Agenda item

The draft Medway 16 -19 Strategy is intended to bring together a plan to increase participation in learning for 16 and 17 year olds, improve the transition for young people into the labour market and reduce the levels of those not in education, employment and training (NEET) and in ‘not known’ destinations aged 16-19 years. The youth labour market has some unique differences to the general labour market. The attached case for action is very clear that the education and skills environment is not separate from the economy and the economy cannot be detached from education and skills. The strategy is about long term sustainable development, balancing and building on the synergies between learning, economic growth and social inclusion.

Discussion:

The Interim Assistant Director, School Effectiveness and Inclusion introduced the report which provided the Committee with the draft 16-19 Strategy for Medway for the period 2016 - 2020.  Medway Youth Trust (MYT) had been commissioned to produce the draft strategy and the Chief Executive of MYT explained to the Committee the process of drafting the strategy and outlined its key aspects.  He emphasised to Members that the youth labour market was fundamentally different to general labour markets and this needed to be recognised and drew the Committee’s attention to the five key messages from the needs analysis which were:

·         A strategic and collaborative whole system approach was vital;

·         Evidence should be used to target populations based on what works;

·         Challenge needed to be grasped, with efforts channelled to young people’s character, mindset and resilience;

·         Data and information needed to be shared;

·         A common language needed to be used in education, recruitment, training and development.

He added that young people needed to be trained and prepared in areas that matched workforce need.  The Strategy would run from 2016-2020 and it was explained that although ambitious, 2020 would also ensure rapid change to keep all key players motivated in the Strategy and its outcomes.

Members then raised a number of points and questions which included: -

·         Ambitious timeframe – Members raised concern that 2020 was very ambitious,  It was reiterated that speed in development was needed to maintain the will and motivation to make changes and improve outcomes for young people.

·         Swanscombe Paramount development – Concern was also raised that too much reliance was being put on planned developments in relation to potential employment opportunities at the Paramount development at Swanscombe.  Officers confirmed that there was much regeneration within Medway and the vicinity, including Swanscombe and young people should be prepared for work in all these areas.

·         National Citizens Service (NCS) and Duke of Edinburgh – In response to a question about the NCS and funding, officers explained that the scheme had a criteria of the selected young people being a  mix of the local demographics and Medway had been very successful in recent years in meeting the requirement.  It was added that some schools used pupil premium funding to assist young people in funding them for these schemes and some bursaries were available.

·         Low uptake of apprenticeships under the age of 19 – A Member questioned whether the low uptake by under 19 year olds was due to insufficient information being provided in schools as it was an alternative option to sixth form.  In response, the Chief Executive of MYT explained that, nationally, young people reported that they did not feel they received the right information in school relating to apprenticeship opportunities at 16.  He also considered that a number of employers were apprehensive about recruiting apprentices at 16 and 17 years old, rather than at 19 plus, when they were likely to be more mature.  It was also added that their was a role in giving parents more confidence about apprenticeship choices for their children. 

·         Work experience – In response to a question about the amount and quality of work experience, the Chief Executive of MYT explained that attitudes to work experience needed to change.  Even if a young person reported to have not enjoyed their work experience, follow up conversations were key in getting the young person to understand what aspects of the work place they did appreciate and what they learned from the experience.  He added how valuable work experience, including volunteering, was in getting young people work ready.

·         Unwillingness to engage – In response to a question about how services can work with young people that are presenting as unwilling to engage in work and/or training, the Chief Executive of MYT explained that with intensive engagement from support services these young people can change their outlook.  Some were not ready for education, employment or training and therefore services had to work with these young people to help equip them to be ready.

·         Promoting Medway as a place of work – A Member raised an idea that video clips, promoting Medway as a place to live, work and enjoy, should be shown in schools to motivate young people about the area in which they live and to help them understand the opportunities available to succeed.  Officers welcomed this idea and also undertook to share these clips with Members.

Decision:

The Committee recommended the Cabinet to approve the 16-19 Strategy for the period 2016–2020.