Invitation to Express Interest & Submit Proposals

WMCA Digital Skills Training Pilot– Specification –November 2019- Page 1 of 14

Invitation to Express Interest & Submit Proposals Descriptive Document

Digital Skills Training Pilot (2nd Round - November 19)

Contents 1. Introduction & Purpose ............................................................................................................................. 2

2. WMCA regional focus ................................................................................................................................ 3

3. West Midland Combined Authority Regional Summary Profile ................................................................ 4

4. The Digital Skills Gap ................................................................................................................................. 5

5. Aim of the Digital Skills Retraining Pilot .................................................................................................... 6

6. Design and Content ................................................................................................................................... 7

7. Delivery...................................................................................................................................................... 8

8. Performance .............................................................................................................................................. 8

9. Commissioning .......................................................................................................................................... 9

10. Management Information ..................................................................................................................... 9

11. Sharing of Management Information.................................................................................................. 10

12. Data Security Requirements ................................................................................................................ 10

13. Provider Organisation and Personnel ................................................................................................. 10

14. Participant Feedback and Complaints Handling ................................................................................. 10

15. Health and Safety ................................................................................................................................ 11

16. Equalities ............................................................................................................................................. 11

Appendix A ...................................................................................................................................................... 12


1. Introduction & Purpose 1.1. The West Midlands Combined Authority (WMCA) has established a £5m Digital Skills Training Pilot (the Fund)

to support unemployed and employed residents from the West Midlands to enter and/or progress into employment within digital occupations (the Objective).

1.2. The first tendering opportunity to bid into this fund was earlier in 2019 with 10 successful providers announced in September 2019.

1.3. The Department for Education (DfE) is developing an approach to a new National Retraining Scheme, and this pilot will form part of the learning for this, helping to inform DfE about what works well for adults looking to re-train.

1.4. WMCA is agnostic as to the commissioning model to be used to deliver the objective. Proposals may include

(without limitation) grant funding, services contracts, debt funding and/or concession arrangements.

1.5. The purpose of this invitation, therefore, is to obtain outline proposals from potential delivery organisations (be they public, private, third-sector etc.) for the delivery of the objective.

1.6. At present, despite economic growth in the West Midlands, too many people are not benefitting from the

new job opportunities that are being created. This is particularly true for new jobs involving higher level digital skills both in the tech industry and outside it.

1.7. Training and skills development programmes (especially those that are qualification based) do not always

provide relevant up to date digital skills that are needed in the workplace. Technology is moving apace and often training programmes are not sufficiently relevant to add value to business.

1.8. Our analysis of the provision delivered to residents in digital skills demonstrates that:

There is a significant amount of money spent on training in generic digital skills at level 1 and 2 – there is a reasonable offer for digital skills across the region through colleges and adult education for those looking to gain general digital skills.

Many of the digital skills pilot projects funded through European money have focussed on specific groups of residents and have been aimed more at digital inclusion than higher level skills.

There is very little provision available for adults who work and want to change career, both in terms of higher level provision but also in terms of how it is delivered such as part time and flexibly.

There are very few specific skills based targeted courses that links directly to employers and job vacancies leading individuals to employment or new employment.

Women are significantly underrepresented in digital jobs.

There have been good examples of employer focused retraining in digital skills, but these have often been one off programmes through the corporate social responsibility agenda and have not been scaled up.

1.9. We recognise that current provision reflects historic funding and policy decisions. This pilot therefore provides the opportunity for an innovative approach to the delivery of digital skills training that enables a sharper and more current alignment to employer needs.

1.10. We expect that we may need to support new organisations offering publicly-funded training and we are committed to working with new and existing providers to develop new training opportunities. It is important to us that we work differently and that we embed our organisational values in how we work with others. We hope that this opportunity will attract organisations who want to make a difference and can innovate and work collaboratively to help residents acquire employment in digital occupations across the region.


