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‘ACTION THROUGH DORSET PEOPLE’

The Dorset Employment and Skills Board response to the

UK Commission for Employment and Skills (UKCES) report

‘Growth Through People’

‘Growth Through People’ ‘Action Through Dorset People’

Introduction

Earlier this year the UK Commission for Employment and Skills

(UKCES) published a seminal report ‘Growth Through People’.

This is the Dorset Employment and Skills Board response –

‘Action Through Dorset People’. Our report is a Dorset response

to the five Priorities for Action highlighted in ‘Growth Through

People’. It makes recommendations as to how we can respond

and make the principle aim of the report ‘to build a consensus

about how to achieve economic growth that is sustained and

fair – growth through people’ a reality in Dorset.

This report will be presented to the Board of the Dorset Local

Enterprise Partnership (DLEP). Once agreed the action will be

taken up by the Employment and Skills Board throughout

2016/17

Geoffrey Smith – Chair, Dorset ESB Lawrence Vincent – Manager, Dorset ESB

Intr

od

uc

tio

n


The Dorset Employment and Skills Board commissioned this

report. The Board membership is;

Name Role Sector

Geoffrey Smith

(Chair)

General Manager - Rockley Park LEISURE

Adrian Trevett (Vice

Chair)

Economic Development Manager –

Borough of Poole

LOCAL AUTHORITIES

Ian Girling CEO – Dorset Chamber CHAMBERS OF COMMERCE

Carolyn Collins Director – Care South CARE

Chris Kane Managing Director – Greendale

Construction

CONSTRUCTION

Gary Seneviratne Director – Adido CREATIVE

Philip Green Director – Meggitt ENGINEERING

Mary Boughton Director – Dorwest FEDERATION OF SMALL

BUSINESSES

Andy Woodland Director – FJB Hotels HOSPITALITY

Peter Matthews General Manager – Castlepoint RETAIL

Martin Hancock CEO – Bournemouth Church Housing HOUSING

Sharon Collett Vice Principal – Bournemouth & Poole

College

COLLEGE

Emma Hunt Pro Vice Chancellor – Arts University

Bournemouth

UNIVERSITY

Caroline Pover Regional Manager – Skills Funding Agency GOVERNMENT

Amanda Buttle Regional Manager – Job Centre Plus JOB CENTRE PLUS

Rod Davis Chair – Dorset Somerset Private Training

Providers Network

PRIVATE TRAINING

PROVIDERS

Caroline Foster Lead – 16-19 Education Bournemouth and

Poole

SCHOOLS

Stephen Harris Manager – Wessex Ground Services CONSTRUCTION

Richard Dimbleby Independent Member

Lawrence Vincent Manager – ESB



What is it Saying to Us?

The report starts by stating that

whilst the UK economy is on

the mend the recovery is fragile

and long-term challenges

remain.

Two assertions stand out in the

report. Firstly, that the recession

has provided further evidence

of a shift in the shape of the

labour market as globalisation

and advances in technology

transforms markets, businesses,

and ways of working.

This has fuelled growth in high

skills jobs and new higher skills

technical roles, creating an

‘hour glass’ effect. Prospects

are good for those at the top

with high level skills, but there

is greater competition for those

at the bottom. The career

ladder is becoming harder to

climb.

Secondly, UK productivity lags

behind most western nations,

improving productivity is

challenging and complex, and

competitive advantage will

depend on creating the best

conditions for business to thrive

and innovate.

‘Gro

wth

Th

rou

gh

Pe

op

le’

– W

ha

t is

it

Sa

yin

g t

o U

s?


The central message of the

report is that skills are integral

to employment prospects, pay

and wellbeing, to business

competitiveness, and the

economy at large. Its ambition

is for a ‘sustained recovery for

the long term driven by skills

and talents of people – Growth

Through People’.

