Gloucester City Employment Plan

1. Gloucester City Employment Plan Gloucester Partnership Conference 31st January 2008

2. Policy Context New Deal for Welfare EMPLOYABILITY REGIONAL COHESION City Employment Plan Leitch Review Sub National Review COMPETITIVENESS

3. The Gloucester Economy • Continued decline of key economic sectors (manufacturing, hospitality & catering, financial services) • Employment growth in City economy is markedly slower than County and South West region • Increasing reliance on public sector generated employment • Skills in economy predominantly at lower and intermediate levels (up to level 2) • Higher proportion of unemployed and inactive benefit clients compared to County as a whole. • Inconsistency of support to assist sustained employment • Duplication, gaps and fragmentation in services

4. Concentrated Deprivation in Inner Areas • Gloucester City is the most deprived district in the county • Six of the top ten most deprived SOA in the county are found within Gloucester City - Westgate - Podsmead - Barton & Tredworth - Matson & Robinswood - Kingsholm & Wotton - Moreland

5. Socio-Economic FactorsEmployment Rates • Westgate 71% • Podsmead 71% • Barton & Tredworth 70% • Matson & Robinswood 73% • Kingsholm & Wotton 75% • Moreland 77% • Gloucester City 79% • Gloucestershire 80%

6. Socio-Economic FactorsJSA/IB Clients • 61% of Gloucester City JSA/IB clients are resident in the six most deprived wards. • 69% of Gloucester City JSA clients are resident in the six most deprived wards. • 60% of Gloucester City IB clients are resident in the six most deprived wards. • 62% of Gloucester City Incapacity Benefitclients are resident in the six most deprived wards. • 62% of Gloucester City Lone Parent Benefitclients are resident in the six most deprived wards.

7. Socio-Economic FactorsUnemployment Rate (Feb 2007) • Westgate 7.2% • Podsmead 4.0% • Barton & Tredworth 4.6% • Matson & Robinswood 4.0% • Kingsholm & Wotton 3.9% • Moreland 3.1% • Gloucester City 2.3% • Gloucestershire 1.7%

8. Gloucester Heritage Urban Regeneration Company (GHURC) • Seven key development sites identified, with real opportunity for multiplier effect. • Major partner commitment to deliver lasting change. • Big challenge to deliver on Jobs and Skills for local people. • Gloucester Quays scheme operational within 15 months (opportunities in retail, tourism and hospitality, professional services sectors)

9. Headline Targets and Opportunities • Over £1 billion investment • 5000+ jobs • Sectors include: • Retail • Business & Financial Services • Tourism & Hospitality • Construction including heritage skills

10. What Will the Plan Need to Address? • Partnerships – strategic and operational including new ways of working • Understanding and agreeing who does what and when • Pre and post business support • Protocols to guide joint investment • Flexible and more responsive programmes • Clear market segmentation of clients • Client eligibility v funding flexibility • Hidden barriers e.g. benefit regulations

11. What Are The Key Components ? • Employer Engagement • Common approach: ‘no wrong door’ • Central Jobs Bank: ‘Linking Opportunity and Need’ • Employer Offer • Job scoping and bespoke training • Integrated service linking employment, skills & aftercare • Client Offer • Personal support and bespoke training • Investment linked to sustained employment outcomes • Neighbourhood Engagement • Action Planning in North, South and Central Areas • Linkages between employment, skills & other services

12. Proposed Neighbourhood Areas

13. Employer Offer Cohort Tracking Neighbourhood engagement Clients offered as a first choice to all employers with identified vacancies Initial identification and engagement Motivation Hand holding Action Planning Individual Tracking Performance Data Benefit analysis Gap analysis Funding identified Personal support budget holder Reporting Undertaken by outreach, existing organisations & groups Clients matched to employer requirements New employers offer guarantee of interview to client Referred to Skills Coach/IAG as appropriate for: Career planning Vocational skills Core skills Undertaken by a range of specialists IAG Next Steps Employer supported via bespoke training (via skills for jobs, ESF etc) and Train to Gain Client given personal support for a period to assist in sustaining employment Action Plan and Supports: recieves details on assessment & completes Employment & Skills Action Plan matched to relevant supports Support arranged to meet aspirations and overcome barriers • Support can include a range of activities such as: • - CV writing • - confidence building, • - barrier breaking • - vocational training • managing finances • addiction support • health support • - Basic skills • - ESOL Client starts employment Management group receives reports on progress Management Group reports to Employer Engagement Structure

14. EMPLOYER OFFER Employers Employer Engagement Structure (e.g. Employment and Skills Board) Employers Employers T2G Business & Skills Brokerage Pre employment bespoke Training JOBS BANK Labour Market System – Information on Vacancies (from JCP, employer, agencies) Jobcentre Plus National Sales Team Job Scoping In Work Support Employer Engagement Planning Management Information Managed Vacancies Public Sector Employment Partnership GHURC Employment Hub/LOAN Matching Services Neighbourhood Partnerships Outreach JCP Advisers • Local Jobcentre Plus • Labour Market Recruitment Adviser • Employer Engagement Manager • Gloucestershire First • Investor Support Programme • Parklife • Skills Brokerage Employers

15. Implementation – Next Steps • Working Group 2 • Neighbourhood Engagement • Client Offer • Mapping • Linkage with other service providers • Working Group 1 • employer engagement • employer offer • jobs bank • employer brokerage Management Board + Executive Team • Working Group 3 • Joint Investment Plan • Joint commission and outcomes • Gap analysis • Coaching, support • Cohort tracking • Working Group 4 • GHURC LOAN activity • timeline of key sites • plan for intervention • hub model