1.11. In developing this specification, the WMCA has worked with the regional Digital Skills Partnership to develop a clear articulation of what is needed locally to support residents to retrain for employment opportunities in digital occupations and improve opportunities for residents who are in low-paid occupations or jobs that are at risk of automation.

1.12. In developing this specification, we have been deliberately open about how digital retraining programmes

may be delivered and have defined what we are hoping to achieve rather than prescribing how this will be achieved. We hope that this approach will support residents to retrain and secure employment in digital occupations and provide an evidence base for how we might progressively change the way we fund skills delivery over the coming years.

2. WMCA regional focus

2.1. The West Midlands is the largest regional economy in the UK, with a labour market of national significance. The region’s young population, its excellent connectivity and strengths in key sectors such as advanced manufacturing and digital provides a strong base for growth and prosperity.

2.2. Our Strategic Economic Plan (SEP) sets out our ambition to deliver accelerated economic growth across a geography defined by our three Local Enterprise Partnerships (LEPs): The Black Country, Coventry and Warwickshire and Greater Birmingham and Solihull. We want to grow the output of our economy more quickly, allowing the region to contribute more fully to the success of the UK economy, improving incomes of residents, supporting business to grow and thrive and reducing the dependency of our area on the public purse. The key target in the SEP is that by 2030 the region’s productivity, salaries, skills attainment and labour market participation levels match or exceed the national average.

2.3. Our Regional Skills Plan (RSP) further sets out our ambitions for skills in relation to the SEP.

https://www.wmca.org.uk/media/2274/regional-skills-plan.pdf

2.4. It is vital that we achieve these ambitions through inclusive growth, ensuring that our residents gain the skills

and support they need to access new opportunities and benefit from a stronger regional economy. Recent data indicate that the region has started to reverse previous declines in productivity relative to the national average. However, key labour market dysfunctions persist. These include:

A low employment rate and high levels of unemployment in some parts of the region

Growing issues of poverty for those in employment, driven by low wage levels

Low skill levels in the population, with fewer people qualified to Level 4 and above and more people with no qualifications, compared to other areas

Persistent skills shortages faced by employers. Around 1 in 4 vacancies in the region are classed as ‘hard to fill’, particularly in roles that require advanced and/or higher skills

Uneven development and attainment by young people through early years, primary, secondary and tertiary education and training

2.5. There is much good work already underway to address these challenges. However, some of the issues remain stubbornly persistent and local partners recognise that more needs to be done to transform our labour market and meet the aims of the SEP.

2.6. The West Midlands is home to hundreds of globally competitive businesses providing a strong foundation for growth. In recent years, its economy has grown faster than the UK economy and the area is a national leader in attracting inward investment. The core of its economic strength is in advanced manufacturing and engineering but a number of growing dynamic sectors, including creative, digital and life sciences, are playing an increasingly significant role in the area’s successes. High quality connectivity, by rail, road and air, is a significant competitive advantage, which will be strengthened by the arrival of HS2 and the further

https://www.wmca.org.uk/media/2274/regional-skills-plan.pdf


development of Birmingham Airport as an international gateway, with an increasing number of long-haul flights.

2.7. Despite these strengths, forecasts suggest that based on current trends the output gap between the West Midlands and the rest of the UK will widen between now and 2030. This is attributable to the large number of low value companies in low growth sectors, the low business birth and survival rates in some areas. Also, the comparatively high number and proportion of residents with low skills and, in many cases, no formal qualifications. Productivity is constrained by poor life chances caused by issues like poor mental health and complex needs.

2.8. We recognise that skills and productivity can be a complex picture. We have an opportunity through our commissioning of the Digital Skills Retraining Pilot to align more closely to the drivers set out in our Local Industrial Strategy (LIS).

https://www.wmca.org.uk/what-we-do/industrial-strategy/

3. West Midland Combined Authority Regional Summary Profile 3.1. We’re building the future, with a shared vision of a happier, healthier, better connected and more prosperous

region. We aim to support a region that is a fast-growing global force with huge potential and ambition based

on the diversity and youth of our people, our economic strengths, connectivity to national markets and the

unique opportunities that global events and significant investments are bringing.

