Cornwall & IoS LSIP

Cornwall & Isles of Scilly

Full Report 2026 to 2029

Statement of Approval

This Local Skills Improvement Plan has been approved by the Secretary of State in accordance with the requirements of section 1 of the Skills and Post-16 Education Act 2022, and the relevant published statutory guidance.

Acknowledgements

We would first like to acknowledge Cornwall Council in its role as the Strategic Authority. Their guidance, engagement and commitment to a collaborative, partnership-led approach has been central to the development of this Local Skills Improvement Plan (LSIP). We are grateful for their support as we work together towards joint ownership of the LSIP and a shared vision for improving skills across the region.

We also extend our thanks to the many employers who generously contributed their time, insight and expertise. Their involvement has been fundamental to shaping the findings contained in this report and its annexes. Without their participation, we would not have been able to present details of the current and future skills and training needs of businesses across Cornwall and Isles of Scilly.

Our appreciation also goes to the further and higher education providers, adult learning services, and private sector training organisations across the region. Their continued engagement and thoughtful feedback throughout the development of this LSIP have played a crucial role in shaping the outcomes.

We would like to recognise the invaluable support and guidance offered by the Workforce and Skills Board. Their advice and collaboration has been instrumental to the project and of huge value to the team. In addition, we thank the broad range of representative bodies and stakeholders from the public, private and third sectors whose expertise and perspectives have helped to develop this plan.

Particular thanks go to our research partner Habit5 for their analytical insight, and to Think Trinity for their guidance and support throughout the development of this LSIP.

Our engagement activity has been extensive within a short timeframe. There were more than 500 contributors through surveys, focus groups, one-to-one discussions, interviews and participation at meetings, workshops and business events. Their involvement has been essential to building an understanding of the regional skills landscape within the priority sectors.

To all of those involved, we extend our sincere thanks. We look forward to continuing to work alongside you in implementing the Local Skills Improvement Plan for Cornwall and Isles of Scilly. Together, we can help drive enhanced skills, stronger employment opportunities, career progression, and sustained business growth across the region.

Ann Vandermeulen CIoS Regional Business & Stakeholder Manager, FSB

Stacey Sleeman Head of Growth and Skills, Cornwall Council

Executive Summary

Cornwall & Isles of Scilly Local Skills Improvement Plan (2026–2029)

The Cornwall and Isles of Scilly (CIoS) Local Skills Improvement Plan (LSIP) sets out a three-year, employer led assessment of the region’s technical skills needs, required under the Skills and Post 16 Education Act 2022 and Skills England LSIP Guidance (updated Nov 2025). Jointly developed by Federation of Small Businesses (FSB) as the Employer Representative Body (ERB) and Cornwall Council as the Strategic Authority (SA), it ensures that post-16 technical education is aligned with employer demand, economic priorities and the needs of learners across all communities, including the Isles of Scilly.

Supporting National Objectives

With a theme of clean growth and net zero delivery the CIoS LSIP responds to local and national clean energy and sustainability targets, national skills reforms, the UK Industrial Strategy, UK economic growth objectives and getting economically inactive people back to enjoying fulfilling careers. Care has been taken to ensure that the plan effectively blends national policies with local employer demand, opportunities for all residents and Strategic Authority (SA) priorities culminating in locally deliverable, employer-led action.

Local Strategic and Investment Context

The CIoS LSIP responds to an economy undergoing rapid change, shaped by opportunities in the CIoS Distinctive, Core and Foundational Sectors and employer need. Complimenting national policies and objectives, the CIoS LSIP supports delivery of the CIoS Workforce & Skills Strategy 2025–2035, the CIoS Good Growth Plan, the CIoS Adult Skills Commissioning Plan and the Get Cornwall and Isles of Scilly Working Plan plus the SAs drive to be Carbon Neutral by 2030 Actions are derived from broad business engagement, rigorous research, evidence from sector specific deep dive reports and area specific data.

CIoS Sectors addressed in this LSIP:

*Space & Air

Critical Minerals

*Agri-Food Construction

Creative and Cultural Health & Adult Social Care

*Marine Visitor Economy Manufacturing (& Engineering)

Renewable Energy

*Digital and Technology

*Defence (will be covered in each of these sectors) Professional & Bus Services

The CIoS LSIP priorities are aligned to reflect the region’s wider investment strategy which includes the £30m Kernow Industrial Growth Fund (KIGF).

While the focus of the CIoS LSIP is on skills needs rather than investment allocation, priority LSIP sectors intentionally complement those identified for growth and productivity through funds like the KIGF. As an appropriately skilled workforce will be crucial to the success of all local investments, structured funding alignment ensures that the skills system is geared to support all local strategic growth missions. This underpins the region’s overall investment and industrial policies, and businesses also hear consistent messaging across programmes.

Employer Voice and Evidence

There were over 500 employer, stakeholder and training provider contributions through surveys, focus groups and interviews. Evidence shows persistent shortages across highly technical trades such as, engineering, digital, marine and mineral related technical roles along with people and management skills in sectors such as care and hospitality. To varying degrees, employers emphasised the need for digital confidence, AI awareness, sustainability skills, work readiness and soft skills and clearer technical pathways in almost all sectors. Structural barriers, transport, housing, childcare and seasonal work patterns, continue to limit participation, particularly in rural areas and on the Isles of Scilly.

LSIP Key Priorities

The 8 key priority actions for the CIoS LSIP have been directly aligned to the four pillars of the CIoS Workforce & Skills Strategy (WSS) to ensure that there is a cohesive approach to skills development across the interconnected suite of CIoS strategies set to drive local economic growth and prosperity.

What Will Change

The CIoS LSIP sets out a shift to:

• Modernise curriculum aligned with current industry practice.

• More flexible, modular, business friendly provision.

• Grow apprenticeships L2-L6 and higher-technical routes.

• Onsite employer-led academies and real equipment training.

• Clearer careers guidance and labour-market visibility.

• Better governance, data and forecasting to steer provision.

HOW THE PIECES FIT TOGETHER

& Isles of Scilly Skill System

Commissioning Action Adult Skills Fund, Bootcamps etc.

Agreed Actions

Actions include curriculum reform across Levels 2–6; expansion of Bootcamps and micro-credentials; employerdesigned programmes; shared apprenticeship models for SMEs; enhanced digital and green skills training; placebased delivery hubs; and strengthened workplace-based learning and higher technical routes through HE. A bespoke Isles of Scilly model blends local delivery, hybrid learning and short mainland residentials easing access to training.

Delivery, Governance and Risks

Delivery is overseen by the Workforce & Skills Board, supported by the LSIP Employer Steering Group, Sector Groups and Skills England. A three-year

roadmap sets phased actions: Year 1 (foundations), Year 2 (modernisation and expansion), Year 3 (scaling and evaluation). Key risks include specialist teaching shortages, employer engagement fatigue, major project delays, and structural barriers to participation; all mitigated through employer-led governance, modular approaches and place-based solutions.

Overall Aim

The LSIP establishes a single, yet shared and co-ordinated plan for building a future-ready, employer-responsive and inclusive skills system that supports good jobs, productive businesses and sustainable growth across Cornwall and the Isles of Scilly whilst also meeting national objectives.

Introduction

Cornwall and the Isles of Scilly are moving into a decade of real opportunity and change. Our economy is evolving, shaped by the strengths that we are becoming widely known for, in our marine industries, clean energy potential, mining and critical minerals, space and data capabilities, and our vibrant creative sector. Alongside these, the foundations of our economy such as the visitor economy, agri-food, construction, and our health and care services, that support our people and our infrastructure remain just as important.

What is an LSIP and who is the intended audience

LSIPs are central to achieving the government’s Opportunity and Growth Missions, supporting Skills England’s driving ethos of Better Skills for Better Jobs and its vision to build our nation’s world-class skills system. They offer crucial insight into local skills needs and are key to advancing Skills England’s drive to:

• understand our nation’s skills needs and improve our skills offer

• simplify access to skills to boost economic growth

• mobilise employers and other partners, co-creating solutions to meet national, regional and local skills needs

Forming a key part of the overall strategic planning system in an area, LSIPs provide a framework for collaboration on local skills. It brings employers, skills providers and stakeholders together to build a shared understanding of local skill needs from entry level up to and including level 8, and the actions needed to address them, with all partners expected to play an active part in its development and delivery.

The intended audience of this report includes a range of stakeholders across Cornwall and Isles of Scilly (CIOS) and anyone wishing to see how skills opportunities must be enhanced in the CIoS area in order to achieve desired outcomes for both local and national strategies alike. These include, but are not limited to:

• Employers who have engaged in the development and/or implementation of the LSIP, to demonstrate what their support has helped to achieve and to retain their interest.

• Employers who have not yet engaged in the LSIP, to encourage their participation and highlight that this plan is of tangible benefit for all.

• Training Providers who require further intelligence on employer needs, skills gaps and changes in delivery to help them to shape their decisions around provision planning.

• Local and national stakeholders regarding how the LSIP process is benefiting the CIoS economy and highlighting the increasing opportunities in this local area as a rising economic force.

The CIoS LSIP sets out how our people, our training system and our businesses can grow in this changing economy. The focus is simple: to make sure that residents can gain the skills they need for good jobs and employers can find and develop the talent they need to thrive. This plan brings together economic strategies, business intelligence, research and data and what communities call for to access opportunities.

Through this plan we will:

• Set clear, employer led priorities for the skills that CIoS need now and in the years ahead.

• Work in partnership with employers, stakeholders, training providers and local leaders to shape and improve technical education and training.

• Collectively, keep the plan alive and responsive, reviewing progress on activities regularly and then formally assessing our actions each year so that we stay in step with a fast-moving economy.

The plan has been designed to sit alongside the Good Growth Plan and the CIoS Workforce and Skills Strategy 2025–2035. All of the CIoS local strategy documents share the same ambition: to help people succeed, support businesses to grow, and ensure every community benefits. Using the pillars Inspire, Transform, Innovate and Thrive, the LSIP becomes the practical road map for how we develop the skills, talent and opportunity that our future economy will rely on.

Local Strategic and Economic Context

Local Strategic and Economic Context

The CIoS area has a highly dispersed rural geography with a population of around 585,000, with just over 2,000 residents on the Isles of Scilly. The economy is dominated by small and micro -businesses, with around 25,000 registered enterprises generating approximately £9.5 billion in GVA annually. Labour market data shows that around 77–78% of working-age residents are in employment (approximately 280,000 people), with unemployment at around 3–4%, generally below the UK average but with persistently higher economic inactivity. Employment is concentrated in health and social care, construction, accommodation and food services, wholesale and retail, and education. The area also has a higher level of self- employment than nationally (around 15%), reflecting a prevalence of micro -businesses (88% employing 0-9 people) and portfolio workers.

Skills delivery across the area is mainly by the Cornwall College Group, Truro and Penwith College, Falmouth University, and the University of Exeter’s Cornwall campuses, alongside adult and community learning and specialist providers, collectively delivering apprenticeships, technical education and higher-level skills aligned to evolving sector demands.

The LSIP covers the whole of the challenging CIoS geography, recognising the economic strengths and natural capital of our place and the practical realities of everyday life. Across the region, distance, seasonal patterns, transport gaps and tight housing markets all play a part in shaping how people learn, travel and work. As our business base is largely made up of micro and small firms, this often means that training needs to work for employers without large HR teams or the ability to release staff easily.

On the Isles of Scilly, these issues are even more acute. Young people have very limited post-16 choices locally and travelling to the mainland comes with high costs for accommodation and transport. For that reason, this plan

treats IoS needs as a core part of the overall approach, not an afterthought. These are harsh complications and should shape how our skills system must operate to genuinely work for everyone.

What this means for delivery

To make sure the system reflects the way people actually live and work here, the LSIP places an emphasis on:

• Local, flexible delivery – developing college hubs, on-site training spaces and modular learning that reduces long journeys and fits around work patterns.

