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July 2000

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WWREXHAMREXHAM’’SS O OBJECTIVEBJECTIVE 33

Action PlanA Draft Report by

WREXHAM ESF PARTNERSHIP GROUP

CONTENTS

SECTION PAGE

1 INTRODUCTION...........................................................................................1

2. ECONOMIC CONTEXT AND DRIVERS FOR CHANGE......................................5

3. CURRENT POLICY CONTEXT.......................................................................14

4. THE STRATEGIC FRAMEWORK FOR THE OBJECTIVE 3 STRATEGY..............14

5. PRIORITY 1: DEVELOPING ACTIVE LABOUR MARKET POLICIES TO PREVENT AND COMBAT UNEMPLOYMENT.................................................................26

6. PRIORITY 2: PROMOTING SOCIAL INCLUSION...........................................31

7. PRIORITY 3: LIFELONG LEARNING.............................................................38

8. PRIORITY 4: PROMOTING BUSINESS COMPETITIVENESS...........................44

9. PRIORITY 5: PROMOTING GENDER EQUALITY WITHIN THE LABOUR MARKET.................................................................................................................. 53

10. IMPLEMENTATION, FINANCE AND PERFORMANCE.....................................57

APPENDICES

A - Terms of Reference

Quality Assurance Record

Checked By

Date

Authorised by

Date

Ref: 00/01805-2

• Wrexham’s Objective 3 Action Plan •

1. INTRODUCTION

1.1 This draft Objective 3 Action Plan for Wrexham has been prepared by the Wrexham ESF Partnership Group, with the assistance of DTZ Pieda Consulting, on behalf of the local Objective 3 Partnership Board. The purpose of the Action Plan is to provide a strategic framework for the development of the human resources and business base of Wrexham over the period 2000-2006.

BACKGROUND

1.2 The new regulations for the European Structural Funds for the period 2000-2006 were finalised in March 1999. Objective 3 is funded by the European Social Fund (ESF), and will apply in all areas not accorded Objective 1 status. In Objective 2 areas, ESF will be linked to European Regional Development Fund (ERDF) expenditure.

1.3 The new Objective 3 Programme for 2000-2006 replaces the former Objective 3 and Objective 4 Programmes and will embrace elements of both former Programmes. The new Objective 3 Programme 2000-2006 is intended to support national efforts to improve employability and human resource development.

1.4 In summary, the key policy documents are:

The Policy Frame of Reference (full title ‘The Policy Frame of Reference for Providing Employability in the Labour Market and Developing Human Resources in the UK). This document sets out the framework for the use of all EU structural fund support for human resource development.

The UK Community Support Framework for Objective 3. This provides the framework for the use of Objective 3 funds throughout the UK. As such it provides the guidance on how resources should be channelled across the chosen policy fields for the UK.

The National Operating Plans, which provide the policy framework for use of Objective 3 funds in each of the constituent parts of the UK (England, Scotland, Wales, Northern Ireland).

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1.5 In Wales, outside of the Objective 1 area ESF will be delivered through the East Wales Objective 3 Operational Programme. Below the level of the Operational Programme, local partners have the option of delivering Objective 3 through Local Action Plans. The Wrexham ESF Partnership has embraced the Local Action Plan concept for a number of sound reasons.

Action Plans provide an opportunity to approach the local deployment of ESF resources in a systematic and strategic manner.

An Action Plan will help ensure greater complementarity with existing and emerging sub-regional and local strategies, and help influence the development of future local strategies that have an impact of human resource and business development.

An Action Plan will almost certainly assist potential project applicants in developing and delivering Objective 3 funded projects. It will do this by making more transparent the link between project selection criteria and local Action Plan objectives. It will also help by reinforcing the need for project activities to contribute to achieving Programme and Action Plan level objectives and targets.

1.6 A number of principles underlie the broad approach to the production of Wrexham’s local Action Plan.

The local Action Plan is intended as a dynamic management tool, which can be updated as economic and labour market conditions change.

The local Action Plan sets out the strategic objectives for HRD and business development in Wrexham, based upon the existing and forecast economic and labour market conditions, including the analysis of the key human resource issues for the County Borough.

The local Action Plan also identifies the target groups towards whom support is required to enhance employability, adaptability, enterprise and equal opportunities in Wrexham.

OBJECTIVES OF THE LOCAL ACTION PLAN

1.7 One of the primary functions of the local Action Plan is to provide a basis for the drawing down of ESF funds that are available to Wrexham through the Objective 3 Operational Programme for East Wales. Guidance from the European Commission and the National Assembly for Wales suggest that a preferred mechanism for the implementation of ESF is through local plans developed by local partnerships. In common with other local action plans, the strategy prepared for Wrexham:

focuses on a single local authority area;

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is an integrated, multi-annual programme;

reflects local needs, circumstances and opportunities; and

is linked to - and provides reinforcement for - existing and emerging human resource and business development strategies and policies.

1.8 The Wrexham ESF Objective 3 Action Plan shares with the East Wales Operational Programme the following vision for the development of the human resource potential of its area:

1.9 The Wrexham Action Plan is consistent with the East Wales Programme in concentrating its efforts on five Priorities:

1. active labour market policies to prevent and combat long term unemployment;

2. actions to promote social inclusion;3. facilitating lifelong learning;4. enhancing business competitiveness; and5. promoting gender equality.

STRUCTURE OF THE REPORT

1.10 The remainder of this document sets out the draft Objective 3 Action Plan for Wrexham for the period 2000-2006. A brief summary of the report’s structure is set out below.

Section 2 provides an overview of Wrexham’s labour market, focusing on the elements of particular relevance to the Objective 3 Priorities defined by the East Wales Operational programme. Section 2 also provides an overview of the most important ‘drivers for change’ that are likely to influence the Wrexham labour market over the next five years or so.

Section 3 summaries very briefly, in a table format, the most relevant of the existing policies and strategies that need to be taken into account by the Objective 3 Action Plan for Wrexham.

Section 4 sets out the proposed strategic framework for the Action Plan.

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To support economic growth in East Wales by contributing to the sustainable development of a competitive and knowledge-based economy with an efficient and flexible labour market, where people have equal access to learning and employment, and opportunities to fulfil their potential.


Sections 5-9 introduces, in turn, each of the five strategic Priorities that, together, comprise the Action Plan.

Section 10 presents the proposed delivery arrangements, including the indicative financial allocations among the Priorities.

1.11 The proposed management arrangements for the Objective 3 Action Plan for Wrexham are set out in the separately bound, companion Management Plan for ESF resources in Wrexham. The Management Plan expands on the delivery arrangements set out in summary form in Section 10 of this Action Plan.

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2. ECONOMIC CONTEXT AND DRIVERS FOR CHANGE

2.1 A coherent and robust strategy for human resource development must be based on a good understanding of the County Borough’s labour market. It is particularly important to understand the reasons for recent economic performance, including trends for industrial structure, employment, unemployment, social exclusion and skills issues. The most significant of these messages are summarised later in this Chapter as a SWOT analysis of the County Borough’s labour market.

2.2 It is not enough, however, just to understand the current position; a forward looking strategy must anticipate changing circumstances. In the second part of the Chapter, therefore, we outline some of the most significant drivers for change that are likely to influence the direction and future performance of Wrexham’s economy and labour market over the next five years.

ECONOMIC STRUCTURE AND GENERAL PERFORMANCE

2.3 One of the most striking features of Wrexham’s economy is the overwhelming dependency on manufacturing for employment. This is particularly the case for males: in 1997, 50% of male employees in Wrexham were employed in manufacturing, compared 32% for Wales as a whole and 25% for the UK. For females, a similar, if less extreme pattern emerges: manufacturing accounts for 19% of female employment in Wrexham, compared to 12% for Wales and 10.5% for the UK as a whole. The dominant sectors for female employment in Wrexham include public services (44%) and retail/hospitality (21%).

2.4 In total, 17,300 (35%) of Wrexham’s 48,700 employees in employment are in manufacturing. This ‘over-dependence’ on manufacturing is a concern because:

many of these workers are employed in relatively low value-added branch assembly plants that are vulnerable to technological change and external decision making;

manufacturing employment across the UK as a whole is suffering secular decline due to globalisation, technological change and advances in productivity. There is no strong reason to believe that manufacturing in Wrexham will be immune from these trends; and

in terms of new developments, Britain is finding it more difficult to attract footloose manufacturing inward investment projects. The expected loss of assisted area status for Wrexham will make it even

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harder to attract new investment to replace jobs lost in existing plant.

2.5 Another striking trend has been Wrexham’s success – throughout the 1990’s – of growing employment. Over the period 1991-1998 (the last year for which AES data are available), total employment in Wrexham grew by 13.5%, compared to only 0.4% for Great Britain over the same period. What is even more remarkable is that the majority of this employment change was in male employment, which grew by 16.3% over this period in Wrexham, compared to 2% for GB as a whole.

2.6 Measuring changes in the business stock using VAT registration data is a very useful indicator for entrepreneurship and, more generally, as a proxy for economic competitiveness and well-being. Worryingly, there was a decline of 4.9% in the number of VAT registered businesses in Wrexham between 1994 and 1999.

UNEMPLOYMENT AND SOCIAL EXCLUSION

2.7 In line with its strong performance in creating new employment opportunities, Wrexham’s unemployment rate has declined significantly since the early 1990’s. Indeed, since 1991, Wrexham has had lower (claimant count) unemployment than both Wales and Great Britain. Indeed, the official unemployment rate in Wrexham has declined from 7.8% since February 1991, to 3.4% in February 2000.

2.8 At February 2000, Wrexham unemployment count was 1.4 percentage points lower than the Wales average and 0.6 percentage points lower than the Great Britain average. It should be recognised, however, that pockets of much more pronounced levels of unemployment persist within Wrexham County Borough, particularly in wards such as Queensway (8.5%), Plas Madoc (5.5%) and Caia Park (5.3%).

2.9 Many commentators consider that a better measure of the severity of unemployment is the extent of youth and long term unemployment. Several Wrexham wards – such as Johnstown, Bryn Cefn, and Whitegate – have long term unemployment problems that exceed both GB and Wales averages. Wrexham’s inner urban and urban village wards also possess significant levels of youth unemployment, compared to national averages. Youth unemployment in Wrexham in particularly concentrated in Queensway, Caia Park and Coedpoeth wards.

2.10 Moreover, focusing on claimant count unemployment data can also be misleading, because these figures do not take into account either hidden unemployment or the extent of underemployment in a local economy.

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Indeed, economic activity rates for Wrexham working age population are significantly lower than for both Wales as whole and the UK. AES data from February 1999 indicate that Wrexham’s current economic activity rate is 70.6%, compared to 75.0% for Wales. Worryingly, Wrexham's economic activity rates have been declining, at the same period when local employment has grown strongly. This is evidence that local people are failing to compete for the new jobs that are being created in Wrexham.

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2.11 Another important indicator of economic well-being is earnings data. Gross average weekly earnings in Wrexham (1999) was, at £348.75 virtually the same level as for Wales but about 13% lower than for GB as a whole. However, 32.2% of Wrexham’s employees earn less than £250 per week, compared to 26.1% for GB and 31.7% for Wales.

2.12 An issue closely related to earnings and linked directly to social exclusion is the role that finances play in influencing an individual’s ability to participate in and remain within opportunities for education, training and employment. People in low income jobs often experience fluctuating employment which exacerbates debt problems which in turn can extend unemployment or social exclusion. Many people going in and out of different jobs frequently experience serious money and benefit difficulties.

2.13 Research from the Rowntree Foundation 'Monitoring Poverty and Social Exclusion' shows quite clearly the correlation between financial exclusion and social exclusion. The Local Government Against Poverty Forum equally points out that financial exclusion is a barrier to neighbourhood renewal and is a hurdle that needs to be cleared. They contend that the pursuit of debt from creditor when an individual moves into work is a barrier which needs to be addressed. A key recommendation of the Social Exclusion Unit, 'National Strategy for Neighbourhood Renewal: a framework for consultation' is that key strategies should ' improve access to financial education and money advice'. The Social Exclusion Unit's report states, 'People in deprived areas often fear that finding work would leave them no better off, or that if they take work and then return to benefits, payment would be reduced or delayed.'

2.14 Local research at a sub-ward level in Wrexham has revealed that around 40% of local authority tenants experience difficulty with paying rent and fall into arrears. Following provision of a direct service offered to families in rent arrears, over 70% of families assisted with rent arrears stabilised their indebtedness and are working towards putting in place strategies for managing their finances more effectively in the longer term. Few of the people assisted had sought help or believed that there was anything they could do to change their situation. A major factor in the success of this work was in directly approaching people rather than waiting for them to ask for assistance.

