28 - ‘Manufacture of machinery not elsewhere classified’
e.g. rail, air, military vehicles, cycles etc
e.g. earth moving, pumps & compressors, turbines, etc
27 - ‘Manufacture of electrical equipment’ e.g. generators, lighting, wiring, appliances etc
20 - ‘Manufacture of chemicals & chemical products’
29 - ‘Manufacture of motor vehicles and trailers’
gases, chemicals, fibres, etc
e.g. vehicles, trailers, caravans etc 3500
26 - ‘Manufacture of computer, electronic and optical products’ e.g. electrical, computer, optical
(244% higher than national average)
(72% higher)
(20% higher)
Skills needs- Priority Occupations for Clean Energy
This data sets out occupations in high demand in the EMCCA area .
This is established from labour market analysis and further refined as a result of feedback from employers –drawing on survey data, focus group discussions and employer 1:1’s.
Highest priorities where learning aim starts (2023/24) seem low relative to likely demand are:
• Solar PV Installation
• Welders / Fabricators (for energy production)
• Scaffolders / Roofers
• Electrical / Electronic Technicians
• Plumbing and Heating Engineers
Construction
Construction underpins EMCCA’s ambitions for housing, place, connectivity and clean infrastructure, including delivery of 100,000 new homes, brownfield regeneration and major transport investments - activities concentrated across Nottinghamshire and Derbyshire that require a strong local workforce. EMCCA’s spatial and growth papers set priorities for land use and strategic corridors, linking construction capability to inclusive regeneration and flood-resilience infrastructure along key river systems.
Key facts: Construction in EMCCA:
Total employees (2024) 57,000
Projected change in total jobs 2020-35 (East Midlands) +5,000
Projected openings created when workers leave the labour market 202035 (East Midlands) 29,000
Total Gross Value Added (EMCCA, 2023)
Median gross weekly pay range
Construction Specialisms in EMCCA:
£4.1bn
Low: £726 (‘specialised construction activities’)
High: £847 (‘civil engineering’)
Skills Needs- Priority Occupations in Construction
This data sets out occupations in high demand in the EMCCA area .
This is established from labour market analysis and further refined as a result of feedback from employers –drawing on survey data, focus group discussions and employer 1:1’s.
The survey found after the catch all ‘Construction and Building Trades/Operatives’, occupations most difficult to recruit to over 12 months were Project Managers (20%), Quantity Surveyors, Supervisors, Carpenters and Joiners, and Bricklayers (18%).
Recruitment difficulty over next three years is most widely anticipated for: Project Managers (34%) and Carpenters & Joiners (30%), Supervisors and Bricklayers after the catch all ‘Construction and Building Trades/ Operatives’.
Highest priorities where learning aim starts (2023/24) seem low relative to likely demand are:
• Painters and Decorators, Glaziers, Carpenters and Joiners
• Scaffolders, Roofers and Plasterers
• Electrical / Electronic Technicians
• Plumbing and Heating Engineers
• Site Supervisors / Managers
Workforce development – skills needs of existing staff
Having reviewed Skills England: Sector Skills Need Assessments Construction6, and DfE Employer Skills Survey with further evidence from focus groups, LSIP survey and 1:1 discussions with employers the following were identified as skills needs of existing staff across the EMCCA region:
• Retrofit and decarbonisation
• Electricians understanding smart control systems, new home technology, PV/heat pumps
• Multi-skilling across core trades eg joinery + plumbing (“they’re like gold dust”)
• Supervisor and manager development
• Upskilling plumbers re some heating and high spec bathrooms
• Roofing- low/no local provision and needed for housebuilding and clean energy
• Digital literacy and Digital Modelling/CAD
• Building regs and environmental compliance (particularly for project managers/managers)
• Fire design and safety
• Modern Methods of Construction (MMC) and modular
• Usual range of basic and soft skills to be embedded, eg teamwork, communication, problem solving, numeracy
Summary of qualitative evidence
The following are summary points from research focus groups, stakeholder focus groups, employer interviews and survey responses:
• Substantial issue recruiting and retaining teaching and assessor staff with current knowledge. Employers critical about the practical facilities in colleges and question the currency of tutor knowledge
• More evening / weekend provision required for adults seeking to retrain and upskill, and apprentices
• Concern also about quality of shorter (8 month) apprenticeships, given that skilled crafts can require 3 to 5 years of training, L2/3 trades usually 18 months - too short for employers
• Short, intense, high-quality courses are highly valued for specific needs
• Greater specialism sought within colleges to improve quality and address reported gaps (e.g. provision data shows no regional roofing and scaffolding provision)
• Practically inclined school students served badly and switch off at school.
