FOREWORD

The New Anglia Skills Board places employers at

This cross-cutting report provides a high-level executive snapshot

of the ten skills plans that have been completed for our key

the centre of decision making on skills in Norfolk and

sectors.

Suffolk, to ensure the skills system becomes more

Skills opportunities and challenges are often shared by a number

responsive to the needs of employers, residents and

of our sectors and can be best tackled effectively and economically

the future economy.

on a cross-sector basis.

Sector Skills planning is absolutely vital to our local economic

As such, this report considers where skills needs ‘cross-cut’ some

ambitions, especially considering UK Modern Industrial Strategy

or all sectors, and where there is a case for local intervention

developments and the current high-profile Sector Deals.

across sectors to avoid duplication and achieve greater economy

and impact.

We realise though that strictly sector-defined approaches have

limitations for us at a local level:

Whilst the sectors covered by this work capture over two-thirds of

jobs in Norfolk and Suffolk, it does not capture all. However, these

• Not all businesses are either defined, or define themselves,

remaining jobs will also greatly benefit from the priorities that are

as part of only one sector

set out in this report. We are therefore committed to ensuring that

• Sectors overlap significantly in some areas

local skills planning encompasses the whole economy, and not just

key sectors in terms of growth and economic contribution.

• Sector definitions continually evolve

• Sectors often have great influence outside their own sector

Paul Winter

‘boundary’- e.g. through supply chains

Chair

• Risks of excluding many local people not working in our

key sectors

New Anglia Skills Board

OUR

POTENTIAL

CHALLENGES

A POPULATION THAT IS

A WORKING AGE POPULATION (16-64)

PROJECTED TO GROW

THAT IS SET TO REMAIN ROUGHLY THE

BY 11% (177,000 PEOPLE)

SAME SIZE (968,000 PEOPLE) OVER THE

BETWEEN NOW AND 2038

NEXT TWO DECADES

Source: 2015 Mid-year Population

projections, Office for National Statistics

BETWEEN 2001 AND 2011, THE

A NET LOSS OF NEARLY 12,000

PROPORTION OF THE

PEOPLE WITH A LEVEL 4

POPULATION WITH A LEVEL 4

QUALIFICATION OR ABOVE ON AN

QUALIFICATION OR ABOVE

AVERAGE WORKDAY

INCREASED FROM 16% TO 23%

Source: 2011 Census, Office for National Statistics

Source: 2001 AND 2011 Censuses, Office for

National Statistics

WORKFORCE JOB NUMBERS

OVER 100,000 JOBS TO BE FILLED

INCREASED BY 50,000 (7%)

BETWEEN NOW AND 2024 DUE TO

BETWEEN 2010 AND 2015

PEOPLE LEAVING THE WORKFORCE

Source: New Anglia LEP Local Economic

Source: Working Futures 2014-024, UK Commission for

Strategy evidence base

Employment and Skills

GROWTH IN MEDIAN ANNUAL

MEDIAN ANNUAL WAGES ARE 91%

WAGES (2014 - 2016) ABOVE

(RESIDENCE) AND 89% (WORKPLACE)

NATIONAL AVERAGE

OF NATIONAL RATES

Source: Annual Survey of Hours and Earnings,

Office for National Statistics

OUR SECTORS

£5.1bn

£3.6bn

£3.2bn

£1.4bn

£0.9bn

£2.1bn

£2.8bn

£0.9bn

£2.3bn

(14%)

(10%)

(9%)

(4%)

(3%)

(6%)

(13%)

(2%)

(7%)

(6%)

GVA

84,500

79,000

70,700

24,400

7,800

29,200

101,900

10,000

48,700

89,100

(11%)

(10%)

(9%)

(3%)

(1%)

(4%)

(13%)

(1%)

(6%)

(11%)

JOBS

£60,500

£44,900

£45,400

£58,100

£120,800

£73,300

£27,500

£88,400

£47,900

£26,000

PRODUCTIVITY

(GVA per job)

6,000

8,300

9,400

4,400

400

1,900

2,500

700

4,100

7,100

(10%)

(14%)

(15%)

(7%)

(1%)

(3%)

(4%)

(1%)

(7%)

(12%)