2.15 Given the importance of the financial management issue in overcoming barriers to labour market participation and accessing training opportunities, it will be important that the Objective 3 Action Plan provides support to extend local initiatives of this type.

SKILLS, TRAINING AND QUALIFICATIONS

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2.16 It is increasingly recognised that the quality of the skills base is a crucial factor in economic prosperity. A well-qualified workforce is in a better position to secure high level, high value added jobs, and can therefore contribute more to the overall performance of a local economy. A highly qualified and well-trained local labour force is also more attractive to inward investors and expanding local businesses.

2.17 The occupational structure of the Wrexham workforce reflects the dominance of manufacturing industry to the local economy. Unfortunately, there are a number of indicators that raise doubts about the flexibility and responsiveness of Wrexham’s labour force. The most important sources of information on this issue are the Future Skills Wales surveys of businesses and households across the County Borough. The key messages from these surveys are summarised below.

Employers Survey

Recruitment

difficulties…

Wrexham employers have experienced recruitment difficulties across a range of occupational groups: these appear to be more pronounced in unskilled occupations and associate professional occupations. This situation reflects the importance of manufacturing to the Wrexham economy, where these particular occupations are important.

Recruitment difficulties in these occupations are comparatively greater in Wrexham than across the sub-regional economy as a whole.

For Wrexham employers, the main reasons why some jobs are difficult to fill include lack of enough suitably skilled people in the area, lack of applicants interested in the work and low pay.

School and college

leavers…

56% of Wrexham employers say that there is a significant gap between the skills school and college leavers possess and those which the employer requires.

In terms of the particular skills that school/college leavers are felt to lack, the following are highlighted by Wrexham employers: practical experience, communication skills, numeracy, literacy and showing initiative.

Graduates…

36% of Wrexham employers feel there is a gap between the skills graduates possess and those required by the employer.

Wrexham employers report that the following skills are particularly lacking amongst graduates: practical experience, communication skills and showing initiative.

Occupational skills gaps…

A lower proportion of Wrexham employers (15%), say that there is a significant gap between the types of skills employees currently possess and those required to meet business objectives, than is the case for all employers in North Wales (19%).

For Wrexham employers, skills gaps are particularly noticeable in unskilled occupations, clerical and secretarial

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jobs and skilled trades.

Important skills…

When Wrexham employers were asked which skills are particularly important for their business, the following are most commonly mentioned: communication skills, understanding customer needs, team working, ability to follow instructions, ability to learn and showing initiative, information technology skills.

Training… Encouragingly, a considerably higher proportion of Wrexham employers (66%) have funded or arranged off the job training for employees than employers across North Wales as a whole (58%).

36% of Wrexham employers state that they do not face barriers to training (compared to 37% of employers in North Wales). For those who do face barriers, the key ones are: staff time (the most important barrier) and the cost of actual training provision.

Resident’s Survey

Reasons for not

working…

For those residents of Wrexham who are not employed, the main reasons are related to health/age, availability of childcare provision and jobs/wages/benefits. Some Wrexham wards show a high incidence of motor and sensory disability in persons under 20 – for example, the rate for Caia Park is five times the Borough average.

Participation in

training and

learning…

48% of Wrexham residents have been involved in training of some kind over the last twelve months.

However, 75% of Wrexham residents have stated that they face barriers of some kind in pursuing wider learning or studying.

Familiarity with IT….

Only 4% of Wrexham residents would describe themselves as advanced users of IT.

However, a much lower proportion of Wrexham residents (22%) say that they never use a computer, compared to North Wales as a whole (33%).

Qualifications

2.18 Analysis of qualifications data tends to suggest that Wrexham’s workforce is less qualified than that of Wales as a whole.

Only 15% of Wrexham’s workforce are qualified to degree level/NVQ Level 4 or higher, compared to 20% for Wales.

In addition, only 11.5% of Wrexham’s workforce are qualified to A-level or an equivalent standard in comparison to 16% for Wales.

A large proportion of Wrexham’s workforce (28%) have no qualifications at all, a figure that is higher than for Wales.

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In terms of tomorrow’s workforce, although attainment in Wrexham at Key Stage 1 is very similar to that for Wales as a whole, performance at Key Stage 2 and 3 tends to be lower than that for Wales. And although Wrexham has a higher proportion of pupils achieving A* - C grades than the Wales average, Wrexham has a lower average point score per pupil. This suggests that there is a concentration of pupils with both high scores and low scores, but with fewer pupils with middle-ranking scores.

SWOT ANALYSIS

2.19 The overall picture that emerges from our assessment of Wrexham’s labour market is summarised in the SWOT analysis set out below.

Strengths Weaknesses Good record of growing employment

since 1991. Wrexham increasingly acting as a

key employment centre for the sub-regional economy.

Excellent record of attracting inward investment.

Wrexham is a centre for manufacturing skills.

Low unemployment compared to national averages.

Good industrial relations. GDP per capita is higher than for

Wales as a whole (but lower than for GB).

Presence of the HE/FE institutions: NEWI and Yale College.

Reasonable level of commitment among employers to investing in workforce skills.

The developing Wrexham Skills Partnership.

Very high level of dependency on manufacturing for employment.

Below average performance in generating new business start-ups.

Under-representation in high growth and high value added activities.

Relatively low and declining economic activity rates, suggesting hidden unemployment.

Pockets of persistently high unemployment, and some high levels of youth and long term unemployment.

Average weekly earnings lower than GB and Wales averages.

Average or below average performance in terms of school-age education attainment.

Lower rates of school leavers continuing in education compared to national benchmarks.

Barriers to equal opportunities and the full participation of women in the workforce.

Barriers to employment generally, including indebtedness, housing benefits, substance misuse, low self-esteem, etc.

Opportunities Threats Developing clusters of excellence in

manufacturing, based on existing knowledge and strengths.

New business formation building on NEWI’s research strengths and graduate enterprise.

University status for NEWI. Developing ‘Community University’

approach to improving access to HE/FE in North Wales.

Developing community enterprise solutions.

A more co-ordinated approach to

The international environment for business increasingly competitive – Wrexham’s business base must become more efficient, responsive and flexible.

Technological change threatening Wrexham’s existing manufacturers.

Absence of R&D activity among most local manufacturers.

Tight local labour market: skills shortages and bottlenecks.

Rising unemployment if businesses and workforce fail to embrace new technologies and ICTs.

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HRD in Wrexham, and a more strategic approach to deploying Objective 3 resources.

Addressing barriers to employment Addressing social exclusion in

Wrexham. Developing effective approaches to

employment, through graduated ‘bridges’ or steps to overcoming unemployment and social exclusion.

Innovative approaches to overcoming social exclusion, including advice on personal financial problems and indebtedness

Objective 2 transitional funding for the former Objective 5(b) area.

LEADER +. The URBAN bid for West Wrexham.

Employers report recruitment difficulties, potentially threatening future investment prospects.

Failure to address skills deficiencies of the long term unemployed and non-participants in the workforce.

Failure to address pockets of high unemployment and social exclusion, leading to lack of equal opportunity, alienation and inactivity.

DRIVERS FOR CHANGE

2.20 Over the lifetime of the Wrexham Objective 3 Action Plan, a series of drivers are likely to exert profound influences upon the future prosperity of the County Borough’s economy. These influences will include economic, social, technological, environmental and policy drivers that will operate at variety of spatial levels: global; European; national; sub-regional; and local. Overall, the drivers – and the dynamic process of interaction between them – will produce a range of responses from Wrexham’s businesses and workforce. The potential implications from the interplay of drivers could be as follows:

the international environment for businesses will be increasingly competitive and dynamic. Wrexham therefore needs to develop an increasingly efficient, flexible and responsive business base and workforce;

the usage of ICTs and advanced technology will be all-pervasive. Wrexham’s businesses and workforce must embrace appropriate technologies, and ensure that usage is embedded fully across businesses, employees, school-leavers and returners to the workforce;

workforce skill-levels and adaptability will become an increasingly important factor in business location decision-making. If Wrexham is to retain existing and attract new business investment, employers, educators, training institutions and individuals must each be committed to investing in skills; and

there will be even greater emphasis on knowledge in the labour market. The knowledge-based economy increases the need for commitment to lifelong learning and continuous upgrading of skills.

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2.21 The key drivers will include the following.

…major social and cultural changes will exert an key influence…

Key trends include: an ageing population and increased early retirement; high divorce rates and very high numbers of lone parents; increasing levels of financial exclusion; increasing numbers of mothers of young children in employment; growing concern about the environment and sustainable development; and an increasing expectation that people will be treated as individuals, with products and services tailored to their particular needs.

…the implications for Wrexham might be…

These drivers increase the need for greater strides towards labour market flexibility, equity and the overcoming of constraints to full participation in the workplace. Particular emphasis will need to be given to identifying and overcoming the barriers to training and employment for individuals and communities experiencing social exclusion.

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…there is an increasing danger of social isolation becoming firmly embedded within deprived neighbourhoods …

Government has identified the problem of poverty and social exclusion being increasingly concentrated in particular neighbourhoods; together with economic decline, these neighbourhoods suffer a deepening range of problems including multiple debt, poor health, youth disaffection, crime, substance misuse, low self-esteem, etc.

…the implications for Wrexham might be…

In Wrexham, symptoms of social exclusion are concentrated in a number of individual wards, and action must be taken to reverse these trends. Learning is of particular importance to the socially excluded, who suffer from combinations of a lack of skills, under-employment, low self-esteem, low expectations, fragmented communities, poor housing, crime, ill-health and substance misuse; problems which have often persisted for several generations.

…entrepreneurship and innovation will become ever more central to the prospects for local economies…

Entrepreneurship and innovation are central to the creative process in the modern economy, and to promoting growth, increasing productivity and creating jobs. In an increasingly knowledge driven economy this is even more critical in businesses of all sizes and across all sectors.

...the implications for Wrexham might be…

Local economies must improve performance in new business formation, particularly in high skill/high technology areas. The interface between the HEI base and the business sector must be developed further so that local firms are increasingly able to meet the requirements of their business customers. The corollary is that Wrexham’s workforce must also be become more skilled, creative and adaptive. For excluded groups in particular, this will require more co-ordinated support.

...globalisation will act as a driver for change…

Continuing trends towards globalisation, brought about through the world trade liberalisation process, corporate re-structuring, mergers and acquisitions, the relentless search for cheap and plentiful access to factors of production, and increasing ease and speed of physical and electronic transactions will be key drivers for change. Globalisation will stimulate yet further the flows of capital, labour, goods and services across the world.

...the implications for the Wrexham might be…

Increased competition for Wrexham’s businesses, often from low cost centres of production and knowledge. This will be balanced by new opportunities for local businesses to sell into global markets. Wrexham’s businesses must become more export orientated. Businesses must invest more in product and service quality and workforce productivity. Loss of Assisted Area status for Wrexham will make it yet more difficult for Wrexham to compete as a low-cost investment destination; the local economy must therefore become more knowledge-

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intensive and productive to compete.

...potential employment losses from over-capacity and re-structuring…

A source of potential danger to the UK economy lies in the estimates of excess-capacity that exist in world production centres for products such as vehicles, semi-conductors and chemicals. As a relatively flexible labour market economy, the UK has succeeded in attracting a disproportionate share of foreign direct investment. A potential downside to this flexibility is the relative ease with UK based operations can be scaled-down or dispensed with altogether compared to rival locations elsewhere.


In the short to medium term, possibilities of plant closures will increase. Wrexham’s workforce will increasingly be required to learn new skills. The Wrexham Skills Partnership and its members must be able to respond quickly and effectively to announcements of plant closures and cut-backs.

...the use of information and communications technologies will be major drivers for change…

ICT usage - especially based around the internet - will create new types of business opportunity, stimulating creation of new firms and new jobs. Existing businesses will deploy ICT to help penetrate new markets, and increase the efficiency with which existing functions are performed. New skills will be needed, and businesses and individuals who display flexibility and adaptability will tend to succeed over their competitors. ICT also provides opportunities for more flexible patterns of work.


The ubiquitous use and affordability of ICTs will bring forward a series of potential benefits and disbenefits to businesses, employees and households in Wrexham. A potential downside is that ICTs allow external competitors greater access to local markets to the disadvantage of locally-focused businesses. Wrexham's business and work force must become nationally competitive in the application and usage of ICTs.

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3. CURRENT POLICY CONTEXT

3.1 There is an extensive description of the raft of policy initiatives (operating at the European, GB and Wales levels) contained within the East Wales Operational Programme. This description is useful, but it is not very effective at indicating the direction or strength of relationships between the various policies and the Operational Programme. Rather than merely duplicate this work, here we concentrate on setting out the relationships between the Wrexham Objective 3 Action Plan and the regional and national policy agenda.