• SME-friendly approaches – shared apprenticeship cohorts, short practical courses and training that can be slotted into busy schedules and delivered in innovative ways to avoid disrupting productivity.

• A clear Isles of Scilly model – blending remote learning, short residential blocks and strong mainland partnerships, so residents can access the same opportunities as those on the mainland.

Our changing economy and the importance of skills

CIoS continues to grow and evolve, in line with the ambitions set out in both national and local strategies. Plans are developed, not in isolation by any one body, but through consultation across a wide range of stakeholders and businesses. It is important that all growth, skills and industrial plans, both local and national, are cohesive and are not conflicting. To achieve this all CIoS economic and skills plans are led through a clear governance structure. Cornwall Council, the Economic Forum, Workforce and Skills Board, Sector Groups and ERBs combine knowledge, wider engagement and a helicopter view of the whole economic need of the CIoS area to ensure that all strategies speak to each other. This LSIP is no exception. It sits as part of a suite of documents all pointing to our sectoral economic drivers and the skills needed to deliver them.

Growth here is particularly being seen in modern, distinctive sectors such as marine, renewable energy, critical minerals, space and data, and creative industries. Alongside this, CIoS established sectors, construction, agri-food, visitor economy, digital and tech, and health and care, continue to underpin both prosperity and identity. (See Annex A for data on sector demand).

Employers across these sectors repeatedly told us that they need more people trained in specific technical areas. In part 1 we explore, this sector by sector.

Themes that cut across all sectors

Despite sectoral differences, employers across CIoS consistently identified a common set of core skills needs. These include improved digital confidence at all levels, from basic user skills through to AI, cyber and data awareness; green literacy, with sustainability, low- carbon practices and biodiversity understood as standard requirements of modern work; strong soft skills and work readiness, particularly teamwork, communication and problem-solving, which employers repeatedly value alongside technical capability; and enhanced leadership and management skills, especially for businesses managing seasonal demand, hybrid workforces or rapid growth.

Employers also highlighted the growing importance of higher technical routes at Levels 4–6, including Higher Technical Qualifications (HTQs), to address shortages at higher skill levels and to create clearer progression pathways between entry-level roles and specialist occupations. We explore this more in part 1.

The real-world context we must design around

Across the region, transport and housing shape who can take part in training or take up jobs. Informal recruitment networks and uneven careers advice make it harder for new entrants to break into sectors. Providers told us that specialist FE staff shortages are slowing their ability to respond to industry needs. Employers told us they want clearer data, better tracking of where learners go, and a more joined-up picture of future demand so they can plan confidently.

To meet these challenges, the plan calls for better use of real-time labour market information, improved destination tracking and a more coordinated approach to evidence, so that provision can be steered by what is really happening on the ground.

National Policy Alignment

In developing this Local Skills Improvement Plan (LSIP) with Skills England guidance it provides the primary mechanism for aligning national skills policy with the skills needs of Cornwall and the Isles of Scilly. In practice, it sets out how employer-led priorities, informed by robust labour market evidence, will shape post-16 technical education and training to support local growth and productivity.

Through sector-led governance, workforce planning and managed skills pipelines, the CIoS LSIP translates local growth ambitions into clear training and progression pathways, with priority sectors mapped to the UK Industrial Strategy and aligned across local and national plans.

In line with the Get Britain Working Plan, the CIoS LSIP prioritises increasing labour market participation and progression, particularly for people who are economically inactive or face barriers to employment.

Actions focused on construction, health and social care, manufacturing, agri-food and hospitality support national objectives to reduce economic inactivity through stronger entry routes, expanded Skills Bootcamps, increased apprenticeships, and closer alignment between skills provision, employment and health support programmes.

Reflecting the Post-16 Skills White Paper, the CIoS LSIP places employers at the centre of the skills system and strengthens high- quality technical pathways. Employer-led sector networks, including digital and tech, creative, manufacturing, renewables, marine and construction, inform expanded provision across apprenticeships, Higher Technical Qualifications (HTQs), Skills Bootcamps and modular delivery models to enable rapid upskilling and reskilling.

This LSIP also contributes directly to the Government’s Opportunity and Growth Missions by supporting productivity, progression and inclusive growth through investment in higher-level technical and professional skills, particularly in engineering, digital, manufacturing, renewables and professional and business services.

Alignment with the Clean Energy Jobs Plan is integral, reflecting the strategic role of CIoS in the UK’s net zero transition. The LSIP prioritises skills pipelines for renewable energy, offshore and onshore supply chains, marine engineering, grid infrastructure, retrofit and low- carbon construction, supported by targeted Skills Bootcamps, engineering pathways, HTQs and sector-specific training.

Industrial Strategy and Good Growth Sectors

Cornwall Good Growth Sectors Mapped to UK Industrial Strategy (IS-8)

PART 1. Local Skill Needs

How we listened to employers

This LSIP draws on one of the widest engagement efforts carried out in the region. This included our fast-growing sectors: marine, energy, digital, minerals, space/data and creative industries, as well as the sectors that form the backbone of our everyday economy: construction, agrifood, care, hospitality, manufacturing and retail.

We didn’t just ask organisations to list vacancies. We were able to draw much of that detail from Local Market Information (LMI) data. We asked if that data reflected reality and what skills really matter, which training works well, what blocks people from entering the workforce, and what prevents staff from progressing. We also heard from workers and young people, whose lived experience highlighted gaps in careers guidance, visibility of opportunities and the difficulty of navigating a complex system.

The ERB conducted an intensive programme of employer engagement to underpin the LSIP evidence base with the voices of businesses working in the current economic climate. Initially the ERB held 13 employer engagement sessions, attracting 73 participants (online and face-to -face) which was further supported by a comprehensive survey generating 242 robust employer responses.

In order to understand the context regarding education and training provision from the provider perspective in CIoS, we conducted an in-person two -hour workshop -style session involving eighteen participants. This built on our employer focus group activity and ensured that the voice of providers was equally reflected. Strong engagement was seen, with representation from further education, the strategic authority, independent training providers and higher education.

This enabled providers from further education and higher education to share insight on current delivery, challenges and opportunities, helping to inform alignment between provision and employer demand.

This work was further supported by a targeted marketing campaign that included over 29,500 direct emails and achieved an impressive 120,105 social media reach which drove further strong interest across sectors. By February 2026, 315 employers and stakeholders had directly contributed rising to now over 515 engagements through such means as a conference, business forums and post- event consultations.

The profile of the LSIP was enhanced by refreshed LSIP branding, a dedicated website, and an open- door engagement approach. High visibility, inclusivity and credibility ensured a breadth of employer voice across the local economy from one-off conversations or a quick email to attendance at focus groups and anything in between. More details on the methodology can be found in Annex C.

In addition, between January and February 2025, Cornwall Council had also done extensive research with over 150 participants across CIoS for the Workforce and Skills Strategy. They also spoke to employers through their sector groups, one-to-one interviews, focus groups, site visits and sessions with training providers and community organisations.

The ERB and SA have therefore collectively ensured that the views and experiences of employers across CIoS sit at the centre of this LSIP. These insights identified in detail where the skills gaps are most pressing and clarity on what needs to change. Combined, both sets of research drew the same, clear conclusions. This has not only reinforced the findings in this LSIP but it is why we can also confidently align the implementation of the Workforce and Skills Strategy with the delivery priorities, actions and activities of the LSIP into a concise action plan following eight priorities that will produce effective change so that residents can access good jobs and businesses can thrive.

How the eight CIoS LSIP priorities were developed

The CIoS LSIP is shaped by the Cornwall Good Growth Plan, aligning skills priorities with the region’s distinctive, core and foundational sectors. This ensures a balanced, place-based approach to workforce development, supporting both economic growth and community sustainability. By reflecting employer demand across these sectors, the LSIP focuses on delivering locally relevant skills provision that also supports long-term economic priorities. Importantly, no single sector is prioritised above another; instead, the CIoS LSIP provides an employer-led framework to meet shared workforce needs and to avoid gaps where the success of one seemingly unrelated sector may be partially reliant on the support of another e.g. a lack of availability of healthcare, childcare, food production etc. will have a negative effect on how higher tech, big value sectors can perform.

To ensure strategic alignment across the system, the CIoS LSIP is directly aligned to wider regional and national strategies. It is rooted in the UK Industrial Strategy and UK Government skills ambitions and is informed by local economic evidence and aligned with the CIoS Good Growth Plan (led by Cornwall Council) and the CIoS Workforce and Skills Strategy (led by the Workforce and Skills Board). A shared implementation approach ensures consistency, clarity and a coordinated local delivery model for skills improvement with no room for ambiguity.

The four shared pillars, with two key priorities for each, (8 in total) summarise the overall needs expressed by businesses, stakeholders and providers. These priorities are then broken down into actions, activities and outcomes (documented in a living roadmap in Annex B), that will result in meaningful skills improvement to be delivered in an agreed timeline, aligned to an overall strategy.

• Inspire focuses on helping individuals of all ages to see and access clear technical and vocational pathways (Priority 1) and strengthening careers guidance and early exposure to local growth sectors through meaningful employer engagement (Priority 2). These priorities particularly address issues around NEETs and getting people into meaningful work.

• Transform strengthens routes into priority sectors by supporting flexible entry and progression for adults through modular learning, apprenticeships (Priority 3) and higher technical provision aligned to major investment and project pipelines. These priorities tackle how our growth sectors can get the workforce they need to maximise their economic impact. (Priority 4)

• Innovate reflects the need for a modern, forward looking system, embedding digital, AI, green and sustainability skills across all learning (Priority 5) and expanding employer designed, industry relevant provision. (Priority 6) These priorities reflect the need to modernise and make sure that provision is relevant in a fast-paced economic environment.

• Thrive ensures the skills system is rooted in place, partnership and inclusion, underpinned by strong employer governance, real time labour market intelligence (Priority 7) and inclusive, place based delivery models that work for urban, rural, coastal and island communities. (Priority 8). These priorities will ensure that our skills delivery continues to evolve and that nobody gets left behind.

Together, these priorities create a responsive, future ready skills system that supports people, employers and the local economy to adapt and grow.

Sector skills needs

The evidence behind this LSIP – (further detailed in Annex A) - is intentionally wide-ranging. It brings together forensic data, employer experience and insight from people working across CIoS. This mixed approach helps us see the full picture, not just numbers on a page, and not just anecdotes, but a clear and consistent story about where the challenges lie and where the opportunities are emerging.

We looked closely at labour-market data and mapped current training provision across the region. Then we spoke to employers, sector groups, colleges, universities, community organisations and Jobcentre Plus teams. Despite coming from different sources, the messages were remarkably aligned: our labour market is changing, demand for skills is rising, and our current system needs to move faster and become more responsive if we want people and businesses to thrive. (See Annex C for details on methodology).

What the labour-market data shows

The labour-market information that we analysed paints a clear picture of what is happening across CIoS. (See Annex A for detailed data on all sectors) Employers told us the data largely reflected what they see on the ground, highlighting any nuances, and from this several patterns stood out:

• Many of our key sectors, engineering, construction, marine, digital and care, face high levels of replacement need, with 2–11% of roles needing to be refilled each year as people retire or move on.

• Job postings show persistent vacancies in digital roles, electricians, chefs, care and building trades, roles that employers struggle to recruit for consistently and sometimes can’t fill locally.

• Some sectors, such as marine, agri-food, hospitality and creative industries, remain highly concentrated locally, meaning any skills shortages have a big impact on productivity.

• Major projects in offshore wind, port upgrades, minerals processing and geothermal energy are expected to create hundreds of new jobs in the coming years, adding pressure to an already tight labour market. Some are between sectors and already looking outside of the CIoS area for skilled staff and the ramping up of defence contracts in Devon will also start to have a draw on the CIoS skills market.

This data and real-time conversations with employers provided the evidence base for the LSIP, showing clearly where demand is rising and which sectors need urgent focus.

