ABC LMP Action Plan

Labour Market Partnership Action Plan 2022-2023

Armagh, Banbridge and Craigavon

Contents

1. Introduction 3 2. Executive Summary 3 3. Policy Context 3

LMP Structure 6

Process for statistical audit and engagement 7

Findings from statistical audit and engagement 8

Summary of themes 19

LMP Strategic Priorities and Action Plan 2022 – 2023 26

Appendix 1 – Detailed Statistical Analysis from Jobs & Benefit Office (JBO) 43

1.0 Introduction

In early 2021 the Armagh, Banbridge and Craigavon Labour Market Partnership ( ABC LMP) was established through the coming together of a wide range of stakeholders and partners under the existing Armagh City, Banbridge and Craigavon Borough Council’s (ABC) Community Planning framework.

In-depth strategic assessment was undertaken, including engagement with statutory partners and consultation with local business and community representatives, to identify employability and labour market issues and challenges specific to the ABC Borough. This information informed the development of the ABC LMP Action Plan.

The purpose of the Armagh, Banbridge and Craigavon Labour Market Partnership is to support local people to get closer to work and into work. At the heart of the ABC Labour Market Partnership is the need to ensure that a quality skills provision is driven by demand for skills in the economy, leading to reduced unemployment.

2.0 Executive Summary

ABC Council is committed to working with a wide range of stakeholders to drive productivity and inclusive growth through investment in skills, enabling businesses and supporting people to achieve and excel. This includes ensuring that the Borough has a dynamic, resilient, flexible and responsive skills system aligned to local industry needs, both now and in the future.

The aim is for citizens in our Borough to have the skills, information, support and opportunities to succeed in the labour market so they can make informed choices, have equitable outcomes and effective career pathways.

This document details the work of the ABC LMP in carrying out a Strategic Assessment and agreeing the resultant Action Plan

3.0 Policy Context for Employability and Skills in ABC

In the policy context of economic recovery plans, the draft Programme for Government, the Mid South West Growth Deal (MSW), the ABC Borough’s next Local Development Plan, the ABC Community Plan and Corporate Plan and the ABC Recovery & Growth Framework are all considered. This Acton Plan prioritises initiatives which will support local people to get closer to work and into work as part of the Council’s commitment to short-term recovery and long-term inclusive economic growth. In line with LMP guidance, particular attention has been paid to the Local Community Plan, the Programme for Government and the Council’s Corporate Plan.

The Reform of Local Government created an opportunity to establish a new Council covering a wider geographical area with increased powers at its disposal. ABC Council formed in 2015 has put in place a range of innovative structures to ensure it has become a stronger, more dynamic and unified unit, providing its citizens with

outstanding public services, while unlocking the full potential of the region. Covering an area of 554 square miles with a population in excess of 216,205 (2018) ABC represents the largest Council area in Northern Ireland outside of Belfast.

The draft Programme for Government (PfG) is wide ranging and focused on achieving outcomes of societal wellbeing and delivering real and positive change in people’s lives. Of particular interest in the context of the LMP are the PfG indicators and outcomes that relate to employability and skills:

Outcome 3: ‘We have a more equal society’

Outcome 6: ‘We have more people working in better jobs’

Outcome 8: ‘We care for others and help those in need’

Indicator 17: Economic inactivity rate excluding students

Indicator 32: Employment rates for 16-64 year olds by deprivation quintile.

Indicator 33: Percentage of people working part time, who would like to work more hours

With its broadened remit following Local Government Reform, ABC is a Council which is fully equipped to lead the development agenda. Through its vision, aims and values ABC’s Corporate Plan focuses its efforts and resources firmly on the Place, People and Position with priorities tailored to support business development and growth, developing workforce skills, progressing regeneration plans and enhancing the health and wellbeing of its residents thus improving their quality of life.

The Council produced a Community Plan for the period 2017-2030, ‘Connected’ which has as its vision:

We have a happy, healthy and connected community, a vibrant and sustainable economy and appealing places for living, working and learning.

The Community Plan highlights a number of areas relating to provision of a skilled economy, in particular by stating a long-term outcome of making sure people are better equipped to take full advantage of the opportunities provided by our dynamic economy. The short-term outcomes identified were that:

Stakeholders are more knowledgeable about current and future skills needs and are working in partnership to improve career pathways and equip people for employment

Individuals, particularly young people, have a better understanding of existing and future employment and enterprise opportunities, how to access them and the skills required

The key indicators are:

Percentage of the workforce in employment qualified to level 1 and above, level 2 and above, level 3 and above, and level 4 and above.

Employment rate (age 16-64)

Importantly the ABC Community Plan states the following.

“A vibrant economy needs to be supported. It is important that everyone, and in particular young people, is encouraged to reach their full potential. We must ensure that our potential workforce has access to clear and relevant pathways to employment which reflect their own interests and skills, as well as the needs of the local economy. Good businesses recognise that their people are their strongest asset. To ensure a thriving economy we will also need to promote the benefits of lifelong learning with progression routes for existing employees wherever possible. To deliver our goal, we need to support closer collaboration between local businesses, education and training providers and the voluntary and community sector. We need to identify, understand and address skills gaps, work with employers to understand the options for skilledbased recruitment and better promote higher level apprenticeships and vocational pathways ”

The Community Plan understands that supporting unemployed and underemployed people on their journey into work matters; not only does it help to increase the employment rate and economic activity levels in the economy, which will have a positive effect on growth, it also mitigates the deterioration of skills, confidence and health that can occur with prolonged periods of worklessness.

Finally, the Community Plan suggested some useful actions in this context:

Examine the potential for a multi-sectoral employment and skills forum

Raise awareness of existing and future skills needs, and their potential impact upon the local economy and business growth.

Develop collaborative initiatives to address skills’ deficits in target sectors.

Work in partnership to open up career pathways and improve employment readiness

The Armagh City, Banbridge and Craigavon Borough Council (ABC) Corporate Plan 2018-2023 makes specific statements in the areas of employability and skills. Key commitments are:

Facilitate others to provide employability skills and training.

Provide opportunities for apprenticeship, work experience and vocational volunteering within our workforce and across the Borough.

Encourage all employers to keep their workforce up to date with new skills and learning.

The Corporate Plan goes on to commit that to achieve this it will need to:

Support all young people and school-leavers in their career pathways

Facilitate and lead skills and employability opportunities to advance business development.

Support Lifelong learning to meet specific needs of the Borough.

Work in partnership to ensure opportunities are available to all.

