Report of the Director of Inclusive Economy attached

This report sets out the approach to refreshing the strategy, taking into account the challenging circumstances created in the wake of the COVID-19 pandemic and the wider strategic and policy context in the city. It introduces the themes which are likely to be the main focuses of the new strategy, the work that will need to be undertaken to fully understand and develop them, key issues and dependencies and an indicative timeline for delivery.

The Committee considered the report of the Director of Inclusive Economy that sets out the approach to refreshing the strategy, taking into account the challenging circumstances created in the wake of the COVID-19 pandemic and the wider strategic and policy context in the city. It introduced the themes which were likely to be the main focuses of the new strategy, the work that would need to be undertaken to fully understand and develop them, key issues and dependencies and an indicative timeline for delivery.

The main points and themes within the report included: -

·                An explanation of the background to the Work and Skills Strategy 2016 – 2021 and its relationship to the Our Manchester Strategy;

·                The strategic context with particular reference to the impact of the COVID-19 pandemic, noting that the lasting effects were still unknown and would take many years to become understood;

·                Acknowledging that the digitisation on the economy and labour market was likely to accelerate due to the impact of the COVID-19;

·                The implications of the withdrawal of the United Kingdom from the European Union (Brexit) and central Government policies;

·                The context of how the Strategy could contribute to the Council declaring a climate emergency and its aim to be zero carbon by 2038;

·                Work to address inequalities experienced across the city;

·                Describing the pipeline of investment planned for Manchester;

·                The policy context for the refresh of the Manchester’s Work and Skills Strategy and the proposed approach, noting the SWOT analysis; and

·                Next steps.

Some of the key points that arose from the Committee’s discussions were: -

·                How did this Strategy interact with the Council’s Social Value policy;

·                Members advocated the proposal of the co-production and co-design of the Strategy;

·                How were priority sectors identified and were these aligned with those identified by GMCA;

·                How were SMEs being linked with opportunities from the “Planned for Jobs” scheme;

·                Assurance was sought that various scenario planning was taking place in connection to population growth and work and skills shortages in the city;

·                It would be good to see the Living Wage be more prominent in the Strategy;

·                How could the Council ensure stakeholders did what was expected to make the Strategy successful;

·                It was felt that Elected Members should be included in the consultation of the Strategy;

·                More information was requested on the GM Independent Inequalities Commission, centred around timescales and how this was being developed;

·                It was suggested that more work needed to be done with employers within the hospitality sector to make the employment opportunities more attractive

The Director of Inclusive Economy advised that the Strategy and the Social Value Strategy had close links.  The work of the Strategy and the Work and Skills team played a large part in delivering the social value outputs and outcomes that related to work and skills.  The refreshed Social Value strategy also had an enhanced focus on employment and some of the groups who were not previously sighted as benefitting from Social Value now had been.  She also advised that there was an evidence base that underpinned priority sectors which had existed for some time and there was a strong correlation with the GMCA priority sectors.  It was stated that Manchester contributed more to these sectors than any other GM authority.  In terms of work with SME’s there was a GM commission programme looking at skill shortages and needs and employing apprentices.

The Committee was advised that it was too early in the process to give any specific details on how the co-design process would work or look like, but it was acknowledged that it would build on previous good practices of engagement with communities and organisations across the city.

The Director of Inclusive Economy acknowledged the need for various scenario planning and this needed to be picked up in the evidence base.  The Living Wage and Good Employer Charter would be critical to the success of the Strategy and it was reported that before and during COVID, businesses had been keen to step up an make offer that would make a difference to residents in the city.  She also advised that the Inequalities Commission had reported its finding and agreed to share with Committee Members.

Decision

The Committee endorse the proposed approach to the refresh of the Manchester Work and Skills Strategy.