What employers told us through surveys and feedback

Employer surveys and business engagement sessions offered a similarly consistent view. (See Annex A for the full research summary). Businesses described recruitment as “very difficult”, especially in care, construction, digital, engineering, hospitality, agri-food and minerals.

Looking ahead, employers expect demand for technical roles to grow further over the next three years, with strongest need in:

• Engineering and technical trades

• Digital and cyber

• Minerals and processing

• Hospitality management and care management

• Construction, retrofit and building services

What sector bodies and frontline organisations see

Sector networks and employer bodies gave us deeper insight into the finer details of each industry. Their messages help explain future workforce needs, not just today’s shortages. For example:

• Marine businesses expect rising demand for survey, cyber and automation skills as ports and vessels become more digital. This need will be further stretched with increased funding into the defence sector, and the travel to work catchment for neighbouring Plymouth.

• Renewable energy employers say we need to prepare a pipeline of high-voltage engineers, riggers and commissioning technicians long before FLOW contracts are awarded.

• Critical minerals companies emphasised the need for environmental scientists, process engineers and data modelling capability.

• Creative businesses highlighted demand for digital content production and the commercial skills freelancers need to sustain long-term careers.

• JCP/DWP data highlighted the barriers faced by people furthest from work: digital exclusion, transport limitations and the lack of flexible, modular learning. This kind of insight helps ensure that the LSIP focuses not just on today’s gaps but on the skills needed for the next decade. More detail on each sector is as follows with detailed statistics tables in Annex A:

Marine

Our marine industries are standing on the threshold of a once in a generation opportunity and this sector is worth approximately £108m.

The sector already employs around 2075 people with the top occupations being: Repair and maintenance of ships and boats (1000), Service activities incidental to land transportation (600), Building of pleasure and sporting boats (250), Inland passenger water transport (100), Sea and coastal water passenger transport (75) Building of ships and floating structures (50). It has a location quotient for Cornwall of 4.1 and IoS 26.8.

From the shipyards and repair docks of Falmouth to smaller yards along the coast, employers spoke of full order books, future demand linked to offshore wind, and a growing global market for clean maritime technologies. Yet they also described how hard it is to find the skilled people needed to take advantage of it. Welders, fabricators, laminators, marine engineers and electricians remain in short supply, and companies often compete with one another for the same scarce talent.

As vessels and ports become increasingly digital, embracing autonomy, advanced surveying and maritime cyber security, new specialist skills are emerging that the current system doesn’t yet supply at scale. Without a stronger local pipeline, businesses worry that work could drift to other regions.

What needs to happen by (LSIP priority):

• Maintain & expand boat building programmes (6)

• Strengthen progression into marine apprenticeships (1, 2 & 3)

• Bootcamps for marine engineering, welding, composites (6)

• Expand provision in Cornwall & Plymouth; review volumes (2, 6 & 8)

• Employer-led training models (4 & 6)

• Develop hydrographic survey, alternative fuels, maritime cyber, automation systems (4)

• Establish coordinated sector voice via Cornwall Marine Network (All)

• Support marine engineering/composite training centre development (4)

Energy & Renewables

In energy and renewables, employers also see the coming decade ahead as transformational in CIoS. The sector directly employs around 680 people with a location quotient of 0.9 with an estimated worth of £125m to the Cornish economy.

Key roles are, at the moment, identified as being in Distribution of electricity (400), Production of electricity (150), Trade of gas through mains (100), Trade of electricity (20) and Transmission of electricity (10).

However with Net Zero being in universal focus, there is also cross over into other sectors.

Due to geographic and geological advantages examples of growth opportunities can be seen with Celtic Sea floating offshore wind, ongoing grid upgrades, geothermal developments and clean energy infrastructure and more. All have the potential to reshape our local economy and to grow this sector significantly.

Alongside that optimism sits concern: national competition for electrical and high-voltage specialists is intense, and there are not enough people trained in instrumentation, rigging, fibre works or commissioning to meet the projected need. Many local engineers are already stretched thin. Manufacturing and construction phases will be a further draw on traditional engineering, skilled and construction trades, mechanical engineering, problem solving, data set up and analytics, CNC programming etc which cross into skilled worker demands for other sectors.

Employers say the region needs a step-change in how we bring people into technical roles and retrain existing trades so they can move into renewables. Without that, Cornwall risks being a delivery base for projects rather than a talent base.

What needs to happen by (LSIP priority):

• Increase engineering maintenance T Levels (2)

• Run bootcamps in offshore maintenance, instrumentation, fibre and data capture (3, 4 & 6)

• Develop renewables engineering degrees and HTQs (4 & 5)

• Upskill engineers in electrical, high-voltage, rigging and control systems (3, 4, 5 & 6)

• Align skills with the Local Area Energy Action Plan (All)

• Support grid connection projects at Eden Geothermal, Falmouth Docks, Clay Country and Langarth (4)

• Carry out a clean energy sector deep dive (All)

Critical Minerals

The value of this sector was estimated at £80m four years ago. The critical minerals sector describes itself as “reemerging”, with a renewed focus on exploration, mining and processing. This is a sector rooted in Cornwall’s heritage but rapidly modernising. With a potential for investment in the £millions, they need robotics, digital process control, advanced environmental monitoring and specialist chemistry.

Employers here told us that they need geologists, metallurgists, chemical and mechanical engineers, plant technicians and environmental scientists—but they also need people who can work with data, operate automated systems and ensure environmental compliance. The risk they identify is clear: if the region cannot build a local supply of these skills, investment will go elsewhere.

Currently the sector employs around 780 people in areas such as; operation of gravel and sand pits; mining of clays and kaolin (600), quarrying of ornamental and building stone, limestone, gypsum, chalk and slate (125), other mining and quarrying not elsewhere classified (50) and support activities for other mining and quarrying (5).

Employers emphasised, once commercial production begins, demand for skilled roles will accelerate rapidly. What needs to happen by (LSIP priority):

• Develop employee & Bootcamp programmes for mining processing (1, 3, 4 & 6)

• Health and Safety-related training (4, 6 & 8)

• Explore apprenticeships more specific to Critical Mineral roles due to low volumes (1, 2, 3, 4 & 7)

• Support environmental, chemical, metallurgical, digital & data analysis skills (5 & 6)

• Strengthen sector engagement with Cornwall Mining Alliance (7 & 8)

• Support investment into critical minerals sites that includes skills development (4 & 7)

Digital & Technology

The Digital and tech sector is currently worth an estimated £321m in the CIoS area. It employs around 5450 people and the main areas are in: computer consultancy activities (1250), business and domestic software development (1000), other IT and computer service activities (600), wireless telecoms activities (400), and 2200 in many diverse and niche occupations (see Annex A data tables).

Businesses in this sector speak about growth, but also about fragility. They report steady demand for software developers, data engineers, cloud specialists, cyber security professionals and digital product roles. However, they also highlight a structural weakness: Cornwall simply does not produce enough digital talent to meet demand. Employers say they regularly look outside the region or retrain staff from scratch. They want earlier computing pathways, better support for women entering tech, and more agile adult retraining options. Without this, the sector’s potential, to support growth in marine, energy, health tech, space, creative industries and the wider economy, is limited by a lack of people.

What needs to happen by (LSIP Priority):

• Increase digital T Level volumes across all disciplines (1, 2,4, 5 & 8)

• Accelerated apprenticeships for digital (All)

• Expand Bootcamps for unemployed/inactive (1, 3,4,5, 6 & 8)

• Improve availability of key skills: coding, AI/ML, cloud, DevOps, data, digital user (4, 5, 6 & 7)

• Increase provision of digital HTQs & digital engineering degrees (3,4, 5 & 6)

• Strengthen technical direction with Sector Group e.g. Tech Cornwall (4,5, 6 & 7)

• Follow up on Digital Futures Cornwall workstreams (5, 6, 7 & 8)

• Review the fit of the spectrum of tech roles across mainstream and niche businesses (7)

Creative & Cultural

The creative and cultural sector is diverse, confident and full of potential, but it faces pressures unique to its freelance and project based nature.

Currently the sector is worth about £344m with around 6770 people employed in various areas such as botanical and zoological gardens and nature reserve activities (800), advertising agencies (600), portrait photographic activities (600), museum activities (600), operation of historical sites and buildings and similar visitor attractions (600), motion picture projection activities (350), motion picture distribution activities (300), with 2920 others across a wide range of occupations (see Annex A data tables). The location quotient against the national average is already high with Cornwall: 1.2 and IoS: 3.1. The CIoS area really demonstrates an abundance of creative opportunities that cross into many other sectors and vice versa.

Employers talked about the growing need for digital production, gaming, content creation, audiovisual technology and technical theatre and film skills. They also described the challenge freelancers face in navigating tax, legal issues, marketing and pricing – skills that can determine whether creative careers are viable.

For many in this sector, the barrier is not ambition but the lack of a structured way to gain business confidence or access to placements, internships and live project opportunities and contracts in a rural region.

What needs to happen by (LSIP priority):

• Develop more creative occupation-specific technical programmes (All)

• New T Levels in digital marketing/creative (1,2,4,5 & 8)

• Support high self- employment in this sector with business/freelance skills training (3,4,5,6 & 8)

• Explore a shared apprenticeships/agency model (1,2,3,6 & 8)

• Explore the core employer ask for support for placements & internships (All)

Construction

Construction is worth about £1224m in the CIoS area with around 15095 employees – broadly across Construction of Buildings (5900), Civil Engineering (2050) and Specialised Construction Activities (7145) with a location quotient of Cornwall: 1.9 and IoS: 1.8.

However, employers described a familiar but urgent picture now, and for the future, with acute shortages in almost all trades. Electricians, plumbers, plasterers, groundworkers, working at height and building services engineers are all in short supply. Retrofit and low carbon installation skills, heat pumps, solar, building fabric upgrades, are emerging quickly, but provision is patchy and not yet scaled. SMEs want apprenticeships but often cannot support the administrative load or provide continuous onsite supervision as project managers and supervisors are also in demand. Providers often report course places at capacity.

Employers fear that housing targets, retrofit commitments and major infrastructure projects will simply not be delivered unless the region can train and retain more construction talent.

What needs to happen by (LSIP priority):

• Increase provision for electrical, plumbing, building services (All)

• Boost BSE T Level volumes (1, 2,4 & 8)

• Bootcamps for retrofit, groundworks, low- carbon installation (3, 4, 5,6 & 8)

• Consider creation of a scaffolding centre (3,4 & 6)

• Partner with CTEC Exeter to boost capacity (4,7 & 8)

• Ensure renewables installation skills are integrated in all programmes (5)

• Create a shared apprenticeship agency (1,2,3, 6 & 8)

• Support and wider engagement with Construction Skills Hub - Building Cornwall – (All)

Health & Social Care

With an aging population in a rural area, health and social care is a huge sector in the CIoS area which is worth c.£1496m and employing c.36,500 people across: human health activities (20,900), residential care activities (8350), social work activities without accommodation (7250). With a location quotient of Cornwall: 1.1 and IoS 0.4, employers were frank about the pressures they face. Demand continues to rise, turnover is high and recruitment is extremely difficult, particularly for care workers, supervisors, registered managers and staff with digital enabled care skills. Dementia, complex care and palliative care capabilities are in high demand. Employers also highlighted practical barriers; transport for shift work, driving skills for those who could provide “at home services” for want of a driving licence, housing costs for staff, and a limited pipeline of people entering the sector.

Many organisations see training and upskilling their workforce as essential, but difficult to access when they are already stretched. What needs to happen by (LSIP Priority):

• Increase T Level volumes in all three key health pathways (1,2,4,6 & 8)

• More Bootcamps for entry level care roles (1,2,4,6 & 8)

• Need for post-16 settlement and workforce plan aligned with NHS (3,6,7 & 8)

• Increase L2 care worker apprenticeships (3,4,6 & 8)

• Develop health specialisms as part of HTQs (3 & 4)

• Signpost care workforce intelligence (7 & 8)

Visitor Economy & Hospitality

CIoS is well known as a centre for this sector. Employing some 49,950 people, this sector is estimated to be worth i.r.o. £2,204m to the Cornish economy but it has ambitions to do more by capitalising on “Brand Cornwall” with the support of a new destination organisation. For that they need many more skilled staff who may be full time, parttime or seasonal and this sector is also keen to show itself as a valid career prospect and not just a holiday job.