• Transport issues a further barrier
• Retrofit specialists hard to find and funding “flaky” e.g. external wall insulation rolled out too quickly. “Retrofit academy” and “PV/heat pump clinics”
• Support concept of flexi-job apprenticeship agencies but someone needs to invest in and grow, they are difficult to run viably on commercial terms
• SMEs need a single proactive signposting hub
• More placements needed for learners
Creative and Cultural
EMCCA identifies Digital, Creative and Cultural industries as a rapidly growing opportunity, with strengths spanning games, immersive media, film/TV and cultural venues - a vital engine of diversification and place attractiveness across Nottinghamshire and Derbyshire. The visitor economy strategy also connects culture to destination branding and year-round experiences, raising the region’s profile and supporting inclusive growth in towns and cities.
Key facts: Creative and Cultural Industries in EMCCA:
Total employees (2024) 31,900
Projected change in total jobs 2020-35 (East Midlands) -1,000
Projected openings created when workers leave the labour market 2020-35 (East Midlands) +14,000
Total Gross Value Added (2023) £3.2bn
Creative and Cultural Specialisms in EMCCA:
Skills needs- Priority Occupations in Creative and Cultural industries
This data sets out occupations in high demand in the EMCCA area
This is established from labour market analysis and further refined as a result of feedback from employers –drawing on survey data, focus group discussions and employer 1:1’s.
Workforce development – skills needs of existing staff
Having reviewed Skills England: Sector Skills Need Assessments Creative Industries7, and DfE Employer Skills Survey with further evidence from focus groups, LSIP survey and 1:1 discussions with employers, the following were identified as skills needs of existing staff across the EMCCA region:
• Videography and editing, post production, spatial/advanced audio, advanced graphics
• Technical theatre and live event production
• Digital production
• Digital skills, AI literacy, data analytics and visualisation
• Producers, directors and arts officers in short supply (upskilling as well as occupations)
• Communication, problem solving, resilience re career entrants
• Managerial skills for technical staff
• Marketing and digital communications
• Essential skills including communication, resilience, self confidence
• Implied endorsement of national findings on:
– Blending AI literacy, digital, data analytics with creativity and problem-solving
– Virtual production
Summary of qualitative evidence
The following are summary points largely from research focus groups where attendees were theatre/arts, heritage, and community arts, but also from stakeholder focus groups and survey responses:
• Digital is an important upskilling/re-skilling issue not about digital occupations as such
• Pathway rebalance: Develop technical theatre, digital production, and arts management pathways alongside performance
• Co-design & practitioner model: Fund and formalise practitioners in college, tutor work experience, and employer curriculum co-design
• Grow structured work experience in relevant post-16 programmes for young people
• Mid-career & freelance support: Needs highlighted as business skills, IP/rights, leadership, and data/ impact programmes. Affordable short courses felt to be the way forward here
• Data & AI capability: Practical AI/analytics upskilling for operations and impact reporting across SMEs/ charities
• Regional creative skills network: Desire for a purposeful board/partnership that connects businesses, practitioners, providers and schools
• Targeted funding mechanisms: Microgrants/vouchers for SMEs/charities to access high value training that’s otherwise unaffordable
Education
Education is central to EMCCA’s mission to make the East Midlands the best place to live, work and learn, with system leadership spanning adult skills devolution, careers from early years to adulthood, and a Youth Guarantee to improve outcomes and progression. EMCCA’s Inclusive Growth Framework places education within a broader mission to tackle disparities and raise attainment, feeding national views of skills need via Skills England and shaping future policy locally.
Key facts: The Education sector in EMCCA:
Total employees (2024) 84,000
Job volumes vs national average (GB = 1.00) 0.97 (3% below national average)
Projected change in total jobs 2020-35 (East Midlands) -2,000
Projected openings created when workers leave the labour market 2020-35 (East Midlands) +49,000
Total Gross Value Added (2023) £4.4bn
Median gross weekly pay £631
Skills needs- Priority Occupations in the Education sector
This data sets out occupations in high demand in the EMCCA area .