3.2 First though, it is necessary to briefly identify many of the various policies and strategies that will have an influence on human resource development in Wrexham. The list – which is not exhaustive – is set out in the table below:

Policy Type Policy Initiative1. Overarching Strategies European Employment Strategy

East Wales Objective 3 Operational Programme National Development Plan Rural Development Plan Objective 5(b) Transitional Programme National Learning Strategy for Wales Government’s Crime and Disorder Strategy Youth Inclusion Programme

2. Education and Labour Market Strategies

New Deal Education-Business Links Youth Gateway Work Based Training for Young People & Adults Careers Guidance

3. Social Inclusion Strategies National Strategy for Neighbourhood Renewal Communities First Opportunity for All Building an Inclusive Wales People in Communities Children and Youth Partnerships Better Health Wales Tackling Substance Misuse in Wales

4. Lifelong Learning Strategies Education and Training Action Plans National Training & Education Targets Careers Wales National Grid for Learning Wales Digital College Basic Skills Initiatives Access Funds Wales Management Council Regional Technology Plan

5. Equal Opportunities Human Rights Act Disability Discrimination Act Race Equality Act Chwarae Teg

6. National and Sub-Regional Strategies

WDA Corporate Plan CELTEC Corporate Plan North Wales Drugs and Alcohol Strategy Careers Wales Strategy (emerging)

7. Local strategies Wrexham Economic Development and Business Connect Strategies

Wrexham Partnership Strategy (in preparation) Wrexham Urban Villages Strategy (in preparation) Wrexham Rural Strategy (in preparation) Wrexham Childcare Strategy Wrexham Local Transport Plan Wrexham Anti-poverty and Social Inclusion Strategy Wrexham Crime and Disorder Strategy Wrexham Drug and Alcohol Action Plan

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North East Wales Youth Justice Plan

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3.3 The relationships between the groupings of strategies and policies identified above and the Wrexham Objective 3 Action Plan is described in Figure 3.1 below.

3.4 The overall relationship between the current (and expected future) economic and labour market circumstances that pertain to Wrexham, and the policy environment outlined above, is set out in Figure 3.2 overleaf.

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Figure3.1Policy Influences on the Objective 3 Action Plan

European Priorities

Government Priorities

NAW Priorities

Wrexham Priorities

1. Overarching Strategies

2. Education & Labour Market Strategies

3. Social Inclusion Strategies

4. Lifelong Learning Strategies

5. Women in the Workforce

6. National & Sub Regional Strategies

7. Local Strategies

Wrexham

Objective 3

Action

Demand Side:

Employer Skills Needs

Wrexham’s Human

Resource Development Needs

Supply Side:

Existing Skills

Base & Human

Resource Potential & Barriers to Employme

nt


Figure3.2Policy & Strategy Interaction

Central GovernmentPolicies and Priorities

National EconomyPerformance and

Prospects

Wales EconomyPerformance and

Prospects

National Assembly for Wales

Wrexham EconomyPerformance and

Prospects

Employers Performance and

Prospects

Wrexham’s HRD Needs

Local PartnersPriorities

Local WorkforceExisting Skills Base

and Barriers to

Local Skills SupplyTraining and Education

Provision

European Union Policies and Priorities

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4. THE STRATEGIC FRAMEWORK FOR THE OBJECTIVE 3 STRATEGY

4.1 A number of key influences have influenced the overarching Objective 3 strategy for East Wales; inevitably, these influences are also reflected in the Objective 3 Action Plan for Wrexham. The key influences have been:-

4.2 The European Employment Strategy is founded upon four pillars which have informed the development of European, national and local labour market strategy. These pillars are:-

IMPROVING EMPLOYABILITY

4.3 Wrexham, along with much of East Wales, has benefited from the generally favourable labour market conditions. Both the overall claimant and ILO unemployment rates have fallen since the early 1990s, and are below the Wales and GB averages. However, pockets of high long-term unemployment remain, particularly in deprived communities such as Caia Park and Plas Madoc. A worrying trend for Wrexham is the apparent decline in rates of economic activity, at a time when employment is growing. This may indicate that local people are not filling the jobs opportunities that are being created locally, perhaps because barriers to employment and training are not being adequately addressed.

the European Employment Strategy and the National Action Plan for Employment;

the UK Policy Frame of Reference and the GB Community Support Framework for ESF;

the Wales policy context (and in particular the draft National Economic Development Strategy and the National Learning Strategy for Wales); and

accumulated experience of using ESF in a range of programmes throughout the 1990s.

Improving employability. Developing entrepreneurship. Encouraging adaptability of businesses and their employees. Strengthening equal opportunities for women and men.

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4.4 Further action is needed to build on current policies, such as New Deal, to prevent people from moving into long term unemployment and to re-integrate the long term unemployed and economically inactive into work. Tackling the causes of economic inactivity will be essential to ensure the proper functioning of the economy and of the local labour market.

4.5 There are also indications that for some people issues of low self-esteem, allied to poor financial and social skills, creates barriers that prevent them from taking advantage of education, employment and training opportunities.

4.6 Wrexham’s employers report significant skills shortages; unfortunately, too many people in the working age population lack the basic and generic skills to gain and retain employment. According to the Future Skills Wales research – and bespoke surveys of employers commissioned by CELTEC and Wrexham County Borough Council – Wrexham’s workforce has low levels of vocational skills relative to the UK.

DEVELOPING ENTREPRENEURSHIP

4.7 It is accepted that business development is the key to the creation of jobs, enhanced competitiveness and the generation of sustainable wealth. Central to the goal of creating more durable and high value businesses is the promotion and proactive support of enterprise and innovation. However, rates of new business creation in Wrexham currently lag behind the UK level. And a below-average proportion of new business starts are in high value and high growth potential sectors. Further effort and resources are required to increase the birth rate of new firms and to assist as many as possible of those ventures to survive and grow. The aim is to build on the Business Connect network to develop a diverse but integrated package of pre-start and start-up assistance as well as support to raise competitiveness of existing firms. A framework for action has been developed to encourage enterprise across Wales. This Entrepreneurship Action Plan for Wales will guide the development of a comprehensive range of quality services to support the development of new and existing businesses, with a particular focus on maximising the potential of those companies with real growth potential. The Objective 3 programme will support the implementation of this Action Plan.

ENCOURAGING ADAPTABILITY OF BUSINESSES AND THEIR EMPLOYEES

4.8 The priority for human resources is to develop a skilled, enterprising, confident and adaptable workforce capable of meeting the needs of knowledge based, faster-growing businesses that East Wales and Wrexham should promote. Success will depend on adequate long-term

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investment in education, a culture of enterprise, and initiatives in training and human resource development tailored to specific business and industrial activities. Matching the competition will demand new emphasis on re-skilling and up-skilling the workforce. However, many employers remain deterred by the cost, time and operational problems involved. Awareness raising of the benefits of training and skills development is needed, as is help in ensuring that training is properly planned to meet business needs and is readily accessible.

4.9 Initiatives such as Investors in People; Individual Learning Accounts; the University for Industry; and workplace training schemes will all have an important part to play. Evidence from Future & Skills Wales and local surveys suggests that Wrexham’s businesses lag behind in developing workforce skills relevant to their job as well as those transferable skills that are increasingly in demand as work practices and technologies change. This has a direct effect on productivity and growth and denies employees the adaptability they will need through their working life.

4.10 As was indicated in Chapter 2, businesses in Wrexham must increasingly expect to compete in an information age where the acquisition, analysis and use of knowledge will be a key to sustained competitiveness. This will in turn stimulate demand for information and communications technologies that must be exploited to the full. Evidence from Future Skills Wales indicates that Wrexham's businesses and residents underestimate the potential impact of ICTs on future economic prosperity and employment.

4.11 Another key element in the drive for competitiveness will be to upgrade management skills. National research suggests there are too few in business with higher management skills, and there is no reason to believe this is not the case in Wrexham.

4.12 The North East Wales Institute, Yale College, Wrexham’s schools, Wrexham IteC and other local education, training and skills development institutions, and community based initiatives will play a vital role in the transition to a knowledge-based, higher value-added economy. This must involve creating the capability to identify the commercial potential of innovation and the skills to exploit it.

STRENGTHENING EQUAL OPPORTUNITIES FOR WOMEN AND MEN

4.13 Inequality is in part a consequence of structural and attitudinal barriers that affect the ability to participate in socio-economic activity and limit the skills and talents available. It is an important cause of low participation rates. It is also the case that women, particularly single parents, feature disproportionately among low income households. Therefore, it is

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expected that Objective 3 resources will help implement the objectives of the Wrexham Childcare Strategy.

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VISION

4.14 The overall goal for Wrexham is a wealth creating environment where businesses, innovators and entrepreneurs can flourish, where jobs are created in areas of greatest need and best use is made of the talents and motivation of a highly educated, skilled and adaptable workforce.

4.15 Sustainable economic growth will depend upon releasing the enterprise of the people in the region and investing in their knowledge and skills so that they can deliver their full potential. The fundamental objective is to create a high value, innovative, knowledge based economy. This will require:

investment in human resources; increasing the level of attainment in education and training; enhancing access to the labour market; tackling gender and other forms of inequality and promoting equal

opportunities; capacity building for individuals and communities to enable participation in

education, training and employment; raising the skills of those already in work; creating an entrepreneurial culture; tackling barriers to employment; and tackling gender and other forms of inequality and promoting equal

opportunities in its broadest sense.

4.16 Given the above influences, the strategic aim of the East Wales Objective 3 Operational Programme – re-stated here in terms of the Wrexham Objective 3 Action Plan – is:-

4.17 Six strategic objectives underpin the Vision for the Operational Programme. These objectives are also highly relevant to the Wrexham Objective 3 Action Plan.

1. To support a flexible labour market that contributes to a competitive workforce and a competitive economy, and which promotes social inclusion through actions which anticipate and prevent people from moving into long term unemployment or economic inactivity.

2. To reduce the numbers and proportions of people excluded from the labour market through the provision of a range of support which addresses

To support economic growth in Wrexham by contributing to the sustainable development of a competitive and knowledge based economy, with an efficient and flexible labour market, where people have equal access to learning and employment and opportunities to fulfil their potential.

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the key constraints facing those who are particularly disadvantaged in the labour market.

3. To develop a culture of lifelong learning in which people take responsibility for their own learning and personal development throughout their lifetime, and have access to the information, facilities and support they need to undertake this responsibility and to fulfil their potential.

4. To improve the competitiveness of businesses and support the development of a knowledge based economy by increasing the adaptability, skills and knowledge of the workforce.

5. To develop a culture of entrepreneurship and innovation.

6. To ensure that both men and women have equal access to employment, learning, career progression opportunities and other activities linked to personal and professional development.

4.18 To activate the East Wales Objective 3 Operational Programme strategy, five strategic Priorities have been identified. These Priorities are shared by the local action plan for Wrexham. The strategy is also supported by three horizontal themes: equal opportunities; the information society; and sustainability. The overall Strategic Framework for the deployment of Objective 3 resources in East Wales and Wrexham is set out in Figure 4.1 overleaf.

Priority 1 : Developing Active Labour Market Policies to Prevent and Combat Unemployment.

4.19 This Priority mainly addresses the first strategic objective and is aimed at preventing unemployment; ensuring a speedy return to employment for those recently made unemployed and helping long term unemployed and economically inactive people back into work. It also aims to support the prevention of disaffection and the effective integration of young people into the labour market and to prevent them from becoming unemployed. This will be advanced through training and other activities relevant to the needs of the local labour market and of individuals.

Priority 2 : Equal Opportunities for All and Promoting Social Inclusion

4.20 This Priority relates primarily to Strategic Objective 2 and tackles social exclusion through a combination of targeted activities. It aims to reduce the numbers and proportions of people at a disadvantage in the labour market, including those who may feel excluded from mainstream support. It will provide pathways to employment for a wide range of excluded groups but will have a particular focus on: disabled people; older people; returners to the labour market (including lone parents and those with

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caring responsibilities); ethnic minorities; and people with basic skill needs.

4.21 The Priority will pay particular attention to promoting ‘pathways to employment’. This approach recognises that for many individuals experiencing exclusion from employment and training opportunities, a graduated, step-by-step approach to re-inclusion will be required. For the same reason an integrated, multi-agency approach to tackling social exclusion and labour market issues will be promoted by the Action Plan.

4.22 The Priority will include action to strengthen the capacity of local community based organisations and groups to deal with disadvantaged clients and support for the development of the social economy. The Priority will help enable people to participate fully in economic life, and provide support for those experiencing particular disadvantage and address barriers to their participation in economic and community life. Finally it will support for local initiatives by facilitating easier access to ESF by small community based groups.