ENTERPRISES

OUR SECTOR

SKILLS CHALLENGES

Presented here is an overview of the skills challenges identified within each of the various sector skills plans:

Apprentices and students require real world work

Mobilising industry leadership in helping meet future

experience

workforce and skills supply challenges

Increasing supply of tutors with experience of the latest

Rising to the challenges and opportunities of Industry 4.0

technology

Build on and co-ordinate careers advice and guidance

Pressing need for increased supply of good STEM skills

Effects of automation on labour

Young people and progression

The ability to attract talent to the sector

Meeting demand for R&D staff / trainers and academics

Meeting existing skills shortages

Apprenticeships - a missed opportunity

A steady supply of talent

Improvements required to training provision

Minimising the effects of boom and bust on skills

Net out-migration of Graduate talent

The building of industrial partnerships is required

Growing demand for higher level qualifications

The need to combine resources and grow investment

Gaps in skill provision

New and broader talent pipelines required

A need for a better supply of local, graduate level, mechanical and

Key concerns linked to the future supply of employees

electrical engineering skills

into the sector

Employers need to access skills and workers locally from other

Imbalances in the workforce linked to age and gender

industries at key times, as much of their requirements are generic

Removing obstacles to residents securing jobs in the

Delivery of apprenticeships not linked to employer needs

sector

OUR SECTOR

SKILLS CHALLENGES

cont.

Mismatch between changing skills demands and ‘softer skills’

Sector training delivery with limited links to Norfolk and

output, with digital automation meaning that key job functions

Suffolk HE institutes

now shifting towards advisory and customer service activities

Concerns regarding the sector-relevancy of enterprise and

Apprenticeship take up for young people is relatively low

careers provision within schools and colleges

with SMEs finding the overall offer confusing to access

Entry and retention in the Health & Social Care

sector

Leadership and succession planning for registered

managers and owners

Recruitment and retention of registered nurses

in nursing homes

Sector cohesion - a lack of business groups, networks, and

Apprentices and higher apprenticeships up to level 7

infrastructure

The availability of ‘commercialisation’ skills and

The ability to recruit internationally, and the importance of

advanced data, maths and ICT skills

New Anglia as a place to attract and retain world class talent

Major change to the sector is coming, with most expecting

Automation and clean transport systems will accelerate

medium to long term growth in trade and transport volumes

rapidly over the next 5-10 years leading to a big increase

in demand for staff skilled in engineering, ICT and digital

Securing the workforce needed to sustain day to day

operations (e.g. drivers, warehouse staff) given that

Securing the management skills to drive change and

historically these gaps have been filled by migrant workers

promote trade, innovation and growth in the industry

A lack of a consistent local tourism sector/employer voice on skills

Some Culture sector stakeholders feel disconnected,

uniformed, and frustrated with local skills initiatives

Filling immediate front-line vacancies (e.g. housekeeping, bar-

work) with a concern that this will be exacerbated by Brexit

Concerns about the ‘employability’ of new Culture sector

entrants post qualifying (at all levels including Masters)

Young people consider tourism as a short-term job rather than a

career

Potential for freelancers in Culture sector to be isolated

OUR CROSS-CUTTING

DRIVERS OF SKILLS CHANGE

Based on the skills challenges identified by, and working with each sector, we have identified the following seven cross cutting issues, or

‘Drivers of Skill Change’, and what they mean in terms of local skills supply and development needs:

LACK OF

DEVELOPMENT

TEACHING /

INDUSTRIAL

PRESSING

SECTOR

SUITABLE,

POTENTIAL OF

TUTORING

DIGITALISATION

GROWTH

REVOLUTION

SKILLS

QUALIFIED

EXISTING

SHORTAGES &

(IR) 4.0

SHORTAGES

ENTRANTS

WORKFORCE

SKILLS GAPS

There is a

Current and

The large

Individuals and

shortage of

future vacancy

Sector growth

majority of the

employers

Rapidly

enthusiastic

Local

projections

is driving

‘future

need to

emerging

experienced

employers

prompt the

demand in all

workforce’ is

maximise their

technologies

teaching and

need to

need for local

sectors for new

within the

potential

and methods

training staff,

urgently recruit

“work-ready”

jobs and

existing

through digital

will change the

especially in

and train

staff to achieve

replacements.