3.2. We have begun to make a positive difference: the economy is growing, employment is at record levels, the

skills gap is closing, and we are building new homes at a record rate, turning hectares of brownfield land into

homes, factories and offices.

3.3. But too many of our communities are still not participating in this growth. Levels of pay are below national

averages, unemployment rates are above average for too many people (especially young people), and healthy

life expectancy falls short of national benchmarks. That is why we are determined to deliver inclusive

economic growth – where more of our residents can benefit from the opportunities ahead. 3.4. The West Midlands’ economy is already home to hundreds of globally competitive businesses, from Jaguar

Land Rover to Cadbury, and this provides a strong foundation for growth. In recent years, our economy has grown faster than the national rate and we are a UK leader in attracting inward investment. The core of our economic strength is in advanced manufacturing and engineering but several growing sectors including creative, digital and life sciences are playing an increasingly significant role in the region’s success. A key goal of the WMCA is to fully harness the potential of the creative sector to drive further growth.

3.5. The 3 Local Enterprise Partnership (LEP) areas have a combined population of 4.2 million people. Notable

features include: • A relatively young age profile, especially in Birmingham where around 46% of the population are under

the age of 30; • The three LEP area population has increased by 284,300 in the 10 years since 2005 (+7.5%), with growth

highest in Coventry (+16%), Rugby (+13%), Sandwell (+10%) and Birmingham (+10%); • This 7.5% population increase across the 3 LEPs is in-line with the UK average, but above that for the other

six combined authority areas (5.2%). • Long-term international migration has been a significant feature of the area’s population growth, with net

migration of around 147,900 between 2005 and 2015; • A high proportion of residents from a Black or Asian Minority Ethnic background – 23% across the whole

area (Census 2011), with particularly high levels in Birmingham (42%), Wolverhampton (32%) and Sandwell (30%). By comparison 14% of England & Wales population is from a BAME group;

• The 23% BAME population across the LEPs is above both the England & Wales average (14%) and the average across the other six combined authorities (11%).

https://www.wmca.org.uk/what-we-do/industrial-strategy/


https://www.wmca.org.uk/media/2656/state-of-the-region-executive-summary-v3.pdf

4. The Digital Skills Gap 4.1. Whichever report or data you look at about digital skills in the West Midlands it is stark in articulating the

mismatch between what skills businesses need today and what is available in the population. This position is predicted to become starker as technology continues to develop and adoption within business grows.

4.2. The West Midlands has the fastest growing digital sector outside of London and an ambition to become a global tech hub in specialist sectors. To do this, we need to create the right environment for businesses to invest and grow and importantly we need to make sure the talent is available for businesses to recruit from.

4.3. Tech Nation Report 2018 highlights the tech sector in Birmingham to be diverse and collaborative with 26% of tech workers being BAME compared to 15% nationally. In 2017 it estimates there were 17,581 jobs in digital tech and 41,550 digital tech jobs. Tech Nation Report 2018 found that Wolverhampton and Walsall have seen an increase in Digital Start-ups Births of 422% with its tech sectors are dominated by companies in the “Scale up” phase suggesting potential for growth.

4.4. They also found that tech start-ups are positive about locating in Birmingham with the 3 biggest strengths

listed as:

Helpful tech community

Access to resources

Appealing area

4.5. And the 3 biggest challenges:

Access to funding

Lack of tech training

Access to talent

https://technation.io/insights/report-2018/birmingham/

4.6. It has proved notoriously difficult to find an agreed definition of digital skills. Nesta (July 2018) examined employer demand for digital skills by looking at 41 million job adverts(1), and found that digital skills used in non-routine tasks, problem-solving and the production of digital outputs are commonly required in future-proof jobs. An example of a digital skill that requires these factors is animation, which involves creativity. They found the most promising digital skills for the future workforce include:

• Animation • Multimedia production • Design in engineering • Building and maintaining IT systems and networks • Research and quantitative data analysis

4.7. We have tried to articulate the skills that are in most demand in the workforce in relation to our transformational sectors.

https://www.wmca.org.uk/media/2656/state-of-the-region-executive-summary-v3.pdf

https://technation.io/insights/report-2018/birmingham/


4.8. Our analysis shows that against this picture of growing demand and skill requirements our publically funded

training offer is falling short. There is a reasonable offer of digital inclusion and general digital skills courses but training at Level 3 is limited.

4.9. A full time FE and HE offer exists for those who want to study full time and progress through the levels of learning. There are a growing number of digital apprenticeships being offered at level 3 to 6 but these are still slow to be taken up.

4.10. What we find to be missing is a short, intensive, skills based, rather than qualification based set of

programmes for adults to retrain. We also find there is a lack of diversity in those offering training.

4.11. To respond to this challenge, WMCA is establishing the Digital Skills Retraining Pilot, through a variety of proposals, targeted at supporting unemployed and employed residents from the West Midlands to enter / progress within employment in the digital sector.

5. Aim of the Digital Skills Retraining Pilot 5.1. We see this pilot as a significant enabler of inclusive growth, enabling unemployed or low-waged residents to

retrain to enter new digital occupations and careers through new training programmes closely linked with employers. We recognise that £5m can only help a limited number of residents but this will help inform future retraining funds and what we may commission through future rounds of our Adult Education Budget (AEB).

5.2. Key focus area for the November 2019 call:

Objective

Results/Output

To increase the digital skills of low-waged residents to enable them to enter new digital occupations and careers

Will help employed people to progress at work through achieving digital skills


To increase the skills levels of unemployed / employed women to encourage progression into digital careers and help address the gender employment and wage gap.

Will support and inspire women into digital skills, helping them to progress into digital careers or self-employment and achieve higher earnings.

5.3. We are specifically targeting this call on those in employment looking to re-train and women as both groups were underrepresented from the first round.

5.4. It is important to us that the pilot moves people into skilled digital occupations. Simply providing training and developing skills is not enough – we want the retraining to be focused on those who want jobs in these occupations and it is important that retraining has clear links to employers and the opportunities they are recruiting for. We also want to ensure that retraining is an option for all community groups so are interested in approaches to delivery that may look different from traditional teaching.

5.5. We know that inclusion is important for many of our businesses but there continues to be barriers for a

number of groups of residents to take up new opportunities and change careers. We know access to training is often most restricted for those residents in work and in low pay who struggle to re-train because they are time poor and the opportunities are still too often delivered during the day with significant attendance requirements each week. If we are to open up opportunities to retrain we will need to open different routes to doing this.

5.6. In summary we want to achieve the following through this pilot:

• Support unemployed people into digital employment – employment can be in the tech sector or in digital jobs in other sectors but in all cases we expect these to be good jobs with salary levels nearer to £30k than £20k

• Support adults who are working in low paid, insecure employment to retrain to move into digital employment

• Support adults whose jobs are at risk of redundancy due to automation to retrain to move into digital employment

• Test the approach that aptitude and attitude are the prime entry criteria not qualifications or prior learning

• Understand what drives employers to co-invest and sponsor retraining for potential recruits • Test what financial support needs to be provided for adults to retrain

6. Design and Content 6.1. The funding for the WM Digital Skills Retraining Pilot was secured through our Skills Deal in July 2018. It is

part of the National Retraining Scheme, announced in the 2017 Autumn Budget Statement and being driven by a partnership of Government, CBI and TUC.