Priority 3 : Lifelong Learning

4.23 This Priority relates primarily to Strategic Objective 3 but also contributes to all of the other strategic objectives. It aims to support the development of a learning culture. The main emphasis of the Priority is to develop systems and structures to support lifetime learning. It will also help to increase participation in lifelong learning by providing direct support to people who are covered by ESF actions under other Priorities.

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Priority 4 : Promoting Business Competitiveness

4.24 This Priority addresses Strategic Objectives 4 and 5. The emphasis is on helping businesses to become more competitive by increasing the skills, knowledge and adaptability of the workforce. The Priority will also support management development and the development of a stronger entrepreneurship and innovation culture. It will also support those organisations providing business support to individuals in Wrexham. It will help to inform the planning of skills development by supporting the provision of information and analyse of current and future skills requirements. And it will support research into equal opportunities and social exclusion in the local labour market.

Priority 5 : Promoting Gender Equality within the Labour Market

4.25 This Priority relates primarily to Strategic Objective 6, but will complement equal opportunities mainstreaming action across other strategic objectives and priorities. It aims to ensure that both men and women have equal access to learning and employment opportunities, whilst addressing issues of vertical, horizontal and contractual segregation on the basis of gender in the labour market. The Priority will help raise awareness of equality issues and facilitate attitudinal change.

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Figure 4.1Vision

To support economic growth in Wrexham by contributing to the sustainable development of a competitive and knowledge based

economy, with an efficient and flexible labour market, where people have equal access to learning and employment, and

opportunities to fulfil their potential.

Priority 2: Promoting Social Inclusion

Measure 2.1 Pathways to EmploymentMeasure 2.2 Capacity Building for Community GroupsMeasure 2.3 Business Opportunities in the Social Economy

Priority 1: Preventing & Combating Unemployment

Measure 1.1 Preventing Long Term UnemploymentMeasure 1.2 Re-integrating the Long Term Unemployed

Priority 3: Lifelong Learning

Measure 3.1 Guidance and Learning Measure 3.2 Participation and Attainment

Priority 5: Gender Equality

Measure 5.1 Pathways to Participation Measure 5.2 Promoting Attitudinal Change

Priority 4: Business Competitiveness

Measure 4.1 Management DevelopmentMeasure 4.2 Skills & Knowledge DevelopmentMeasure 4.3 Innovation; R&D; Information SocietyMeasure 4.4 Entrepreneurship

Equal Opportunities

The Information Society

Sustainable Development

HORIZONTAL THEMES

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HORIZONTAL THEMES

4.26 As well as the ‘vertical’ Priorities, three cross-cutting themes are embedded within the Operational Programme for East Wales and the local Action Plan for Wrexham.

Equal Opportunities

The Action Plan recognises that people have an equal right to be considered as participants in all parts of the economy – as employers and self-employed business operators as well as employees in the labour market. The programme will promote equal access to education, training and employment for all. It will also promote equal access to support to help individuals achieve these goals. Where necessary, specific measures will be taken to tackle barriers to employment (including self-employment), learning or training, based on gender, disability, ethnicity, language or culture, disadvantage and social exclusion, through positive action projects.

Sustainable Development

The Action Plan's objectives must be pursued in ways that make them mutually compatible for current and future generations. Meeting these conditions will require a focus on models where economic growth is coupled with social development and reducing demands on the environment. The programme will assess all projects in terms of both direct and indirect impacts and will mainstream the raising of environmental awareness.

Information Society

The new Information Age must be embraced wholeheartedly if East Wales (and Wrexham) is to compete in the rapidly changing European economy of the new century. These technologies are a crucial tool for businesses in all sectors to increase productivity, marketing and sales potential and access to information. Information technology skills will become as fundamental as basic literacy and numeracy in the search for employment.

4.27 The following chapters provide summary descriptions of each of the five Priorities and their constituent Measures set out in Figure 4.1.

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5. PRIORITY 1: DEVELOPING ACTIVE LABOUR MARKET POLICIES TO PREVENT AND COMBAT UNEMPLOYMENT.

5.1 Although overall unemployment rates are low by national standards, Wrexham possesses pockets of deprivation, poverty and social exclusion that are associated with long term unemployment and prolonged spells of economic inactivity. Wards such as Caia Park, Queensway and Plas Madoc exhibit more pronounced deprivation, but similar problems in more localised areas also exist – especially in the Urban Villages – but are masked by more prosperous communities within the same ward geography.

5.2 To address these pockets of economic, social and material deprivation, individuals who are (or in danger of becoming) long term unemployed or economically inactive require a combination of additional focused support.

5.3 The aim of this Priority, therefore, is to support actions to increase the confidence, skills, self-esteem and motivation of target groups who are – or who are in danger of becoming – long term unemployed. Target groups eligible for funding under this Priority include the unemployed (including those not registered) and economically inactive.

5.4 This Priority will also contribute to growth and employment by promoting employment opportunities for young people and adults. It will promote job creation and social cohesion by addressing the barriers that lead to economic inactivity, unemployment and long-term unemployment. It will provide support for a range of both active and preventive measures, designed to help young people, unemployed people and the economically inactive enter or re-enter the labour market and thereby participate fully in economic and social life.

5.5 The Priority will also embrace the concept of equal opportunities, and address barriers to opportunities that include gender, ethnicity, disability, and language.

5.6 Early identification of those at risk of long term unemployment is crucial in order to prevent social exclusion and promote economic growth in Wrexham. This Priority will also address the needs of disaffected young people or those at risk of disaffection, with the aim of improving their prospects when they join the labour market.

5.7 The Wrexham ESF Partnership Group has discussed local needs in respect of Priority 1. The Group has concluded that resource allocations under this Priority should embrace the following principles.

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Multi-agency approaches are preferred, especially those that complement and add-value to mainstream central government provision.

Addressing the information, advice and support needs of the long term unemployed (or those at risk of being so) and deprived communities is a priority.

Spatial focusing of resources to address specific gaps in New Deal and other provision should be considered.

Innovative approaches should be encouraged.

It is essential that duplication of existing effort be avoided.

5.8 Other summary details of Priority 1 are set out in the table below.

Objectives To help prevent long term unemployment among young people and adults.

To enable integration of the economically inactive and long term unemployed into sustainable employment.

To support the integration of young people into the labour market.

To ensure a successful transition for young people from education into employment.

Beneficiaries To maximise effectiveness and minimise the danger of duplication, emphasis will be placed on addressing the needs of the following target groups:

The unemployed or economically inactive who face barriers to employment and training.

Young people and adults at risk of long term unemployment. Young people and adults who are long term unemployed. The economically inactive with poor or outdated skills. Young people who require assistance to make a successful

transition into the labour market. Young people with poor levels of skills and/or little experience

of sustained employment.

Resources 25% of Action Plan financial resources are allocated to this Priority.

Targets See Chapter 10: Implementation, Finances and Performance.

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5.9 The response of the Wrexham Objective 3 Action Plan to the local labour market and employment issues described above is to propose three Measures to help enable Wrexham achieve a more efficient, flexible and competitive labour market. It is emphasised that the Measures are inter-linked and also relate to the Measures and actions proposed under the other four Priorities. The proposed Measures are introduced below :

Measures

1.1: Preventing Long Term Unemployment.1.2: Re-integration of the Long Term Unemployed.1.3: Supporting the Transition from School to the Labour Market.

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5.10 Details of the Measures are set out in the proformas below.

1.1: Preventing Long Term UnemploymentRationale Although only around 300 individuals are officially recorded at

being long-term unemployed in Wrexham, this figure masks a greater problem of hidden unemployment and disaffection with the job market. Long term unemployment is, of course, positively correlated with social exclusion and poverty. The Measure will provide additional resources to prevent additional long term unemployment. Additional support will be made available to young people in their first six months of unemployment; and for adults within the first 12 months of unemployment. Support will also be provided for traineeships and other skills programmes aimed at young people of school age, as part of the preventative approach.

Customising delivery according to the needs of vulnerable groups is essential, given scarce resources. Activity will be focused on those at risk of becoming long term unemployed: target groups will include individuals with inadequate basic and key skills; older people who may have outdated skills; and school leavers with poor skills. Particular attention will be placed on adults who have a history of interrupted employment, including temporary, seasonal and casual workers, or who face other barriers to employment.

Aim To promote a proper functioning and efficient labour market to minimise unemployment and prevent people from becoming long term unemployed.

Objectives To minimise the risk of long term unemployment and economic inactivity through the use of actions targeted at those recently becoming unemployed.

To support the re-integration of young people in the labour market.

Indicative Activities

Integrated advice, assessment, counselling services. Systems to identify those at risk. Mentoring services. Job search services. Measures to improve employability. Basic and generic skills. Pre-vocational and vocational skills acquisition. Traineeships. Job support aids. Work trials. Enterprise support. Support for removing barriers to workplace entry. Support for childcare and elder care.

Local Priorities

Tailor made training packages in tourism, engineering, ICTs and business.

Ward-based targeting of resources. Focus on basic skills deficiencies. Community focus to careers guidance. Individual personal development programs. Responding to identified labour market needs. Actions to overcome barriers to participation.

Envisaged Implementers

National Assembly; CETW; local authorities; secondary schools; TECs; LSCs; HE/FE institutions and other training providers; careers guidance agencies; Employment Service; voluntary sector and community organisations; NTOs; the private sector.

Resources 40% of Priority level financial resources are allocated to this Measure.

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1.2: Re-integration of the Long Term UnemployedRationale This Measure provides for additional, tailored support for

working age people who have become long term unemployed, with the aim of re-integrating individuals back into employment. Support will focus on overcoming barriers to re-integration, such as inadequate basic or key skills; poor qualifications; low motivation and self-esteem; inconsistent work record; difficulty in accessing work or training opportunities; health related issues including substance misuse; and so on.

Aim To reintegrate Wrexham’s long term unemployed and economically inactive back into employment.

Objectives To provide employment opportunities and support structures for the long term unemployed and economically inactive.

To achieve the full economic participation of the long term unemployed and economically inactive.


Integrated advice, assessment, counselling services. Systems to identify those at risk. Mentoring services. Job search services. Measures to improve employability. Basic and generic skills. Pre-vocational and vocational skills acquisition. Traineeships. Job support aids. Work trials. Enterprise support. Support for removing barriers to workplace entry. Support for childcare and elder care.

Local Priorities

Individual personal development programs. Promote awareness of benefits of learning. Incentives for employers to participate. Overcome barriers to participation. Address gaps in New Deal eligibility. Focus on areas with high benefit dependency. Focus on those experiencing specific barriers and

disadvantage.


National Assembly; CETW; local authorities; secondary schools; TECs; LSCs; HE/FE institutions and other training providers; careers guidance agencies; Employment Service; voluntary sector and community organisations; NTOs; the private sector.


1.3: Supporting the Transition from School to the Labour MarketRationale This Measure will support specific action to prevent disaffection

and unemployment amongst young people, by acting on those at a risk situation in their education environment. Consequences of disaffection include dropping out of education with no qualifications or accredited skills; low motivation, self esteem and confidence; behavioural problems and the dangers of becoming marginalised from society and being drawn into crime, substance abuse etc. Without appropriate intervention

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individuals may become disengaged from education, training and employment making future progression much more difficult. They are likely to find it difficult to obtain and retain employment and will experience prolonged periods of unemployment in later life.

1.3: Supporting the Transition from School to the Labour MarketResearch evidence demonstrates that actions to prevent disaffection are most effective whilst the young people are still in education and early identification of those at risk of disaffection is crucial. Initiatives such as Youthstart, the New Deal for Young People and Youth Gateway have demonstrated that packages that draw together assessment, mentoring and access to a range of vocational training, can provide pathways to employment for these young people. Actions under this Measure are therefore aimed at preventing social exclusion and unemployment.

It is envisaged that work will be under taken within schools and colleges to identify those at risk of disaffection, as well as out-reach work for those already disengaged. This measure will focus primarily on young people aged 13 to 18, but where there is justification in terms of very poor individual attendance rates; high levels of unauthorised absences from school or particularly difficult behavioural problems (perhaps leading to exclusion from school) young people from age 11 onwards in secondary schools will also be eligible for support. There will be a particular emphasis on the development of comprehensive strategies comprising tailor-made activities, embracing and including a combination of academic/educational and vocational training activities and also relevant extracurricular and alternative activities.

Aim To support school-leavers to help ensure they do not become unemployed.

Objectives To reduce levels of truancy and school exclusions. To ensure that young people – especially those at risk of

becoming excluded – have work experience opportunities and can access appropriate training.

To develop innovative approaches to engaging and re-motivating disaffected young people.

To reduce barriers to education, training and employment


Innovative approaches to enhance employability and motivation. Mentoring. Tracking systems. Work experience. Basic skills. Building confidence, self-esteem, motivation. Multi-agency approaches. Capacity building and training support staff. Information, advice and support services to engage disaffected young people.