Although there has been progress in NI as a whole and within the Borough in relation to the employability and skills landscape at the time of publishing of the Corporate and Community Plans, the challenges facing both businesses and individuals in relation to employability and skills remain, further exacerbated by the impact of the Covid pandemic

Over the last 4 years, the Council has developed a Local Works Forum and the Community Planning Working Group with strategic partners and local business and community representatives, which have delivered on a number of initiatives and programmes including the Accomplish Programme. The LMP will use data from these previous initiatives to help create a fresh focused and participant-led innovative LMP Action Plan

4.0 ABC Labour Market Partnership Structure

The ABC Labour Market Partnership (LMP) established in February 2021 has been developed by using existing structures within the ABC Council area; the Community Planning Working Group and ABC Local Works Forum. These established and successful groups combine a wealth of rich and diverse experience and knowledge and have enabled ABC Council to respond quickly to the introduction of local Labour Market Partnerships. The ABC LMP is a dynamic partnership, committed to working together to make a positive difference

The ABC LMP reflects best practice through extensive engagement with partners at local and regional level. Its aim is to be dynamic, responsive and innovative to achieve excellence. It will adopt a collective leadership approach, ensuring it operates in a manner that is open, honest and accountable. The ABC LMP will work collaboratively to create an environment of trust and respect.

ABC Council has a number of existing structures in place to enable successful delivery of the LMP. The Council engages regularly with external organisations including; Invest NI, NI Connections, Ulster University Economic Policy Centre (UUEPC), Queens University, NI Statistics & Research Agency (NISRA) and various Policy Think Tanks, to name but a few. The ongoing engagement and collaboration with these organisations will assist the LMP to make informed and evidence-based decisions and augment forward plans.

It has been agreed by the ABC LMP members that they will fulfil and observe the following intentions: 

To drive forward and implement the shared ambitions and actions ensuring the right support is provided to all participants. 

To provide an all-inclusive employability support service that is person centred, joined-up, flexible and responsive to individual needs. 

To involve service users throughout the process.





To co-ordinate information sharing and action between strategic partners.

To utilise labour market statistics and available data to inform decisions, identify priorities and support an effective partnership response.

To co-ordinate resources to improve opportunities and outcomes 



To align as appropriate with regional and national approaches.



Support inclusive sustainable economies by helping tackle inequalities within the local labour market.

ABC LMP currently comprises a representative from each of the following organisations

• Education Authority

• Jobs and Benefits Office (JBO)

• Business Partnership Alliance (BPA)

• The Antrim, Down and Armagh Rural Support Network (TADA)

• Manufacturing NI

• Northern Ireland Food and Drink Association (NIFDA)

• Enterprise NI

• Invest NI

• ABC Community Network

• ABC Council Economic Development Services Department

• Southern Regional College

• Disability Representative

The membership of the ABC LMP will continue to be reviewed throughout the process to ensure it is representative and meets local need. LMP members have met as a group and also engaged directly throughout the Strategic Assessment to discuss issues and challenges impacting local people and local businesses and to bring forward innovative ideas and solutions.

5.0

Process for the statistical audit and engagement/consultation

The process for statistical audit involved two distinct stages;

• A desktop review of key strategic and policy documents including the Programme for Government, Mid, South, West (MSW ) Regional Economic Strategy, ABC Community Plan, Council Corporate Plan, ABC Employability & Skills Strategy and Action Plan, ABC Recovery and Growth Framework (as well as LMP member organisations corporate plans/strategies).

• A desktop statistical audit of the existing evidence base available from Northern Ireland Neighbourhood Information Service (NINIS) website, UUEPC, Invest NI, Department for Economy (DfE), Department for Communities (DfC) and LMP member organisations.

Direct engagement also took place over the course of the Strategic Assessment and Action Plan creation, including with members of the ABC LMP, TADA, NIFDA, Ulster Supported Employment Limited (USEL), Northern Ireland Union of Supported Employment (NIUSE), and the ABC Council Social Enterprise Programme (SEP).

6.0 Findings from strategic assessment, including desktop statistical audit and engagement/consultation.

Desk based research highlights both positives and negatives with respect to labour market conditions in the ABC council area.

A wide range of material was reviewed and several stakeholders both from within the ABC LMP membership and others were interviewed. The goal in this activity was to spread the net as wide as possible in terms of understanding the issues faced by ABC employers and the local community, current provision in the field of employability and skills and a view of future needs – all to inform an LMP Action Plan that is the best possible reflection of the conditions, considerations and opinions within the ABC Council area a fit for purpose LMP Action Plan.

6.1 Labour Market Profiles for ABC area, key data and findings

Labour Market Profiles for Northern Ireland summarised below compare the pre-Covid condition to the position at Dec 2020 against the identified key indicators:

Reduction in employment rate from 72.4% to 70.6%

Increase in economic inactivity base from 25.8% to 26.4%

Unemployment rate up from 2.4% to 3.9%

Workforce jobs reduced by 2000.

Claimant count increase from 29600 to 59900.

Whilst employment rates, economic inactivity rates, numbers with no qualification and annual wage (see below) show ABC performing better than the NI average, the improved performance levels are generally small and each of these areas when further examined contain opportunities for improvement.

The impact of the pandemic saw the number of claimants increased by 87% from March to April 2020 and a further 13% from April to May 2020, both at a level higher than the NI average. Claimants until October 2020 remained reasonably constant in the range from 6,100-6,300.

The impact of the pandemic and the end of the Coronavirus Job Retention Scheme (Furlough) has not had the devastating impact on the claimant count than was previously anticipated.

Since the end of Furlough in September the number of claimants in the Borough has been reducing each month. In January 2022, NISRA recorded 39,815 claimants in NI, 3,745 of whom were in ABC Council area (2,230 males and 1,515 females).

Information from the local JBOs indicates a large number of unemployed young people are not work ready and have limited engagement with their local JBO. It is understood, young people in the not work ready category have a wide range of barriers and challenges including many citing poor mental health.

6.2 University of Ulster Economic Policy Centre (UUEPC) Future Skills Needs Southern area

The breakdown of jobs by industry in ABC is as follows:

Source: NISRA (BRES) and Provisional UUEPC Local Model Forecasting Spring 2022

According to UUPEC (Presentation to ABC Economic Development and Regeneration Committee 8 March 2022) ABC is forecasted to gain around an additional 7,700 jobs by 2030 The Manufacturing and Professional & Scientific sectors are forecast to

contribute 2,400 additional jobs between them by 2030 Retail is set to lose approximately 1,100 jobs due to the changing nature of the sector and pressures on the high street. ICT is set to remain a smaller than average sector, whilst there will be opportunities in Transport.

The missing ‘upper middle’ skills gap still holds in the ABC area. An estimated 20,200 South residents (ABC and Newry Mourne and Down Council areas) will gain qualifications each year up to 2030 and half will enter the labour market. There is a marginal undersupply of high-level qualifications (NQF level 6+) as 27% are entering the labour market compared to a forecast demand of 29%.

In ABC Council area, UUEPC highlights a current shortage of people with mid-level qualifications (NQF level 3-5), with 26% entering the labour market, whilst demand is forecast to require 39%.

An over supply of low-level skills (NQF level 2 and below) as 32% are demanded over the next decade but 48% are entering the labour market.