6.2. School of Code, a Birmingham based bootcamp has given us a blueprint for the approach we want to scale across the West Midlands through this pilot. https://www.schoolofcode.co.uk/

6.3. We are seeking proposals for delivery of training linked to jobs. The training does not need to be qualification based or accredited, although it can be if that is important to enter employment. We envisage the duration of the training being between 12 and 16 weeks where it is offered on a full time basis and between 6 and 9 months where it is offered on a part time basis. We expect the training to deliver the skills that an individual needs to gain employment. They must be relevant, up-to-date and hold currency in the jobs market. Although the training does not have to be qualification based we expect the skills development and training to be pitched at Level 3 (sub degree, A level / Advanced Diploma equivalent).

6.4. Delivery methods may be varied. We expect them all to include some face to face delivery but are not prescriptive about how much. We expect the proposals to include a breakdown of the training course and the time spent by topic and delivery method.

https://www.schoolofcode.co.uk/


6.5. We expect recruitment to any of the pilots to be aptitude and attitude based not qualification or prior learning driven. We will be keen to find out about the methods of recruitment and assessment used for the training as one of the learning outcomes of the project.

6.6. We expect proposals to include employer support. Primarily this should be in terms of job opportunities that

would be offered as an opportunity to individuals completing training. This will including the type and nature of the roles and salary levels that would be open to individuals upon completion, subject to interview / assessment. Employer support may also be in the form of premises, equipment, co-funding, recruitment fees and delivery of parts of the training or other methods of support. Proposals need to set out details of the employers who are recruiting/offering opportunities, job roles and salary ranges that individuals will progress into and the rate of positive progression. Proposals that are not clearly linked to jobs and employers will not be taken forward as part of the pilot.

6.7. We want proposals to set out the target group of residents they intend to work with. We are looking for

pilots that target unemployed residents; those who are employed but on low wages and/or in insecure employment; and those who are employed but at risk of redundancy. Proposals should set out how you plan to recruit from the group you are targeting.

We know that for some individuals, there may be additional barriers to training which we are keen to address. Proposals should therefore state how you will provide any additional support with childcare, transport etc, to overcome other barriers.

6.8. Proposals for unemployed residents should also set out how they will deliver integrated employability skills, such as: team working, problem solving; personal effectiveness skills; time management etc. Plus how they will support individuals with CV and applications and interview skills / portfolio development.

6.9. We are hoping to interest organisations who are not in the traditional training market to consider putting

forward proposals – either on their own or in partnership with training providers, colleges or employer. We want a stop/go after delivery of the first pilot group where we collectively evaluate outcomes, delivery and demand before agreeing to fund a second cohort.

7. Delivery 7.1. Organisations selected onto the pilot may not subcontract training and employment services commissioned

through the pilot to any other organisation without the express and complicit consent of WMCA.

8. Performance 8.1. The aims of this Pilot will be to train a minimum of 1900 residents over 3 years.

8.2. We expect a minimum of 70% progression into jobs / better jobs as an outcome of the pilot.

8.3. Suppliers will be accountable to a WMCA Project Co-ordinator for all delivery undertaken through this

contract. This will involve providing management information in terms of performance against targets, both outcomes and budgetary, as may be required.

8.4. The Digital Skills Retraining Pilot will be delivered by WMCA in collaboration with other partners, including

individual West Midlands local authorities, Jobcentre Plus, and other stakeholders. Suppliers may be required to meet with and report to such partners on the delivery of the training fund, as may be required.


9. Commissioning

9.1. We want proposals to come forward when a demand emerges or a new idea or collaboration is formed. Therefore the Digital Skills Retraining Pilot has been established to enable the award of contracts over a period of three years. WMCA anticipates to award a series of contracts over the three year period.

9.2. This is to allow for the flexible allocation of funding throughout the lifetime of pilot meaning not all proposals have to be submitted and approved from day 1 – proposals may emerge during the 3 year period. It will also enable us to work together to evaluate the outcomes of each project delivery and agree to the commencement of any subsequent groups.

9.3. We recognise this is a different approach to commissioning training but one we are committed to testing to

inform the National Retraining Scheme and meet our ambitions of a flexible and responsive skills system in the region.

