Humber Local Enterprise Partnership Skills Network – October 2014 Gary Warke - Chair

Humber Local Enterprise Partnership Skills Network October 2014 Gary Warke - Chair

LEP Update National College CEIAG Launch Going for Gold 24 th October, Village Hotel, Hessle. Humber Apprenticeship Support Service (HASS)

Employment & Skills Strategy Sam Whitaker Member ESB and Chair of Skills Implementation Group Our ambition is that by 2020, the Humber will have a skills system that is better aligned with the current and future needs of our economy

Strategic Outcomes Raise employer commitment and investment in skills Inclusive, LEP-wide stakeholder engagement Demand-led provision of education, training and skills Improved LMI and CEIAG Support - for seeking employment and enterprise Maximise the use of funding - capital and revenue Increase aspiration

Interventions 11 Interventions driven by the E&S Board I1: CEIAG and LMI I2: Springboard Programme I6: Apprenticeships I7: Employability Skills I10: Humber Energy Campus

Implementation Plan Strategy will be monitored via the Implementation Plan Also merged Enterprise Zone Skills Plan Strategy will be reviewed annually by ESB Implementation Plan will be reviewed bi-monthly by the Skills Implementation Group (working document) Format of Implementation Plan agreed by Implementation Group on 30 th July Going to the ESB on 17 th October

Springboard Jackie Langley East Riding Council

Background o Humber wide initiative contracted by Cities Policy Unit, Cabinet Office through the Hull and Humber City Deal o Build on existing mainstream employment initiatives and provide flexible support for 18 -24 year olds 2 key strands o Strand 1- support for 18 year old NEETs o Strand 2 support for 18- 24 year old JCP customers [excluding those on Work Programme]

Background Aim: To support progression of customers into o Work o Learning o Traineeships o Apprenticeships How o Customers supported on a one to one basis by a personal adviser for a period of up to 6 months

Background o Programme will be supported by a Youth Ambassador in each local Authority and o 2 Central LEP roles - CE IAG coordinator -Pledges coordinator

Progress to date o Delivery started June 14 for 3 out of 4 LAs. Hull started September due to delays in the recruitment process o Strand 1 proving to be more problematic difficulties associated with tracking the customer group o Strand 2 good partnership working with local JCPs has enabled a good referral process to be established

Progress to date o Achievements [June -August 2014] Strand 1Strand 2 Engaged 2844 Progressed42 o Mixed feedback on client engagement a lot of hand holding is needed o nagging is a technique that seems to work!

So whats next o Opportunity to bid for extra funding through the flexible support fund [JCP] deliver additionality to the programme o Deliver other activities that will aim to progress customers .. Over to Tom

Peter Harrison On behalf of 150 Regiment RLC Armed Forces Campaign

150 Regiment RLC Aim Explain the context Develop Employer Support to Reserve Service Demonstrate the benefits of Reserve Service Sources of support, advice and information Invite you to participate in follow up activity

150 Regiment RLC Mission 150 Regiment RLC is to recruit, retain and train force elements up to CT2 in order to deliver success on operations, overseas and at home.

150 Regiment RLC What is Employer Support Employer Support is defined* as: Activity which develops or sustains the relationships between the Armed Forces, Reservists and their employers so that employers will support the Reservists release for routine training and, when necessary, mobilisation. * JSP766 The Defence Directive on Employer Support

150 Regiment RLC The benefits of employing a Reservist Many employers see supporting members of the Reserve Forces as part of their social responsibility Reservists may be able to obtain qualifications useful to their employer (in driving or first aid, for example) However, the main benefits are in the soft skills which are developed through their training and their experience while mobilised, including team-working, self confidence, communication, leadership and management Reservists are often given responsibility for people, equipment and activities at a much younger age than in their civilian work

150 Regiment RLC Value of Training Annual Training 2 Elements of training required annually for personnel to be deemed efficient in role: Annual Camp a two week continuous training period Mandatory Annual Training Tests (MATTs) The training builds the following skills: Teamwork Ability to acquire new skills Personal administration Reliability and self confidence Commitment, respect for others, loyalty, integrity and discipline Ability to react quickly, calmly and thoughtfully in high pressure situations Analytical thinking and logical application of theory into practice Ability to both give clear communications and receive instructions A professional approach to policy and procedures According to research endorsed by the CMI, to deliver an equivalent training package would cost in the order of: Annual Camp 1500 MATTs 3000

150 Regiment RLC Value of Training Initial Officer Training In total students receive up to 80 days of training typically over two years : This training builds the following skills: Leadership (inspire, motivate, make decisions, enable others to act and succeed) Management (operate with or without supervision, organise, control, support, evaluate, inform and train team members) Planning (organise and deliver delegated tasks, use resources effectively) Teamwork (interaction, awareness of others, contribution to team spirit) Making an impact (determination, influence, use initiative, confidence) Effective communication (verbal and written) Effective intelligence (understanding of tasks, lateral thinking, analysis, probing questions, application of common sense) Reaction to stress (ability to think and act effectively under pressure, self- discipline) The Royal Military Academy Sandhurst is world renowned for the quality of its training and in that sense, the training received is unique. However, according to the CMI an equivalent training cost would be: 22000