This is established from labour market analysis and further refined as a result of feedback from employers –drawing on survey data, focus group discussions and employer 1:1’s.
Highest priorities where learning aim starts (2023/34) seem low relative to likely demand are:
• Teaching assistants
• Higher level teaching assistants
Workforce development – skills needs of existing staff
There is a body of evidence highlighting recruitment and retention difficulties in the sector. A National Audit Office report8 in 2024 found:
• ‘A long-standing nationwide teacher shortage, especially in further education’, where 5% of posts are vacant, compared to 1.8% in sixth forms and 0.7% in secondary schools.
• Recruitment and retention challenges are key, particularly in certain subjects and deprived areas. Within this, pay is the key issue.
Numerous reports cite difficulties recruiting and retaining teaching assistants amid rising SEN demand:
• Government funded research found 75% of schools struggling to recruit teaching assistants9
• Around 1 in 5 teaching assistant roles are unfilled10, according to the GMB Union
• The issue is most acute in special schools with low TA pay being a major barrier11,according to the National Foundation for Educational Research
Data on skill needs that relate to existing workers is usually available through national reports and surveys, but the literature is much less extensive that for recruitment and retention difficulties.
EMCCA’s skills portfolio highlights health-related worklessness and economic inactivity above the England average, making integrated health, employment and skills support essential for inclusive growth across Nottinghamshire and Derbyshire. The Get East Midlands Working Plan sets out actions to reach an 80% employment rate, by mobilising partners (NHS ICBs, DWP, FE, employers) and tackling barriers through place-based interventions.
Key facts: Health and Social Care in EMCCA:
Total employees (2024)
Projected change in total jobs 2020-35 (East Midlands) +18,000
Projected openings created when workers leave the labour market 2020-35 (East Midlands) +81,000
Total Gross Value Added (2023)
Median gross weekly pay range
Health and Social Care Specialisms in EMCCA:
88 – ‘Social work activities without accommodation’
e.g. for the elderly, disabled, those with learning difficulties, requiring mental health support, etc
e.g. day care for elderly and disabled, communitybased care, counselling etc
£5.6bn
Low: £488 (‘social work activities without accommodation’)
High: £660 (‘human health activities’)
Skills needs: Priority Occupations in Health and Social Care
This data sets out occupations in high demand in the EMCCA area .
This is established from labour market analysis and further refined as a result of feedback from employersdrawing on survey data, focus group discussions and employer 1:1s.
Highest priorities where learning aim starts (2023/34) seem low relative to likely demand are:
• Care workers and home carers
• Health support workers
• Registered nurse practitioners
• Social workers
Workforce development- skills needs of existing staff
Having reviewed evidence including a Skills England report into Health and Social Care (2025)13 , DfE’s Employer Skills Survey (2024)14 and with further evidence from stakeholder evidence, focus groups, and 1:1 discussions with employers, the following were identified as skills needs of existing staff across the EMCCA region:
• Digital capabilities (linked to record keeping) and AI literacy-most common responses in survey
• Leadership and management, especially for new leaders
• Driving/access to vehicles and insurance for young care staff
Summary of qualitative evidence
The following are summary points from research focus groups, stakeholder focus groups, LSIP survey and employer interviews:
• ‘Recruitment crisis’ widely reported by care providers. High staff turnover, closing of care visa route, low pay (linked to commissioning models), ageing workforce
• Significant growth in care workforce forecast - up 28% in the next decade
• Improved local recruitment regarded as ‘essential’, requiring better engagement of young people, stronger career pathways, values-based recruitment
• Significant demand for adult care workers, nurses, support workers, social workers
• Migrant workers very reliable but costs of sponsorship too high for SMEs
• Lack of clarity over where to find training (and costs - mainly time off the job) a barrier. Short and modular provision preferred
• Substantial upskilling needs for existing staff - wide range of needs, ‘digital confidence’ a common theme in health and care
• Care employers very positive about placements for young people
• NHS recruitment growth slowing, new Workforce Plan due shortly
EMCCA’s Growth Plan identifies MedTech and Life Sciences as a high-impact sector with potential to become a UK hub for clinical research and associated industries, if investment and skills pipelines are strengthened. The plan notes historic underinvestment in the Midlands, making a fairer share of R&D funding and improved digital infrastructure pivotal to unlocking the region’s capabilities in Nottinghamshire and Derbyshire.