9.4. We are expecting proposals to be submitted no more than 15 pages A4 and a summary of the proposal, to contain the following information in Appendix A below.

9.5. If bidders are unsuccessful in their application to the Digital Skills Retraining Pilot fund, they will be able to re-apply.

9.6. WMCA is an SME friendly organisation and encourages bids from a mixed range of suppliers including single providers, SMEs and consortia arrangements to provide a relevant and localised solution in accordance with the requirements of the regional Digital Skills Retraining Pilot.

9.7. The contract will prioritise employment outcomes and specialist expertise in the digital sector. Organisations must be able to evidence how they will moving people into digital jobs, have established relationships with employers requiring digital jobs.

9.8. The proposals will be considered by a panel constituted by members of the Digital Skills Partnership board. Successful proposals will be able to demonstrate innovation and creativity, particularly in relation to flexible delivery models that would, for example, enable those already in employment to upskill and secure in-work progression

10. Management Information

10.1. Management Information will be used to measure the performance and success of the provision:

Evaluate the overall effectiveness of the programme

Monitor impact of the training – track individuals for 12 months in terms of employment and wages, validate employer feedback

Measure recruitment, retention and success of training

Measure job outcomes / progression in work

Measure impact of incentives

Monitor characteristics of those participating

Identify service improvement

Fraud detection

Monitor and manage contracts (including financial monitoring and external quality inspection).

WMCA will monitor performance and will use Management Information to inform Provider Performance Reviews, as required.

10.2. The supplier must provide timely information / data as required by the WMCA for operational purposes and

to facilitate monitoring of the Provider’s performance within agreed timescales outlined within each mini-competition.


11. Sharing of Management Information

11.1. There are rules around the sharing of Management Information between WMCA, appointed contractors, and other relevant parties. These are detailed in the contract and must be adhered to.

11.2. The Provider shall not (and shall ensure that any of their sub-contractors or partners shall not) at any time publish, disclose or divulge any of the Management Information to any third party until such time as approved by WMCA.

11.3. All providers must implement appropriate arrangements which ensure that the WMCA’s information are protected in accordance with prevailing statutory and central government requirements. Organisations must have Cyber Essentials certification or a commitment to implement within 3 months of contract award.

11.4. Failure to comply with any of these policies or standards could result in removal from the Digital Skills Retraining Pilot fund and any subsequent loss of contract.

12. Data Security Requirements

12.1. In terms of extant Data Privacy legislation (UK Data Protection Act 2017 and the EU General Data Protection Regulation (GPDR)), WMCA is the Data Controller and the selected provider will be the Data Processor. As such, both entities will have defined responsibilities to ensure the reasonable and proportionate protection of relevant Personal Identifiable and, if relevant, Special Category data. Providers must be able to provide assurance, to WMCA, of how they will collect, process, retain or share WMCA’s relevant data in accordance with its sensitivity/relevance to Data Privacy legislation. Any associated information Security and Data Protection controls will be assessed once relevant data has been categorised and before any collection or processing takes place.

13. Provider Organisation and Personnel

13.1. The supplier must provide and maintain the necessary facilities and employees with appropriate qualifications, clearances (DBS) and experience to undertake the services and to provide the management information required for monthly reporting.

14. Participant Feedback and Complaints Handling

14.1. Providers should put in place a range of mechanisms for encouraging feedback from participants. Participant feedback will be an integral part of the Provider’s performance monitoring system.

14.2. Providers must ensure systems are in place to allow participants to resolve any grievances, concerns or complaints promptly and with the minimum level of bureaucracy, without causing embarrassment. This includes complaints related to discrimination.

14.3. Providers must always try to resolve problems internally. In some circumstances, however, it may be necessary to contact WMCA for additional advice.


14.4. Providers must record any discussions and their outcomes, allowing the participants to see and sign the record. Participants will be told the outcome of issues raised by them through the complaint’s procedures.