workforce.

literacy and

nature of many

technical and

motivated

sustainable

New jobs are

There is the

strategic

jobs at all

technologically

people to fill

employment -

often higher

need for our

business

levels, and

advanced

pressing

in important

level and

current

application of

create new

skills, which is

frontline

accessible jobs

technical in

workforce to

digital

jobs roles

an obstacle to

positions

and higher

nature

upskill and

technology

course

level/ technical

reskill

development

positions

OUR CROSS-CUTTING

SECTOR PRIORITIES

In response to the ‘Drivers of Skills Change’, and through consultation with sector stakeholders, we have identified the

following skills priorities:

- LOCAL SECTOR

Enable local sector employers and stakeholders to articulate their skills priorities and work

PARTNERSHIPS

collaboratively to connect with national sector deals and maximise private/public skills investment

- FUTURE INDUSTRY

Support local employers to realise opportunities from Industry 4.0, ensuring that the availability of

PROOFING

skills to work in such environments is an area of competitive advantage for the local economy

- CAREERS

Support young people and adults to understand the outstanding career opportunities available

INSPIRATION

locally, and the skills pathways to achieve those careers

- ROBUST TECHNICAL

Ensure that effective, sustainable, employer-partnered local pathways (School / Apprenticeships / FE /

SKILLS PATHWAYS

University) are accessible for young people and adults to develop valuable technical skills urgently

- IN-CAREER

Ensure high quality provision for the existing workforce to upskill in relation to the future skills needs

DEVELOPMENT

of local businesses and the career development of local people

-TEACHING /

Ensure that we have enough qualified, technically experienced / technology-savvy teachers to

TRAINER PIPELINE

meet the training and education needs of our future workforce

- BUILDING LOCAL

Support local skills providers to be the pivotal suppliers of local skills needs, developing expertise

SKILLS CAPACITY to become nationally recognised in areas of strength

CROSS-CUTTING DRIVERS OF SKILLS CHANGE

LACK OF

DEVELOPMENT

TEACHING /

INDUSTRIAL

PRESSING

SECTOR

SUITABLE,

POTENTIAL OF

TUTORING

DIGITALISATION

GROWTH

REVOLUTION

SKILLS

QUALIFIED

EXISTING

SHORTAGES &

4.0

SHORTAGES

ENTRANTS

WORKFORCE

SKILLS GAPS

LOCAL SECTOR PARTNERSHIPS

FUTURE INDUSTRY-PROOFING

CAREERS INSPIRATION

ROBUST TECHNICAL SKILLS PATHWAYS

IN-CAREER DEVELOPMENT

TEACHING / TRAINER PIPELINE

BUILDING LOCAL SKILLS CAPACITY

LOCAL SECTOR PARTNERSHIPS

‘Conduct an audit of

‘Mobilise industry

ACROSS

existing comms and

leadership’

‘Create a sector

NORFOLK AND

identify key

owned and

messages to be

branded

SUFFOLK WE

‘Identify

used consistently

recruitment

opportunities to

WILL…….

across organisations

centre for adult

‘…a need for a

share resources

and platforms’

social care’

unified sector

between

voice to represent

industry and

‘Build intra-

the sector’

training

industry and inter-

Support sectors in:

providers’

sector workforce

- strengthening their

flexibility’

local growth plans;

- understanding their

‘VEA adopts a local

future workforce needs;

employment and

skills leadership

- collaborating locally;

role for Norfolk and

- connecting with local

‘Establish a Digital

Suffolk…’

skills provision;

‘Establish a New

‘Develop employer

Tech Skills

- maximising

Anglia AgriFood

leadership across

Taskforce’

opportunities for local

Tech Skills

the two key clusters

people

group’

of Norwich and

Ipswich’

‘Collaborate with

FE/HE partners and

develop Norfolk and

‘Establish a Digital

Suffolk as an Area of

Skills Observatory’

Excellence for

cultural skills

development’