Local Priorities

Tracking system for those ‘lost to the system’. Identify those in danger of disaffection. A suite of training and other measures to encourage

participation.

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Develop alternative curriculum targeted at disaffected youth.

Provide information, advice and support services.


National Assembly; CETW; local authorities; secondary schools; Education Business Partnerships; TECs; LSCs; HE/FE institutions and other training providers; careers guidance agencies; Employment Service; voluntary sector and community organisations; NTOs; the private sector.


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6. PRIORITY 2: PROMOTING SOCIAL INCLUSION

6.1 It is recognised by Government that a primary cause of social exclusion is economic decline: rising levels of unemployment, inadequate levels of business formation and poor skills levels each contribute to social exclusion. Increasingly, poverty and social exclusion has become concentrated in individual neighbourhoods.

6.2 Poverty and unemployment exacerbates a whole range of other social problems, including family breakdown, poor health, debt, youth disaffection, drug and alcohol misuse and crime.

6.3 Wrexham's relative prosperity overall disguises significant localised deprivation and poverty. Wrexham contains four of the five most economically deprived wards in North East Wales (Caia Park, Queensway, Plas Madoc and Gwenfro). Other communities in Wrexham also suffer a legacy of decline in the local economic base, deterioration of housing stock and the social fabric.

6.4 Examining data on social exclusion indicators for Wrexham reveals a number of key messages:

There are a number of pockets of youth and long-term unemployment problems within Wrexham which have percentage rates significantly higher than County Borough, Wales and GB averages: examples include Queensway, Caia Park, Coedpoeth and Gwenfro.

A number of wards in Wrexham have a greying population, with a significantly higher proportion of retired population than the Wrexham or Great Britain average.

The number of individuals claiming Housing Benefit whilst in receipt of Income Support is particularly high in the central wards of Caia Park and Queensway, and the West Wrexham wards of Plas Madoc and Gwenfro.

A number of wards in Wrexham score highly on deprivation indicators such as the Jarman Index, the Townsend Rank, and other social and material deprivation indicators. Wards which are frequently high scoring on these indicators include Caia Park, Queensway, Plas Madoc and Gwenfro.

The three wards of Caia Park, Queensway and Plas Madoc also contain 40% of the County Borough’s population of single parents on Income Support. These wards also contain the highest levels of debt and rent arrears.

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6.5 This Priority targets those most affected by social exclusion. Intended beneficiaries include: people whose circumstances prevent them accessing employment or training opportunities; people with basic skills needs; older people, and returners to the labour market. Support under the Priority will be tailored to the needs of specific target groups. Experience from previous Structural Fund programmes has shown that an individualised approach is often more effective in re-integrating disadvantaged groups into the labour market. However, a strategic approach can also be of benefit, such as provision of support for Credit Union initiatives at a County Borough level.


6.7 Implementation of this Priority will be facilitated by support for actions that focus on addressing the problems of debt as an underlying barrier to participation in the labour market.

6.8 It is important that approaches are developed with a clear focus on the particular needs of the people and places most affected by social exclusion, and that support is made available to those organisations most accessible to potential beneficiaries. The Priority will also focus on people’s circumstances or other problems and develop support and activities that promote access to training, employment, education and volunteering opportunities, as well as advice, guidance and support.

6.9 The implementation of this Priority will be taken forward by a specific Measure which focuses on the development of the social economy. Not-for-profit organisations in the social economy combine economic activities with a social or ethical purpose. They contribute directly to employment and economic growth and opportunities for volunteering that can often provide an important step in the pathway to employment for disadvantaged individuals. The Priority will also provide community development support for the creation of opportunities for individuals through the growth of community based organisations and groups representing a community interest.

6.10 Finally, this Priority will provide ‘social risk capital’ funding to develop projects combating social exclusion by small voluntary and community based groups which otherwise would have difficulty accessing mainstream ESF provision. Such groups can make an important contribution to tackling social exclusion and helping people at a disadvantage in their communities but often lack the skills, experience and capacity to secure structural funds.

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Objectives To reduce the impact of disadvantage faced by excluded groups, and to support their integration into the labour market.

To provide individualised support for excluded people, and to ensure equal access to advice, guidance and counselling; training and education.

Capacity building for individuals and communities to enable participation in education, training and employment.

To combat poverty and poor health as barriers to labour market participation in deprived and marginalised communities.

To support action that provides pathways to employment and promotes equal opportunities.

To create new employment opportunities for excluded groups by supporting the development of community businesses and networks of exchange.

To develop the capacity and skills of community based groups to provide more effective support to excluded groups.

To change attitudes of employers and others towards excluded groups.

To address the problems of debt as an underlying barrier to labour market participation.

Beneficiaries To maximise effectiveness and minimise the danger of duplication, emphasis will be placed on addressing the needs of targeted groups.

Disabled people. Returners to the labour market. People with basic skills needs. Other target groups include: people with mental health

problems; those suffering chronically low self-esteem and motivation; people with substance misuse problems; teenagers with children; young people leaving care; the homeless; people completing a custodial sentence; ethnic minorities; people for whom English is a second language; partners of unemployed people.

Resources 20% of Action Plan financial resources are allocated to this Priority

Targets See Chapter 10: Implementation, Finances and Performance

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6.12 The response of the Wrexham Objective 3 Action Plan to the local social inclusion agenda is to propose four Measures to help enable Wrexham achieve equity and justice in the labour market. It is emphasised that the Measures are inter-linked and also relate to the Measures and actions proposed under the other four Priorities. The proposed Measures are introduced below :

Measures

2.1: Pathways to Employment2.2: Capacity Building for Community Based Groups2.3: Development of Business Potential in the Social Economy2.4: Local Development to Promote Social Inclusion

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2.1: Pathways to EmploymentRationale This Measure promotes positive actions to provide equality in training,

employment and volunteering opportunities targeted at people whose circumstances and/or lifestyles prevent them from easily accessing mainstream employment and training. The aim is to re-integrate individuals currently excluded from mainstream support, by supporting them with the advice, guidance and support necessary to meet specific needs. Both training and non-training HRD actions will be supported as part of a package approach. There will be a particular emphasis on addressing basic skills needs.

Aim To provide equal opportunities for all in accessing the labour market, especially those experiencing or at risk of social exclusion.

Objectives To improve the employability, skills and abilities of people, whose circumstances or other problems prevent them from easily accessing mainstream support, employment and training, by providing tailor made opportunities and programmes of support.

Capacity building for individuals and communities to enable participation in education, training and employment.

To assist excluded individuals to participate in and contribute to community life and economic life.

To provide opportunities for personal development, formal and informal learning and accreditation of their skills.

To help people access employment / self-employment guidance. To help people access work opportunities, and provide appropriate

support to maximise their prospects for permanent employment. To promote healthy lifestyles as a means of overcoming barriers to

labour market participation.


Measures to: attract under-represented groups into learning; removal of barriers to labour market entry; intermediate labour markets; confidence building; advice, guidance and support; basic skills programmes; employer support programmes; targeting excluded groups (such as the disabled, substance misusers, offenders and ethnic minorities).

Enhance outreach training provision to overcome barriers to participation and assist disadvantaged people.

Facilitating access to training and employment opportunities for socially excluded groups by tackling barriers such as transport, disabled access, technical aids and equipment, childcare and language issues.

Local Priorities

Support for the Wrexham Childcare Strategy. Support for working with excluded single parents. Community based, formal and informal learning opportunities. Support for transport in rural areas. Outreach support. Support for individuals’ financial management skills. Confidence building activities. Family Learning Projects. Alternative curricula.


Local authorities; voluntary sector and community organisations; Employment Service; enterprise agencies; TECs; LSCs; HE/FE institutions and other training providers; careers guidance agencies; NTOs; the private sector.

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2.2: Capacity Building for Community Based GroupsRationale It is recognised that community-based and voluntary

organisations often have unique access to people who are most at risk from social exclusion or those who suffer from inequality of opportunity. These groups, either singly or as part of local partnerships, are often better placed to deliver training, support and activities in a relevant and effective manner. Target groups are also often more attracted to training and developmental activities provided by community-based and voluntary organisations.

The purpose of this Measure, therefore, is to improve the capacity of community-based and voluntary organisations to provide local solutions and deliver effective targeted action to disadvantaged groups and individuals. Many existing community groups may need support in developing the capacity and skills of their organisations and staff, to enable them to develop or maintain high quality support and meet the needs of beneficiaries. In some cases, it may be appropriate to provide support for new, community based (self-help) organisations, or those organisations representing a community interest.

Aim To develop and support community-based organisations that are able to provide high quality and highly focused support to individuals and communities experiencing or at risk of socially exclusion.

Objectives To help build the capacity of community based organisations, or organisations representing a community interest, to provide support, development and training to individuals and communities facing social exclusion.

To help establish new community based organisations, or organisations representing a community of interest, which aim to provide support, development and training to people facing social exclusion.

To increase opportunities for people facing social exclusion to access support, development and training from community groups or other organisations representing community interests.


Measures to: provide mentoring for community organisations; basic skills provision; community audits; training provision; needs analysis; networking schemes; outreach work; skills and confidence building; management development schemes for the sector.

Local Priorities

Address social exclusion by providing: Outreach advice, career guidance and support; Support for outreach workers developing the capacity of

new and/or existing community based groups Other support for community based groups; and Support for formal and informal education projects.

Envisaged Local authorities; voluntary sector and community

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Implementers

organisations.


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2.3: Development of Business Potential in the Social EconomyRationale The active promotion of community enterprise can enable a

better developed skills base, provide new employment and volunteering opportunities, and improved local services. Whilst community enterprises can be businesses in their own right, they are also vehicles for community development. Social economy organisations are key players within marginalised communities and, as such are often best placed to be direct providers of a range of services, involving local people in meeting their own identified needs.

This Measure, therefore, focuses on the development of entrepreneurial opportunities in the social economy. The Measure aims to increase the adaptability, innovation and entrepreneurship of people involved in the community enterprise to enable existing organisations to prosper and expand, and to assist the establishment and survival of new organisations.

Aim To develop and support community enterprises and individuals participating in the social economy of Wrexham.

Objectives To meet the training and development needs of individuals involved in existing community enterprises.

To meet the training and development needs of individuals involved in establishing community enterprises.


Providing management training for the sector. Training needs analyses; training planning and

implementation. Customised training products. Work placement schemes. Develop community enterprise to encourage sustainable

employment.

Local Priorities

Specific training programmes meeting the needs of community groups.

Encourage development of new groups and their participation in relevant training programmes.

Support for the activities of community outreach workers. Capacity building for community and voluntary groups. Supporting women in entrepreneurship. Social audits to identify potential for social economy

development


Local authorities; voluntary sector and community organisations; development agencies; enterprise agencies; TECs; LSCs; HE/FE institutions and other training providers; the private sector.


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2.4: Local Development to Promote Social InclusionRationale Experience of previous structural fund programmes has

highlighted the need to facilitate easier access to ESF by small community based groups. Such groups often make an important contribution to the aims of the programme but are often deterred from accessing mainstream ESF by the complex and lengthy administrative procedures and their lack of expertise and capacity.

Local groups, including voluntary sector and community groups, will have simple and rapid access to ESF support through Social Risk Capital arrangements (Article 4(2) of the ESF regulation 1262/1999) to develop projects combating social exclusion. 1% of the total Objective 3 programme budget (or 5% of this Priority) will be set aside for this purpose. Where possible, standard ESF intervention rates will be used to encourage a greater sense of ownership of projects by the bodies concerned. Exceptionally, in circumstances to be agreed by the Monitoring Committee, a maximum intervention rate of 100% may apply in accordance with the financing arrangements set out in Article 29(6). However, the expectation is that the vast majority of projects will include some element of matched funding, albeit in kind.


Provide social risk capital to provide for needs not met through mainstream ESF. Examples might include the following.

Developing enterprise; social economy and community businesses.

Individual community business start-ups. New co-operative ventures, and strengthening mutual

assistance communities. Developing networks of exchange. Community based business development. Building effective linkages with local employers and

community initiatives. Training to support self-employment.

Local Priorities

Initiatives that seek to develop the wealth of the area for the benefit of the local community.

Local trading and exchange networks, including credit unions.

Local initiatives that seek to improve the life of people. Local initiatives that seek to improve the quality of the

environment. Projects that seek to promote social cohesion.


An intermediary will be selected by the Programme Monitoring Committee to manage and disburse grants.


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7. PRIORITY 3: LIFELONG LEARNING

7.1 Learning encompasses more than just the acquisition of qualifications and skills. If Wrexham is to become a more innovative, high-value and prosperous economy, local businesses, their employees and current non-participants in the workforce must embrace and act upon the concept of lifelong learning. Wrexham must develop a culture of continuous improvement in knowledge and skills, that promotes the formal recognition of all learning.