Against the backdrop of the

industrial strategy the report

sets out the long term

principles that underpin a

shared ambition for growth

through people delivered in

partnerships that includes

large and small businesses,

trade unions, colleges,

universities, and the third

sector.


contains five priorities for

action…..

Priorities for Action

1. Employers should lead

on skills and

government should

enable them

2. Improving workplace

productivity should be

recognised as the key

route to increasing pay

and productivity

3. ‘Earning and Learning’

should be the gold

standard in vocational

education

4. Education and

employers should be

better connected to

prepare people for work

5. Success should be

measured by a wider set

of outcomes not just

educational attainment


And spells out how the five priorities could be delivered

Employers should lead on skills and government should enable them

We need a new level of leadership from employers to take responsibility for

competitiveness and growth

Employers, working with each other and with their employees and trade unions,

should raise the bar on skills in sectors, regions, and supply chains. Collaboration

is vital to building the skills we need for competitiveness

Governments should commit to supporting employer leadership on skills,

individually, and in partnerships, as a central part of long-term growth plans and

a way of aligning public and private resources

1

Improving workplace productivity should be recognised as the key

route to increasing pay and prosperity

Up to 90% of the current workforce will still be in work in the next decade. To

tackle the productivity deficit for the economy as a whole, there must be a

much greater focus on job design, technology, and progression for those in

work

Equipping people with the right skills and giving them the best opportunities to

use them will lead to better paid jobs

This means better leadership and management of people and organisations,

increased employee engagement and more transparency about the value of

people to business success

2

‘Earning and Learning’ should be the gold standard in vocational

education

We need a step change in attitude and uptake of quality vocational routes into

good jobs. High quality apprenticeships should be a normal pathway for many

more young people, and a normal way for businesses to recruit and develop

their talent pipeline

Employers, working collaboratively, should have the lead role in designing

apprenticeships to ensure they have value in the labour market. The public

contribution should be channelled via employers to stimulate greater employer

uptake

In England, long-term stability in vocational education and training is essential

for employers to have the confidence to engage

3


Education and employers should be better connected to prepare

people for work

To create new pathways into work we need to start much earlier. All schools

should have links with local businesses and use those links to inform and inspire

young people about the breadth of career opportunities available

Further education colleges should be supported to work with employers to

deliver high level technical and professional education to meet the UK’s

technical skills gap

Closer collaboration between employers, colleges, and universities is essential

to ensure there are seamless opportunities to work and learn over the course of

longer working careers

4

Success should be measured by a wider set of outcomes not just


We need to align measurement of schools, colleges, and universities more

clearly with the outcomes that are needed for sustained growth through people

These outcome measures should be more prominent in demonstrating

accountability and key outcome data shared widely with employers,

individuals, and communities

Reliable labour market intelligence should be widely used to support better

decision making by individuals, employers, and education providers

5


The Dorset Response

‘Action Through Dorset People’

Ho

w t

o D

elive

r G

row

th T

hro

ug

h P

eo

ple

Employers should lead on skills and government should enable

them

We need a new level of leadership from employers to take responsibility for

competitiveness and growth

Employers, working with each other and with their employees and trade

unions, should raise the bar on skills in sectors, regions, and supply chains.

Collaboration is vital to building the skills we need for competitiveness

Governments should commit to supporting employer leadership on skills,

individually, and in partnerships, as a central part of long-term growth plans

and a way of aligning public and private resources

1

The Dorset Response to Priority 1 -

Top Three Actions

Analyse the apprenticeship growth plans of Dorset’s

colleges and private training providers and involve

employers in mapping this against the needs of the local

economy

Encourage Dorset employees to sit on the new national

training panels

Establish employer/education forums in Dorset’s key sector

areas Do

rse

t R

esp

on

se


Ho

w t

o D

elive

r G

row

th T

hro

ug

h P

eo

ple

Improving workplace productivity should be recognised as the

key route to increasing pay and prosperity

Up to 90% of the current workforce will still be in work in the next decade.

