Manchester Cultural
Employers Forum
Thursday 24th November 2011
MANCHESTER
CULTURAL
PARTNERSHIP
Volunteering
24 November 2011
Sarah Elderkin
Culture Team
s.elderkin@manchester.gov.uk
0161 234 4241
Volunteering
Huge interest from the cultural sector
Powerful evidence from volunteer
programmes including ‘In Touch’ by
The Manchester Museum and
Imperial War Museum North
Volunteering
Slide 2
Volunteering
Delivering services
and saving money
Volunteering
Reaching target
participants and groups
Slide 3
Volunteering
Research - MA cultural policy student
Alexa Frandina Brown
Volunteering :
The economic and opportunities.
 Interest in working collaboratively
 85% keen to diversify recruitment
 WOM predominant approach
 75% wish to improve recruitment methods
Volunteering
Slide 4
Task and Finish Group
• Online presence, integrating with new
volunteer centre
• Greater use of referrals and signposting
between cultural organisations
• Training needs of cultural partners
• Joint recruitment activities
Volunteering
Slide 5
Volunteer Centre Manchester
Part of a national framework being led by
Manchester Alliance for Community Care (MACC)
Aims to be operational in April 2012
• Brokerage
• Marketing volunteering
• Good practise development
• Developing volunteering opportunities
• Policy response and campaigning
• Strategic development of volunteering
Volunteering
Slide 6
Capacity Research
• 86% have capacity or plans to take on more
volunteers
• 77% wish to change the profile of their
volunteer workforce with a particular interest
in attracting unemployed young people
• Popular proposed approach to work
collaboratively with cultural partners is a
webpage/ website.
Volunteering
Slide 7
Training Programme
Workshop programme in association with
GMCVO and Manchester Museum:
4 x 1 day events Dec/Jan/Feb/ March
• Recruiting volunteers
• Managing Volunteers
• Policy and Strategy
• Evaluating and influencing
Volunteering
Slide 8
Sharing information
manchesterculturalpartnership.org
Volunteering
Slide 9
Get Britain Working
The Pre –Work Programme
•
•
•
•
‘Working Together’ - volunteering
Work Experience
Work Clubs
New Enterprise Allowance
Get Britain Working
Slide 10
Get Britain Working
The Work Programme
• Relationships with Prime
Contractors
• Opportunities for commissions as
part of the supply chain
• Clear offer from cultural partners
• Financial viability uncertain
Get Britain Working
Slide 11
Entry level employment opportunities:
Apprenticeships and Future Jobs Fund
Advocacy and events
for employers
Training support for
cultural partners
Worklessness
Pathways and
careers for young people
Work Programme and
Pre-Work Programme
offer to residents
Volunteering offer
Recruitment
Slide 12
Sarah Elderkin
Culture Team
Manchester City Council
s.elderkin@manchester.gov.uk
0161 234 4241
Contact Details
Slide 13
Supporting Information
In Touch Evaluation - Research Report (February 2011)
www.north.iwm.org.uk
>> Volunteering
Volunteering – the Economics and Opportunities
Research Report Manchester (March 2011)
and
Manchester Cultural Partnership
Work Programme Briefing Note
www.manchesterculturalpartnership.org
>>About the partnership >> Cultural Employers Forum
Supporting Information
Slide 14
Growth and Prosperity for Manchester
Background
•
•
•
2009 - Government programme in response to
growing youth unemployment in a depressed labour
market.
Greater Manchester – largest contract in the UK
£52M programme to create 8,000 jobs within 18
months
Future Jobs Fund – for young people (18-24 year
olds) with more than 6 months claiming Job seekers
allowance
The Offer
Partners
•
•
•
•
•
To work across 10 councils and major partners to deliver the
programme.
Fire Service; Manchester University; Hospitals; Passenger
Transport Executive; Jobcentre Plus, Police
To bring together efforts from a large number of partners – one
common aim
To engage thousands of line managers from many hundreds of
local employers 10 AGMA local authorities, NHS, GM Police,
GM Fire Service, GMPTE, Manchester Airport, Manchester City
Football Club, The Lowry, hundreds of grass roots community &
voluntary groups.
Jobs included: Trainee Accountants, Grounds Maintenance
staff, NHS Patient care trainees, Airport meet & greet staff,
Police support staff, mobile fire support staff etc, etc….