150 Regiment RLC Employers rights: exemption or deferral If a Reservist is called-up for mobilisation, their employer can apply for an exemption or deferral (i.e. for the mobilisation to be cancelled or postponed) if their employees mobilisation will cause serious harm to the business or organisation Their employer does not need the Reservists agreement to make such an application. Their employer has a right of appeal to an independent tribunal if the application is turned down

150 Regiment RLC Their employers rights: financial support If a Reservist is mobilised, their employer can claim most costs incurred back from the Ministry of Defence This can include: one-off costs (such as advertising for a temporary replacement) on going costs (such as extra overtime costs) up to 110 per day their employee is mobilised when the Reservist returns to work, costs of training he or she requires because they have been away Employers cannot claim for any consequential losses, such as a loss of sales if the employer thinks that this is a serious issue they should apply for an exemption or deferral

150 Regiment RLC Their rights as a Reservist: pay and benefits while mobilised The MOD will pay them either their military or civilian rate of pay, whichever is the higher (up to the equivalent of 200k/year, or more for some medical specialists) so there is no need for their employer to continue paying them anything while they are mobilised Reservists can also claim from the MOD for benefits (such as a company car) that their employer stops providing while they are mobilised The MOD will pay an employers contributions to any company pension scheme, provided that the Reservist continues with the employees contribution

150 Regiment RLC SaBRE (Supporting Britains Reservists and Employers) is the Ministry of Defence campaign which supports the relationship between Reservists and their employers SaBREs website www.sabre.mod.uk provides a wide range of information and publications for Reservists and for employers Reservists and employers can call SaBREs confidential helpline 0800 389 5459 Further advice is available from the Unit Employer Support Officer, who is also responsible for managing any cases where Unit support is required Sources of information for Reservists & employers: SaBRE

150 Regiment RLC Employers impact upon recruitment, retention, training and mobilisation The better informed an employer is, the more supportive they are likely to be There is considerable information and support available to you Summary

150 Regiment RLC Lunch 8 Dec 15, 12 - 1400hrs Ex Executive Stretch 11-13 Jun 15 Strensall Participants VIP day Location - 150 Regiment Royal Logistic Corps Middleton Barracks Calvert Lane Hull HU4 6BN Tel 01482 232324 Follow Up

STEM Traineeships Helping to get more people into Apprenticeships Humber LEP Skills Network 14 th October 2014 Howard Gannaway Senior Associate NIACE

NIACE is the National Institute of Adult Continuing Education, the national voice for lifelong learning. We are an internationally respected development organisation and think- tank, working on issues central to the economic renewal of the UK, particularly in the political economy, education and learning, public policy and regeneration fields. We campaign for the personal, social and economic benefits from lifelong learning, work to improve peoples experience of the adult learning and skills system, and fight for all adults to have opportunities throughout their lives to participate in and benefit from learning.

Discussion Paper Can and how might Traineeships work for Science, Technology, Engineering and Mathematics (STEM) within the context of a Local Enterprise Partnership (LEP) area? February 2014

Dorset Financial Services Aerospace Tourism Food & Drink Creative Industries Marine Industries and more

Traineeships Maximum 6 months Work preparation training Work experience English/Maths support (where required) Provider freedom and flexibility guided by employer needs

Humber and STEM By 2020, the Humber will have a thriving renewables sector, with ambitious capital schemes well underway and a growing reputation for excellence and expertise. Many thousands of jobs will have been created, driven by this major growth in renewables alongside the further strengthening of our other key sectors. Humber Strategic Economic Plan 2014-2020 Humber Local Enterprise Partnership

Humber Challenges Employability skills in young and older Youth unemployment Closer links needed between education providers and businesses The funding pressures on stakeholders necessitate good co-operation

and employers? Training portfolio confusing and difficult to navigate Demand for skilled employees appears to be outstripping supply

The proposition Traineeships with an added ingredient of STEM with Skills specified by employers means Employers can try before they buy and get Employment-ready Apprentices who can become profitable more quickly

What is needed? Demand exceeds supply so More Apprentices! Focus on employer needs A strategic approach - collaboration Good marketing, referral and IAG Well structured courses

What does the LEP want now? Is this right for your organisation? Can you be a pilot? Should you be collaborating? What help do you need?

Discuss! Are you delivering Traineeships? If no, why not? If yes, how? (How) do you contextualise training for employment? Do you/could you collaborate with other providers? What is your view of the role the LEP should be playing? What challenges do you foresee in greater collaboration across the region to deliver contextualised Traineeships?

Next Skills Network 20 th January 10-12 Guildhall, Hull Survey

Documents

Humber Local Enterprise Partnership Skills Network – October 2014 Gary Warke - Chair