Net requirement vs qualification profile (NQF) of labour market entrants, South (2020-2028)

The UUEPC advises of qualification levels in the ABC Council area are broken down as follows:

• 14% of people aged 16-64 have no qualifications (NI average 15%)

• 54% of people aged 16-64 are educated to below NVQ Level 4 (NI average 50%)

• 32% of people aged 16-64 are educated above NVQ Level 4 (NI average 35%)

Anticipated future employment demand is as per the graph below and shows that employment growth by sector is going to be greatest in professional, scientific and technical (data for ABC and Newry Mourne and Down (NMD) District Council areas)

The picture in terms of future demand (data for ABC and NMD) by qualification level shows high demand for degree level qualifications among employers, with highest demand for lower skill levels (L3 and below) in “Wholesale and Retail”, “Restaurants and Hotels” and “Admin and Support Services.” Only 10% of net requirement is at below NQF L2.

6.3 Summary of businesses, vacancies and sectors from area JBOs

The information below has been obtained from the 4 local Jobs and Benefits Office (JBO’s) – Portadown, Armagh, Banbridge and Lurgan. This information is highly significant for the LMP as it provides evidence of the main occupational shortages. The information in the table below is further supported in Appendix A, a more detailed analysis from each JBO

0 1 to 910 to 49 50+

Process, plant and machine (31%)

Portadown 32518528

Armagh 18610197

Banbridge 13106209

Lurgan 1665696

Totals 808901030

Personal service occupations (29%)

Personal Service (49%)

Skilled trade Occupations (15%)

Personal Service (33%)

Skilled Trade Occupations (19%)

Personal Service (26%)

Elementary cooupations (20%)

Manufacturing (32%)

Human Health and Social Work (21%) 2430575112018060

Admin and Support services (32%)

Other service actvities (22%) 35901290165519545

Human Health and Social Work (26%) Manufacturing (23%) 29151020136514020

Wholesale and Retail Trade (18%)

Human Heaoth and Social Work (23%) 21504451200175 35

The analysis provides useful input to the Action Plan in identifying specific needs in JBO areas, breakdown of business sizes in the Borough and the vacancies offered in the 3 month period, January to March 2021.

JBO’s provide a wide range of highly impactful services that are very relevant to employability and skills provision. They also provide discretionary financial allowances and direct support to micro start-ups. Much new provision has recently been put in place as part of Work Readiness, which will form an important part of the signposting activity being carried out by the LMP.

6.4 Invest NI, ABC Briefing September 2020

Whilst this briefing focused primarily on businesses supported by Invest NI, there is a number of useful indicators relevant to employability and skills, these are summarised below:

Total population in area is 216,205 (2018)

The total employed is 101,100 with 11,000 self-employed

2% of population claiming unemployment benefit of which 21% are 18-24

Split of public/private sector is 25:75 percent

In 2019, Invest NI supported 197 businesses employing 18,773 people.

Size of supported businesses; 27% had 0-9 employees, 43% had 10-49 employees, 22% had 50-249 employees and 7% had 250+ employees

Employability and skills provision will flourish where there is employment through replacement but also where businesses are growing. This analysis would suggest that a very small proportion of businesses in the area are Invest NI supported, despite the fact that a number of micro and small businesses are among those who do access support.

6.5 Key considerations in ABC Council area:

17% of residents commute outside the area and only 9% of those employed in the area commute in. A focus on creating greater market opportunities in the area is needed.

Demand side

- Future job growth will be driven by high skill sectors such as health and social work professional services

- There is an impact on businesses not being able to find the skilled labour required to expand their businesses depresses competitiveness, production capacity and future job growth.

Labour market flows

- The largest opportunities as part of job growth will result from replacement demand, i.e., replacing retired workers and those who have moved to another position.

- This also means that the largest employment potential sectors currently will also be those with largest replacement demand. What this means is that sectors do not have to be growing rapidly to provide job opportunities.

- Many jobs with lower skills levels are filled from those in employment rather than through the education system.

- There are high numbers of workers with low qualifications but with developed skills. The challenge comes when they are out of work, they find it more difficult to get another job.

Importance of Qualifications

- Job opportunities arise from replacement or expansion. This then requires labour from education or migration.

- Manufacturing is likely to provide the most job opportunities in the region, driven in part by replacement demand.

- Qualifications matter more than ever. 29% of all opportunities will require NQF level 6+. Only 10% of the net job opportunities will require< level 2. The number of young people with no qualifications needs to be minimised. The study most usefully points out, “Education and labour market policies that support the most vulnerable groups can bolster inclusive economic growth by equipping individuals of all backgrounds with the skills to obtain ‘good’ jobs.”

- Subject demand: The most in-demand degree subjects (NQF level 6+) are medical related subjects; business and finance; and maths and computer science. At sub-degree level (NQF level 4-5) the most in-demand subjects are health, public services and care; business administration, finance, and law and engineering and manufacturing technologies.

Educational attainment and performance

- Differential in school leavers with 5 GCSE’s and 5 GCSE’s including English and Maths is 80% v 68%. Literacy and numeracy is critical for employment.

- 46% of children achieve 5 GCSE’s (including English and Maths)

- Early intervention initiatives have the most significant influence. There is no single policy initiative that will solve the spatial concentration of skills deficits. Therefore, a multi-agency locally focused response is required.

- Without a recognised panacea to address this issue, there is scope to test pilot initiatives. There are 4 main reasons:

Intergenerational transfer of low skills

Socioeconomic status

Aspiration in deprivation areas

Family Structure including lone parents

Skills balance

- Graduate supply and demand match closely, but attention is needed to ensure supply is in the right subject areas.

- Large mismatch in mid-level skills (levels 3-5) where net requirement is 39% and supply is only 26%.

- Large mismatch, with oversupply of those with Level 2 and below, i.e. 31% demand with 48% supply.

Other considerations

- Focus is needed on getting those with high skills and low qualifications to get their skills recognised

- Need for lifelong learning particularly related to technological change

- Applied work skills for graduates requires attention, many employers reporting poor employability skills. Work placements are important and more need to be made available.

- The cost of the long tail of underachievement: Low achievers may be in the education and training system for a number of years at a significant public cost. Ultimately, they are also more likely to become workless and generate a fiscal cost via out of work benefits. The analysis in this report highlighted the link between socio-economic indicators and education underperformance, and the concentration of underachievement in relatively deprived small areas. As skills represents the most effective route out of poverty, tackling low performance in these ‘left behind areas’ must be a priority to ensure future economic growth is inclusive for all.

6.6 Gender specific issues

As part of the need to present an Action Plan that is both inclusive and diverse, consideration was given to gender specific issues, with further information presented below.

6.6.1. Northern Ireland Housing Executive (NIHE) human rights, equalities and diversities workshop, 28/4/21



Women constitute 79% of the part time workforce  1/3 of working age women are economically inactive. 

In 2019/20 70% of apprenticeships were male, Higher Level Apprenticeships (HLA’s) are 69%.