FUTURE INDUSTRY-PROOFING

‘…establish a

‘Target digital

ACROSS

Building Growth

development

Nuclear Forum to

NORFOLK AND

support at a

understand the

strategic level to

SUFFOLK WE

wider impact of

improve staff

‘Create an

Sizewell C on all

WILL…….

productivity through

Industry 4.0

planned

‘Consider and

new methods…’

challenge

construction

respond to

programme.’

projects’

‘VEA portal

implications of

Support individuals

developments an

Fintech

and businesses to

opportunity to build

developments’

‘Develop new and

maximise their

overall digital

existing Training

capacity’

potential through:

and Skills Centres

- digital literacy;

to provide the

- strategic application

physical and

‘Help employers

of digital technology;

human resources

respond to the

- investing in and

needed to

opportunities and

‘Create projects

realising the economic

embrace

challenges which

focused on

and human potential

automation and

are flowing from

increasing ICT,

‘ensure the Culture

Industry 4.0, and

from Industry 4.0

major changes

data and maths

sector capitalises on

develop and

technologies such as

such as Brexit and

skills linked to Life

the fast-emerging

‘Establish the

deploy clean

Artificial Intelligence

Industry 4.0’

Sciences’

opportunities of a

connectivity

transport

and Robotics

digital economy,

between the Digital

solutions’

through a digi-

Tech sector

embracing,

expertise and the

developing and

needs of the wider

professionally

economy for digital

capable workforce’

development

support’

CAREERS INSPIRATION

‘…place the sector

‘Improve the

ACROSS

at the forefront of

perception and

NORFOLK AND

the New Anglia

career

‘Develop a Careers

youth pledge’

opportunities for

SUFFOLK WE

of the Future

nurses in nursing

WILL…….

Programme to

homes’

‘Find ways to

ensure that the

recruit new staff

sector projects the

either as school

‘Secure the future

career

leavers or career

energy workforce’

opportunities in

changers to fill

AME effectively,

shortfall in driver

Support a framework

both to school age

supply’

that enables local

and older students’

people to understand

the jobs and careers

‘Promote careers

available in our

within schools’

‘Ensure existing

developing local

careers channels

economy, and the

‘Implement an

such as Icanbea

diverse pathways to

employer led

represent the sector’

achieve their

‘Co-ordinate

schools

sector careers

engagement

aspirations

promotion’

programme’

‘Establish a

shared portal

promoting the

‘Enable an inspiring

Digital Tech

careers information

sector’

and guidance

environment’

ROBUST TECHNICAL SKILLS PATHWAYS

‘Develop, a

‘Develop a higher

‘Collaborate to

programme of pre-

‘Develop higher

ACROSS

technical

aggregate demand

employment skills

and degree

engineering offer’

for higher level

NORFOLK AND

training designed to

apprenticeship

apprenticeships in

‘Focus more on

enhance reskilling

routes into the

SUFFOLK WE

the Tourism sector

applied skills

and conversion

sector’

in areas such as

WILL…….

development

pathways’

marketing and

whereby

leadership’

apprentices and

students gain real

‘Apprenticeships

world work

Collaborate with local

and group

experience’

education and skills

training’

providers to further

develop diverse and

‘Extended

‘Confirm specific

robust technical skills

apprenticeship

technical skills gaps

pathways, supporting

provision especially

‘Develop and

in the Culture sector

new pathways

local employment

communicate a

to establish whether

‘Develop new

needs and the career

through to

vocational and

a business case can

progression

Degree/Post-grad

aspirations of local

academic

be made for new

routes to higher

level’

qualification and

collaborative

people

education in

‘Work with HE and

training roadmap for

provision’

AgriFood Tech’

FE to develop a

the sector: from

range of additional

‘Identify new

foundation to

Undergraduate

strategies to tackle

chartered’

(including higher

technical /

apprenticeships),

specialist skills

‘Build connectivity

shortages that are

Post Graduate and

with FE and

management CPD

reported by the

schools for age

provision’

Culture sector

18+ career

locally’

entrants’

IN-CAREER DEVELOPMENT

‘…create and

‘Develop a

ACROSS

promote a New

Registered

Anglia

Manager’s Academy

NORFOLK AND

Construction

for aspiring and

‘Consult with the

SUFFOLK WE

‘Develop AME

Training fund’

registered managers

national Banking

Course Provision

and adult social care

WILL…….