Survey consideration: Despite the LSIP engaging Medilink to provide promotional support, employers in the life sciences sector had the lowest response levels to the LSIP survey. The plan therefore proposes further deep dive activity with employers to ensure that their needs are fully represented.
Key facts: Life Sciences in EMCCA:
The Life Sciences sector employs 3250 people in the East Midlands (2024), generating gross value added (GVA) of £2.2bn in 2023.
Life Sciences Specialisms in EMCCA:
of basic pharmaceutical products and preparations (21)
Research and experimental development on biotechnology (7211)
(14% below the national
0.33 (67% below national average)
As left 500 0.56 (44% below national average)
Skills Needs: Priority Occupations in Life Sciences
This data sets out occupations in high demand in the EMCCA area
This is established from labour market analysis and further refined as a result of feedback from employersdrawing on focus group discussions and employer 1:1s.
Highest priority where learning aim starts (2023/24) seem low relative to likely demand are:
• Laboratory technicians
Workforce development- skills needs of existing staff
Having reviewed evidence including a Skills England report into Life Sciences (2025)15, report by Cogent Skills (2025)16 and with further evidence from stakeholder evidence, focus groups, and 1:1 discussions with employers, the following were identified as skills needs of existing staff across the EMCCA region:
• Commercialisation - ‘bridging provision’ needed between science and business skills to embed knowledge and skills that relates to product management, supply chains, IP, market access, partnerships, health economics
• Regulatory and quality assurance - not a whole occupation in SMEs
• Sector ecosystem is ‘fragmented’. Need more employer-employer networking, business/academia exchange to share knowledge and skills
• Leadership and management for scientists, particularly within SMEs
• Communication, particularly how the sector communicates with regulators, policymakers, wider public
• Cost is a barrier to workforce development training for SMEs
• AI training- Life sciences applications require comprehension of AI models, in R&D environments, not just operational use
• Sustainability skills- essential to secure funding and contracts
• Highly specialised biologics and CGT manufacturing requires new technical competencies: The skills needed for advanced therapies are niche, emerging and not yet widely taught.
• “Cell and gene therapy manufacturing is a struggle because of the high cost and high skill required”
The following are summary points from research focus groups, stakeholder focus groups, and employer interviews:
• Growing need for hybrid skillsets in employees - scientific, technical, commercial
• Key occupations: Scientists with data skills, regulatory specialists (including AI/digital governance), manufacturing/production operatives (clean/device environments), chemical /process operatives.
• Sector makes use of graduates (bioscience) but employers expressed concern about their lab skills/ practical competence, and lack of experience of reality of industry (commercial awareness, products, regulatory requirements, timelines etc)
• Pan-sector workforce development skills needs: Leadership and management by scientists, commercialisation (IP, market access, partnerships, supply chains), communication, sustainability (for NHS procurement), project management
• Interest in more short/modular courses to address workforce development needs, but cost remains a barrier to many SMEs
Visitor Economy
EMCCA’s visitor economy work shows the sector already contributes around £5.27bn and circa. 52,000 jobs regionally, with major scope to grow through destination management plans, stronger branding (Visit East Midlands) and leveraging cultural/natural assets like the Peak District and Sherwood Forest. EMCCA’s Growth Plan sets a year-round, high-value vision linking tourism to regeneration and digital innovation (e.g., 5G-enabled experiences), creating skilled roles and vibrant places across Nottinghamshire and Derbyshire.
Key facts: The Visitor Economy in the East Midlands
Total employees (2024)
Projected change in total jobs 2020-35 (East Midlands)
72,000
+4,000
Projected openings created when workers leave the labour market 202035 (East Midlands) +34,000
Total Gross Value Added (2023)
Median gross weekly pay range
The Visitor Economy Specialisms in EMCCA:
£1.5bn
£293 (Food and Beverage Service Activities) to £454 (‘Accommodation’)
Food and Beverage Service
e.g. restaurants, pubs, cafes, takeaways, licenced clubs, event and mobile catering, etc
Skills needs: Priority Occupations in the Visitor Economy
This data sets out occupations in high demand in the EMCCA area . This is established from labour market analysis and further refined as a result of feedback from employers –drawing on focus group discussions and employer 1:1’s.
