build on current activities carried out by individual partners and adopt a joint approach Some resource implications Resource implications in establishing appropriate database Year one Lead Partner Drawing on information from other partners and service providers Co-ordinated by lead partner/ or individual partner leading on specific campaigns All partners

19 Developing Employer Engagement and Improvements in Employability Service Provision (Developing the Demand side through working with employers and developing an improved quality and range of local service provision) Objectives Actions Resources Timescales Partners EMPLOYER ENGAGEMENT To provide up to date demand side information To Market and Promote employability partnership activities To Engage with employers in the private sector To engage with public/voluntary sector employers To ensure aftercare support is an integral part of service delivery Ongoing research and provision of information on developments in key sectors to inform planning on training and employability interventions Provision of information on available services and examples of joint working to encourage employer engagement Reinforcing activity around engagement related to national Employment Partnership Programme and employer engagement carried out by Scottish Enterprise to increase awareness of developments with services providers (delivering employer led training ) and clients. Developing appropriate ways for public /voluntary sector employers to employ clients from the target group. Ensuring that future interventions (contracts and grant funded programmes) are developed with clear indicators for positive outcomes and expectations on levels of sustainability. Effective use of available research resources within partner organisations Develop employability partnership brand some resource implications Ensuring effective communications between partnership members Limited resource implications Joint working to develop protocols and within public sector employers Some resource implications Ensuring future employability resource allocations have clear targets limited resource implications Lead Partner All Partners All Partners All Partners All Partners

20 DEVELOPING THE EMPLOYABILITY SERVICE SECTOR Take measures to ensure access to employability services are provided to all residents in Perth and Kinross currently in receipt of benefits Provide up to date labour market information to service providers Effective use of available research resources within partner organisations On going Lead Partner To develop second tier support for service providers To provide information on the availability of resources for employability service provision To develop the capacity of service providers to compete for contracts and grant funding Develop methods to ensure clear communications for information e.g. Branded web-site; Electronic bulletin; Information and factsheets; Single point of contact ; Employability Training and networking events Collating information on contracts and grant availability and ensuring all providers are aware of opportunities Support for business development activities Support for social enterprise organisations to compete for employability contracts Some resource implications for development and management of approach Drawing on resources provided by business and social economy support development programmes Year 1 establish Ongoing communications All partners All partners though requirement for co-ordinating role All partners