Results
•
•
•
•
•
•
•
8,009 jobs created for our young people
Programme delivered much more than the minimum standards –
qualifications and skills
Managers and others involved report very positive experiences
– 80% managers said young recruits were as good as or better
than more experienced staff
Created not just jobs, but a legacy for the future
Progression – approx 40% went back onto benefits after 6month job; 40% went into a job or apprenticeship; others into
education or unknown
Cost – max £6,500 per person – relatively expensive, but
compares well with other interventions for young people
Delivered a significant reduction in youth unemployment. Since
ending, youth unemployment has gone up by 30%
Future Jobs Fund for 16/17 year olds
•
•
•
•
•
•
•
•
Progression
After the 6 month temporary job,
33% moved into employment
20% moved into apprenticeships, which under normal
circumstances they would not have been able to access.
4% moved onto college
Impact
78% of young people reported they were very satisfied with their
FJF job – a very high rating
75% of employees reported that they had seen ‘big’ or ‘very big’
changes in themselves – self confidence; time keeping;
reliability; following instructions; working in a team & customer
service skills.
What did we learn?
1.
Wage – minimum wage paid by project for 12+ weeks, or on a
sliding scale with employer contributions increasing in month 2
and 3.
2. For many young people, a job, is the key ingredient to engage
then in learning
3. Induction
4. Skills Assessment
5. Training & personal development
6. Develop competencies, not just achieve qualifications
7. A mentor and a supportive line manager
8. Length of temporary job - 3 months or longer
9. Working week - 25 hours +
10. Inclusive recruitment practices
11.In a depressed labour market, temporary job programmes
can be very effective, especially when targeted
Lessons
•
Temporary job initiatives are costly; however:
–
–
–
–
–
–
They produce job outcomes
They boost sustained employment
They work for the hard to help
They work in low vacancy areas
They work in growth sectors
They work for employers
FJF Legacy
•
•
•
•
•
FJF lessons learned passed on to improve service
delivery in other programmes
Recruitment best practice campaign with Chamber of
Commerce – A pledge
Work experience – building on Future Jobs Fund
Ex-Line managers now acting as mentors for young
people
Using lessons from FJF for future approaches to
Apprenticeships, particularly those to support young
people further from the jobs market into
apprenticeships.
About Youth Unemployment in GM
•
•
Since FJF ended, youth unemployment has gone up by 30%
Total of 82,085 claimants – 4.7% of the working age population is
claiming Jobseekers Allowance
•
•
•
Number of claimants has risen by 9,770 (13.5%) in the past year
27,080 – one third of all claimants – are aged 16-24
Number of youth claimants has increased by 4,230 (18.5%) in the last
year
•
One in four youth claimants has been out of work for more than 6
months – up from one in six this time last year
•
The number of long term youth claimants has almost doubled (+93.1%)
since December last year
Why does this matter?
•
•
Increasingly aged workforce
•
80% of FJF managers said young recruits were as
good as or better than more experienced staff
When asked to identify specific elements that they
were particularly satisfied with. The most often
identified elements were:
• Willingness to learn.
• Ability to get on with other staff.
• Positive attitude to work.
• Ability to follow instructions.
•
Young people are particularly disadvantaged with
regard to recruitment and selection
FJF Legacy
•
•
•
•
•
FJF lessons learned passed on to improve service
delivery in other programmes
Recruitment best practice campaign with Chamber of
Commerce – A pledge
Work experience – building on Future Jobs Fund
Ex-Line managers now acting as mentors for young
people
Using lessons from FJF for future approaches to
Apprenticeships, particularly those to support young
people further from the jobs market into
apprenticeships.
Recruitment best practice campaign with
Chamber of Commerce
Recruiting Young People: A Best Practice Guide
•
•
•
•
•
The pack includes:
Why employ young people
Traditional recruitment practices done differently
Innovative/Alternative recruitment practices
Disc containing document library
A Guide to Employing Young People
•
Contents – Click to select
•
Why Employ Young People
•
Document Library
•
Case Studies
•
Where to get help with your recruitment
Work experience – building on Future Jobs
Fund
•
•
•
Part of a new campaign by Government to
Get Britain Working
JCP can arrange Work Experience two to
eight weeks
No expenses for employers
Ex-Line managers now acting as mentors for
young people
•
One-to-one relationship with managers voluntarily giving
time to support and encourage a young jobseeker
•
Capitalising on the positive experience of managing
young people through FJF
•
Many managers not involved with FJF keen to work with
young people and support them on their journey into
work
Want to get involved?