There are many different subsections to this sector that already employ vast numbers of people; public houses and bars (9000), licensed restaurants (8000), hotels and similar accommodation (6000), unlicensed restaurants and cafes (4500), take away food shops and mobile food stands (3000), other food service activities (1750), letting and operating of own or leased real estate n.e.c. (1500), other holiday and short-stay accommodation (1500), and a huge range of other more specific roles (14700 - see data tables).

In hospitality and the visitor economy, employers described current shortages as “chronic”. Chefs have long been highlighted as one of the hardest roles to recruit locally, followed by front of house supervisors and experienced customer facing staff. Seasonal housing shortages, transport barriers, the stop-start nature of seasonal work and the low-wage perception of the sector make recruitment particularly challenging.

Employers also expressed a strong need for soft skills, customer service training, and career pathways that show that hospitality can be a longterm, skilled, well-paid profession rather than a stop gap.

What needs to happen by (LSIP priority):

• Review curriculum design with employers (6 & 7)

• Bootcamps for hospitality, chefs, customer service (2,3,4,6 & 8)

• Track progression by occupation to offer further support & retain workers (3 & 7)

• Build management apprenticeships capacity (3,4 & 5)

• Address geographic access issues (8)

Agri-Food

The agri-food sector is changing as farms and food producers adapt to new technology, compliance standards, environmental expectations and direct-toconsumer markets. This is a very valuable sector bringing in i.r.o £1399m to the CIoS area.

There are around 37,330 employed in the sector across various activities such as; farm agriculture (12,000), retail sale in non-specialised stores with food, beverages or tobacco predominating (12,000), manufacture of rusks and biscuits; manufacture of preserved pastry goods and cakes (1500), retail sale of bread, cakes, flour confectionery & sugar confectionery in specialised stores (1250), manufacture of bread; manufacture of fresh pastry goods and cakes (900), various others (9680 see data tables) with a location quotient of Cornwall: 2.3 and IoS 1.0.

Employers emphasised the need for land-based technical skills, machinery operation, environmental management, food production engineering and compliance roles. They also spoke about the increasing importance of digital and ecommerce skills, export paperwork, online sales, traceability systems and data use on farms. Seasonal labour shortages, sector perceptions and limited transport options continue to be major barriers. What needs to happen by (LSIP priority):

• Clear occupational pathways across the range of Agri-food roles (1,2 & 3)

• Introduce technical routes for food processing & maintenance engineering (3 & 4)

• Collect data on food & drink operatives and maintenance engineering roles (7)

• Enhance upskilling for growers/farmers/fishers (3,4,5,6 & 8)

• Digital & e- commerce skills - export sales, compliance, cybersecurity (4,5 & 6)

• In depth analysis to align with the skills needs in the Agri-food strategy (All)

Manufacturing and Engineering

Manufacturing and engineering play a vital role in driving productivity, innovation, and higher-value employment across CIoS.

This sector is worth around £663m and employs some 11,395 people divided up across various types of roles in: Other engineering activities (1500), Engineering related scientific and technical consulting activities (1000), Manufacture of non-domestic cooling and ventilation equipment (800), Machining (500), Manufacture of other rubber products (500), Printing (other than printing of newspapers, labels and tags) (500), Manufacture of other plastic products (400), Manufacture of pumps (400), Others (6295 see data tables ) and a location quotient of Cornwall: 1.20 and IoS 0.2.

Cornwall’s ambitions in areas such as renewable energy, marine technology, and critical minerals, means that skills that cross over from this sector are central to long-term economic resilience, let alone the future aspirations for manufacture of other goods and technical services. Success depends on a skilled workforce with strong technical, practical, digital, and problem-solving capabilities and developing the right local talent pipeline is essential for sustaining growth and securing Cornwall’s competitive edge. This sector was in focus in the previous LSIP and that work is set to continue and be expanded upon with in this LSIP also.

What needs to happen by (LSIP Priority):

• Increase engineering T Level volumes (1,2 & 4)

• Review the mix of provision for young people and adults (All)

• Address lack of higher-level apprenticeships and engineering HTQs (3,4 6 & 7)

• Work with employers to encourage more workplace-based training (3,4,5,6 & 7)

• Increase specific training - MCERTS, export admin, lean manufacturing, digital ops (3,4,5 & 6)

• Engagement with local defence sector employers and those in Devon on future capacity (All)

Professional and business services

Despite around 13,315 people being employed in this sector - across Real estate activities (4635), Financial and insurance activities (1835), Other legal activities (excl. solicitors and barristers) (1750), Management consultancy activities (other than financial management) (1750), Activities of head offices (600), Other professional and scientific activities (450), Market research and public opinion polling (300), Quantity surveying activities (225), Bookkeeping activities (175), Environmental consulting activities (100), Others (11465, see data tables) - the region remains “under-represented in high-value sectors such as professional services, ICT, and finance. This gap highlights both the need and the opportunity for growth with a location quotient of Cornwall: 0.5 and IoS: 0.3.

Services ranging from legal and financial expertise to digital consultancy and management support enable businesses in every sector to scale, export, and innovate and is in itself worth £3520m. As Cornwall expands its high-tech and green industries, demand for specialist skills in auditing, communication, digital capability, and strategic planning will continue to rise.

Developing a skilled workforce in professional and business services is therefore vital to unlocking higher-value jobs and supporting a more productive, future-ready economy.

What needs to happen by (LSIP Priority):

• Grow T Level Business Courses (1,2 & 4)

• Ensure A-level accounting does not displace vocational pathways (7 & 8)

• L2 business admin expansion (2,4,5 and 6)

• Increase leadership & management training (3,4,5,6 & 8)

Space & Air

The space and aerospace sector is one of CloS most distinctive growth opportunities which is already worth about £44.2m to our local economy. It employs i.r.o. 860 people in areas such as Manufacture of air and spacecraft and related machinery (15), Repair and maintenance of aircraft and spacecraft (350), Scheduled passenger air transport (20), Non-scheduled passenger air transport (125), Service activities incidental to air transportation (300), Satellite telecommunications activities (50).

This sector underpins county ambitions for a high-tech, innovation- driven economy generating high-value jobs and attracting new investment. With potential as an international hub for satellite operations (Goonhilly), data services, drone technology (Drone Hub), aerospace (Newquay Airport), space (Spaceport) and advanced engineering, identified skills gaps are: Data visualization, Data analytics, Data manipulation, Data validation Machine learning, and AI.

There seems to be a particular gap in this sector in Cornwall in both FE and HE with electrical engineering skills - both technician (level 3 and level 4) and engineer (L6 and L7). There is also huge potential for many more associated jobs with Green Energy, Offshore Wind and even with the expansion of defence contracts in Plymouth. What needs to happen by (LSIP Priority):

• Increase T Level volumes in digital & engineering (1,2,4,5,6 & 8)

• Extend work experience across all digital/engineering courses (1,2 & 4)

• Introduce accelerated apprenticeship pathways for digital (1,2,4 &5)

• Priority for digital skills: coding, data, analytics, AI, cyber, Python, DevOps, Cloud (3,4,5,6 & 7)

• Grow digital provision for unemployed/ economically inactive / NEETs (All)

• Strengthen skills provider links with Space Cluster & Tech Cornwall (4,5,6,7 & 8)

• Need for specific HTQs - software, engineering, analytics (3,4, 5 & 6)

• Develop a Space sector “deep dive” plan (All)

• Support investment and skilled workforce into space, drone testing sites (All)

Defence

Defence is an increasingly significant opportunity for CIoS, closely linked to the region’s emerging strengths in advanced engineering, marine autonomy, and space-related technologies. While the strategy highlights CIoS capabilities in “space communications and marine innovation,” the wider South West is now recognised nationally as a defence powerhouse, supporting over 61,000 jobs and £2.8bn GVA. Recent government investment in Devon—particularly at HM Naval Base Devonport and Babcock’s Royal Dockyard—is “boosting the local economy” and creating new pathways in autonomy, cybersecurity, and advanced manufacturing. At the same time, major announcements on drone technology, including the UK’s largest drone production facility and the expansion of the National Drone Hub, signal rapid growth in autonomous systems across the South West. These developments increase demand for highly skilled engineers, digital specialists, and technicians—making workforce development essential to ensuring CIoS can fully participate in, and benefit from, the region’s expanding defence and aerospace ecosystem.

Cross-cutting skills needs

Across the region employers described an economy that is changing quickly. New technology and AI is reshaping jobs. An accelerating need to focus on sustainability and net zero has led to major investments in CIoS in clean energy, marine and minerals (around £130m in minerals already) which is creating fresh opportunities. Employers also highlighted long standing issues such as transport, housing and recruitment difficulties that continue to make it harder for businesses to grow. Employers also told us that the skills system can feel too distant from day to day realities on the ground. There is huge potential for growth, but skills shortages and practical barriers are holding them back and these must be addressed.

Despite how different our industries are, the same, employers expressed these common themes that came up again and again:

Inclusive Progression – Priorities 1, 2 & 8

Ensuring inclusive progression pathways is essential to realising the full potential of the CIoS workforce. Employers, education providers and sector bodies emphasised the need for stronger support for learners with special educational needs and disabilities (SEND), along with clearer pathways into supported internships, traineeships and inclusive employment opportunities. At present, access to specialist careers advice, job - coaching, and workplace adaptations varies across the region, particularly in rural communities.

The CIoS LSIP therefore prioritises improving supported internship routes, encouraging inclusive recruitment practices, and strengthening employer awareness of reasonable adjustments and available support. Building a more inclusive skills system will expand the talent pipeline, increase economic participation and ensure opportunities are accessible to all.

Leadership, management and business skills –Priority 3

Micro and small businesses dominate the CIoS economy. Many said they struggle to find or develop first line supervisors, team leaders, project managers and people confident with finance, marketing or running a business (or themselves!). For freelancers in creative industries, these gaps can limit growth.

Shortages in skilled trades and technicians –Priority 4

Roles such as construction workers, electricians, welders, engineering technicians, plumbers, mechanical fitters and plant operators are consistently hard to fill. Many businesses told us they have turned down contracts or slowed production because they simply cannot recruit the people they need.

Digital confidence and readiness for AI –Priority 5

Digital skills are now needed in almost every job, from hospitality systems and farm technology to marine cyber security, manufacturing automation and creative production.

Employers told us many residents (prospective employees) still lack basic confidence with digital tools. There is a broad spectrum in digital skills from growing demand for advanced software development, data analysis, cyber security, cloud skills and AI to basic use of technology, now essential in most non-digital roles.

Green and sustainability skills everywhere –Priority 5

Businesses were clear that “green skills” are no longer specialist. Obviously, retrofit, energy efficiency, biodiversity, low carbon technologies and sustainability practices now underpin jobs across construction, engineering, minerals, agriculture, hospitality and renewables. However, employers described green awareness as “the next digital” and a level of net zero awareness applies in every workplace.

Soft skills and work readiness – Priority 6

Employers repeatedly highlighted soft skills, communication, teamwork, confidence, reliability and customer service, as some of the biggest gaps, especially for entry level roles. These more “human qualities” mainly affect sectors such as care, hospitality, retail, construction and creative industries. However, it was raised across all industries that developing these skills through training remains vital.

Evidence, data-led employer engagement –Priority 7

Employers expressed keen interest to be involved in shaping the skills system but would like more data and information to support them in confidently engaging. In order to better connect employers and to better forecast future need, regular local market intelligence and reporting on LSIP progress will help to guide continual skills improvement and build confidence in the business community.