Occupational segregation is problematic; men tend to be more involved in engineering, manufacturing and construction. Women more involved in business, administration and law. One possible related solution is women only training programmes in non-traditional sectors, i.e., construction and engineering.

6.6.2. Findings from Women’s Policy Group NI (WPGNI) Feminist Recovery Plan 2020

Industrial and occupational segregation. According to the Equality Commission for Northern Ireland, lone parents, 91% of whom are women, also experience occupational segregation in employment, with lone parents with dependent children mostly employed in ‘Personal Service’ and ‘Elementary’ occupations. Caregiving has been identified as one factor influencing occupational segregation with women and lone parents choosing occupations allowing sufficient flexibility to balance the demands of caregiving. This may have a potential impact on the sustainability of employment, with women and lone parents having to consider pay and career progression with flexibility in employment.

Women’s Access to education and training. The plan states, “The extent to which women more generally feel prepared to participate in education and training depends on a number of factors including childcare, transport and cost.”

Other areas worthy of note include digital poverty in terms of internet access and technology access for deprived areas. It is important to help women to be work ready through the provision of supported community-based education and training.

6.7 Southern Regional College (SRC) and South Eastern Regional College (SERC) Employer Survey Findings (Dec 2020)

SERC and SRC carried out an Employer Survey to better determine the shape of the skills offering needed to support businesses in the region in the COVID recovery period. This was directed at businesses in all the areas served by the two colleges The survey was carried out in December 2020 and the results from the survey are helping to shape the curriculum offering for businesses in 2021.

Key findings from the 172 respondents are summarised below:

• Only 8% of businesses expected to make redundancies.

• 56% businesses had to diversify or change products and services.

• 66% identified that they had skills shortages with largest numbers being in ICT, general operative, sales and administration

• 49% planned to recruit in the next 12 months with marketing/digital sales and manufacturing being the largest areas.

• 61% indicated that they recruit through apprenticeships and Higher Level Apprenticeships (HLAs) with digital marketing, engineering and construction being the most favoured.

6.8 ABC Recovery and Growth Framework (February 2021)

The Framework developed by KPMG on behalf of Council provides a strategic view on economic recovery and growth of the region following the impact of the Covid-19 pandemic. Some key findings as follows; 

Identified that investment in local skills and development beyond the role Councils traditionally play is a key priority 

Supporting education and training is an immediate priority albeit recognised as relatively complex to implement. 

Recognition of the importance of upskilling regional labour, particularly industry apprenticeships and industry relevant courses to core sectors 

Agri-Food, advanced manufacturing and Health and Life Sciences remain the key industry sectors 

Short-term actions include upskilling and mentorship of redundant workers hosting of job matching programmes and helping apprentices whose roles have not materialised. 

Longer-term actions in relation to supporting education and skills.

- 26% businesses report skills shortages when assessing applicants.

- Continue partnerships with DfE, Invest NI, InterTradeIreland and SRC to make sure skills match regional demand

- Employability agenda in tertiary education

- Belfast Enterprise Academy enabling degree level students to launch own business seen as example of creative intervention.

- Matching courses to key sector demand is key.

- Re-training and upskilling programmes are important where skills shortages exist

- Work with DfC on an inclusive growth agenda that relates to social deprivation and long-term unemployment

- Better marketing and larger effort needed to make apprenticeships more attractive

6.9 Consultation Summary

A number of consultations took place over the course of the Strategic Assessment and Action Plan development. Many of these inform different aspects of this Application, some specific feedback is also included below.

Social Enterprises

The current Social Enterprise Programme (SEP) is on a short extension funded by Council.

Some outstanding success stories; Madlug, Café incredABLE, Healthy Kids and The Right Key Recovery Café.

In many cases Social Enterprise organisations provide employment and their product/service also advantages local communities in working directly with disability groups, helping meet a social need or in improving health and wellbeing.

The ability to continue the SEP, with its strong track record in delivering business plans and jobs, presents an opportunity

The longer-term opportunity to regenerate town centres presents an opportunity for Social Enterprises and also significant potential benefit in employability and skills.

The Antrim, Down and Armagh Rural Support Network (TADA)

Supports 320 community groups in the council area.

Work delivered against 6 key themes, none specifically on employability and skills but some overlap particularly in transport and environmental and social/community themes.

Opportunities will exist in local settings to deliver Open College Network (OCN) qualifications to improve employability and skills in local areas.

Opportunities to identify and promote ambassadors from rural communities

Opportunity to carry out research on employability and skills needs in rural communities as a means of creating a specific Action Plan

Ulster Supported Employment Limited (USEL)

Close working relationship with JBO’s.

Focus on getting those with mental and physical disabilities and health conditions in to work and supporting them when in work.

There is a need to identify more public and private sector employers willing to offer taster and short-term placements.

Also, a need to connect with the parents of school age children with specific needs such as autism, to provide better education on suitable employment opportunities.

Northern Ireland Food and Drink Association (NIFDA)

NIFDA, as part of the Harvesting Our Skills (HTS) initiative, provided a range of useful observations. HTS is a network of companies and organisations which are working together to tackle the people and skills shortage within the agri-food industry and, in doing so, drive growth for the future.

One particular intervention aimed at the long term unemployed as part of HTS, provided the feedback below (8 companies responded):

Achievements

All the companies had recruited long term unemployed over the last 12 months.

40% of the recruits stayed 3 months

20% of the recruits stayed 6 months

40% of the recruits were still employed after 1 year

Impacts 

80% of the companies reported a positive impact on their recruitment by accepting from this group.

60% of companies are still reporting issues around recruitment at operative level

A list of their current recruitment priorities include:

- Recruitment at operative level

- Recruitment at Skilled level

- Exploring automation

- Promotion of employment within the company 

There were also a range of negative experiences including general employability of some Long-Term Unemployed (LTU) participants, work ethic, attitude, reliability and substance/alcohol abuse. 

NIFDA also held discussions with DfC on the resistance of the long term unemployed to work in the sector, with key factors listed below:

- No transport or transport costs too much.

- Permanent staff are not pleasant to agency staff

- Staff are being mistreated by management

- The conditions are too cold

- Don’t want to work shifts.

- Some people can’t /won’t wear all the hygiene /health and safety clothing.

- Standing on a line all day is an issue.

- Wages tend to be Non-Minimum W age (NMW) even for different shifts.

- Mundane tasks on the line

6.10 General Observations

The primary need is either in creating more capacity for a support where demand exceeds capacity or in specific areas that have no provision.

The nature of the need is continually changing, requiring a regular scan of the environment around employability and skills provision and measures of the effectiveness of existing provision.

Where it is, has a benefit to employability and skills provision, the LMP will actively promote and include activity that positively impacts on Health and Wellbeing across all themes. We also recognise that activity that increased participation in the Green Economy should be encouraged across all themes.

