Workforce Skills. (a) The parties are committed to providing opportunities for Employees to build their skills and capacity, enhance career development and subsequently minimise the engagement of Supplementary Labour (see also clause 67 – Study Leave).
Workforce Skills. Proportion of working-age population with NVQ 2, 3 and 4 qualifications 2001 2002 2003 2004 2005 2006 at least NVQ 2 58.8% 58.9% 59.7% 59.5% 60.8% 62.1% at least NVQ 3 36.8% 37.3% 37.3% 38.2% 39.0% 39.7% at least NVQ 4 19.1% 19.0% 19.3% 20.0% 21.2% 21.3% Proportion of Working Age Population 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% Since 2001, there have been significant and consistent improvements in the proportion of the Merseyside population gaining NVQs at all skill levels.
Workforce Skills. ▪ Key staff, trustees, volunteers and community activists have access to structured programmes of learning, leading to nationally recognised qualifications. ▪ Leadership and management standards within the sector are enhanced. ICT ▪ Enhanced communication with and through the sector through the provision of free web-space for frontline VCOs. ▪ Web-based information on services provided by VCOs is available to the public and partners. ▪ Enhanced support to VCOs enabled through use of web-based tools. ▪ Robust intelligence about the sector’s activities, capacity and potential, enables development support to be more targeted and effective, and contracting opportunities to be maximised. ▪ The ability of infrastructure to evidence activity and impact is enhanced. Year 3 Outputs and Outcomes Subject to Year 1 Review and Confirmation Year Three Outcome Framework: 2009 – 2010 Contribution to LAA Governance ▪ Effective and sustained input from VCS infrastructure into all levels of LAA governance, with effective communication with the wider sector. ▪ The Assembly provides an open two-way strategic and operational gateway for communication between the VCS and statutory sector. ▪ Effective, sustained and accountable VCS input into all Block Groups and delivery groups at district and county levels, reporting back to wider VCS at district and county levels, via district fora, county-wide theme groups and VCS Assembly, involving 500 VCOs. Service Delivery ▪ Effective sector input into LAA2 planning, maximising opportunities for community influence of service development, and VCS delivery of LAA outcomes. ▪ VCS supports the achievement of LPSA3 Stretch Targets and securing of enhanced Reward Grants. ▪ Partners have robust data on VCS services, providers and impact, and sector potential to support customers and to contribute to LAA outcomes. ▪ VCOs have enhanced capacity to deliver services to meet LAA targets – governance, management, performance, funding and volunteer levels ▪ VCOs area core element in service planning and delivery through the LAA ▪ 200 VCOs are commissioned to deliver significant aspects of delivery through the LAA ▪ Initial assessment is made of commissioning frameworks, with action plan to enhance robustness and effectiveness Social Capital ▪ Community capacity building enables effective and diverse input from communities to influence service development and evaluation ▪ Roll-out of Supported Volunteering begins to facilitate measurable improvements i...