Barriers that stop people entering or staying in employment – Priority 8

Skills shortages do not exist in isolation. Employers highlighted a range of wider factors that continue to affect recruitment and retention, including limited transport options, high housing costs, access to childcare, and patchy careers advice. These challenges are compounded by isolation in rural and island communities and training provision that is either too rigid or located too far away. For many individuals, these barriers are as restrictive as the skills gaps themselves.

Cross sector requirement mapped to (LSIP Priority)

Curriculum, Skills & Provision

• Increase take-up of technical and professional courses (Priority 1)

• Align provision more closely with labour market demand (Priority 7)

• Improve progression into employment and higherlevel learning (Priority 3)

• Embed digital user skills, alongside green and essential work-readiness skills, across all programmes (Priority 5)

• Strengthen digital provision by reviewing and incorporating AI content (Priority 5)

• Expand Skills Bootcamps (Levels 2–3), particularly for unemployed and inactive learners, linking to Connect to Work and WorkWell (Priority 3)

• Support delivery of the Lifelong Learning Entitlement (Priority 3)

• Grow higher-level apprenticeships and introduce shared apprenticeship models for SMEs (Priority 3)

• Improve workforce planning through clearer pathway mapping and stronger use of labour market intelligence (Priority 7)

• Develop destination tracking by sector and occupation (Priority 7)

Training Market Development

• Introduce more flexible provision, including apprenticeship “units” and modular short courses (Priority 6)

• Develop a stronger employer-led, commercial shortcourse market (Priority 6)

• Expand onsite academies and employer-designed training (Priority 6)

• Reduce duplication across providers and programmes (Priority 7)

• Improve FE responsiveness in delivery location and timing (Priority 7)

• Enable private providers to scale flexible and responsive provision (Priority 6)

Careers Education, Information, Advice & Guidance (CEIAG)

• Strengthen CEIAG through better use of data, storytelling and employer case studies (Priority 2)

• Increase early awareness and uptake of apprenticeships and technical pathways (Priority 2)

• Promote successful apprenticeship and technical career routes (Priority 1)

• Improve identification and tracking of young people at risk of NEET (Priority 7)

• Strengthen support across key transitions (school –> FE –> employment) (Priority 1)

• Encourage informal learning through families and communities (Priority 8)

• Improve access to networks that support career progression (Priority 3)

Employer Engagement & Governance

• Establish sector-based governance groups (Priority 7)

• Enable sector networks to co-design training provision (Priority 6)

• Increase employer visibility and participation in the skills system (Priority 7)

• Better coordinate employer engagement on vacancies, placements and apprenticeships (Priority 7)

• Develop stronger, unified employer voice in key sectors (e.g. marine) (Priority 7)

• Encourage SME collaboration, including shared apprenticeship cohorts (Priority 6)

Workforce Planning, Data & Strategy Alignment

• Align LSIP delivery with the Good Growth Plan and sector strategies (Priority 7)

• Embed LSIP priorities into commissioning decisions (Priority 7)

• Commit resources across aligned strategies (Local Growth Plan, Local Skills Plan, Back to Work Plan) (Priority 7)

• Strengthen capability to produce labour market forecasts and dashboards (Priority 7)

• Increase organisational capacity to collect and interpret both qualitative and quantitative data (Priority 7)

• Boost participation in national datasets (e.g. LFS, ONS surveys) (Priority 7)

Green, Digital & Essential Skills Integration

• Embed digital, green and technical skills as core components of all learning (Priority 5)

• Commission targeted deep dives into priority skills areas (e.g. digital, green) (Priority 5)

• Develop foundational digital skills provision (Priority 5)

• Reinstate a coordinated digital skills leadership function (Priority 7)

Inclusion, Participation & Removing Barriers

• Support individuals with health barriers into work (Priority 8)

• Develop targeted provision for mid-career adults and career changers (Priority 3)

• Improve alignment of transport, housing and childcare with skills provision (Priority 8)

• Strengthen access across rural, coastal and island communities (Priority 8)

• Address seasonal labour market challenges (e.g. winter bootcamps) (Priority 8)

• Encourage employers to offer wider employment benefits (Priority 7)

Voluntary Community and Social Enterprise Sector (VCSE)

The voluntary, community and social enterprise (VCSE) sector plays a critical and often under recognised role in the CIoS skills ecosystem. Employing more than 9,500 people locally, the VCSE sector is a major employer in its own right and a key partner in supporting people furthest from the labour market to gain confidence, skills and work experience. VCSE organisations frequently provide the wrap around support, such as mentoring, well-being services, community outreach and place based provision, that enables individuals to enter training, sustain participation and progress into employment.

The CIoS LSIP therefore recognises the VCSE workforce as a vital part of the wider labour market and acknowledges the sector’s central role in inclusive progression pathways, supported internships, and employer engagement activity across rural, coastal and disadvantaged communities.

Early Years & Education Workforce

The early years and wider education workforce is an essential component of the CIoS labour market and a foundational enabler of economic participation. Employers across the sector report significant challenges in recruiting qualified early years practitioners, teachers, teaching assistants, tutors, and FE lecturers, partly due to pay disparities with industry, limited progression pathways and high local housing and living costs.

These shortages directly impact the availability of childcare, the stability of FE and school provision, and the ability of parents and carers to enter or stay in work.

The CIoS LSIP therefore recognises the early years and education workforce as both a sector with its own critical skills needs and a system critical enabler for the wider economy. Strengthening recruitment, training, progression and retention in this sector is essential for unlocking labour supply and supporting inclusive economic growth.

Bringing it all together

Across all sectors, employers expressed optimism about future growth but consistent concern that skills shortages are the single biggest constraint on their ability to expand—whether that is boat builders needing welders, renewable energy firms seeking high-voltage engineers, farms requiring trained machinery operators, or hospitality businesses struggling to recruit chefs. Employers also highlighted that wider barriers, including transport, housing, childcare and limited access to flexible training, directly affect recruitment and retention and must be addressed alongside technical skills.

Mapping current provision across FE, HE, apprenticeships, bootcamps and adult learning shows strengths in areas such as general engineering, hospitality and business, but clear gaps remain in maritime engineering and composites; rigging, instrumentation and commissioning; process engineering and minerals related higher education; digital skills (software, data, cyber and AI); retrofit and low carbon construction; leadership and management; and higher technical pathways at Levels 4–6. This is compounded by falling participation in technical subjects at 16–18, particularly computing, and low adult take up of longer qualifications, reinforcing the need for shorter, flexible and modular routes.

Taken together, the evidence shows that while the CIoS economy is rich in opportunity, skills shortages and participation barriers persist, and the LSIP’s focus on clearer pathways, stronger technical routes, more flexible provision, better data and tackling access barriers is well founded.

PART 2. Agreed Changes / Actions Needed

Local Strategic Fit

The following strategic actions set out how our skills system can respond to the opportunities and challenges that have been detailed so far in this report. They reflect what businesses, communities, providers and partners told us through consultation and what the labour-market

Shared Priorities

This structure outlines the steps required to deliver the CIoS LSIP and the Workforce and Skills Strategy (WSS) in one cohesive roadmap. It maintains the four pillars from the WSS of Inspire, Innovate, Transform and Thrive with Good Growth and the eight LSIP priorities underpinning the actions to achieve implementation. Designed as one clear roadmap (Detailed further in Annex B), this structure forms a joined-up route to success that everyone can follow with no conflicting or confusing actions. It enables the achievement of mutually agreed end goals for both the LSIP and the Workforce and Skills Strategy and ultimately the businesses and people they serve.

How the eight priorities will work in practice

Inspire – In Priority 1 the LSIP will concentrate on developing the workforce of tomorrow, raising aspirations and strengthening early pathways. In Priority 2 more support will be created to help young people into clear routes to meaningful employment.

Strengthen 16–19 pathways into high demand occupations

• Expand participation in high-quality technical pathways that reflect the needs of the regional economy.

• Ensure FE provision is closely aligned with current and emerging labour-market evidence.

• Strengthen progression routes into employment and higher level technical and professional programmes.

evidence shows. They use the Workforce and Skills Strategy pillars, Inspire, Transform, Innovate and Thrive as the shared structure for action.

Build early interest and entry into apprenticeships

• Significantly increase entry into Level 2–3 apprenticeships for 16–19 year olds, ensuring young people can access clear and supported vocational pathways.

• Promote priority sector apprenticeship opportunities as credible and aspirational career routes.

Linked Workforce and Skills Strategy Outcomes

• Young people have clearer, better defined pathways into local opportunities.

• Increased uptake of technical routes and STEM related choices, supporting aspiration and attainment. Indicative Measures

• 16–19 technical enrolments in priority sectors

• 16–19 apprenticeship starts (Level 2–3)

• Progression rates from Level 2–Level 3–higher technical routes

Transform – Priority 3 will ensure strengthening talent pipelines for a future-ready economy by aligning provision, increasing supply and in priority 4, create long-term commissioning models.

Enhance adult skills pathways into priority sectors

• Ensure a balanced offer that meets the needs of employees, jobseekers and adults seeking career change.

• Increase progression from adult provision into Level 2/3 vocational roles aligned with employer demand.

Grow apprenticeship participation across all age groups

• Increase Level 2–6 apprenticeship starts for 19–24 year olds, enabling accelerated entry into technical and professional roles.

• Expand apprenticeship supply across priority sectors for both unemployed adults and the existing workforce.

Expand higher level technical and professional skills

• Increase participation in technical/professional programmes that support the region’s growth sectors.

• Strengthen alignment between higher level provision and labour-market needs.

• Improve progression into skilled employment and specialist technical roles.

Linked Strategy Outcomes

• A strengthened talent pipeline that supports current and future labour-market needs.

• Improved progression into higher level and specialist technical roles.

Indicative Measures

• Adult Level 2/3 completions linked to priority sectors

• Adult apprenticeship starts (L2–6)

• Higher Technical Qualification (HTQ) and professional programme enrolments

• Employment outcomes at Level 3+.

Innovate – To truly innovate LSIP priority 5 ensures that we are responding to change in green and technological skills and to deliver that change with priority 6 complimenting this in building a more dynamic skills system (New models, industry collaboration, responsive provision.)

Create a responsive system to address skills gaps

• Establish a coordinated approach to identifying skills gaps and emerging needs using evidence from employers and labour-market data.

• Expand the development and uptake of short, modular skills solutions—such as “apprenticeship units” and sector specific training packages—to enable rapid upskilling and reskilling.

Strengthen the market for flexible and employer-led training

• Support the development of a sustainable ecosystem of employer-based and commercial short-course provision.

• Encourage innovation in delivery (e.g., bitesized technical training, hybrid learning models) to widen access.

Linked Strategy Outcomes

• A system that is agile and responsive to technological and sectoral change.

• Increased innovation in training delivery, building future ready skills solutions.

Indicative Measures

• Volume of modular/short-course completions

• Number of employers purchasing or commissioning short courses

• Demonstrated reduction in identified skills shortages in priority sectors.

Thrive – To thrive, priority 7 of the LSIP focuses on enabling an inclusive but data and evidence led skills ecosystem (e.g. Partnership, employer engagement, supporting strategic investment, enabling good growth) and priority 8 directs an inclusive approach to ensure that regardless of geography, status or age the LSIP is a plan that works for every community.

Build deep and sustained employer engagement to shape skills delivery

• Maintain and enhance sector led employer governance groups to guide skills planning and commissioning.

• Coordinate employer engagement across the system, sharing effective practice and promoting active participation in workforce development.

Support Good Growth Plan investments with the skills they need

• Ensure that major investment and growth projects can secure the skilled workforce required to deliver planned outcomes.

Bring industry expertise into teaching and training

• Develop a region-wide initiative that supports experienced industry professionals to teach or train part-time in FE and apprenticeship settings, strengthening the relevance and quality of delivery.

Linked Strategy Outcomes

• A fully engaged employer community shaping and co-designing delivery.

• Skills provision that underpins strategic investments and supports a resilient, inclusive economy.

Indicative Measures

• Number of active employer sector groups

• Employer participation in governance and curriculum co-design.