7.0 Summary of Thematic areas to address issues from Strategic Assessment.

As a result of the Strategic Assessment the following themes have been identified as local priorities:

• Unemployed young people

• Recently unemployed

• Economically inactive

• Furthest from the labour market (includes long-term unemployed, supported employment and rural unemployment)

Following a comprehensive analysis of the local labour market, using available local data from the sources detailed in the Strategic Assessment, with strategic stakeholders including local businesses, the Jobs and Benefits Offices (JBOs) and local community representatives, the Partnership has agreed that the above listed themes are the most critical people in need of help and support in order to tackle the rising unemployment in the ABC Council area.

The partnership recognises that repeat and new claimants without qualifications or with literacy and numeracy problems and with poor skill-sets are more likely to face a range of disadvantages in obtaining employment. They are more likely to move into unskilled, temporary jobs; have difficulty finding sustainable employment; be pessimistic about finding work; report difficulties in finding work because of a lack of references; apply for fewer jobs; have an indifferent attitude toward work; believe finding work is due to luck rather than effort; believe that benefits provide a more stable income than trying to earn a wage; have limited recent work experience; and face multiple barriers to work (such as health problems).

Having the right skills is a key driver of productivity and is important to individuals, businesses and the macro economy. Skills benefit individuals through increased probability of being in employment and higher wages; individuals with higher levels of qualifications tend to earn more. Businesses and employers benefit from having a more highly skilled workforce through spill over effects and increases in output and labour productivity.

For vocational and practical qualifications to support the drive towards a higher skilled workforce it is important for qualification design and delivery to focus on how to promote productivity in the longer term – people with qualifications and highly developed skill-sets are more likely to have stable work backgrounds.

With this information in mind the LMP understands the importance of offering the correct level of qualifications both vocational and practical and putting in place a

system of care to ensure that each participant feels supported and encouraged to reach their full potential.

The LMP wishes to ensure that the correct methods of delivery and the implementation of differentiated learning techniques are provided. The partnership also desires to ensure that the right programmes of study and support are correctly matched to meet the needs of the outlined themes identified as high priority in the ABC area.

Unemployed Young People

Unemployed Young People are defined as those aged 16-24 who are on the claimant count. In ABC Council area 14% of claimants are aged 16–24 and many acknowledge that this age group has been particularly challenged as a result of the pandemic. Information from local JBOs indicates a large number of unemployed young people are not work ready and have limited engagement with their local JBO. It is understood, young people in the not work ready category have a wide range of barriers and challenges including many citing poor mental health.

Youth unemployment is now one of the greatest challenges facing the country. It means lower earnings, more unemployment, and more ill health later in life. It means more inequality between rich and poor – because the pain hits the most disadvantaged. After a poor preparation for the world of work and a chaotic transition period following education, the ‘forgotten half’ of young people not going to university and in particular the young people most likely to become long-term NEET (Not in Education, Employment, or Training) face a hostile labour market.

The claimant count for 16-24 year olds in ABC for January 2022 was 535 (335 male, 200 female), accessed via NOMIS on 14th May 20214 March 2022. The Turning the Curve approach on Unemployed Young People (number of claimants aged 16-24) is shown below.

As the community and economy seek to recover from the pandemic, the labour market remains particularly challenging for young people. The partnership will aim to support and encourage young people within the ABC Borough on their journey into employment and help set them on the right path for a brighter future in the workplace. The activities identified by the LMP as a means of addressing this theme are:

1. Enterprise Pathway: Self-employment support for 16-24 year olds. This programme will allow successful applicants to create and test ideas, as well as access mentoring and financial support to make the ideas a reality as a freelancer or a business owner. It will also allow participants to meet with other young people who have successfully started their own business. This programme will build on and complement existing regional support including the Exploring Enterprise Programme and Go For It Programme. Although the Programme will target mainly 16-24 year olds, we appreciate there is a need for flexibility to be able to raise the age limit to help ensure participant numbers are met.

2. Employability and Skills week. A week-long programme of events, speakers, workshops, visits and experiences. Creating opportunities for young people, parents and schools to be better informed, speak to employers, explore options and be better equipped to secure employment locally. Creates opportunities for employers to showcase their current and future skills needs to help secure future capacity and capability. This element will be promoted across all themes and target groups & include raising awareness of regional employability programmes and opportunities such as Apprenticeships

3. Targeted support to help young people furthest from the labour market move forward with fresh motivation and confidence on their employment journey. This programme will support the large number of local young people who are currently defined as not work ready. It will support young people with innovative and engaging activities to help improve their mental health and resilience, including engaging confidence building workshops and support to increase interpersonal and communication skills.

Recently Unemployed

The combination of a pandemic and a recession posed great difficulties for the economy and people of the ABC Borough. In February 2021 ABC Council launched its Recovery and Growth Framework developed by KPMG. Actions from this strategy will help determine methods of support for unemployed residents within the Borough.

During the pandemic ABC Council worked with a wide range of partners to support over 670 local people who were made redundant. Thankfully, the high numbers of unemployed predicted following the end of Furlough did not materialise. Nonetheless, the ABC LMP recognises the need to keep people in the labour market, close to the

labour market, by supporting people who are made redundant / unemployed quickly into other employment. Since the end of Furlough in September the number of claimants in the Borough has been reducing each month, however remains higher than the pre-covid rate. In January 2022, NISRA recorded 39,815 claimants in NI, 3,745 of whom were in ABC Council area (2,230 males and 1,515 females). The Turning the Curve approach on the recently unemployed is shown below.

The activities identified by the LMP as a means of addressing this theme are:

1. A rapid response employment programme focused on high demand areas. These are direct and specific interventions to reskill in areas where demand exceeds supply and where, with some short, sharp intervention recently unemployed can be supported quickly into other work.

2. Support in gaining an HGV licence. Working with transport and logistics employers to identify requirements and provide training to those wanting to develop a career in HGV driving. Businesses would recruit on the basis of providing a job offer subject to successfully passing the necessary test.

Economically Inactive

Economically Inactive is defined as “People not in employment who have not been seeking work within the last 4 weeks and/or are unable to start work within the next 2 weeks.” 1 1 https://www.ons.gov.uk/employmentandlabourmarket/peoplenotinwork/economicinactivity, accessed 22nd

The NI economic inactivity rate for October-December 2021 increased over the quarter and over the year to 27.3%, this is significantly higher than the UK economic inactivity rate which is estimated at 21.2%.

Economic inactivity is a separate but connected issue to unemployment. The economically inactive group comprises adults who are neither working nor looking for work There are many reasons why an individual may be inactive – the most common cited reasons include; sickness and disability, being in full-time education, looking after family or retirement. The labour market barriers faced by these groups are varied and complex, ranging from a lack of skills and qualifications to low levels of self-confidence and motivation and negative perceptions of, and attitudes towards, work.

