Agenda item

The report was noted.

Sam Cutlan-Dillon, Skills and Talent Programme Manager of the Programme gave members an update presentation on the progress made and the status of the skills and talent initiative.

Members were informed that the programme aims to:

 

·        Deliver 2,200 additional skills

·        Support 14,000 individuals to achieve higher levels by 2030

·        Create 3,000 new apprenticeship opportunities from Level 3 to degree apprenticeships

·        Develop 20 new and updated course frameworks to provide a clear educational pathway
The pillars are digital construction, energy, smart manufacturing and life science and well-being and to create 2 centres of excellence.

·        Sam Cutlan-Dillon created a skills barometer to assess job creation from the eight city deal projects, current training provisions, and identify gaps. This allows partners and stakeholders to create new qualifications, pathways, and apprenticeship routes as needed.

·        Members were informed that as of December 2024, 27 pilot projects been approved and are now mostly in delivery.

·        There are 6 new apprenticeship routes developed from level through from level 2 through to degree in user experience with a further 4 apprenticeship update/developments also in t This has been approved that that work is ongoing.

·        Discussions are ongoing regarding future pilot projects with several partners and stakeholders to create a steady pipeline of new skills.

·        Members were informed that the business case can pivot and change and react to changes within the region and there are several concept ideas for centres of excellence currently identified.

·        Officers advised it is very industry led in terms of gaps in terms of recruitment needs and this feeds into skills solution group and through skills solution group to RSP board.

·        There are currently 3217 higher skilled individuals.

·        The target for increased skills is 2,200 and that has been exceeded with a current total of 33,846.

·        There are currently 184 apprenticeships with a target of 3000.

·        There are 32 currently for course creation and this exceeds the target of 20. Officers expect this further increase.

·        Members were informed that for the Centre of excellence target is 2 but is currently at 0, this is expected to be achieved by the end of the programme focusing specifically on Manufacturing and Energy.

·        Officers’ public investment currently amounts to £1.5 million.

·        Private investment through the pilot projects amounts to just over £1,580,000.

·        The private apprenticeship investment is £1,435,000.

 

Members noted that there was an article in the press regarding the shortfall in apprenticeships Members asked for examples of the number of highly increasing skills.

Members asked in what sections the apprenticeships has fallen behind in the in the programme?

Officers explained that they are working across five sectors to enhance higher skills, Members were informed that the business case was approved in 2021, with pilot projects starting that year and lasting up to two years. Many have completed, with some projects now closed or moving to closing. Officers used the example of Passport for Employment program in Pembrokeshire, which focused on engineering offshore wind energy. The pilot project has just concluded, successfully meeting all targets for higher-skilled individuals. Further activities are also ongoing.

Members were informed that the Passport to Employment Destination Renewables project is award-winning, with Pembrokeshire leading the way by winning three awards from STEM and Offshore Skills Awards. Officers noted that the project is being rolled out in Scotland and Cornwall, with interest from Canada and Morocco.

Members were informed that the industry-led approach has been key to their success, as it directly meets employers' needs in terms of quality and level. Officers noted that apprenticeships are more complex due to factors beyond their control.

Officers noted that they were aware of the press and felt that it was unfortunate that some of the highlights that were taken from that meeting. They explained that since the City Deal's inception, apprenticeships across Wales have faced significant changes, including a 14% funding cut. This reduction means less money is available to deliver apprenticeships through Welsh Government and raining providers.

Members were informed that Welsh Government priorities have shifted towards higher-level, better-quality apprenticeships. This means they cost more to deliver, resulting in fewer apprenticeships for the same amount of funding under the City Deal.

Officers explained that the slower uptake of apprenticeships is linked to delays in the other eight city deal projects. These delays in getting off the ground and starting construction mean that apprenticeships cannot be recruited until the projects are fully underway.

Officers are collaborating with strategic partners to ensure apprenticeship recruitment continues, increases, and meets targets. They created a new apprenticeship framework in just six months, a process that usually takes over two years, to address a global skills gap, not just in Southwest Wales.

Officers are also supporting colleges and independent training providers to ensure they can deliver these new skills. This involves having qualified individuals to teach the new qualifications as they are developed.

The outputs need to be achieved by 2030, with spending continuing until then. March 2028 They have received an extension to March 2028, and officers are confident they will meet the targets.

Members highlighted broader issues beyond the control of the city deal, questioning whether there are enough applicants for these apprenticeships. They noted that while applications are exceeding expectations, the biggest challenge remains the amount of funding available.

Members were informed that while there is strong interest from individuals and demand from employers, the number of apprenticeships that can be delivered is limited by the available funding.

Members asked for some examples of the Centre of Excellence.

Members noted that officers are sure they are going to exceed 2 and asked for examples of where they are and what they do.

Officers have a couple earmarked and because they are not building a centre, there's no capital spend and is instead about an amalgamation of activity around a certain sector and a certain local authority areas

Members were given the example of Pembrokeshire, where officers have collaborated with Pembrokeshire Council, Pembrokeshire College, and industry partners like Pembroke Dock Marine. This collaboration focuses on the new job roles that will be available in the area.

Officers have got 4 pilot projects around energy engineering, STEM taking place in Pembrokeshire, which will help to create a centre of excellence around offshore energy in Pembrokeshire, which ties in with Pembroke Dock Marine.

Officers stated that some of the projects are already award-winning and are being looked at to be rolled out globally.

Officers are focusing on manufacturing in Neath Port Talbot, leveraging ongoing inward investment efforts. The Celtic Freeport project is expected to significantly impact the region's skills needs, and officers are closely monitoring this development.

Officers feel that they can pivot and change, and can focus spend where it's needed, when it's needed.

Members emphasized the importance of quickly retraining or placing skilled workers from Neath Port Talbot's steelworks into new positions to prevent them from leaving the area. This is crucial to retain their expertise and support the local economy.

Members are concerned that these people can be brought back if they are needed or that new people and apprentices are trained.

Jane E Lewis advised members that when the business plan was written, officers weren't aware of the position that Tata Steel was in or the Celtic Freeport and offshore wind opportunities.

Officers explained that the creation of Centres of Excellence is not about constructing new buildings. Instead, it focuses on bringing together colleges, universities, training providers, and local authorities to leverage the key strengths of each area.

Officers emphasized that manufacturing is a key sector in Neath Port Talbot, attracting essential skills to the county.

The skills partnership has throughout all the changes that have happened because of COVID and other circumstances have been looking how can they change some of the directions of travel.

Officers are keen to retrain TATA employees and the skills in the region, acknowledging their immediate need for employment. They are highlighting future opportunities in Port Talbot, Pembrokeshire, Swansea, and Carmarthenshire over the next 10-30 years, so these workers can return and contribute to their communities after gaining skills elsewhere, like at Hinkley Point.

Members noted that the company JES have got a skill centre built for welding and construction and asked if the skills and talent can help in any way as it is a great example to re-train and upskill people that come up with the works.

Officers confirmed that they are in communication with JES and they are looking to put in an application for funding from the skills and talent programme.

The report was noted.