7.2 The Objective 3 Operational Programme for East Wales is correct when it states that “stimulating a culture of lifelong learning…must be a central feature of any economic strategy”. The challenge, however, for the Wrexham Skills Partnership is to champion the benefits of lifelong learning to businesses and individuals, and to re-double efforts to improve systems of guidance and delivery and make these more accessible to potential users.

7.3 Key messages from a range of national and local sources indicate the scale of the challenge for Wrexham. For example, the Future Skills Wales research indicates that the proportion of adults in Wrexham who are recent participants in learning is lower than national benchmarks. Other evidence from this source tells us that a large proportion of adults do not participate in learning at all, and that employers are often frustrated by poor levels of basic and key skills found among employees or candidate recruits.

7.4 Other headline messages that are relevant to this Measure are highlighted below.

Lifelong Learning: Employers’ Messages

Lifelong Learning: Residents’ Messages

Wrexham employers report recruitment difficulties across a range of occupational groups.

56% of employers report significant gaps between the skills possessed by school-leavers and graduates, and those that are needed in the workplace.

Key barriers to employers investing more in training are the shortage of staff time and the actual cost of training provision.

One-third of Wrexham employers state that they have not funded any off-the job training for any of their employees in the previous 12 months.

Worryingly, a minority of Wrexham businesses (46%) agree that basic IT skills will become ‘more important’ in

27% of Wrexham working age residents have no formal qualifications.

52% of Wrexham working age residents have not been involved in any training or learning activity in the last 12 months; and 75% claim that they face barriers of some kind in pursuing wider learning or studying.

36% of Wrexham working age residents do not consider that their employer provides them with adequate training opportunities.

Although familiarity with basic IT is increasingly a necessary skill in the workplace, irrespective of sector or occupation, the Future Skills Wales research indicates that 61% of Wrexham working age residents do not use a computer on a weekly basis, and

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the future, and only 26% consider that advanced IT skills will become more important.

that 43% have never used a computer.

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7.5 The aim of this Priority, therefore, is to start to change the existing culture in Wrexham, to one where businesses and individuals embrace the concept of continuous investment in skills and learning. The focus of activity will be on the development of systems to support lifelong learning, but it will also support the delivery of learning for target groups who are unable to access learning under other Priorities. This may include people in work with low skills, who often cannot easily access learning in the workplace. It may also include those in need of skills and knowledge for life and working life, as well as appropriate pre-training and pre-employment preparation actions.

7.6 Clearly, improving skills levels is critical to improving economic productivity and higher living standards for all. In Chapter 2 we have discussed how drivers such as globalisation and technological advances are reinforcing the need for better skilled businesses and people. It is also important that training – and the means of accessing training – becomes increasingly flexible, innovative and response to the needs of business and employees. Actions supported by Priority 3 will, therefore, address the key issues of delivery, access and overall participation in lifelong learning. Past ESF programmes have primarily concerned themselves with delivery support and not process improvement. Action under this programme will provide a framework for supporting learning for all.

7.7 However, Wrexham faces considerable challenges in developing a lifelong learning culture. Firstly, there is a need to ensure social inclusion and availability to all members of society, wherever they live, and whatever barriers they may face. Secondly, there is the challenge of the information and communications technology revolution, where there is a clear need for ongoing development of innovative processes and practices in delivering effective and accessible education, training and lifelong learning. Finally, with current employment practices and changes to work patterns, coupled with ever changing technology and knowledge-based industries becoming predominant, increasingly employees must assume responsibility for their own learning and personal development. Adaptability in skills acquirement is now a fundamental aspect of the modern economy.

7.8 This Priority seeks to address some of these issues by developing more efficient and effective systems for education and training and improved collaboration to meet the needs of individuals and employers more effectively and coherently. The aim is to overcome barriers to training such as distance, lack of affordable childcare, and individuals’ perceptions such as the belief that learning is only beneficial for the young. Improving access to education and training for certain groups such as the older people of working age, carers and those in remote areas – or facing other barriers – will be a priority.

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Aims To develop a lifelong learning culture in Wrexham, and to deepen and broaden participation in learning, so to improve individuals’ employability and adaptiveness to change.

Objectives To increase access to advice, guidance and information on

learning.

To improve the planning and delivery of learning and to facilitate progression to further learning.

To widen access and participation in lifelong learning through improvements in learning and accreditation systems.

To equip people with the basic skills and confidence to continue learning.

To support lifelong learning initiatives aimed at developing vocational and generic skills, particularly ICTs.

Beneficiaries To maximise effectiveness and minimise the danger of duplication, emphasis will be placed on addressing the needs of the following target groups.

Unskilled or low skilled workers, particularly those in industries vulnerable to technological change.

People in or out of employment who have poor basic or key skills.

People under-represented in the workforce, such as women, older people, ethnic minorities, and so on.

People less likely to access learning or undertake additional learning, and whose needs are not likely to be met through the other Priorities.

Resources 19.5% of Action Plan financial resources are allocated to this Priority.


7.11 The response of the Wrexham Objective 3 Action Plan to this local lifelong learning agenda is to propose two Measures to help enable Wrexham achieve a skilled and competitive workforce. It is emphasised that the Measures are inter-linked and also relate to the Measures and actions proposed under the other four Priorities. The proposed Measures are introduced below :

Measures

3.1: Developing New or Improved Guidance and Learning Systems.3.2: Increasing Participation and Attainment in Lifelong Learning.

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• Wrexham’s Objective 3 Action Plan • 52



3.1: Developing New or Improved Guidance and Learning SystemsRationale This Measure will improve arrangements for the provision of

quality, accessible guidance and advice on learning opportunities that encompass skills and knowledge for both life and working life, as well as appropriate pre-training and pre-employment preparation actions. In particular, the Measure will provide resources to promote best use of ICTs in widening access to careers and training information, advice and learning opportunities. It will complement developments such as the Learndirect helpline and the National all-age guidance service - Careers Wales.

The creation of the Council for Education and Training in Wales and the development of local partnership arrangements through Community Consortia will bring greater coherence to the planning, funding and delivery of post-16 education and training. To support these developments, this Measure will support technical studies, consultations and performance assessments on the wider infrastructure.

For example, this could provide initial ESF support funding to enable the private sector or voluntary sectors to play a greater role in the planning of systems; support assistance for awareness raising to the general public and industry regarding the nature of the education and training system in Wrexham.

Research activity will be complemented by Priority 4, Measure 5, which focuses on the anticipation and analysis of skills needs.

This measure will also promote the formal recognition of all learning regardless of whether it is achieved informally in the community, through self study, by remote learning, through worked based learning, or through taught educational provision.

Aim To develop and promote access to new and existing education, training, careers guidance systems and innovative forms of learning.

Objectives To support the National Learning Strategy for Wales and key policy developments in lifelong learning.

To promote and improve the provision of information, guidance and advice on lifelong learning opportunities.

To improve planning and delivery structures for lifelong learning, with a particular emphasis on partnership approaches.

To ensure that learning opportunities are relevant and accessible and meet the needs of individuals, communities and businesses.

To support learning progression through a comprehensive credit based qualifications framework.

To improve systems for evaluating learning to improve effectiveness and quality of systems.

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• Wrexham’s Objective 3 Action Plan • 54



Measures to: improve lifelong learning information and advice; developing new learning materials and delivery modes, including those that exploit ICTs; lifelong learning networks; community based learning; family learning initiatives; informal learning schemes; upgrading the capabilities of lifelong learning practitioners.

Local Priorities

Developing a multi-agency lifelong learning policy for Wrexham with a regularly reviewed strategic plan.

Auditing existing provision. Developing collaborative approaches to marketing. Developing a Borough wide evaluation and tracking system.


CETW; local authorities; development agencies; enterprise agencies; TECs; LSCs; HE/FE institutions and other training providers; careers guidance agencies; voluntary sector and community organisations; NTOs; trade unions; the private sector.


3.2: Increasing Participation and Attainment in Lifelong LearningRationale This Measure complements actions to develop and improve

guidance and learning systems under Measure 3.1 by supporting activities which increase and widen participation in lifelong learning and remove barriers to learning.

This Measure will provide financial support for actions which either increase the scope or improve the quality of provision for the attainment of Lifelong Learning in Wrexham. It is recognised that there is a need to encourage the expectation that individuals will invest in and support their own learning, to improve their employability, professional competence, earning potential, and quality of life.

Aim To encourage participation and investment in lifelong learning among Wrexham’s businesses and workforce.

Objectives To encourage more people to access advice, guidance and information, about education and training opportunities.

To raise the levels of literacy, numeracy and ICT skills in the Wrexham labour market.

To increase and widen participation in learning, particularly for excluded groups and low paid workers, and to provide adults with opportunities to re-enter the learning system, especially people with no or low qualifications.

To widen choice and levels of participation by overcoming barriers to learning.

To encourage people to pursue further learning, to strive for higher levels of attainment and to work towards a target for the majority of young people in Wrexham to achieve at least Level 3 qualifications.

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Measures to: improve information and advice on lifelong learning; overcoming barriers to lifelong learning ; vocational and generic skills training; bi-lingual language initiatives; adult learning promotion; informal learning; improved participation in FE/HE; encouraging participation among employers.

Local Priorities

Improve existing or develop new learning systems and methods.

Actions to overcome barriers to training. Developing further credit-based qualifications for

industry, commerce and community use. Promoting and extending use of credit based

qualifications in the development of ILAs. Financial support for employers prepared to offer

employment with training. Financial support for individuals who would not normally

aspire to training. One-stop multi-agency input for promotion and

marketing of lifelong learning. Innovative media approaches to lifelong learning

relevant to community development. Voluntary and community provision to wider access to

learning support, informal learning and outreach arrangements.

Facilitating access to training and employment opportunities for socially excluded groups, by tackling barriers such as transport, disabled access, technical aids and equipment, childcare and language issues.


CETW; local authorities; development agencies; enterprise agencies; TECs; LSCs; HE/FE institutions and other training providers; careers guidance agencies; voluntary sector and community organisations; NTOs; trade unions; the private sector.


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8. PRIORITY 4: PROMOTING BUSINESS COMPETITIVENESS

8.1 A key objective of the Objective 3 Action Plan is to promote business competitiveness. Businesses are the prime creators of wealth and new jobs. To achieve a major improvement in Wrexham’s labour market performance, additional effort and resources are needed to enable more local businesses – especially in high growth sectors – to establish, invest, expand and become world class.

8.2 As was introduced in Chapter 2, foremost among the salient features of the Wrexham's business base are the following:

Wrexham's industrial structure is not ideal for the early years of the 21st Century, with an over-dependency on manufacturing for employment, and a worrying concentration of jobs in sectors that are expected to decline nationally between 2000-2010.

Indeed, local economic growth forecasts produced by DTZ Pieda Consulting suggest that around 700 jobs will be lost in Wrexham between 2000-2006 in just four locally important sectors: food and drink; electronic equipment; metals fabrication; and chemicals.

The implication, therefore, is an ongoing need for business advice, workforce training and employee re-skilling.

Wrexham is also noticeably poor at creating new business. In the last five years to 1999 there was a decline of around 5% in Wrexham's business base (measured by VAT registrations). Moreover, new VAT registration in Wrexham tend to be concentrated in traditional sectors, such as manufacturing and construction, rather than sectors with greater potential for growth and value added.

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8.3 Moreover, businesses in Wrexham are facing a series of major challenges, including barriers to identifying and implementing best practice approaches to management and workforce development; innovation and knowledge capital development; quality control; marketing; and exporting. And although the ambition of growing new sectors is important, Wrexham’s dependency on manufacturing employment heightens the need to enable local manufacturing employers to: adopt lean manufacturing techniques; participate fully in existing and emerging supply chains; perform better at innovation and technology transfer; and focus on achieving total quality.

8.4 The aim of this Priority therefore is to improve the skill levels of the management and workforce of businesses in Wrexham, to encourage innovation, and to facilitate entrepreneurship. Although the emphasis will be improving the prospects for SMEs, where there are particular opportunities for cluster activation and supply chain development, larger businesses will also be supported. There will also be an emphasis on encouraging dynamic linkages among businesses, and between businesses and public sector organisations, especially those involved in education, training and research .


8.6 The Action Plan also recognises that human resource development is a key component of the wealth creation process. Increasingly, business location and investment decisions will be driven by the availability of skills and the flexibility of workforces.


Aims To support employment through enterpreneurship and workforce adaptation.

To enhance the performance of business by facilitating the acquisition of knowledge and the development of workforce skills.

Objectives To increase the availability and take-up of management training and development.

To encourage SMEs to design and implement their own training strategies.

To encourage innovation and the dissemination of new technologies and the skills required to maximise their contribution.

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To encourage and facilitate an entrepreneurial culture.

