Agenda item

To consider the presentation on the Rotherham Employment and Skills Strategy.

Consideration was given to the Rotherham Employment and Skills Strategy and the Chair invited the Cabinet Member Councillor Williams to introduce and in doing so he acknowledged the work going on behind the scenes and the research analysis taking place to inform the strategy.

The Strategy, therefore, provided a vision for employment and skills to help residents prosper and businesses succeed.  In addition, it provided a framework for actions over the next five years and aligned with regional and national focus on employment for a skilled workforce.

This Strategy supported the local economy, promoted inclusivity and its education/training would be responsive to the job market.  Its successful delivery was by way of collaboration with partners and included residents.  The Strategy’s progress delivery would be monitored, prosper growth and work would remain ongoing with partners.

Simon Moss, Assistant Director, Planning, Regeneration and Transport (by way of Powerpoint) gave a presentation to highlight the Strategy’s:-

·            Aims and Objectives.

·            Strategic Context.

·            Approach.

·            Implications Review 1.

·            Implications Review 2.

·            Implications Review 3.

·            Proposed Missions.

·            Strategic Framework.

·            Intervention Areas.

·            Implementation Plan.

·            Draft Actions.

·            Various Appendices.

A discussion and answer session ensued and the following issues were raised and clarified:-

·              Mention of several areas of high deprivation, emphasising the need to target all areas, not just specific ones.  Discussions were taking place on potential links to different approaches.

·              Ongoing conversations about working with CYPS, academies, and resources to assist with those not in education, employment or training.  Pathways were highlighted to work and collaborate with the voluntary and community sector to engage parts of the community not otherwise engaged with the Council.  There were aspirations to align with families in poverty, with plans for a workshop to address this.  Better understanding would be emphasised to target individuals through pathways to work.

·              Engagement with the voluntary and community sector through Voluntary Action Rotherham, but how would it ensure this would be captured.   Officers reported this would be done through a number of contracts through pathways to work and learning through the multiple programme engagements through voluntary and community sector.

·              How could aspirations be raised through retaining, offering opportunities and enable training access.  It was reported the provision was focused on getting people back to work.  The advanced programme would provide support and upskilling opportunities for people in work through the Employment Solutions Team.  The third mission of the Strategy was to enhance better signposting.

·              Could there be more upskilling by offering more evening or weekend courses.  Officers recognised the need for flexibility for people already in work.  For those who were carers who needed the flexibility the pathways to work programme would minimise duplication and ensure this provision was signposted clearly.

·              Different levels of inactivity were reported in ethnic minorities and highest was there a reason for this.  It was reported deep dive activity was looking into the reasons to understand through pathways to work.  Work was going with people to understand and how to address/resolve these problems.

·              How were barriers for access being overcome for learning jobs.  Officers confirmed programmes were taking place with employers to work with skills banks to upskill and enhance capability of their workforce.  Working in right way would support business and individuals.

·              Working with various stakeholders and relationships with other partners, but to what degree had they been involved in this strategy.  It was reported there had been a huge amount of work with partners.  The Employment and Skills Board had partners engaged in the pathways programmes and have effective governance in place to facilitate the collaboration needed.  Sub- groups to the Board provided opportunities, information and a level of activity.  It was very much Rotherham’s Strategy with collaboration from SYMCA and the DWP and other partners.

·              The final Strategy was helpful and the connections could be seen, but Voluntary Action Rotherham was not the only organisation that could provide connectivity. Officers were more than happy to liaise with other organisations. 

·              There was recognition for NEETS, but if young people were not in school what mechanisms were in place to access was available.  On this basis perhaps this Strategy also needed to be shared with the Improving Lives Selection Commission.  NEETS work was being done with schools to identify and picking up on data about absences and any other indictors.  Sharing the Strategy with other Commissions was welcomed.

·              Despite the increase in development apprenticeship levels were lows so what action was being taken with companies in say the construction industry to address this.  It was reported one of three missions focused on higher skills.  It was important to have higher end focus and address at a basic level so access into manual jobs was available.  RNN were taking a lead but more could be done and actions were being taken seriously and reflected.

·              In terms of the Strategy did employers indicate what they needed.  Officers confirmed they were working with the Chamber of Commerce and DWP as routes to develop any opportunities.

·              What apprenticeship programmes were available across partnerships and the Council.  It was reported there was an extensive established apprenticeship programme and there was a corporate drive to increase the offer.

·              With all the initiatives, collaboration and signposting how was the Council involved.  Officers confirmed large employers were really important to deliver the Strategy and the Council was taking a lead role.  Work was taking place through a particular strand and there was an assistance programme for growth acceleration via the NHS.  It was important to have themed outcomes and supply chains to encourage local employment with local training opportunities and planning policies to support the work taking place.

·              Was there any links to young people who were elective home educated.  This was an area Improving Lives had looked at so may need lines of enquiry to be followed up.

Resolved:-  That the presentation and the information be received and the contents noted.