The level of economic inactivity in the ABC area, based on the most recently available information is 25.7% equating to 34,000 2 (for period Jan to Dec 2019, published by NISRA on 27 May 2021). The Turning the Curve approach on Economic Inactivity is shown below. 2 https://www.nisra.gov.uk/publications/quarterly-labour-force-survey-tables-may-2021, accessed on 22nd June 2021

The LMP recognise that the challenges and barriers people in this sector are diverse and long term interventions will be required to help people who are currently economically inactive into work. The LMP also recognise that due to a variety of reasons, many within this group may never be able to work or be interested in work.

The LMP will seek to address economic activity in 2022/23 by targeting support to a key group within this category – female returners. The Female Focus Programme will identify and support women returning to paid employment as well as identifying employers’ needs that could be met with this group. This programme will have a particular emphasis on providing employability and skills needs for those returning from a period of childcare or eldercare.

Furthest from the Labour Market

This theme comprises 3 sub-categories;

Long Term Unemployed

Supported Employment

Rural Unemployment

Furthest from the Labour Market (Long Term Unemployed)

Long Term Unemployed are defined as those who have been unemployed for 12 months or more. 3

The most recent results from the Labour Force Survey, published 26th January 2021 shows; the latest NI seasonally adjusted unemployment rate (the proportion of economically active people aged 16+ who were unemployed) for the period September-November 2020 was estimated from the Labour Force Survey at 3.2%. The unemployment rate decreased over the quarter by 0.5 percentage points (pps) and increased by 0.9pps over the year. Although recent changes were not statistically significant, the unemployment rate was significantly above rates at the beginning of 2020.

The proportion of people aged 16 to 64 in work (the employment rate) decreased over the quarter by 0.1pps and over the year by 2.0pps to 70.6%. Although recent changes were not statistically significant, the employment rate remains significantly above rates in 2017.

3 https://www.nisra.gov.uk/system/files/statistics/labour-market-report-january-2020.PDF, accessed on 22nd June 2021

The LMP takes account that it needs to do as much as it can to prevent long term unemployment within the Borough. It recognises there is no single silver bullet or ‘programme’ and effective partnership and collaboration between all strategic partners will be critical to the effectiveness of services provide by the LMP to helping reduce long term employment in the ABC Borough.

Furthest from the Labour Market (Disability and Supported Employment)

Research shared by the Department for Communities in August 2021 (Employment Outcomes and Challenges for Disabled People in Northern Ireland) highlighted employment outcomes and challenges for disabled People in NI. Evidence was gathered from a range of sources including literature review, data analysis and qualitative evidence gathering. Challenges disabled people face in finding work and staying in work include; knowledge and awareness of employers, employer attitudes and perceptions, recruitment processes and an inflexible benefits system – whereby there is limited flexibility to support a person with a disability moving into employment or financial gain for a person with a disability taking an entry level job. The report goes on to summarise interventions to help overcome barriers and support disabled people to find, retain and progress in work, including; support employment models, more education, awareness and support around reasonable adjustments, support throughout the journey (pre-work, in-work and ongoing) and job trials instead of traditional interviews.

The partnership recognises that all programmes need to be accessible to people with disabilities and extra provision will be required to support people with disabilities on their employment journey.

Furthest from the Labour Market (Rural Unemployment)

Although urban areas exhibit the most distinct, statistically significant areas of deprivation and exclusion, people in rural areas often face similarly significant barriers because of distance and poor connectivity from services and places of employment. Employment in rural areas can often be seasonal, temporary or part-time due to the business base with many rural parts of the Borough depending heavily on food processing and primary production. Ability to access Further Education (FE) or Higher Education (HE) facilities is often limited in rural areas compared to the facilities available to those living in larger urban areas and cities. The vast majority of businesses in rural parts of the Borough are micro-businesses (employing less than 10 people). This often means employment opportunities are limited and a strong network of contacts is required to successfully place people in employment. Access to childcare can be a limiting factor for people taking up employment opportunities or being able to travel for employment services/training.

The Turning the Curve approach on Long Term Unemployed, Supported Employment and Rural Unemployment is shown below.

The LMP will focus on understanding what the specific needs are from an employer and participant standpoint in order to ensure that any interventions deigned to improve employability and skills levels, are focused on the areas which reduce unemployment and increase qualification.

The activity identified by the LMP as a means of addressing this theme is a dedicated Supported Employment Programme that will support both employers to create jobs and for participants to gain employment. Support will depend on the organisation and participant needs but could include career tasters and short-term placements and to inform participants and carers of employment options for targeted participants

8.0 Introduction to the Baseline Information and ABC LMP Action Plan 2022-23 (Sections 8.0 and 8.1)

The Baseline Information table that follows in section 8.0 helps us understand where we are now and how we will measure success. The Action Plan in section 8.1 details an ambitious range of innovative measures which can be realistically delivered by March 2023. It should be considered as a living document with flexibility to evolve –particularly in the current climate. The Action Plan also recognises the need to further invest in local intelligence to inform the future direction of travel of the LMP and subsequent Action Plans. The LMP is confident this Action Plan (2022/23) will complement existing provision and services to provide a strong foundation to achieve longer term inclusive economic recovery and growth

The ABC LMP is committed to working together with the local community and local businesses to deliver this Action Plan to achieve the aim: for citizens in our Borough

to have the skills, information, support and opportunities to succeed in the labour market so they can make informed choices, have equitable outcomes and effective pathways and become a resilient, agile and flexible workforce.

8.0 Baseline Information

Strategic Priorities

Strategic Priority 1:

To form and successfully deliver the functions of the local Labour Market Partnership for the area

Strategic Priority 2:

To improve employability outcomes and/or labour market conditions locally

Indicators to which Local LMP makes a contribution (Source) 2021/22 Baseline

Develop the ABC LMP (local multiagency partnership with relevant stakeholders).

Local Multi-agency Labour Market Partnership Developed. 4 ABC LMP meetings held in 2021/22

100% formed with relevant stakeholders (LMP)

Unemployed young people

Indicator: Claimant count by age 16-24 (no. and % of claimant count) (NINIS/NOMIS)

Recently Unemployed

Indicator: No. of claimants in ABC council area. (no. & % of working age population) (NINIS/NOMIS)

2020: 1,085 (6.6%)

2019: 560 (3.4%) 2018: 515 (3.1%)

2017: 555 (3.3%) 2016: 747 (4.3%)

2020: 5,120 (3.8%)

2019: 2,720 (2.0%) 2018: 2,460 (1.8%) 2017: 2,465 (1.9%) 2016: 3,040 (2.3%)

Economically Inactive

Indicator: % of working age population economically inactive in ABC council area. (NISRA)

Furthest from the labour market

Indicator: No. of long term unemployed in ABC council area. (no. & % of claimant count) (NINIS/NOMIS)

25.7% equating to 34,000 (for period Jan to Dec 2019).

