Agenda item

Report of the Chief Partnerships Officer/Director of Education and Skills

The Committee received a report of the Chief Partnerships Officer/ Director of Education and Skills, which would be considered by Cabinet on 11 October, 2022, together with a presentation on the Coventry Economic Development Strategy 2022-2027 which highlighted the following points:

The report indicated that this was Coventry’s first ever citywide Skills Strategy. The Coventry Skills Strategy took a holistic approach to the skills system from early years through to lifelong learning to achieve the best outcomes for our residents and businesses. It would play a pivotal role in delivering on the ambitions of the ‘One Coventry 2022-2030 Plan’ in helping to increase the economic prosperity of the city, addressing climate change and tackling inequalities within our communities.

The approach reflects collaborative principles of the One Council Plan with shared work across Council teams and services, residents, education/skills providers, employers, other public sector bodies and community organisations. It served as a ‘framework for action’ with partners learning and developing creative solutions to skills challenges together to meet our three Strategic Ambitions and the eight Priority areas within them:

•  Strategic Ambition 1: A comprehensive, citywide skills offer that raises aspirations and allows each and every resident throughout their lives to reach their full potential.

§  1. Skills Levels: To improve the overall skills levels of Coventry residents.

§  2. Aspiration: Further develop a skills system that inspires residents to achieve from primary school through to lifelong learning.

§  3. Progression Pathways: Providing a clear line of sight for people to progress through Coventry’s skills system.

•  Strategic Ambition 2: A skills ecosystem which ensures that all, including those most in need, are able to participate in, progress and achieve success.

§  4. Community: A skills system which meets the needs of all residents and is widely accessed by all Coventry communities, including newly arrived communities.

§  5. Inclusion: A skills system which is fully inclusive and representative of our diverse City.

§  6. Highest Needs: A skills system which supports those most in need, with a ‘proportionate universalism’ approach, helping people out of poverty and creating a more equal City.

•  Strategic Ambition 3: A flexible and responsive system that works together with our growing, investing and local businesses to deliver the right skills mix for our dynamic labour market.

§  7. Skills for business: A skills system which provides the skills required by Coventry’s businesses, both current and future and contributes to economic growth and the prosperity of the City and Region.

§  8. Social Value and Sustainability: A skills system which is well positioned to maximise increased commitment to social justice, respect, community, and responsibility including Coventry’s commitment to tackling climate change.

The presentation indicated  that there were three key shared goals between the  Economic Development Strategy and the Skills Strategy

-  Skills and opportunities in the City are right for investment

-  Co-designing skills solutions for businesses

-  In work upskilling

Following the presentation, together with the presentation referred to in Minute 15 above, the Committee asked a number of questions and the following points were discussed:

·  How the performance and the success of the strategies would be measured, including the indicators the One Coventry Plan

·  The frequency of performance reporting of the strategies to Scrutiny

·  The challenge of the current economic climate for businesses

·  Retrofit grants for Registered Social Landlords and a retrofitting project in Foleshill were outlined

·  The development of the Gigafactory site

·  Reassurances were given about the viability of Coventry College. It was acknowledged there were challenges in getting lectures in certain trade subjects and options to address this gap were being explored.

·  A summary progress of City Centre South was given with a public report to Cabinet due in the Autumn

·  Investment Zones would be subject to a bidding process and no details of this were known at the time of the meeting

·  How the strategies would be communicated to, and benefit Coventry communities was discussed

·  The role and purpose of Equality Impact Assessments was outlined in relation to the development of new strategies

·  Social Value data will form part of the evaluation process

·  Options to use employment land for open spaces

·  Opportunities to upskill over 50s given the current retirement age and that people may need to wstay in work longer given the rising cost of living

·  Opportunities to upskills parents and link with Early Help Partnership to enhance skills. Opportunities to make training flexible and modular around family commitments were being looked at to make it as inclusive as possible.

·  Narrowing the attainment gap at GCSE level would be discussed by Education and Children’s Services Scrutiny Board 2

·  Limitations of the consultation on the skills strategy were discussed. Although the response rate was disappointing, new information was gained from undertaking it and the survey would run annually, and try and increase it’s reach based on lessons learnt.

·  The Coventry Charter was not the Thrive Programme

·  Apprenticeships were a key focus for the skills strategy both within the City Council and in other organisations. Certain groups were targeted for support including those with barriers to employment. The parts of the Apprenticeship Levy was transferred to other organisations to help ensure it was spent within the City.

·  A work experience offer was being redeveloped following a lull due to the pandemic. 

·  Support for women from BAME backgrounds to access training and therefore employment

RESOLVED that the Scrutiny Co-ordination Committee:_

1)  Recommend that Cabinet approve the Coventry Skills Strategy 2022-2030

2)  Request that annual performance data on the Strategy is presented to the appropriate Scrutiny Board