15. Health and Safety

15.1. All participants involved in any way with WMCA provision are entitled to train and work in a healthy and safe environment with due regard to their welfare. Providers must therefore, comply with the Duty of Care under the Health and Safety at Work Act 1974 and the Act’s associated regulations in the same way as they do for any other member of their workforce. Providers must ensure that participants receive health and safety induction training and supervision which are appropriate to the provision being delivered, and that systems are in place for checking this, both within their own organisation and at any sub-contractors. Providers must complete risk assessments, instruct, inform and train participants on the control measures identified. There are specific risk assessments for young people, pregnant workers, lone workers and employees engaged with manual handling activities. This list is not exhaustive.

15.2. WMCA staff may visit Providers and their subcontractors for a variety of reasons. When doing so they will, in the course of their duties, adopt an ‘awareness’ approach to health and safety. In doing this they will not be conducting a health and safety inspection, nor will they be in a position to offer advice on whether something is safe or not. Instead they will approach this from the position of a layperson. If however they do spot something on which they require assurance or clarification they will raise this with the Provider or their subcontractor’s representative at the location they are visiting. If it is subsequently decided that this issue raised is one that requires follow up, this will be arranged with the Provider through their contract manager.

16. Equalities

16.1. The WMCA is committed to equality of opportunity for all in the delivery of a good, service or works and employment. People, partners and businesses working or providing services on our behalf must adhere to our equality principles, as articulated in our Equal Opportunities Policy and our Equality Scheme, and demonstrate all necessary steps are taken to provide equal access in employment and service delivery in accordance with equality legislation governing race, gender, disability, sexual orientation, age, transgender status, religion or belief, pregnancy or maternity and marriage or civil partnership.

16.2. The provider will be expected, throughout the period of the contract, to employ suitably qualified and trained staff, and manage them to meet all the requirements of the Framework, including those concerning equality. The provider must ensure that all information produced or used in connection with this contract is as accessible as possible to people with disabilities and to people whose level of literacy in English is limited. The provider must monitor the representation of participants and take appropriate steps to ensure the customer make up reflects the diversity of the local area.


Appendix A Proposal to be submitted no more than 15 pages and the summary sheet to include the following information: Proposals to be submitted to [email protected] by Monday 6th January 2019 at 12.00pm Details required:

1) Organisation details

Name, address

Contact details

Ownership structure / names

2) Project Outline

The need / demand / Expected Outputs

Which objective is the proposal addressing

Aim and summary of proposal

3) Residents

Who does the project aim to support

Proposed number of people to be supported

Employed / unemployed / at risk of redundancy

Characteristics – age / ethnicity / gender

4) Recruitment

How will you reach residents

Key referral partners

Application process and approach

5) Training Overview

Model of delivery

Content of delivery

Hours / weeks etc.

Who will be delivering?

Delivery Location / Area

Anticipated start date / end date

6) Jobs

What type of digital roles are you training people for?

Which Employers will this training Support? Average salary levels

Levels of commitment – number of jobs per employer

7) Employer commitments

Names of employers and commitments to jobs

Names of employers and other contributions to the pilot

8) Outcomes and Impact

Number of jobs secured for unemployed residents

Number of jobs secured for employed residents – new occupations

Number of jobs secured for women under represented in digital

Wage increases

6 and 12 month sustainability / progression


9) Credentials

Why you are able to do this

References / citations

CVs of key delivery staff

10) Costs

Breakdown of costs of delivery – management and admin, delivery, marketing and outreach, incentives, overheads

Funding sought from WMCA / funding secured from other sources

Proposed payment model


Summary of Overall Proposal

Organisation Name

Residents Targeted (No. of learners and target group)

Training to be delivered (Short description of training)

Number of job outcomes (Number of people into jobs following the training)

Employer commitment (Name of employers engaged)

Total funding requested (Cost for year one and learner cost)

Documents

Invitation to Express Interest & Submit Proposals