2017: 505 (20.6%)

2016: 930 (30.6%)

2015: 1,265 (33.2%) 2014: 1,700 (33%) 2013 1,790 (29%)

Strategic Priority 3:

To support delivery of Employability NI

Promotion of regional projects/initiatives and building confidence through localitybased engagement.

Contribute to public facing events and supporting effective engagement –indicator no of events supported (e.g. Job Fairs, Careers events).

Number of LMP referrals to regional programmes.

Number of events supported and attended.

8.1 ABC LABOUR MARKET PARTNERSHIP ACTION PLAN

2022/23

Strategic Priority 1: To form and successfully deliver the functions of the local Labour Market Partnership for the area

Indicator

Develop the ABC LMP (local multi-agency partnership with relevant stakeholders).

Number of ABC LMP meetings held.

Theme Aims & Description Key Activities

LMP Delivery

-Effective delivery of the LMP through the members, appropriate structures and mechanisms.

-Develop the ABC LMP as the single body that coordinates all activity associated with improving employability and labour market conditions in the local area.

1. Prepare and deliver on LMP’s Action Plan to meet priority needs; including putting in place implementation structures and delivery mechanisms that will contribute towards improved employability outcomes and/or labour market conditions.

2. Providing training and support for LMP members and Effective Governance.

Start Date End Date Resource or Cost Performance Measures Reporting Quarter

01/04/22 31/03/23 £42,800

How much did we do?

10 x LMP meetings

1,2,3,4

3. Investment in intelligence, scoping and research of local labour market issues and potential interventions resulting in the development of robust

100% Strategic Assessment /Research paper for 23-26 developed and Action Plan for 23-24 developed. How well did we do it?

10/80% attendance at LMP meetings

Is anyone better off?

ABC LMP Action Plan 2022/23 (14 March 2022)

Strategic Plan for 2023-26 and associated Action Plan for 2023-24. Appointing an external team to deliver this important piece of work. This cost is based on the cost incurred by Council to appoint an external team to undertake a strategic assessment.

10/80% of LMP members are more informed and contributing in a coordinated approach to employability and skills agenda in the ABC area through the LMP.

Strategic Priority 2: To improve employability outcomes and/or labour market conditions locally

Indicators:

ABC LMP Action Plan 2022/23 (14 March 2022)

Unemployed Young People: Claimant count by age 16-24.

Recently Unemployed: No. of claimants in ABC council area.

Economic Inactivity: % of working age population economically inactive in ABC council area.

Furthest from the Labour Market: No. of long term unemployed in ABC council area.

Theme Aims & Description Key Activities

Unemployed Young People Aim

To ensure higher numbers of 16-24 year olds in employment Description

Programmes designed to complement current provision and to positively impact unemployed 1624 year olds.

1a. Enterprise Pathways: (2021/22 Reporting Only)

Business Start Up Support for 16-24 year olds. This programme will allow successful applicants to create and test ideas, as well as access mentoring and financial support, to make the ideas a reality as a freelancer or a business owner. It will also allow participants to network, learn from others and conclude with a Dragon’s Den style pitching event. Although the Programme will target mainly 16-24 year olds, we appreciate there is a need for flexibility to be able to raise the age limit to help ensure participant numbers are met.

01/03/22 30/06/22 1. Enterprise Pathways Start Up Support

No cost in 2022/23.

How much did we do?

40 participants enrolled onto the Enterprise Pathways Support Programme.

How well did we do it?

32/80% of participants reported that the programme was delivered to a high standard. 32/80% of participants presented ideas that were business ready

Is anyone better off?

1.

Start Date End Date Resource or Cost Performance Measures Reporting Quarter

Programme, approx. £4,000 per participant.

It will complement Invest NI and other current provision including the Go For It Programme.

Unemployed Young People Aim

To ensure higher numbers of 16-24 year olds in employment Description Programmes designed to complement current provision and to positively impact unemployed 1624 year olds.

1b. Enterprise Pathways:

Business Start Up Support for 16-24 year olds. This programme will allow successful applicants to create and test ideas, as well as access mentoring and financial support, to make the ideas a reality as a freelancer or a business owner. It will also allow participants to network, learn from others and conclude with a Dragon’s Den style pitching event. Although the Programme will target mainly 16-24 year olds, we appreciate there is a need for flexibility to be able to raise the age limit to help ensure participant numbers are met.

01/04/22 31/03/23 1. Enterprise Pathways

Start Up Support

£80,000

80%/32 of participants had increased confidence that their business would be successful due to participation in the programme. 80%/32 of participants still in self-employment after 6 months of receiving support.

How much did we do?

20 participants enrolled onto the Enterprise Pathways Support Programme.

How well did we do it?

16/80% of participants presented ideas that were business ready

Is anyone better off?

15/75% of those supported continue to operate successfully

1,2,3,4

Unemployed Young People Aim

To ensure higher numbers of 16-24 year olds in employment Description Programmes designed to complement current provision and to positively impact unemployed 1624 year olds.

ABC LMP Action Plan 2022/23 (14 March 2022)

Programme, approx. £4,000 per participant.

It will complement Invest NI and other current provision including the Go For It Programme.

2. ABC Employability and Skills week. A week-long programme of events, speakers, workshops, visits and experiences. Creating interesting and engaging opportunities for young people, parents and schools to be better informed, speak to employers, explore options and be better equipped to secure employment locally. Creates opportunities for employers to showcase their current and future skills needs to help secure future capacity and capability. Costs will include event costs, promotion, transport and sub-cover costs for schools.

This element will be promoted across all themes and target groups & include raising awareness of regional employability programmes and

01/09/22 31/03/23 2. E&S Week

after 6 months of receiving the support.

£40,000

How much did we do?

2000 participants attended 30 organisations participated in ABC E&S Week

2,3,4

How well did we do it?

1400/70% of attendees rated the events as good or excellent.

21/70% employers rated the events as good or excellent.

Is anyone better off?

1400/70% of attendees have a greater understanding of local

ABC LMP Action Plan 2022/23 (14 March 2022)

opportunities such as Apprenticeships.

employers and career opportunities.

21/70% of employers feel confident that participation in this event will help them secure future capacity and capability

Unemployed Young People Aim

To ensure higher numbers of 16-24 year olds in employment Description Programmes designed to complement current provision and to positively impact unemployed 1624 year olds.

3. Targeted support to help young people furthest from the labour market move forward with fresh motivation and confidence on their employment journey.

This 12 month programme of support will support people who are furthest from the labour market including young people who are currently defined as not work ready. It will support young people with innovative and engaging activities to help improve their mental health and resilience. It will include engaging mentoring to inspire, confidence building workshops and provide support to increase interpersonal and communication

01/04/22 31/03/23 3. Moving Forward Programme £12,000

How much did we do? 100 participants supported

How well did we do it?

70/70% of attendees rated workshops and as good or excellent.

Is anyone better off?

70/70% of attendees feel more positive to move towards work readiness.

1,2,3,4

ABC LMP Action Plan 2022/23 (14 March 2022)

skills so participants progress towards work readiness.