To promote women in entrepreneurship, and to support organisations that develop and implement equal opportunities policies and support for women in R&D and ICT applications.

To provide information on current and future skills needs.

Beneficiaries The emphasis will be SMEs and the following target groups:

Businesses and their workers affected by new processes and products.

The workforce in declining industries.

Workers and businesses in growth sectors.

SME managers and key workers.

Business organisations.

Organisations undertaking business competitiveness, technology and HRD research.

Partnerships engaged in business networking, training and sectoral research.



8.8 It is particularly important that linkages be developed between Priority 4 activity supported by the Objective 3 Action Plan and the Objective 2 and 5(b) Transition Single Programming Document. Areas of particular linkage are identified in the table below.

Objective 2 Theme

Area of Linkage with Objective 3 Action Plan

Competitive SMEs Objective 3 will be used to strengthen businesses by improving skills at all levels, ranging from basic skills to higher-level graduate skills. Specific objectives include: Increasing the skills and knowledge levels of businesses and their

workforces. Encouraging skills and business practices needed to exploit

innovation. Helping to develop an entrepreneurial culture.

Support for enterprise

Raise the profile of entrepreneurship and embed enterprise in the education system.

Address the skills gap that exists in the initial and ongoing development of businesses.

Financial support for SMEs

Support for improving management skills.

Developing Specific training for SME managers in areas vital for competitiveness, such

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markets for SMEs as marketing, internationalisation and exporting.

Support for Innovation and R&D

Support for skills and knowledge development at a higher level to achieve its aims of enhancing the skills and boost the human resource potential in research, science and technology.

Helping firms exploit the benefits of innovation, create a culture that encourages and values innovation and place emphasis on developing higher level skills.

Building sustainable rural communities

Support for community capacity building, community enterprise and the social economy in rural areas

ICT skills ICTs are regarded as a crucial cross-cutting theme in the Objective 2 & 5(b) Transitional SPD. Objective 3 is to be used in qualifying areas to support basic and key skill development activities in support of improvements to ICT infrastructure.

Use of Objective 3 to increase the competitiveness of business take-up and exploitation of ICTs, particularly SMEs, by awareness raising, competence development, mentoring advice, etc.

8.9 The response of the Objective 3 Action Plan to the local business competitiveness agenda is to propose five Measures to help enable Wrexham achieve a more innovative, productive, creative and high value business base. It is emphasised that the Measures are inter-linked and also relate to the Measures and actions proposed under the other four Priorities. The proposed Measures are introduced below :

8.10 Details of the five Measures are set out in the proformas below.

4.1: Supporting Management DevelopmentRationale There is a need to develop awareness and skills enabling effective and

innovative management, particular in the fields of financial, human resource and marketing skills. The experience of business support professionals indicates that support measures to help individuals of the workforce acquire relevant skills should be based on diagnosis of the specific needs of individuals and response based on such diagnoses. Whether or not specific support measures are linked to accredited outcomes will depend upon the needs and circumstances of the individuals concerned. While mentoring or other one-to-one support is believed to be a particularly helpful approach, the amount of funding likely to be available suggests that such an approach would help relatively few individuals and businesses. An alternative solution is proposed with offers the prospect of support as closely related as possible to the specific needs of current and future managers: the subsidising of a wide range of the short course (half day to one day)

Measures

4.1: Supporting Management Development.4.2: Skills and Knowledge Development for the SME Workforce.4.3: Encouraging Innovation, R&D and the Information Society.4.4: Support to Encourage and Develop Entrepreneurship.4.5: Anticipation and Analysis of Skills Needs.

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addressing such topics as business strategy, internationalisation, finance, human resources and innovation. Activity will focus on take up and underpin the viability of what will in many cases by newly prepared short courses.

Aim To improve the competitiveness of Wrexham’s SMEs by developing their management capacity and performance.

Objectives To ensure that Wrexham’s SME managers have the skills to achieve their business’ potential.


Measures to: improve management competencies; addressing shortages of higher level graduate skills; training for SME owner/managers; adoption of ICT applications; business and ICT skills; quality assurance; job rotations; Welsh language business training; rural management initiatives; SME attitudinal changes to HRD.

Local Priorities

Provision for a range of short courses aimed at Wrexham’s business managers addressing topics such as business strategy; internationalisation; finance; HRD and innovation.


CETW; local authorities; development agencies; enterprise agencies; TECs; LSCs; HE/FE institutions and other training providers; careers guidance agencies; voluntary sector; NTOs; trade unions; the private sector.


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4.2: Skills and Knowledge Development for the SME WorkforceRationale Proposed actions address the needs of both the existing and

those who will join the workforce in the future. The Wrexham economy has not traditionally offered a wide range and high number of high skill/high wage jobs. High achievers in terms of qualifications have not been encouraged to stay in the area, and it was reported in October 1999 that only 29% of the current workforce had achieved A Level or above qualifications. 95% of employers employed fewer than 200 people – those are the businesses which find it most difficult to ensure that their employees can keep pace with current and emerging requirements for skills and knowledge. Such companies should be encouraged to take ownership of their acquisition of skills and knowledge. In addition to job specific skills and knowledge, individuals now more than ever need to be able to continue learning so that they can succeed in the labour market in the future. The actions proposed are designed to address such issues:

1. Extend the Small Firms Training Initiative (helping companies identify and develop a “training champion”) to SMEs in the range 51-250 employees

2. Establish and maintain support groups for SFTI participants3. Subsidise training for individuals in the workforce and

preparing for entry to the workforce which helps them identify informal learning already accomplished together with further personal development needs

4. Subsidise training for individuals in the workforce in such key areas as quality management and marketing

5. Support the Cymru Prosper Wales scheme for 8 week and 12 week placements for students and graduates. CPW placements have in the past contributed to an increased take up of graduates by local SMEs and experiential training for students and graduates.

Aim To develop a skilled, qualified, adaptable workforce for Wrexham.

Objectives To update and upgrade the knowledge, skills, competence and qualifications of Wrexham’s employees and managers.

To focus in particular on basic, generic and ICT skills. To help SMEs to develop and implement training strategies. To encourage and facilitate networking approaches to SME’s

skills issues. To focus on the skill requirements of high-growth potential

SMEs and micro-businesses.


Measures to: improve employees vocational skills; ICT skills; basic skills; sectoral/supply chain training initiatives; export-related skills; identifying emerging skills shortages; training of trainers; careers guidance; environmental skills training; support for SMEs in utilising graduate skills; support for employers in meeting employees needs for childcare and dependant care.

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Local Priorities

Extend Wrexham’s Small Firms Training Initiative to SMEs in the range 51-250 employees.

Support groups for SFTI participants. Financial support for individuals in and entering the

workforce. Support for training in key areas such as quality

management and marketing. Support the Cymru Prosper Wales scheme for 8 week and 12

week placements for students and graduates.


CETW; local authorities; development agencies; enterprise agencies; TECs; LSCs; HE/FE institutions and other training providers; careers guidance agencies; voluntary sector; NTOs; trade unions; the private sector.


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4.3: Encouraging Innovation, R&D and the Information SocietyRationale A thriving economy in Wrexham based on sustainable

indigenous business creation and growth demands both vision and access to tools and resources to act on that vision. Many existing businesses however have limited aspirations and limited awareness of new opportunities. For existing businesses, there are constraints on their ability to identify and develop new business activities (time, money, impact on core business). The relative lack of a wide range and high number of high skill/high wage jobs has not encouraged graduates to remain in or return to Wrexham, limiting prospects for business to acquire individuals with fresh ideas and new approaches. The proposed activities aim to encourage attitudinal change and provide support to growth companies in the acquisition of relevant skills and knowledge:

Aim To develop Wrexham’s potential in research, science and technology. To improve the rate at which technology and its applications are transferred to Wrexham’s SME base. To enable Wrexham’s businesses and workforce to capture in full the potential benefits of ICTs.

Objectives To help businesses in Wrexham exploit the benefits of innovation in technology and processes.

To encourage technology among businesses and between businesses and R&D institutions nationally and internationally.

To develop local higher skills in science and R&D. To develop the capacity of Wrexham’s business and HE R&D

base.


Measures to: researcher placements; placing SME staff in research establishments; graduate retention/placement programmes; high level skills training aimed at growth companies; product development facilities for SMEs; high level skills to support clean technologies; high level training in support of clusters; R&D in ICTs; HE/FE industry links.

Local Priorities

Underpin Wrexham International Science and Technology festival as a year round event through the appointment of a full time organiser, to encourage cultural/attitudinal change and the acquisition of relevant skills and knowledge through such activities as

Awareness events for school/college students Innovation seminars/workshops for companies Industry/higher education and college links

Innovation competitions

Support the Cymru Prosper Wales scheme for 8 week and 12 week placements for students and graduates.


CETW; local authorities; development agencies; enterprise agencies; TECs; LSCs; HE/FE institutions and other training providers; careers guidance agencies; NTOs; trade unions; the private sector.

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4.4: Support to Encourage and Develop EntrepreneurshipRationale The development of a thriving economy in Wrexham based on

sustainable indigenous business creation and growth demands a higher rate of business creation than in the past, complemented by a low business failure rate. Support measures to help those who present themselves as entrepreneurs, and support measures to encourage entrepreneurial characteristics among individuals are both required. The experience of business support professionals indicates that support measures to help individual entrepreneurs acquire relevant skills should be based on diagnosis of the specific needs of individuals and responses based on such diagnoses. Support measures to encourage a culture of entrepreneurship must include all stages of education and training. The following actions are therefore proposed:1. Increase ongoing availability of mentoring for new businesses;2. Support awareness raising activities in schools, further and

higher education through workshops, simulations, etc.

Aim To promote enterprise and self-employment in the Wrexham economy.

Objectives To strive to develop a more entrepreneurial culture in Wrexham.

To add-value to existing enterprise support delivered through the Business Connect partnership.

To encourage networking and collaboration among businesses.

To encourage and facilitate investment in training and skills development among the self-employed.


Measures to: promote enterprise training for start-ups; advice and mentoring; graduate enterprise; community enterprise; embed bi-lingual enterprise; promote enterprise as a route among educators.

Measures to increase a higher rate of business creation and lower rate of business failures.

Individual entrepreneur diagnosis. Mentoring for new business. Raising awareness raising for entrepreneurship among

schools & FE/HE.


CETW; local authorities; development agencies; enterprise agencies; TECs; LSCs; HE/FE institutions and other training providers; voluntary sector; NTOs; the private sector.


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4.5: Anticipation and Analysis of Skills NeedsRationale To facilitate the implementation of the Objective 3 Action

Plan for Wrexham by improving and regularly updating information and data on skills and training needs issues.

To build on existing knowledge about HRD and enterprise development issues in the Wrexham context.

To develop sector-specific knowledge and development strategy.

Aim To provide comprehensive information on skills, training and enterprise development needs at a local and sub-regional level.

Objectives To research the causes of labour market inefficiency and exclusion.

To investigate future skills and training needs. To encourage joint-approaches to skills and training strategy

development and implementation among businesses.


Measures to research into generic and specific skills needs areas.

Research into training delivery issues. Collation of regional research findings. Company level skills analyses to identify near-term and

longer term skills needs and trends.


NAW; CETW; Wales Skills Task Force; local authorities; development agencies; enterprise agencies; TECs; LSCs; HE/FE institutions and other training providers; careers guidance agencies; NTOs; trade unions; the voluntary sector; the private sector.


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9. PRIORITY 5: PROMOTING GENDER EQUALITY WITHIN THE LABOUR MARKET

9.1 Gender based inequality of opportunity is a result of structural and attitudinal barriers that limit ability of individuals to access employment and to progress in their careers. Despite the increasing integration of women into the labour market, gender based inequality is still one of the major causes of low workforce participation rates amongst women. This constraint contributes significantly to diminished performance of local economies - such as Wrexham - that are experiencing labour market tightness and skills shortages.

9.2 Priority 5 addresses the issue of equal opportunities in Wrexham’s labour market by supporting measures to improve women’s participation. The Priority will also provide resources to reduce vertical and horizontal segregation in the workplace on the basis of gender.

9.3 Female economic activity rates continue to be lower in Wrexham than for GB as a whole. Female activity rates in Wrexham (64%) are at the same level as for Wales a whole, and are lower than for any other UK region. This situation is also evident in enterprise; women are significantly under-represented as entrepreneurs in Wrexham.

9.4 Gender segregation, both vertical and horizontal, is also more marked in Wrexham than in the UK as a whole. In Wrexham women tend to be concentrated in a narrow band of occupational sectors, and often in lower-paid, lower-status jobs. Female employment in Wrexham is particularly concentrated in public services, banking and finance, retailing, catering and hospitality. Unfortunately, New Earnings Survey data for females is not publicly available at the Wrexham LAD level.

