Sector Skills Councils (SSCs) is an independent employer-run organisation that intends to set up a qualification system fuelled by employer demand. The SSCS apply to certain economic sectors. There are 13 Sector Skills Councils (SSCs) whose sector is as follows: Sectoral Skills Agreements aim to ensure that public training resources and funds are focused on the priority skills needs of all sectors. Sketch the SSA. Skills for Care and Development is the Sector Skills Council for the 1.87 million people working in social care, children and youth. Particular attention will be paid to digital skills, as they are increasingly important on all occupational profiles throughout the labour market. Lot 1 – Sectoral competence alliances for the design and implementation of vocational training will work on the design and provision of common training content for vocational training programmes for one or more related occupations in a sector, as well as teaching and training methods. Particular attention should be paid to learning in the workplace, which provides learners with the skills required by the labour market. Each SSC agrees with its employers and partners on sectoral priorities and objectives to achieve five main objectives: there is no legal obligation for employers to train and employers are not aware of SSCs. In addition, not all industrial sectors are covered by SSCs. In addition, SMEs tend to have less access to SSCS than in large companies. The results of the latest survey by the Federation of Small Enterprises (2009), which mainly involved micro-enterprises, showed that 71% of respondents had never heard of SSCs; 90% did not know which SSCS was related to their activities; Of those who were familiar with SSCs, only 10% of respondents believed that counselling programmes meet the needs of micro and small enterprises.
For Lot 2, only one proposal per pilot sector may be selected for aid. There are 13 Sector Skills Councils and five Sector Skills Bodies in all sectors of the UK economy. SSCs and Sector Skills Bodies are under the roof of the Federation for Industry Sector Skills & Standards (FISSS). This strategy must have systemic and structural implications for reducing the skills shortage, gaps and imbalances, and ensure adequate quality and level of skills to boost growth, innovation and competitiveness in this sector. The sectoral skills strategy must include a clear set of clearly defined activities, milestones and achievements, in order to coordinate the demand for and supply of skills in order to support the overall sectoral growth strategy. The objectives of Lot 1 (meeting the qualification needs identified by the design and implementation of vocational training) must be integrated into the sectoral skills strategy. In addition, the transition to a more circular and greener economy needs to be underpinned by changes in qualifications and national education and training programmes to address emerging training needs for green skills and sustainable development. Lot 2 – Sectoral Skills Alliances for the implementation of a new strategic approach (Blueprint) for sectoral cooperation in the field of competences Sectoral competence alliances include a coherent and comprehensive set of activities and results, as defined for each batch and relevant to the sector concerned.
The Sector Skills Alliance covers at least four programme countries and includes at least 8 full partners, at least 3 of which are companies, industry or sector representatives (e.g. B professional chambers or associations) and at least 3 education and training providers. Lot 2 – Sectoral Skills Alliances to implement a new strategic approach (“blueprint”) for sectoral cooperation in the field of skills will develop sectoral competences. It is piloted in six sectors that suffer from a severe shortage of skilled labour: the Sector Skills Councils and Bodies are supported by the Federation for Industry Sector Sector Skills & Standards (FISSS) and funded through various means, including competitive public funding, contributions from member organisations and revenues from the services they have provided, for example.B. advisory services. . . .