•
Complete a ‘pledge’ Form
– Assistance with recruitment & selection
– Willingness to host Work Experience
– Desire to become a mentor
•
Contact me
nicola.boyd@neweconomymanchester.com
T: 0161 237 4483
M: 07920 844847
Growth and Prosperity for Manchester
Employer experiences
Fiona Gasper, Executive Director, Royal Exchange
Gill Wright, Project Manager, Victoria Baths
MANCHESTER
CULTURAL
PARTNERSHIP
Creative Sector
Apprenticeships
24 November 2011
Sarah Elderkin
Culture Team
s.elderkin@manchester.gov.uk
0161 234 4241
Creative Sector Apprenticeships
Creative Apprenticeship
by Creative & Cultural Skills
Creative and Media Apprenticeship
by skillset
Manchester Creative Sector Apprenticeships
Strategic Partnerships
• The Manchester College
• National Apprenticeship Service
• Vision+Media
• Creative & Cultural Skills
Manchester Creative Sector Apprenticeships
Creative Apprenticeship Pathways
• Technical Theatre - lighting
• Live Events and promotion
• Community arts administration /
management
• Costume and wardrobe
• Music Business support - marketing
and promotions/ record label
Manchester Creative Sector Apprenticeships
Creative Apprenticeship Pathways
• Cultural heritage
• Cultural and heritage venue
operations
• Design/ design support
• Jewellery (from May 2012)
Manchester Creative Sector Apprenticeships
Advanced Apprenticeship in
Creative
and Digital
Media
• Writing, recording
and editing
content
• Technical skills in TV, interactive
media and post production
• Exploiting converging technology
Manchester Creative Sector Apprenticeships
Employers to date
BBC
NK Theatre Arts
Cornerhouse
Parrswood High School
Live Nation (Manchester Apollo)
Royal Exchange Theatre
Manchester City Council
The Lowry
Manchester Arts Gallery
The Manchester College
Manchester Museum
Whitworth Art Gallery
Marketing Manchester
Zion Arts Centre
Music Stuff
Manchester Creative Sector Apprenticeships
Employment
• Employer recruits the candidate
• National Vacancy Matching Service
• Apprentice is employed directly on a
contract similar to other staff
• Typically 12 month contract needed
to complete the qualification
Manchester Creative Sector Apprenticeships
Training and Qualifications
• Day release to college
• Technical Certificate
• Key Skills
• Work-based learning and
experience
• National Award level 2 or 3
Manchester Creative Sector Apprenticeships
Joining forces as employers
• Timeframe and recruitment
• Salaries and contracts
• Apprenticeship induction
• Staff Training
• Sharing experiences & joint learning
Manchester Creative Sector Apprenticeships
Apprenticeship Partnership
Learner
Agree & develop a delivery
model & plan to best fit the
learner/employer needs.
Manchester Creative Sector Apprenticeships
Manchester’s
Creative Apprentices 2010
Manchester Creative Apprentices 2010 - 2011
Apprenticeships - 2012
• Second cohort July 2011
• Additional recruitment this autumn
• Next cohort April 2012
Manchester Creative Sector Apprenticeships
Sarah Elderkin
Culture Team
Manchester City Council
s.elderkin@manchester.gov.uk
0161 234 4241
Contact Details
Creative Apprenticeships
Internships
Jennie Godsalve
Engagement Manager
Creative & Cultural Skills
November 2011
Who are we?
• Creative & Cultural Skills is the Sector
Skills Council for craft, cultural heritage,
design, literature, music, performing
arts and visual arts.
• We work with employers, education and Government to make
sure that these sectors can recruit people with the right skills
for the job.
• We enable the creative and cultural industries to reach their
economic potential through relevant skills and training.
Creative Apprenticeships
• 84% of stakeholders knew of Creative Apprenticeships
• 2008 – 2011 = 900 Apprenticeships
• Expanded from 6 pathways to 11 pathways
79% significant contribution to business
78% training makes them more effective
70% more appropriate skills
Economic contribution
210 on programme currently
• £2.4 million contribution to economy
Next 5 cohorts
• £16.4 million
57% remain in post
33% working in industry
10% other roles
Driving force
• Diversity
• Politics
• Skills
development
• Leading by
example
Barriers
• Cost
• Time
• Administration
Internship guidelines
• Popular
• Well-established way to get into the arts
• Successful and varied
• Passion and talent
• Fresh approach
What is an Internship?
•
Short-term
•
First experience of a particular sector or role, or the ‘next step’ on
from, for example, a volunteering role
•
The intern is expected to contribute to the work of the organisation,
rather than taking on a purely shadowing role
•
An intern should be provided with a defined role and job title
What it is NOT
• Volunteering
• Voluntary Work
• Student placement
• An apprenticeship
• A traineeship
Thank you for your time
www.ccskills.org.uk
jennie.godsalve@ccskills.org.uk
020 7015 1813
Manchester Cultural
Employers Forum
Thursday 24th November 2011
MANCHESTER
CULTURAL
PARTNERSHIP