9.5 The purpose of this Priority, then, is to remove barriers to employment, education, training and to increase the earnings potential of women in Wrexham. However, the Priority will also seek to promote equality of opportunity for men seeking to access training or employment in non-traditional areas, and for those who are lone parents.

9.6 Actions supported under this Priority will complement national policies and programmes introduced to address equal opportunities, such as: the New Deal for Lone Parents; the Working Families’ Tax Credit; and the National Childcare Strategy.

9.7 Summary details of Priority 5 are set out in the table below.

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Aims To ensure that both men and women in the community irrespective of racial or ethnic origin, religion or belief, disability, age or sexual orientation have equal access to work, career progression opportunities, education and training or other activities linked to personal or professional development.

Objectives To secure the integration of equality strategies throughout all policy and practice areas to combat structural causes of inequality.

Initiatives to improve access to learning and remove barriers to employment.

To support specific positive action measures to address social exclusion caused by gender stereotyping.

To define a range of equality performance indicators relative to increasing participation rates and improving skills.

To raise awareness of gender equality issues and their impact on economic growth and competitiveness.

Beneficiaries To maximise effectiveness and minimise the danger of duplication, emphasis will be placed on addressing the needs of the following target groups:

women and men working in occupational sector where they are underrepresented;

women and men in part time or job share employment; women seeking to start their own businesses, or to expand

their SMEs in sectors where women are under-represented; women seeking to elevate their position in the labour market

– through management training, higher level skills training etc;

people who are doubly disadvantaged, such as disabled women, ethnic women and older women.

women and men who have domestic responsibilities and who are seeking to return to work/prepare for a return to work; and

all employers aiming to support and deliver family friendly working practices.



9.8 The response of the Wrexham Objective 3 Action Plan to the gender equality agenda is to propose two Measures to help Wrexham achieve equal opportunities for women and men in the local labour market. It is emphasised that the Measures are inter-linked and also relate to the

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Measures and actions proposed under the other four Priorities. The proposed Measures are introduced below :


5.1: Pathways to ParticipationRationale Action is needed to address Wrexham’s declining workforce

participation rates, especially for females. Barriers to greater workforce participation include gender stereotyping and gender segregation, both horizontal and vertical, in employment sectors, training and education.

This Measure will provide resources to support women and male lone parents by helping equip them with the skills needed to increase their employability and earnings potential. Actions will include providing support for career development, access to new job opportunities and starting up businesses in non-traditional sectors.

In addition, the Measure will aim to remove barriers to gender inequality by providing indirect support for family friendly policies including affordable, accessible and high quality care services for children and other dependants.

Aim Improving women’s and male lone parents’ access to, and participation in, the labour market.

Objectives To provide women with the ability and skills to increase their employability and earnings potential.

To provide indirect support including family friendly policies with affordable, accessible and high quality care services for children and other dependants.


Initiatives to improve access to learning and remove barriers to employment; promoting entrepreneurship amongst women; business start-up support in non-traditional sectors; initiatives which promote family friendly policies; childcare and dependants care initiatives; skills training for occupations where women are under-represented; initiatives which improve women’s career progression; encouraging women to participate in management and higher levels skills training; 2nd and 3rd level ICT courses; support for disabled people in access training and employment; addressing barriers such as access to transport for disabled people.


Central government; CETW; local authorities; development agencies; enterprise agencies; TECs; LSCs; HE/FE institutions and other training providers; careers guidance agencies; voluntary sector and community organisations; NTOs; trade

Measures

5.1: Pathways to Participation.5.2: Promoting Attitudinal Change.

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unions; the private sector.


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5.2: Promoting Attitudinal ChangeRationale Positive action is required to address structural and attitudinal

barriers that can limit the ability of women to participate in the workforce. This measure focuses upon promoting attitudinal change within institutions and organisations as a means of developing a greater understanding of gender issues. In addition, the measure will look to promote change through activities that raise the aspirations of individuals.

Aim Improving women’s participation in the labour market by raising awareness of equality issues.

Objectives To promote a greater understanding amongst organisations of equality issues.

To work with school age children and their families to change attitudes and raise aspirations amongst women.


Initiatives which raise awareness of equality issues and promote changes in attitudes; innovative actions/pilot or demonstration actions; initiatives which raise aspirations; research into issues relating to pay, segregation, promotion and discrimination in employment.


Central government; local authorities; development agencies; enterprise agencies; TECs; LSCs; HE/FE institutions and other training providers; careers guidance agencies; voluntary sector and community organisations; NTOs; trade unions; the private sector.


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10. IMPLEMENTATION, FINANCES AND PERFORMANCE

10.1 This section sets out the basis for the implementation of Objective 3 in Wrexham. Detailed guidance on implementation is provided in Chapter 12 of the Operational Programme for East Wales.

DELIVERY MECHANISMS

10.2 At a national level the Great Britain Monitoring Committee (GBMC) will oversee strategy, policy, monitoring and evaluation of the Community Support Framework for Objective 3.

10.3 The National Assembly for Wales will oversee the implementation and evaluation of the Operational Programme in East Wales. The NAW has established an agency, the Wales European Funding Office (WEFO) to perform the day to day running of the programme.

10.4 At this stage discussions are ongoing between NAW and the Department for Education and Employment (DfEE) concerning the future arrangements for submitting payment applications to, and receiving payments from the European Commission. The Paying Authority (be it NAW or DfEE) is responsible for formal approval of projects, making payments to applicants, and so on.

10.5 The Secretariat for the Programme is WEFO. The detail of the Secretariat’s responsibilities will be agreed at the first meeting of the Programme Monitoring Committee (PMC). These are likely to include: helping to ensure efficient management; advising on regulations; drafting implementation guidance; assessing applications (other than those that are routed through Action Plans); drafting monitoring reports; gathering financial and monitoring data.

10.6 Monitoring of the Programme will be undertaken by the PMC and membership of the PMC is likely to include the NAW, the private sector, voluntary sector, local authorities and social partners. The European Commission will participate in an advisory capacity.

ACTION PLAN MANAGEMENT ARRANGEMENTS

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10.7 ESF support should form part of a coherent approach to developing human resources, improving ways of working and tackling social exclusion from the labour market nationally and locally. Two forms of project delivery are envisaged: project selection through competitive bidding; and Action Plans.

10.8 Action Plans are optional, and can be developed by local partnership or thematic representatives with an interest in the activities to be undertaken. Action Plans are intended to bring together a number of related projects to maximise co-ordination between the structural funds and domestic economic development strategies. Responsibility for delivery will be delegated to an accountable body. For projects below a delegation limit, the accountable body may be responsible for: project appraisal; project monitoring; physical checks on projects; and providing the Secretariat with audited statements of Action Plan expenditure. The Secretariat will retain responsibility for specifying target outputs and financial performance required of project applicants.

10.9 More on the role of the accountable body (to be added when guidance from WEFO and NAW on this issue becomes clear)

10.10 Role of the local Core Working Group (to be added)

10.11 Role of the local ESF Co-ordinator (to be added)

PROJECT SELECTION ARRANGEMENTS

10.12 The criteria for project selection are likely to include the following.

Potential contribution to the goals and objectives of the Action Plan.

Contributions to reducing barriers to employment and training.

Job creation and other specified relevant outputs.

Contribution to the development of a culture of lifelong learning.

Contribution to Priority level targets specified in the Operational Programme and Measure level targets specified in the Programme Complement.

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Contribution to the objectives of the three horizontal themes.

Private investment leverage.

Strategic nature of the project in a regional context.

Synergy with other schemes and measures.

10.13 Partnership arrangements for project development and selection (to be added)

FINANCIAL ARRANGEMENTS

10.14 The proposed proportional allocation of resources within the Wrexham Objective 3 Action Plan is set out below. This has yet to be agreed by the PMC, however, it may be necessary the adjust the Wrexham ESF Partnership’s preferred allocation.

Proportional AllocationsMeasure

1Measure

2Measure

3Measure

4Measure

5Priority 1 25% 40% 50% 10%Priority 2 21% 50% 25% 20% 5%Priority 3 22% 55% 45%Priority 4 23% 15% 47% 15% 20% 3%Priority 5 7% 70% 30%Technical Assistance

2%

TOTAL 100%

10.15 The annual financial allocation of ESF resources to Wrexham has also not yet been determined. The annual allocation will depend on a number of factors.

1. The allocation made available to the East Wales Objective 3 area, and the prevailing Euro:Sterling Exchange rate at the time funds are drawn down.

2. The residual allocation to parts of East Wales (including Wrexham) not covered by the Objective 2 area, less whatever amount is ringfenced for national and regional projects.

3. The distribution of resources between competing local action plans

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10.16 Assuming that the third issue is decided on a per capita basis, Wrexham might expect an annual ESF allocation in the order of £1 million over each of the seven calendar years 2000-2006. On this basis, the indicative annual distribution of financial resources between the Priorities and Measures could be as set out below.

Indicative Annual Financial Allocations, by Measure (£000s)Total Measure

1Measure 2 Measure 3 Measure 4 Measure 5

Priority 1 250 100 125 25Priority 2 210 105 53 42 11Priority 3 22

0 121 99

Priority 4 230

35 108 35 46 7

Priority 5 70

49 21

Technical Assistance

20

Total 1,000

410 406 102 57 7

OUTPUTS, OUTCOMES AND IMPACTS

10.17 Priority level targets for Outputs, Outcomes and Impacts are identified in the Operational Programme for the East Wales Objective 3 programme. Measure level targets are to be identified in the Programme Complement.

10.18 Targets are also highly relevant at the Action Plan level. Specific targets for the Wrexham Objective 3 Action Plan will depend on the financial allocation that is made to Wrexham. Although it is expected that specific targets will be negotiated with the NAW/Secretariat when Wrexham’s financial allocation is known, it is expected that the targets will be represent a proportionate contribution to Programme level targets, in line (that is, pro rata) with Wrexham’s resource allocation.

10.19 The following tables lists the most relevant indicators for each Priority and Measure.

Key Indicators at the Priority LevelPriority 1Output Indicators

Numbers participating in projects Number of young people receiving help Number of adults receiving help Number of women receiving help

Outcome Indicators

Proportion of beneficiaries completing provision Proportion of beneficiaries obtaining qualification Proportion of beneficiaries obtaining work, or other

positive outcome Proportion of women beneficiaries achieving positive

outcome

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Impact Indicators

Proportion of young people unemployed less than six months

Proportion of adults unemployed less than 12 months Number of beneficiaries in work after ESF support Number of beneficiaries in work six months after ESF

support Progress against NETT targets Student truancy levels (Measure 3) Student attendance levels (Measure 3)

Priority 2 Key Indicators at the Priority LevelOutput Indicators

Number of beneficiaries Proportion of women receiving support Proportion of disabled people; older people receiving

support Number of capacity building projects Number of social economy projects Number of people in community organisations receiving

training

Outcome Indicators

Proportion of beneficiaries completing provision Proportion of beneficiaries obtaining qualification Proportion of beneficiaries obtaining work, or other

positive outcome

Impact Indicators

Proportion of young people in work after ESF support Progress against NETT targets Number of projects still running six months after ESF

support Number of social economy organisations

established/expanded Number of clients supported by social economy

organisations established/expanded and funded by ESF


Number participating in lifelong learning Number of trainers trained Proportion of women receiving support Level of enrolments in HE/FE

Outcome Indicators

Proportion of beneficiaries completing provision Proportion of beneficiaries obtaining qualification Proportion of beneficiaries obtaining work or in further

study

Impact Indicators

Net increase in participation in lifetime learning Progress against NETT targets


Number of managers trained Number of SMEs assisted

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Number of beneficiaries receiving self-employment help (Measure 4)

Proportion of women receiving support Number of employees helped Number of work modernisation projects Number of ICT projects Number of research projects assisted Number of trainers trained Number of community groups assisted (Measure 5)

Outcome Indicators

Proportion of beneficiaries completing provision Proportion of beneficiaries obtaining qualification Survival rate in self-employment (Measure 4) Number of awareness raising events (Measure 5)

Impact Indicators

Net number of managers with higher management skills Net number of jobs safeguarded Number of employees with improved skill levels Net number of new businesses running after 18 months Progress against NETT targets Number of people form excluded groups participating in

training (Measure 5)

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Number of beneficiaries Number of demonstration projects Proportion of women receiving support

Outcome Indicators

Proportion of beneficiaries completing provision Proportion of positive outcomes for women Proportion of unemployed beneficiaries in work on leaving Proportion of beneficiaries obtaining qualification Proportion of parents with children under 5 years still in

work for six months after ESF support

Impact Indicators

Net increase in female labour market participation Progress against NETT targets

TECHNICAL ASSISTANCE

10.20 To be added

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