• Number of industry experts teaching in FE/ apprenticeship settings.

• Skills fulfilment rates for major investment projects.

With reference to skills needs, highlighted by employers, for each sector in Part 1, this table lays out sector specific priority actions, leads, timescales and KPIs (a roadmap of all actions is in Annex B)

Key actions

CONSTRUCTION

Expand electrical, plumbing & BSE T Level capacity; strengthen CEIAG

Grow apprenticeships (CITB/levy); retrofit & low carbon bootcamps; shared apprentice agency

Embed retrofit, renewables, digital skills; explore scaffolding centre

Align skills to £10bn construction pipeline

MARINE

Maintain boat building & marine engineering pipelines; promote careers

Expand apprenticeships; adult bootcamps (welding, composites); employer-led delivery

New provision: alternative fuels, hydrography, automation, maritime cyber

Single employer voice; destination tracking; align to harbour and marine investments

CRITICAL MINERALS

Raise awareness of mining, processing & environmental careers through FE/HE engineering pathways

Bootcamps for processing, H&S, environmental and digital roles; explore apprenticeships

Embed automation, AI, digital data & sustainability skills

Sector deep dive; align skills to mine site & grid investment

RENEWABLE ENERGY

Increase engineering maintenance T Levels; promote clean energy careers

Grow L3–6 apprenticeships; bootcamps for offshore, HV & instrumentation

Develop renewables HTQs/degrees; embed digital & AI skills

Align delivery to Local Area Energy Action Plan & grid projects

Participants / leads

FE Colleges; CTEC Exeter; Careers Hub

Employers; CITB; Providers

Providers; Employers

Cornwall Council; Workforce & Skills Board

FE (Falmouth Marine); Marine Employers; Careers Hub, CMN

Marine Employers; Providers, CMN

FE/HE; Employers, CMN

CMN; LSIP Board, Falmouth Harbour

FE & HE Providers; Cornwall Mining Alliance

Employers; Training Providers; Cornwall Council

FE & HE Providers; Employers

Mining Alliance; Workforce & Skills Board

FE Colleges; Employers

Employers; Training Providers

HE Providers; Employers

Cornwall Council; Workforce & Skills Board

Years 1–2

Years 1–3

• 16–19 construction enrolments ↑

• Apprenticeship starts/ completions ↑

Years 1–3 • Low carbon skills uptake ↑

Ongoing • Employer reported shortages ↓

Year 1

• FE learner volumes sustained/ increased

Years 1–3 • Marine apprenticeship starts ↑

Years 2–3 • New specialist courses live

Ongoing

Year 1

Years 1–2

Years 1–3

Ongoing

• Employment outcomes into marine roles ↑

• Participation in aligned routes ↑

• Bootcamp completions ↑

• Modular completions ↑

• Skills gaps addressed through commissioning cycles

Year 1 • Engineering participation ↑

Years 1–3

Years 2–3

Ongoing

• Renewables apprenticeship starts ↑

• Higher level pathways aligned to projects

• Skills enabling infrastructure delivery

Key actions

VISITOR ECONOMY

Employer designed curriculum & CEIAG

Chef & management bootcamps/ apprenticeships

Embed digital, AI & customer experience skills

Sector partnership & progression tracking

HEALTH & ADULT CARE

Grow all Health T Levels; promote care careers early

Bootcamps for care entry; expand L2 care apprenticeships

Develop HTQs & specialisms aligned to NHS plans

Align skills delivery to NHS workforce & WorkWell plans

AGRI-FOOD

Maintain FE pathways with green focus

Address gaps in food processing & maintenance apprenticeships

Embed digital, export, compliance & leadership skills

Align delivery to Agri-food Strategy & Food Board

SPACE

Expand digital & engineering T Levels; promote space careers via Cornwall Opportunities; extend work experience across STEM routes

Accelerated apprenticeships; expand L3–6 apprenticeships; adult digital retraining for career changers

Develop HTQs/degrees (software, AI, data, engineering); modular upskilling units

Sector deep dives; destination tracking; align to spaceport/data investments

Participants / leads

Providers; Employers

Providers; Employers

Providers

Timescale

Year 1

Years 1–3

Years 1–2

LSIP; Employers Ongoing

FE Providers; Care Employers

Providers; Employers

HE; NHS

NHS; Workforce & Skills Board

FE Colleges; Employers

Providers; Employers / Agrifood sector groups / NFU

Providers; Employers

& success measures

Employer endorsement ↑

Vacancy duration ↓

Skills relevance ↑

Retention & progression ↑

Year 1 • T Level participation ↑

Years 1–3

Years 2–3

Ongoing

New care entrants ↑

Progression to qualified roles ↑

Vacancy & turnover rates ↓

Year 1 • Participation sustained

Years 1–2

Years 1–3

Apprenticeship uptake ↑

Employer satisfaction ↑

Agri-food Sector Board; Workforce & Skills Board Ongoing • Productivity & skills uptake ↑

FE Colleges; Cornwall Space Cluster; Careers Hub; LSIP Board

Employers; Apprenticeship providers; FE/HE; Cornwall Council

HE Providers; Employers; LSIP Board; Sector groups

Space Cluster; Tech

Cornwall; Workforce & Skills Board

Year 1

• 16–19 enrolments in space aligned pathways ↑ • Work experience placements ↑

Years 1–3 • Apprenticeship starts (L3–6) ↑ • Adult participation ↑

Years 2–3

• HTQ enrolments ↑

• Employers commissioning short courses ↑

Ongoing • Hard to fill vacancies ↓ • Skills fulfilment for investments ↑

Key actions

DIGITAL

Expand digital T Levels; promote nongraduate tech careers

Accelerated & higher level apprenticeships; adult digital bootcamps

FE Providers; Tech Cornwall

HTQs/degrees in software, data, AI, cloud; modular training HE; Employers

Employer governance via Tech Sector Group; destination tracking

MANUFACTURING & ENGINEERING

Tech Sector Group; LSIP Board; WSB

Increase engineering T Levels FE Providers

Higher level apprenticeships; adult retraining

Providers

HTQs; lean, MCERTS & digital skills HE; Employers

Employer engagement incl. defence

CREATIVE & CULTURAL

Sector Networks; LSIP Board, Cornwall Manufacturers Grp

Clear occupational & technical routes FE & HE Providers

Shared apprenticeship agency; placements & internships

Freelance, self-employment & digital skills

1

1

Employers

Providers; Growth Hub, Business Support Orgs

Track employment & self-employment destinations LSIP Board; Providers

PROFESSIONAL & BUSINESS SERVICES

Strengthen vocational business pathways

Expand L2 business admin & management apprenticeships

Digital finance, leadership & communication skills

Employer governance and Business Support

Employers

Apprenticeships viable ↑

LSIP Board; Employer

Employer relevance ↑

Progression into higher roles ↑

Improving the skills system mapped to (LSIP Priorities)

Strengthening technical pathways to match today’s jobs (1)

Across all sectors, employers told us that too much training still reflects outdated practices. They want learners to be taught the skills they actually use on the job today, from digital diagnostics in engineering to sustainability in construction, from composites in marine to tech enabled care in health.

To meet this need, providers will need to refresh and update what they teach across Levels 2–6 (4). This includes expanding capacity in high demand areas such as engineering, digital, construction trades, renewable energy, hospitality management and food production. It also means creating new routes where gaps exist, for example rigging, instrumentation, clean energy operations, hydrographic surveying and maritime cyber (4).

Higher level technical skills are also in short supply, particularly in digital, engineering, environmental science and minerals processing (4). Strengthening HTQs, higher apprenticeships and foundation degrees will be key to developing the mid-career technical talent the region currently lacks (3).

Providers acknowledged that curriculum reform can be slow, but employers were clear that this cannot continue. In our fastest growing sectors, marine, renewable energy, digital and minerals, technology is changing quickly (4). If training does not keep up, Cornwall risks losing competitiveness (7).

Making training more flexible, modular and employer designed (6)

Many people in CIoS want to learn but can’t make traditional courses work. Shift patterns, caring responsibilities, seasonal work and long travel times make it hard to commit to full time or long duration programmes. Businesses, especially SMEs, said they need quick, targeted training that responds to demand, not rigid academic timetables (6).

The system therefore needs to expand modular, stackable courses that allow people to build skills step-by-step (6). Employers want short, job focused learning options, such as welding top ups, digital confidence training, retrofit basics, AI fundamentals or safety updates (5). These could be delivered through Skills Bootcamps, the Adult Skills Fund or employer endorsed micro credentials (6). Training also needs to be delivered closer to where people live and work (8). This may mean college hubs in rural areas, mobile training units for trades, workplace-based academies, or satellite delivery on the Isles of Scilly (8).

Flexible, employer designed provision supports inclusion and productivity at the same time (6). It opens doors for adults, parents, older workers, career changers and part

time staff, groups who are currently under represented in training but crucial to the labour market (3).

Building employer led training spaces and on-site academies (6)

Employers in marine, manufacturing, renewables, construction and digital all said the same thing: training is most effective when it happens in real environments, on real equipment, with real expectations. Some of the strongest examples in CIoS already follow this model, such as the Construction Skills Hub and Cornwall Marine Network’s on-site delivery.

The next step is scaling this approach (6). Employers want shared training facilities on major projects and industrial sites, for example FLOW port works, new mining and processing facilities, shipyards or large housing developments (4). These spaces could be co-owned by providers and employers, allowing SMEs to access equipment they could never afford alone (7).

Investment will be needed in specialist kit: composites benches, welding bays, advanced engineering rigs, digital labs, maritime tech and nature-based skills equipment (4). Capital funding streams, planning obligations and the Good Growth Plan’s investment pipeline all offer opportunities to align infrastructure planning with skills needs (7).

Strengthening apprenticeships and higher technical routes (1)

Apprenticeships remain one of the strongest tools for developing work ready people, but employers told us they need them to be easier to understand, more flexible and available at all ages and levels (2). Many SMEs struggle to host apprentices on their own, so shared apprenticeship cohorts coordinated through sector bodies will be important, especially in marine, construction, minerals and care (6).

Apprenticeships will need to grow across priority sectors: engineering, construction trades, digital, energy, minerals and care (4). There is also demand for accelerated routes in areas such as digital or engineering, where people have prior experience (3).

Higher level apprenticeships and HTQs (Levels 4–6) are critical to addressing shortages in engineering, digital, environmental roles and minerals processing (4). Our economic ambitions rely on people progressing beyond entry level roles — something the current system does not yet fully support (3).

Embedding digital, green and sustainability skills everywhere (5)

Employers described digital and green skills as “the new basics”. Whether in retail, hospitality, care, construction, agriculture or engineering, people need to be confident with technology and understand the principles of sustainability (5).

This means embedding digital user skills, cyber awareness and data literacy into all technical programmes (5). It also means building sustainability literacy into every sector, from environmental management in agri-food to carbon awareness in hospitality, and low carbon construction techniques in building trades (5).

Specialist pathways must also grow, including retrofit, low carbon heat, electrification, biodiversity net gain and nature-based solutions (4). At the same time, adults with low digital confidence need accessible foundation courses to help them gain the skills required in a modern workplace (3).

Improving careers navigation, sector visibility and work readiness (1)

Employers repeatedly said that people can’t progress if they can’t see a pathway (1). Careers guidance is inconsistent, and many residents, particularly young people, adults returning to work and those in rural or coastal communities, don’t know what opportunities exist or how to access them (2, 8).

Stronger careers leadership is needed, supported by simple, clear labour market information, real life examples, videos, case studies and honest stories about what different jobs involve (7). Employers want more work experience and taster opportunities, especially in engineering, digital, creative, care and hospitality (2). Soft skills need to be woven into all learning: communication, teamwork, customer service, confidence and problem solving (4). Employers also want a regional campaign that raises the profile of technical careers in minerals, marine, energy, construction, digital and care (2).

Creating a more agile, data driven and employer connected system (7)

To keep pace with change, the system needs better intelligence and faster responses (7). Employers expect more regular engagement, clearer governance and a stronger role in shaping curriculum, commissioning and evaluation (7).

