The report of the Chef Executive (Document “T”) will be submitted to provide Members with an update on Skills for Work - the Council’s delivery arm for Apprenticeships, and Adult, Family and Community learning - including details of achievements, the impact of Covid and future plans.

Recommended –

1.            That Members note the content of this report, the challenges posed by the pandemic to the service, and mitigating actions undertaken;

2.            That Members welcome the continued success of SfW’s Apprenticeships programme across the District, and the progress made in recovering Adult and Community Learning provision in 2021/22 to date;

3.            That Members promote and support the Community and Family learning provision available in the localities to stimulate residents’ engagement with the programme; and

4.            That Members consider current delivery data (Appendix 2) and community settings (Appendix 4) and facilitate appropriate connections to additional venues and/or community groups that may increase the reach of the service within disadvantaged communities.

(Phil Hunter - 07896 727653)

The report of the Assistant Director Office of the Chief Executive (Document “T”) was submitted to the Committee to provide an update on the Council’s delivery arm for Apprenticeships, Adult, Family and community learning.  The ‘Skills for Work’ (SfW) programme was intended to address skills inequalities and have a positive impact on residents by enhanced equality of opportunity.  The report included details of achievements, the impact of Covid and future plans.

SfW was a fully traded service with all funding coming from external sources and was within the scope of Ofsted’s common inspection framework.  In response to Ofsted’s recommendation for a discrete Board, SfW had its own Governing Body to provide effective governance.

SfW was inspected in 2017 by Ofsted and was judged as Good.  A further self-assessment using the Ofsted framework also was judged as good using specific headline inspection measures.

SfW was dependant on generating income from learners’ participation, success and types of course, the numbers of which fell significantly for a variety of reasons during the Covid pandemic.

The reduction or venue closures severely restricted the more successful methods of marketing.  Numbers dropped from 1200 to 300 and whilst there was a subsequent increase in December 2021 back up to 594, a significant portion of the client group remained unable or reluctant to engage, even when restrictions eased.  Digital access and inclusion continued to be a barrier to learning and the success of the actions taken to mitigate the impact of less engagement through provision of online learning, IT equipment and staff training, still left barriers to success.

Over 600 young people have started on Kickstart placements for 18-24year olds, coordinated by SkillsHouse.  Of these, 319 were within Bradford Council and 293 across the employer partnership which included a range of employer types and sizes covering all sectors of the economy. SfW were the preferred training provider for Bradford Council for Apprenticeships, enabling and supporting learners to gain skills and qualifications.

Adult and Community learner numbers fell and were much lower than pre-pandemic and achievement success also fell.  A refreshed action plan was implemented and reviewed regularly in 2021 and indicated that achievement rates had recovered somewhat and were approaching the same levels as achieved in 2017/18.

The report concluded with thanks being given to partners and schools who had helped with engagement.

The Chair commented on the positive work and engagement at community level.

Members were then given the opportunity to comment and ask questions, the details of which, and the responses given, are as below.

·      In relation to the applicant success rate – did this mean those who had passed or did it refer to the number undertaking education?

·      Officers confirmed that it was the pass rate which was measured locally and nationally

·      Applications for apprenticeships as a preference over the academic route, was this being taken into consideration to draw down funding to make it available to young people?

·      Officers stated that is was an important pathway that could see more companies providing apprenticeships as they were a means to upskill workers as well as being used as a pathway into work.  The impact on income for low income families was a barrier and national achievement rates were higher at level 3 (A Level and BTEC).  More high quality apprenticeship opportunities were needed plus adult apprenticeships should be encouraged, paying over the basic rate for those looking for career opportunities

·      One Member commented that apprenticeships needed to be run properly, that they were poorly supported by companies and needed an improved financial offering.  This would create a competitive market for apprentices

·      Officers stated that pre-apprenticeship pathways were being investigated as well as a leaving care programme

·      A member commented that skills centres had disappeared from schools and asked whether people were upskilling later on and if there was any help available

·      Officers stated that national Government funding was available up to Level 3 qualifications and that only the qualification was funded, not living expenses.  Skills funding had not kept pace with the modern labour market

Resolved –

1.         That the contents of the report be noted, that members noted the challenges posed by the pandemic to the service, and mitigating actions undertaken

2.         That Members welcomed the continued success of SfW’s Apprenticeships programme across the District, and the progress made in recovering Adult and Community Learning provision in 2021/22 to date

3.         That Members would promote and support the Community and Family learning provision available in the localities to stimulate residents’ engagement with the programme

4.         That Members considered current delivery data (Appendix 2) and community settings (Appendix 4) and would facilitate appropriate connections to additional venues and/or community groups that could increase the reach of the service within disadvantaged communities.

Action: Chief Executive