Acting on skills locally: Building a skills strategy for leeds city region
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The document outlines the skills strategy of the Leeds City Region in the UK. It discusses the collaboration between local partners to address both supply and demand of skills. Key initiatives include developing intelligence on skills gaps, supporting business growth through grants and loans, expanding apprenticeships through hub networks, and engaging employers. Programs also aim to improve skills in education, transition from education to work, and raise skills levels overall to match the needs of local employers.
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Acting on skills locally: Building a skills strategy for leeds city region
- 1. ACTING ON SKILLS LOCALLY: BUILDING A SKILLS STRATEGY FOR LEEDS CITY REGION SUE COOKE HEAD OF SKILLS & ENTERPRISE
- 2. LEEDS CITY REGION IN NUMBERS
- 3. LEEDS CITY REGION ENTERPRISE PARTNERSHIP VISION Our ambition: To unlock the potential of the City Region, developing an economic powerhouse that will create jobs and prosperity Our strategic pillars: 1. Supporting growing businesses 2. Developing a skilled and flexible workforce 3. Building a resource smart City Region 4. Delivering the infrastructure for growth
- 4. SUPPLY AND DEMAND SIDE MODEL . URBACT’s Framework for City Action on Jobs Source: Campbell, M. & Partridge, A. with Soto, P. (2013)
- 5. LEEDS CITY REGION APPROACH 1. Collaboration: • LEP Employment & Skills Panel • Skills Network • Local Authority Officer Group • Skills Plan 3. Demand Side Actions: • Business Growth Programme • Apprenticeship Hub Network • Five Three One campaign • Skills Service for SMEs 2. Intelligence: • Annual Labour Market Analysis • Skills Mismatch ‘seesaws’ • Employer Research • Sector Focus 4. Supply Side Actions: • Better Informed Choices • Devolved Youth Contract (age 16-17) • Headstart (age 18-24) • Enterprise Advisers in Schools
- 6. 1. LCR SKILLS PLAN 2013/15: THREE BROAD THEMES 1. Building Skills in Education 2. Transition to Work 3. Raising Skills & Improving Demand
- 7. LEEDS CITY REGION APPROACH 1. Collaboration: • LEP Employment & Skills Panel • Skills Network • Local Authority Officer Group • Skills Plan 3. Demand Side Actions: • Business Growth Programme • Apprenticeship Hub Network • Five Three One campaign • Skills Service for SMEs 2. Intelligence: • Annual Labour Market Analysis • Skills Mismatch ‘seesaws’ • Employer Research • Sector Focus 4. Supply Side Actions: • Better Informed Choices • Devolved Youth Contract (age 16-17) • Headstart (age 18-24) • Enterprise Advisers in Schools
- 8. 2. See Saw Analysis
- 9. 2. See Saw Analysis
- 11. LEEDS CITY REGION APPROACH 1. Collaboration: • LEP Employment & Skills Panel • Skills Network • Local Authority Officer Group • Skills Plan 3. Demand Side Actions: • Business Growth Programme • Apprenticeship Hub Network • Five Three One campaign • Skills Service for SMEs 2. Intelligence: • Annual Labour Market Analysis • Skills Mismatch ‘seesaws’ • Employer Research • Sector Focus 4. Supply Side Actions: • Better Informed Choices • Devolved Youth Contract (age 16-17) • Headstart (age 18-24) • Enterprise Advisers in Schools
- 12. 3. BUSINESS GRANTS & LOANS CAPITAL INVESTMENT TO SUPPORT JOBS GROWTH • £25m investment so far in business grants/loans • 350 businesses supported • 75% for manufacturing • 3500 jobs projected – 1000 created so far • £7k average per job • Leverages 1:5 investment • Apprenticeships encouraged
- 13. 3. APPRENTICESHIP HUB NETWORK CITY DEAL PROGRAMME • £4.6m to create 8 Hubs and 2 Apprentice Training Agencies • Supports our ambition to create a NEET free City Region • Increase engagement of SMEs in Apprenticeships across the Leeds City Region securing commitment from an additional 2142 SMEs who have never offered an Apprenticeship or have not offered a placement within the last 12 months • Generate 2,500 new additional Apprenticeship opportunities for 16 – 24 year olds • Provide a central local point of contact for free, independent and better co-ordinated advice and support which explains the benefits of Apprenticeships to SMEs (each Hub and ATA model is different and responds to local infrastructure)
- 14. 3. FIVE THREE ONE EMPLOYER ENGAGEMENT CAMPAIGN 380 companies support the campaign and engage with LEP activity & programmes 550 overall pledges of support • 35 new apprenticeship generated • 12+ new businesses launched with support from five three one mentors • 4000 volunteering hours with schools and education • 12+ work experience placements for unemployed people resulting in jobs/apprenticeships £5K ANNUAL BUDGET £7M value to the regional economy
- 15. 3. SKILLS SERVICE & SKILLS FUND FOR SMES Manufacturing & Engineering Low Carbon & Construction Creative & Digital Finance & Business Hospitality & Tourism Healthcare & Medical Technologies Transport & Logistics Skills service – help to identify, source & package skills provision Skills fund - grants of between £500 – 50,000 up to 50% match basis in priority sectors £14M Fund supports: • Levels 1 - 4+ • Accredited & non-accredited courses • Upskilling of existing & new workforce www.the-lep.com/skillsservice
- 16. LEEDS CITY REGION APPROACH 1. Collaboration: • LEP Employment & Skills Panel • Skills Network • Local Authority Officer Group • Skills Plan 3. Demand Side Actions: • Business Growth Programme • Apprenticeship Hub Network • Five Three One campaign • Skills Service for SMEs 2. Intelligence: • Annual Labour Market Analysis • Skills Mismatch ‘seesaws’ • Employer Research • Sector Focus 4. Supply Side Actions: • Better Informed Choices • Devolved Youth Contract (age 16-17) • Headstart (age 18-24) • Enterprise Advisers in Schools
- 17. 4. BETTER INFORMED CHOICES LABOUR MARKET INTELLIGENCE FOR YOUNG PEOPLE/TEACHERS/CAREERS ADVISERS Fact Sheets for Key Business Sectors e.g. • Finance and business services • Advanced manufacturing • Digital and creative • Construction • Food and drink • Health and life sciences • Hospitality and tourism • Logistics and transport Video clips of young people and employers Teacher Resource Packs http://www.lcrjobsintel.co.uk/
- 18. 4. DEVOLVED YOUTH CONTRACT PILOT IN LEEDS, BRADFORD AND WAKEFIELD • £5.6M ends March 2016 • 16/17 NEETS • 68% (1,374) have progressed into positive employment, education or training outcomes.