Better use of real time labour market information, forecasting and destination data will help the region make smarter choices about what to fund and where to focus (7). Sector groups and advisory panels must play a bigger role in decision making, ensuring employer insight is always front and centre (7).

Tackling the barriers that stop people learning or working (8)

Even the best training won’t reach people if they can’t access it. Housing, transport, childcare, shift patterns, cost of travel and other practical barriers all shape who can participate (8). These issues are especially acute for the Isles of Scilly, where travel and accommodation add further challenges (8).

Training needs to be delivered closer to home, with wrap around support for travel, childcare and pastoral needs (8). Skills planning must link up with transport, housing and economic development, not sit alongside them in isolation (7).

A specific Isles of Scilly model is required: a blend of local delivery hubs, hybrid learning, intensive mainland blocks and subsidised travel (8).

Implementation Approach (“Roadmap”)

Delivering this LSIP is, above all, a partnership effort. It relies on employers being clear about the skills they need; providers modernising what and how they deliver; and the Strategic Authority ensuring commissioning and investment line up behind those priorities. The aim is simple: turn insight into action, and action into better training, stronger pathways and more people in good jobs.

To support this, we now have a shared approach to ownership. The CIoS LSIP is jointly developed and delivered by the Employer Representative Body (ERB) and the Strategic Authority (SA), with Skills England providing national oversight. Rather than multiple organisations pulling in different directions, we now work to one set of priorities and one shared plan for the skills system (See annex B for the detailed roadmap schedule).

A key feature has been to share the development of the CIoS LSIP so that the vision is clear and agreed, in advance, across the SA, the WSB, FE, HE and independent providers. This shared roadmap allows everyone involved to understand their roles and the activities required. It also supports buy-in and accountability, while ensuring the overall plan is monitored, kept on track and delivered transparently, avoiding duplication or confusion in such a complex programme.

What follows is an overview of the practical three-year roadmap showing how CIoS will put this LSIP into practice.

A Three-Year Roadmap (2026–2029)

Year 1 – Getting aligned and building the foundations

The period between September 2026 and August 2027 will be focused on getting the basics right. That means setting up the structures that will keep the LSIP on track, making sure providers and employers are working to the same priorities, and tackling the most urgent skills shortages straight away.

We will:

• Launch the LSIP delivery steering arrangements so that decision making, reporting and issue handling are clear and consistent.

• Ask providers to review their curriculum against the LSIP’s evidence based priorities, identifying where content needs modernising and where capacity needs to grow.

• Align commissioning of the Adult Skills Fund and Skills Bootcamps to the quickest wins, engineering technicians, construction trades, digital foundations, entry level care and hospitality related skills.

• Establish real-time labour-market intelligence, destination tracking and foresight.

• Put in place place-based models, combining local provision, short intensive blocks and high-quality hybrid learning to reduce travel and cost burdens.

• Support each sector group (e.g. marine, energy, minerals, digital, construction, care, creative, visitor economy) to complete their first cycle of co-design, defining sector standards, equipment needs and pathways.

By the end of Year 1, the intention is that everyone has shared priorities, shared evidence, and shared ways of working.

Year 2 – Accelerating delivery and modernising the system

Between September 2027 and August 2028 our focus is on bringing new and updated programmes to life and delivering more learning in real workplaces. It is the year where momentum builds.

We will:

• Bring forward the first wave of revised provision, including new HTQs and Level 4–6 routes in engineering, digital and environmental areas.

• Launch updated apprenticeships in construction, marine and care, with more flexible delivery and employer friendly models.

• Roll out modular “bitesize” units in areas like retrofit, instrumentation, coding and cyber awareness.

• Expand onsite academies at shipyards, energy sites, construction locations and upcoming FLOWrelated developments, helping learners train with real equipment on real projects.

• Refresh careers information across schools and adult gateways, with clear visuals, pathways and case studies so people can see real opportunities in CIoS.

• Publish a transparent annual progress update, showing what has changed and where further investment is needed.

By the end of Year 2, training should feel more relevant, more flexible and more closely linked to real jobs.

Year 3 – Consolidating, scaling and preparing for the next cycle

The final year focuses on embedding what works and preparing for future needs.

We will:

• Review the impact of the LSIP so far, apprenticeship starts, completions, HTQ uptake, modular training numbers, and whether employers are able to recruit into shortage occupations.

• Strengthen sector governance where it is working well and extend it to new areas such as advanced manufacturing or nature based skills where needed.

• Put successful onsite academies onto a sustainable footing and scale them where appropriate.

• Publish a “state of the workforce” report through the Observatory, using data and employer insight to signal future skills shifts and guide the next LSIP cycle.

By the end of Year 3, CIoS should have a more agile and responsive system, one that can continue to adapt.

What will change as a result of this LSIP

The actions in this plan are designed to create a more flexible, responsive and employer connected system. This means:

• More modular and employer designed training, including apprenticeship “units”, so people can update their skills quickly as technologies change.

• More apprenticeships at all levels and ages, with shared cohorts that make it easier for small employers to take part.

• A stronger higher technical offer (HTQs, L4–L6) in engineering, digital and other shortage areas.

• Clearer, more visible pathways for young people, adults and career changers, supported by stronger destination data and better careers information.

How this fits into the wider CIoS strategy

The CIoS LSIP sits within one shared story for the CIoS area. It takes the sector priorities and investment pipeline of the CIoS Good Growth Plan and ensures the skills system is geared up to deliver them. At the same time, it uses the pillars of the Workforce and Skills Strategy to guide action:

• Inspire and help residents see clear technical and vocational routes into local careers.

• Transform and grow apprenticeships and adult skills where demand is high.

• Innovate and build flexible, modular and employer-led training models.

• Thrive and strengthen employer governance and align skills to major projects so investment is workforce ready.

Together, these make the CIoS LSIP the practical engine behind our wider ambitions for good, sustainable growth across the whole of the CIoS area.

Roles and responsibilities – Who does what?

• Employer Representative Body (ERB) / Employer and Sector Board

Leads the employer voice and ensures employer needs shape curriculum and commissioning. The ERB also leads the annual progress review with input from providers, stakeholders and the SA.

• Providers

Are essential to the delivery of the LSIP in ensuring that the curriculum is on track to deliver the outputs that the employers require and reporting any challenges that need to be addressed.

• Strategic Authority (SA)

Aligns the LSIP with devolved commissioning, ensuring funding flows to the right priorities and that skills connect into housing, transport and wider Good Growth activity.

Modernise curriculum, expand HTQs and apprenticeships, deliver flexible modular provision, and increasingly bring learning “into place”, through hubs, hybrid delivery and workplace-based training.

• Skills England

Provides national oversight, reviews LSIP drafts, monitors delivery and ensures local intelligence plays into national Jobs Plans.

Dependencies – What the

plan relies on

For the CIoS LSIP to succeed, five conditions need to align:

• Funding that follows priorities — commissioning must support high-value provision even where volumes are small.

• Provider capacity — especially in digital, engineering, construction, minerals and green technologies.

• Strong employer participation — active sector groups with real employer involvement.

• Practical access solutions — transport, housing and childcare directly affect who can take part.

• Policy alignment — changes to apprenticeships, qualifications and the Lifelong Learning Entitlement must link smoothly with local delivery.

Risks and How We Manage Them

• Shortage of specialist teaching staff - mitigated through industry secondments, shared staffing, and FE–HE collaboration.

• Falling employer engagement - kept strong through employer chaired groups, ERB support, simple participation routes, and demonstrating the value of involvement.

• Short-term funding decisions - addressed by a joined-up commissioning prospectus rooted in LSIP evidence and the Good Growth Plan.

• Slow pace of curriculum change - balanced with modular units and micro-credentials that respond quickly while longer programmes catch up.

• Transport or housing barriers - tackled through placebased models, hybrid delivery and specific solutions for the Isles of Scilly.

• Project delays affecting workforce demandManaged by designing pathways around transferable skills that move across marine, energy, minerals and construction.

Collaboration & Governance Arrangements

Delivering a skills system that is responsive, joined-up and ready for the future depends on how well we work together. No single organisation can meet the needs of a changing economy on its own. Employers, local authorities, colleges, universities, sector bodies and community partners all hold a piece of the puzzle, and the CIoS LSIP brings these pieces together so CIoS can act with clarity and purpose.

In our area, collaboration is not a formality. It is how we make sure the skills system reflects the realities of our economy and the ambitions of our communities. Our governance arrangements are designed to be practical and rooted in place, drawing on the strengths of employer leadership, the Strategic Authority, providers and our national partners.

A structured, ongoing employer engagement model is essential to maintaining an LSIP that remains current, agile and aligned with real-time labour market needs. Hundreds of employers have already contributed to this LSIP, and the next phase will formalise a clear engagement cycle built around regular sector group meetings, employer panels, onsite industry visits, curriculum co-design workshops, annual insight reviews, and direct SME engagement through representative bodies and placebased networks. This approach ensures that employers of all sizes, including micro-businesses, can shape curriculum, influence commissioning, and provide insight on emerging technologies and workforce challenges. A transparent employer engagement plan will underpin continuous improvement, maintain relevance, and ensure the LSIP remains genuinely employer led throughout 2026–29.

How collaboration works across the system

Our approach builds on the shared ambitions of the Good Growth Plan and the Workforce and Skills Strategy, both of which emphasise partnership as the engine of change. Collaboration takes place at several levels, each reinforcing the others.

• Strategic collaboration

At the top level, the Employer Representative Body (ERB) and the Strategic Authority (SA) jointly steer the CIoS LSIP. They bring together economic strategy, sector priorities, commissioning decisions and accountability for delivery. This means planning and investment can be aligned to a single set of employer validated priorities, rather than being pulled in different directions.

• Sector level collaboration

Sector groups are the frontline of employer voice. They bring employers, providers and sector experts together to identify new skills needs, shape training, and keep a close eye on changes in technology, demand and workforce pressures. These groups help ensure the CIoS LSIP remains grounded in the everyday realities of industry.

• Provider–employer collaboration

Colleges, universities and training providers work closely with employers through curriculum co-design sessions, advisory boards, apprenticeship planning and shared problem solving. These relationships help training stay relevant and ensure that people are learning the skills employers actually need.

• Place-based collaboration

The CIoS area has unique geographical challenges, particularly around transport, distance and seasonal employment. Local delivery partners, including IoS Council, community organisations, JCP/DWP and voluntary groups, play a crucial role in making sure opportunities reach all residents, not just those who live near a college campus or can travel easily.

• Governance in practice

Our governance model is built around shared ownership. It ensures that decisions are taken collectively, informed by evidence, and designed to support long-term economic and workforce goals.

• The Workforce and Skills Board change to:

This is the strategic group that brings together the ERB, the Strategic Authority, FE and HE leaders, sector representatives and employer chairs. It oversees delivery, monitors progress and ensures alignment between skills, economic growth and investment.

This Board has been used as a mechanism to engage with Higher Education. Higher Education is embedded within this governance structure, with senior representation including the Chair. Through the Board, higher education institutions play an active role in shaping and co - designing the Cornwall and Isles of Scilly Workforce and Skills Strategy, contributing research, insight and labour market intelligence. The Board provides a mechanism for universities to collaborate with employers, further education providers and system partners, ensuring that higher-level skills provision aligns with regional economic priorities and LSIP priorities.

This approach ensures that engagement with higher education is continuous and strategic, with universities contributing to both system leadership and delivery.

• The LSIP Employer / Sector Steering Group

This is the working level partnership that manages the day-to-day progress of the LSIP. It brings together the ERB, Strategic Authority, businesses, local leaders, providers and partners such as JCP/DWP. Its role is to make decisions quickly, resolve issues and ensure actions stay on track.

• Sector groups and employer panels

These remain the foundation of employer engagement. They provide detailed, sector specific intelligence and help shape curriculum updates, training priorities and ongoing review cycles.