Standards Board

‘Develop sector

to ensure that

private voluntary

and the Institute

management skills

courses meet

and independent

of Financial

to facilitate long

changing

sector owners’

Services on the

term growth

employer needs’

promotion and

adoption of skills

and qualifications

Work with local sector

across employers

partnerships to

to stimulate

‘Enable a dynamic,

identify and support

greater demand

targeted local in-

‘Establish a Digital

value-adding

career leadership

Tech workplace

for CPD across

‘Develop a

workforce

the sector’

and PD programme

learning

workforce

development and

for the current

infrastructure for

development

retraining

Culture workforce’

in-career

programme to

development’

equip the sector

with skills needed

for growth’

‘Develop a New

Anglia network of

‘Provide skills and

‘Explore potential for

education and

enterprise support

investment in a

training centres for

for the local

nationally renowned

Life Sciences’

freelance

CPD infrastructure’

community’

TEACHING / TRAINING PIPELINE

‘Private sector

‘Improve training

ACROSS

training providers

provision to

supported to

NORFOLK AND

match forecast

recruit new staff’

‘A Tutor

need’

SUFFOLK WE

Development

WILL…….

Programme to

increase the supply

of tutors, full and

part time or released

by employers, to

Work in partnership

‘Industry and

help deliver the

to increase the local

training providers

skills development

supply of

to work together to

needed by the AME

enthusiastic,

develop a

sector’

experienced teaching

programme of

and training staff,

strategic

especially in

investments in

‘Secure the

linked projects to

technical and

availability of local

‘Develop the

meet the need for

technologically

post-graduate

‘Develop

supply of trainers

increased training

advanced skills

accredited

increased

to meet the

capacity’

professional

training in

needs of the

training’

sectors using

AgriFood Tech

Life Sciences to

sector’

develop informed

clients, creating

a market pull for

Life Sciences

innovation’

BUILDING LOCAL SKILLS CAPACITY

‘…establish an

‘Develop and

ACROSS

effective

implement

programmes that

NORFOLK AND

mechanism to

identify and

enable nursing

SUFFOLK WE

‘Plan for major

address specific

homes to “grow

WILL…….

projects or

skills gaps in the

their own” nurses

‘Develop an

programmes in

sector’

and other health

apprenticeship

care professionals

advance which

‘Build intra-

combining a driving

will increase the

industry and inter-

to deliver holistic

qualification with

demand for AME

sector workforce

care to service

transferable skills

users’

skills’

flexibility’

enabling career

Champion the

growth as the sector

development of an

becomes more

even stronger local,

automated’

responsive skills

system able to meet

the skills needs of our

‘Develop a new

growing local

higher

‘Develop a Level 4

‘Identify new

economy and beyond

education

apprenticeship

recruitment

centre to meet

offer for the

channels / target

the shortfall in

sector, with a

audiences e.g. older

technical higher

focus on general

workers, returners,

education in the

insurance

disadvantaged

industry’’

services’

groups’

CONTRIBUTING TO THE NEW ANGLIA

SKILLS BOARD VISION

SKILLS

Growth of an inclusive economy with a highly skilled workforce where skills and

BOARD

employment provision meets business need and the aspirations of individuals

VISION

SKILLS

Driving Skills

Agile & Responsive

Equipping Young

Tackling Barriers to

BOARD

Progression for the

training provision

People for Success

Work

OBJECTIVES

Workforce

for key sectors

Local Sector Partnerships

Future-Industry Proofing

Careers Inspiration

Robust Technical Skills Pathways

In-Career Development

Teaching / Trainer Pipeline

Building Local Skills Capacity

SKILLS

Employer

Resources &

BOARD

Interventions Coordination

Collaboration

Involvement

Flexibilities

LEVERS

SECTOR SKILLS PLANS

For more detail regarding the individual sector skills plan then please refer to the links below:

Advanced

Construction

Energy

Health & Social

Ports &

Manufacturing

Care

Logistics

& Engineering

Skills Plan

Research

Financial

Visitor

AgriFood Tech

Digital Tech

Services &

Life Sciences

Economy

Insurance

Skills Plan

Research