- 19. 4. HEADSTART 18 -24 YOUTH EMPLOYMENT PROGRAMME • £4.6M ends Sep 2015 • 18-24 years - JSA recipients (26-39 weeks unemployed) • 1160 into work & other positive destinations • 35% conversion rate (265 jobs) so far 18 -24 YOUTH EMPLOYMENT PROGRAMME • £4.6M ends Sep 2015 • 18-24 years - JSA recipients (26-39 weeks unemployed) • 1160 into work & other positive destinations • 35% conversion rate • https://www.youtube.com/watch?v=JNslmXdqnco
- 20. 4. ENTERPRISE EDUCATION ENTERPRISE ADVISER PILOT • 60+ Volunteer Advisers • 100+ Secondary Schools • 7 Delivery Partners • Shared Audit Tool • Roll out to wider Enterprise in Education & Employability Programmes
- 21. CONCLUSIONS FOR OTHER CITIES See Leeds City Region case study in ‘Job Generation for a Jobless Generation’ (Urbact II Capitalisation)
Editor's Notes
- Our businesses: 109,000 businesses driving growth and innovation in global growth industries; largest manufacturing centre in UK; largest regional financial centre Our people; 3m population; largest and fastest growing workforce in the North; largest jobs growth in digital industries outside of London Our readiness: partnership capacity fired by 10 years of economic collaboration between towns and cities, and across the public and private sectors – one of only two areas considered “devolution ready” by the influential City Growth Commission In addition: A resilient economy: quickly recovered all of the jobs lost during the recession A connected economy– transport connectivity; energy assets – powers 1/6 of UK energy A knowledge=- rich economy– 9 HEIs, 14 FE colleges developing talent and supporting research, development and innovation
- The Leeds City Region film – should display correctly in slideshow view, otherwise click twice to display. Will only work correctly if connected to the Internet/ wi-fi
- Early findings – Business engagement is key (five three one) to generating sustainable opportunities In-work support for the individual and the business shows great results and feedback from business is that this is more valuable than cash incentives such as the Wage Incentive (WI ceases March 2015) Use of community groups has been key to success of DYC in identifying and engaging the 16/17 year olds who have become disengaged from Education, Employment or Training. Apprenticeship Hub: Current data ( as at end of September 2014): 1304 SMEs Engaged 743 young people started in one of the new Apprenticeship opportunities. Lessons learnt/how we could do it better: Central/co-ordinated marketing needs to be in place at the beginning of the programme; Need to be flexible! Focused entirely on SME Engagement (as per the contract and government priorities). However the reality is that we need to be working with young people and their influencers more and once engaged with young people, working with them to help them prepare to apply for Apprenticeships (time consuming activity); Develop a centralised forum/facility to engage and manage the training provider involvement; Work more closely with third sector agencies at local level as these tend to be the organisations that young people, particularly those hard to reach, will engage with and trust.
- Early findings – Business engagement is key (five three one) to generating sustainable opportunities In-work support for the individual and the business shows great results and feedback from business is that this is more valuable than cash incentives such as the Wage Incentive (WI ceases March 2015) Use of community groups has been key to success of DYC in identifying and engaging the 16/17 year olds who have become disengaged from Education, Employment or Training. Apprenticeship Hub: Current data ( as at end of September 2014): 1304 SMEs Engaged 743 young people started in one of the new Apprenticeship opportunities. Lessons learnt/how we could do it better: Central/co-ordinated marketing needs to be in place at the beginning of the programme; Need to be flexible! Focused entirely on SME Engagement (as per the contract and government priorities). However the reality is that we need to be working with young people and their influencers more and once engaged with young people, working with them to help them prepare to apply for Apprenticeships (time consuming activity); Develop a centralised forum/facility to engage and manage the training provider involvement; Work more closely with third sector agencies at local level as these tend to be the organisations that young people, particularly those hard to reach, will engage with and trust.