• Skills England’s role

Skills England provides national coordination, ensuring areas can learn from shared intelligence and that local plans align with wider missions such as clean growth, digital capability and major infrastructure needs. They review LSIP drafts, share national forecasts and highlight where more action or clarity might be needed.

Why this matters

The next decade will be shaped by major economic shifts in floating offshore wind, minerals processing, digitalisation, housing growth and clean energy infrastructure. Cornwall and Isles of Scilly stand to be a key part of this new world due to both its natural capital and ambition to embrace change. Therefore we need a governance model that can keep pace with these opportunities: one that listens to employers, blends national and local insight, and turns evidence into action quickly.

This collaborative approach ensures that the CIoS LSIP is more than a plan. It becomes the operating model for how we develop local talent, support businesses to grow, and make sure every resident has access to skills and opportunities.

Shared implementation plans

The implementation plan translates strategic ambitions into tangible actionable priorities, focusing on inclusive growth, sector-specific skills development and lifelong learning. The plan detailed in Annex B will be a live document as it will need to reflect any national and local strategy, policy and funding change. It is designed to be further co-designed alongside key partners and stakeholders, ensuring it reflects local needs and opportunities.

Our Collaborative Strategy and Core Principles

To successfully deliver the CIoS Workforce and Skills Strategy and the priorities within the CIoS LSIP partners including employers, skills, education and employability providers, health and anchor institutions, plus the voluntary and community sector and wider community have been asked to commit to:

• Aligning their organisational activities and investments with the strategic ambitions set out in the shared Workforce and Skills Strategy and CIoS LSIP implementation plan (roadmap).

• Engaging actively in collaborative partnerships and sector networks to drive progress.

• Lead or support delivery of agreed actions that advance inclusive growth and sector specific skills development.

• Share relevant data, intelligence and examples of best practice and lived experience to inform evidencebased decision making.

• Participate in and contribute to, any local workforce and further skills research and events.

• Disseminating key insights and updates to ensure the strategy remains responsive to emerging needs and opportunities.

CIoS

LSIP and CIoS Workforce and Skills Strategy principles will include:

• Collaboration: Working collectively, pooling expertise, capacity and resources to maximise impact.

• Evidence-led: Decisions and actions are underpinned by robust data analysis and local intelligence.

• Future-focused: Anticipating and adapting to changing conditions, prioritising innovation and longterm opportunity.

• Accountability for Outcomes: Commit to regularly reviewing our performance and celebrating progress, ensuring continuous improvement.

Monitoring and learning – How we stay on track

Monitoring and assessment of the CIoS LSIP and the Workforce and Skills Strategy will follow a continuous, structured process designed to deliver measurable progress for our sectors, employers, learners, providers and communities. Given that Annex B presents an integrated roadmap for both the Workforce and Skills Strategy and the CIoS LSIP, our approach to tracking and evaluation will be fully aligned—measuring the completion of key actions (outputs) and assessing their impact and timeliness against a developed Workforce and Skills Strategy KPI framework, the timescales and goals of the shared Roadmap and a set of SMART indicators

Core KPIs will include growth in apprenticeship starts and completions (including higher level apprenticeships), enrolments in modular and Bootcamp provision, expansion of higher technical qualifications (HTQs), employer engagement participation rates, FE/HE curriculum updates aligned to LSIP priorities, improvement in digital and green skills outcomes, and increased access to place-based learning across rural and coastal communities.

Annual publication of a CIoS LSIP Delivery Report will publish progress, highlight barriers and set out actions for continuous improvement.

To provide clear visibility of progress, a performance dashboard will be maintained and will consolidate labour market intelligence, partner delivery monitoring, provider data (such as participation, achievement, and progression), and employer engagement insights gathered through sector networks and the Employer Representative Body (ERB). This comprehensive view will ensure that stakeholders stay informed and responsive to emerging trends.

Oversight for regular monitoring and review will be embedded within both the new CIoS LSIP Employer Steering Group (that will meet bi-monthly) and the CIoS Workforce & Skills Board (that meet quarterly), fostering transparency, clear ownership and coordinated decision making. They will regularly receive performance updates, using the information to determine necessary corrective actions, commissioning priorities and any required adjustments to the Roadmap.

Where relevant, updates will be communicated through sector boards and employer forums, ensuring that employer perspectives remain central to our assessment and priority setting processes. There will also be a widely promoted, open door policy via the ERB where any business can offer feedback, comment or make an enquiry about skills at any time.

To keep the roadmap dynamic and responsive, we will establish the following review mechanisms:

1st Year Review (Strategy & LSIP): Conducted by the Workforce & Skills Board, in collaboration with the ERB and delivery partners, this review evaluates progress against Annex B’s roadmap and KPI set.

Mid-Plan Review: This review examines whether activities are delivering the intended impact, monitors outcome improvements and considers if the roadmap requires reprioritisation or resequencing.

In-Year Exception Reporting; will be undertaken where there may be e.g. significant risks or delays, or where changes such as e.g., policy shifts, funding adjustments, or acute skills shortages will impact plans.

Our monitoring framework will focus on two core areas:

Delivering Agreed Actions (Outputs): Progress against each action in Annex B will be tracked, noting the lead organisation, key milestones and timelines.

A straightforward RAG (Red, Amber, Green) system will provide a clear, at-a-glance overview of delivery status, dependencies and risks. Tangible outputs such as programme launches, training cohorts, employer forums and resource development will be recorded to evidence reach and activity.

Assessing Outcomes and Impact: We will monitor movement against the Workforce and Skills Strategy’s specific KPIs, CIoS LSIP and other indicative measures, starting with a baseline year and tracking trends over time. This assessment will cover workforce outcomes (participation, attainment, supply, retention, progression), employer and economic outcomes (vacancy pressures, recruitment challenges, job quality, productivity), and system outcomes (improved alignment, clearer pathways, stronger employer engagement). Where data permits, equality and place-based analysis will help us understand who is benefitting and identify persistent barriers. Our monitoring will be informed by a robust mix of quantitative and qualitative evidence, drawing on LSIP/ ERB reporting, labour market data, and employer and provider feedback. This approach creates an active performance and learning cycle, ensuring insights drive delivery improvements, inform commissioning and programme design, and keep the LSIP and Workforce and

Skills Strategy aligned to the evolving needs of the CIoS area.

Action and Delivery

This Plan serves as a central document for the CIoS Workforce and Skills Board and its key partners, who are responsible for implementing the Workforce and Skills Strategy and the Local Skills Improvement Plan and monitoring progress and performance. The Cornwall & Isles of Scilly Workforce and Skills Board (WSB) offers strategic leadership by aligning skills provision with employer demand, supported by sector networks and Cornwall Council in its role as strategic convenor. The Board comprises representatives from employers, education and the public sector, ensuring governance that is both diverse and inclusive.

This implementation plan is therefore designed to:

• Be practical, actionable and owned by relevant partners.

• Complement other plans and strategies.

• Include Specific, Measurable, Attainable, Relevant and Timebound (SMART) indicators and KPIs of performance.

• Be a living document, adaptable to change (alongside any updates to the Strategy itself).

• Promote transparency, accountability and collective ownership.

The Plan, therefore, forms the basis for accountability, transparency and collective ownership and will play a key role moving forward in:

• Advocacy and case making

• Monitoring and evaluation

• Partnership building

• Influencing and lobbying

• Celebrating success

Strategic Priority Actions

Each strategic pillar is characterised by a series of key outcomes, indicators, priority actions and delivery partners/key enablers. These respond to the evidence base and the challenge and opportunity that we have within Cornwall & the Isles of Scilly. They build on activities that have already been undertaken and those that are already in progress to help us to ensure every resident can access fulfilling careers and every employer benefits from a future-ready workforce by:

• Ensuring skills help to drive economic recovery and growth.

• Developing a pipeline of talented and resilient people.

• Tackling long-term economic inactivity and inequalities.

• Creating an adaptable, upskilled workforce.

Implementation Logic Model

Our Implementation Plan (detailed in Annex B) adopts a logic chain to highlight the tangible difference we are seeking to make across Cornwall and the Isles of Scilly. This frames the overarching approach taken to the delivery of the Strategy, with a focus on accountability, transparency and continuity of approach.

Strategic Priorities

Our focus for the actions needed to maximise impact Actions

High level to address challenges and opportunities Activities

Core projects and deliverables undertaken by the Council and partners Outputs

Demonstrate Delivery and Progress

Outcomes

Metrics of change to shift over the term of the Strategy

References

• Department for Education (2021). Skills for Jobs: Lifelong Learning for Opportunity and Growth. HM Government.

• Department for Education (2022). Skills and Post16 Education Act 2022. HM Government.

• Department for Education (Updated Nov 2025). Local Skills Improvement Plans: Guidance for Employer Representative Bodies and Strategic Authorities. HM Government.

• Skills England (2025). National Skills Priorities and Local Skills Improvement Plan Guidance. Skills England.

• HM Government (2023). Build Back Better: Our Plan for Growth. HM Government.

• HM Government (2024). Get Britain Working White Paper. HM Government.

• HM Government (2023). Opportunity and Growth Missions. HM Government.

• HM Government (2023). Powering Up Britain: The Net Zero Growth Plan. HM Government.

• Office for National Statistics (2024). Labour Market Statistics. ONS.

• Office for National Statistics (2024). Business Demography Statistics. ONS.

• Department for Business and Trade (2025) The UK’s Modern Industrial Strategy.

Bibliography –Background Documents

• Cornwall Council (2025). Cornwall & Isles of Scilly Workforce and Skills Strategy 2025–2035. Cornwall Council.

• Cornwall Council (2025). Cornwall & Isles of Scilly Good Growth Plan. Cornwall Council.

• Cornwall Council (2024). Adult Skills Commissioning Plan. Cornwall Council.

• Cornwall Council (2024). Get Cornwall and Isles of Scilly Working Plan. Cornwall Council.

• Cornwall Council (2023). Local Area Energy Action Plan. Cornwall Council.

• Cornwall Council (2024). Carbon Neutral Cornwall Strategy. Cornwall Council.

• Federation of Small Businesses (2025). FSB Workforce and Skills Insight Reports. FSB.

• Habit5 (2025). Employer Skills Research and Labour Market Analysis for Cornwall and Isles of Scilly Habit5.

• Think Trinity (2025). Strategic Skills and Employer Engagement Support for CIoS LSIP. Think Trinity.

• UK Commission for Employment and Skills (2022). Standard Occupational Classification (SOC) Structure UK Government.

• UK Government (2024). Standard Industrial Classification (SIC) Codes. UK Government.

• The Careers & Enterprise Company (2023) Gatsby Employer Standards: supporting good practice in employer engagement with education. London: The Careers & Enterprise Company.

• The Gatsby Charitable Foundation (2024) Good career guidance: the Gatsby Benchmarks (2024 update). London: Gatsby Charitable Foundation.

Bibliography Addendum – CIoS Sector Deep Dives (last 3 years)

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Annex Descriptions

Annex A: Further explanatory information on skills needs

• Additional, more detailed information about the skills needed as identified in the LSIP.

• Definition of the key occupations and industries that are being targeted and how they are mapped to the most relevant SOC and SIC codes.

Annex B: Agreed Activities

A table outlining the specific activities required to implement the recommended change/actions.

1. Lead Organisation(s): Who is responsible for driving the activity forward.

2. Supporting Partners: Other organisations or stakeholders that need to be involved.

3. Timescales: When the activity will start and finish, and key milestones.

4. Expected Outcomes: What the activity aims to achieve.

5. Monitoring and measurement: How progress will be tracked and measured.

Annex C: Background and Methodology

Explains the approach used to develop the LSIP, and how it aligns with the guidance:

1. Outlines the Evidence Base.

2. Demonstrates alignment with the LSIP Guidance.

3. Details environmental and Net Zero goals.

4. Detail the approach to equality of opportunity.

5. Describes the detail of the Governance Structure.

Cornwall & Isles of Scilly

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