Strategic development: Skills – part One
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Dave Kempson of Luton Borough Council explores efforts to build a skills base supporting the local economy
If ever there was a local authority treasurer like the caricature Scrooge figure, only interested in money, there can’t be any now. Not when the finances of every authority are dependent upon increasing business rates, minimising numbers of adults and children requiring care, and reducing unemployment (and hence the Council Tax Support Scheme costs) by getting more people into work.
In order to get more local people into work, and particularly into high-paid jobs, improving the skills base is key for Luton. Where we are successful in attracting new business (principally in airport-related industries) we want the jobs to go to Luton people. Internally we have remodelled our adult learning offer.
Basket weaving and other hobby courses are out. Vocational courses are in. Ofsted praised our approach, and categorised our adult learning service as good, with aspirations to be outstanding.
We have had talks with Bedfordshire University about how courses can be developed in airport-related areas, given the recent approval to increase London Luton’s passenger throughput from 10 million to 18 million per annum. We are working with local schools, and particularly the independent Luton Sixth Form College, to increase aspirations and point out the opportunities that exist locally. We seek to maximise apprenticeships for local people when we offer contracts, and have done for some time (this was included in our contract for the Building Schools for the Future project). It is particularly pleasing that some local companies are now offering local apprenticeships on their own initiative.
In general, where increased skills lead to employment, a virtuous circle is created. Less pressures in families, less likelihood of family break-ups, less pressures on care services. However, in reality it is exceptionally difficult to make a difference to those who have not been in education or employment for some time, or to those like me, whose skills were developed a long time ago and find it difficult to adapt to a digital age.
The other, fundamental problems are firstly, that skills development is a long-term game, and we have no real answer for the local firms urgently seeking highly-qualified staff in their specific niche areas, however much we talk to the university. Secondly, the skills developed are really down to the hearts and minds of individuals. However influential teachers may be, for many young people trying to develop a career in sport or hairdressing can seem far more exciting than the prospect of training in aeronautical engineering. Further, given the long-term nature of skills development, and the ways in which job markets locally and nationally can change quickly, there is always a risk that we encourage young people to develop skills that in 10 years’ time are not in demand.
However, a lack of qualifications is the biggest problem. If we encourage skill development to the maximum, people can always change direction. How many s151 officers have nonfinance degrees? Me, for one. Finance seemed simpler than skills development.
*Dave Kempson is chief financial officer at Luton Borough Council
Photo: (cropped) Steven S, Flickr