Recently Unemployed

To support recently unemployed to return to work quickly by leveraging existing skills or acquire new skills in line with indemand sectors and occupations.

4. A rapid response employment programme with direct and specific interventions to reskill in areas where demand exceeds supply. Particular focus for the first year on hospitality (chefs, kitchen staff and front of house) and parks maintenance/management.

The programme will focus sector specific training to upskill/reskill people in areas listed above.

This will complement existing provision and participants will also be able to avail of additional support through the ADF –Advisory Discretionary Fund.

01/04/22 31/03/23 4. Rapid Response Employment Programme £100,000 4 x £25,000

How much did we do? 120 participants enrolled on 4 programmes (30x4= 120)

How well did we do it? 96/80% of participants completed the programme. 96/80% were satisfied they had the skills to apply for a job in a related area.

1,2,3, 4.

Is anyone better off? 60/50% of participants gained employment. 21/35% of participants remained in sustained employment 6 months post programme.

Recently Unemployed Work collaboratively with local logistics and distribution employers to increases in HGV driver numbers.

The Borough is home to 296 (17%) of Northern Ireland’s Transport and Logistic firms. The sector employs approximately 2,800 people and feedback from industry indicates a chronic shortage of HGV drivers.

5a. Support in gaining an HGV licence (2021/22 reporting only)

Working with local transport and logistics employers to address the current shortage of HGV drivers. Businesses would recruit on the basis of providing a job offer subject to successfully passing the necessary test.

This scheme would support 80 people by funding training and HGV licencing up to £1,630 per participant (similar to the rate in other council areas). Please note this approach ensures State Aid requirements are not necessary as there is no direct benefit to local businesses.

01/01/22 30/06/22 5a. HGV Prog

No cost in 2022/23.

How much did we do? 85 x participants trained for HGV driver roles.

How well did we do it?

68/80% of participants obtain an HGV licence.

68/80% of participants are satisfied they had the skills to apply for a job in a related area.

Is anyone better off?

68/80% of those who passed the test gained employment. 30/35% of participants remained in sustained employment 6 months post programme.

Recently

Unemployed Work collaboratively with local logistics and distribution

5b. Support in gaining an HGV licence

Working with local transport and logistics employers to address

01/04/22 31/12/22 5b. HGV Prog £136,000

How much did we do? 1,2,3.

Economic Inactivity

employers to increases in HGV driver numbers.

The Borough is home to 296 (17%) of Northern Ireland’s Transport and Logistic firms. The sector employs approximately 2,800 people and feedback from industry indicates a chronic shortage of HGV drivers.

the current shortage of HGV drivers. Businesses would recruit on the basis of providing a job offer subject to successfully passing the necessary test.

This scheme would support 80 people by funding training and HGV licencing up to £1,700 per participant (slight increase to price per head due to increase fuel prices and delivery costssimilar to the rate in other council areas). Please note this approach ensures State Aid requirements are not necessary as there is no direct benefit to local businesses.

£1,700 p/p 80 x participants enrolled on programme. How well did we do it?

64/80% of participants obtain an HGV licence. 64/80% of participants are satisfied they had the skills to apply for a job in a related area. Is anyone better off? 64/80% of those who passed the test gained employment.

28/35% of participants remained in sustained employment 6 months post programme.

To reduce the current levels of economic inactivity focusing on women as a priority group.

6. Female Focus Programme aimed specifically at supporting women returning to the labour market who have been out of work for more than 6 months. This programme will be delivered over 6 months and will have a particular emphasis on providing

01/09/22 31/03/23 6. Female focus Programme

Funding to be confirmed

How much did we do? 12 participants enrolled on the Female Focus Programme.

2,3,4.

employability and skills support for those returning from a period of childcare or eldercare.

Support will be tailored to the group needs and will include a dedicated mentor for each participant

How well did we do it?

10/80% of participants completed the programme.

10/80% of participants believed they had acquired the skills needed to enter the job market.

Is anyone better off?

10/80% of participants felt more confident to apply for a job following completion of the programme.

9/75% attended an interview following completion of the programme.

7/58% gained employment following completion of the programme.

Furthest From the Labour Market

To identify impactful opportunities to support those furthest from the labour market into work. Recognising our business base consists of a large percentage of Micro businesses and that support is required to help them to create employment opportunities for all.

ABC LMP Action Plan 2022/23 (14 March 2022)

7. Supported Employment Programme delivered over 6 months this programme will provide dedicated support to local micro business employers to create jobs, recruit and retain staff. It will also provide support and salary for participants to receive employment support including a 3 month placement. Recognising participants are furthest from the labour market, support will depend on the business and participant needs, but could for example include career tasters and short-term placements to inform participants and carers of employment options for targeted participants.

The programme will target participants aged 25+ and those who are not eligible for JobStart.

01/09/22 31/03/23 7. Supported Employment Programme

Funding to be confirmed

How much did we do? 20 new supported employment opportunities created in local businesses.

20 employer organisations participated. How well did we do it?

18/90% of participants described the programme as good or excellent.

Is anyone better off?

18/90% of employers have created new jobs as a result of the support received.

18/90% of participants completed a 3 month placement 12/60% go on to secure permanent work.

ABC LMP Action Plan 2022/23 (14 March 2022)

Strategic Priority 3: To support delivery of Employability NI

Number of LMP referrals to regional programmes (LMP)

Indicators

Number of events supported and attended.

Increased awareness of regional employability programmes

Actively advocate & promote regional employability programmes and local initiatives including LMP to a wider public audience.

1. Deliver a captivating local 12 month PR campaign to raise awareness of existing provision, the LMP and opportunities and programmes available through the LMP (Seven programmes 1b, 2,3, 4, 5b, 6 and 7 listed above).

This includes working with partners to update existing websites and existing newsletters, social media etc.

01/04/22 31/03/23 £14,345.10 How much did we do?

PR Strategy/Plan for 2022-23 is produced detailing the campaign 1,411/60% of all participants (2,352) on 7 programmes surveyed. How well did we do it?

1,2,3,4

Theme Aims & Description Key Activities

Start Date End Date Resource or Cost Performance Measures Reporting Quarter

ABC LMP Action Plan 2022/23 (14 March 2022)

Costed promotion will include paid social media adverts on Facebook, video creation for engaging social media content and direct promotion to target groups eligible to be supported, for example targeted promotion for each programme. For example the Enterprise Pathway will be targeted at people aged 16-24 on TikTok and Instagram. Feedback will be gathered from programme participants on all 7 programmes delivered in 2022/23.

All design and content will require approval from DfC and other relevant partners as appropriate in advance.

800 views on social media including Facebook, TikTok and Instagram.

100 referrals to LMP support programmes

Is anyone better off?

1,176/50% of all participants feel more knowledgeable & aware of employability opportunities, programmes and initiatives both locally and regionally.

Appendix A – Q1 2021 JBO Infographics