To tackle the productivity deficit for the economy as a whole, there must

be a much greater focus on job design, technology, and progression for

those in work

Equipping people with the right skills and giving them the best opportunities

to use them will lead to better paid jobs

This means better leadership and management of people and

organisations, increased employee engagement and more transparency

about the value of people to business success

2


Top Three Actions

Roll out the ESB project – ‘Employability Charter’ across all

Dorset’s schools, colleges, and private training providers

Ask Dorset’s colleges and private training providers to share

their three year vision for developing higher level skills

Extend the ESB skills mapping project to other sectors

Do

rse

t R

esp

on

se


Ho

w t

o D

elive

r G

row

th T

hro

ug

h P

eo

ple

‘Earning and Learning’ should be the gold standard in vocational

education

We need a step change in attitude and uptake of quality vocational

routes into good jobs. High quality apprenticeships should be a normal

pathway for many more young people, and a normal way for businesses

to recruit and develop their talent pipeline

Employers, working collaboratively, should have the lead role in designing

apprenticeships to ensure they have value in the labour market. The

public contribution should be channelled via employers to stimulate

greater employer uptake

In England, long-term stability in vocational education and training is

essential for employers to have the confidence to engage

3


Top Three Actions

Work with the LEP to develop a marketing strategy aimed at

increasing Dorset employers take up of apprenticeships

Develop a 3-4 year apprenticeship growth plan for Dorset

and involve employers in mapping this against the needs of

the local economy

Help inform and educate Dorset’s employers on how the

new apprenticeship levy will work and the role they can

take in influencing the design of apprenticeships Do

rse

t R

esp

on

se


Ho

w t

o D

elive

r G

row

th T

hro

ug

h P

eo

ple

Education and employers should be better connected to prepare

people for work

To create new pathways into work we need to start much earlier. All

schools should have links with local businesses and use those links to inform

and inspire young people about the breadth of career opportunities

available

Further education colleges should be supported to work with employers

to deliver high level technical and professional education to meet the

UK’s technical skills gap

Closer collaboration between employers, colleges, and universities is

essential to ensure there are seamless opportunities to work and learn over

the course of longer working careers

4


Top Three Actions

Work with Dorset LEP to ensure they support the

‘Employability Charter’ and they roll this out across all

schools, colleges, and training providers across Dorset

Create the expectation that Dorset’s colleges and training

providers will develop and share separate strategies for the

development of higher level skills

Roll out across Dorset Bournemouth & Poole College’s

‘Curriculum Validation’ model which invites businesses to

influence the design of vocational courses

Do

rse

t R

esp

on

se


Ho

w t

o D

elive

r G

row

th T

hro

ug

h P

eo

ple

Success should be measured by a wider set of outcomes not just


We need to align measurement of schools, colleges, and universities more

clearly with the outcomes that are needed for sustained growth through

people

These outcome measures should be more prominent in demonstrating

accountability and key outcome data shared widely with employers,

individuals, and communities

Reliable labour market intelligence should be widely used to support better

decision making by individuals, employers, and education providers

5


Top Three Actions

Ask colleges and private training providers to demonstrate

how they have used LM1to develop their strategic plans

Agree on a set of outcome measures for all Post-16

provisions in Dorset which analyses progression into

work/further learning and wider outcomes such as

maths/English and work experience

Ask colleges and private training providers to present their

strategic plans to the LEP to ensure compatibility with the

needs of the local economy

Do

rse

t R

esp

on

se


Contact The Dorset Employment & Skills Board _______

Co

nta

ct

Us

ESB Manager

Lawrence Vincent

[email protected]

ESB Chair

Geoffrey Smith

[email protected]

ESB Website

http://dorsetlep.co.uk/local-delivery/sep-talented-dorset/sep-talented-

dorset-employment-and-skills-board/

ESB Vice-Chair

Adrian Trevett

[email protected]

The layout and graphic design of this report was created on behalf of the Dorset Employment &

Skills Board by Apropos Professional Services

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