Highest priorities where learning aim starts (2023/24) seem low relative to likely demand are:
• Cooks
• Chefs
Workforce development- skills needs of existing staff
Having reviewed evidence including DfE’s Employer Skills Survey (2024)17 , and the 2023 survey of Visitor Economy employers by People1st18 , with further evidence from focus groups, and 1:1 discussions with employers, the following were identified as skills needs of existing staff across the EMCCA region:
• Customer service, particularly dealing with bespoke needs and high, changing or challenging customer expectations
• Back-office admin skills, utilising digital systems for staff planning
• Compliance: Food safety, health and safety, environmental health, etc
• Environmental (eco-friendly practices, minimising energy use, etc)
• Language and cultural awareness skills
• Digital (online marketing, AI, data analysis, cyber security, etc)
• Sales and revenue optimisation skills
• Soft skills: communication, teamwork, initiative, resilience and confidence, especially among younger staff
The following are summary points from research focus groups, stakeholder focus groups, and employer interviews.
• ‘Chronic shortage’ of chefs, for over a decade. Employers are trying to upskill internally, attempts to fill vacancies from external recruitment are hardest despite improvements in pay and conditions (4 day week, transport assistance, etc). ‘Even struggle to fill 9-5 posts’
• College/employer relationships and awareness have room for improvement, appetite for more evening/ short course offers
• Hospitality managers with a ‘customer service culture’ are hard to find. Spa therapists easy to recruit
• Sector needs to better articulate career pathways for young people, not just temporary jobs
• Workforce skills needs include digital operations (rostering, payroll, etc), customer service and ability to handle bespoke requests (often health/faith/dietary in nature)
• Rurality and transport issues hinder recruitment of young people who don’t have ready access to a car, employers often offer ‘live-in’ arrangements
• Compliance training (H&S, food safety) regarded as expensive and not well tailored to sector or location
• Desire for better signposting, employers report being ‘bombarded’ with course sales
EMCCA further skills insights
The East Midlands Investment Zone (EMIZ)
The EMIZ is underpinned by a comprehensive Strategy and Investment Plan that sets out a clear, longterm framework for delivering inclusive, innovation-led economic growth across the EMCCA region. Backed by up to £160 million in government funding and a suite of tax incentives, the EMIZ is designed to unlock investment, stimulate productivity, and accelerate the development of globally competitive clusters in advanced manufacturing and green industries.
At the core of the strategy is a coordinated approach that aligns investment, infrastructure, innovation, and skills to maximise regional growth opportunities. This is spatially anchored through three strategic tax sites, Infinity Park Derby, Hartington Staveley, and Explore Park, which will drive cluster development and significantly expand the region’s capacity for high-value business activity. Alongside this, the strategy is structured around four strategic objectives, enabling inclusive sector growth, driving innovation, strengthening workforce capability, and positioning key sites as prime investment locations.
Central to the success of the EMIZ strategy is Strategic Objective 3: strengthening workforce skills and capability, which acts as the critical enabler of all other ambitions and will be delivered through four key intervention areas:
• Skills Programmes: Targeted funding for apprenticeships, modular courses, specialist technical training and industry-embedded learning to meet sector-specific needs.
• Careers Education & Guidance: Outreach, careers events, digital guidance tools and graduate placement services supporting progression from school through to retraining.
• Curriculum Planning & Coordination: A region-wide approach to aligning training provision with employer needs, guided by the EMIZ Skills Roadmap.
• Skills Infrastructure: Investment in specialist facilities, equipment, and training environments to ensure providers can deliver industry-standard, future-facing skills provision
These interventions are designed to build a responsive, demand-led skills system that supports inclusion, drives productivity, and enables residents to access secure, high-value jobs across the EMIZ priority sectors.
The East Midlands Spatial Vision for Growth (2025)
The East Midlands Spatial Vision for Growth (2025) clearly demonstrates that the region’s growth ambitions will create substantial demand for skilled labour across clean energy, construction, advanced manufacturing, data-driven industries, logistics, placemaking and the visitor economy. Major programmes such as the Trent Arc, Supercluster, Canal Corridor, the Freeport and Investment Zones will generate 100,000 new jobs, deliver 52,000 homes, and require 4.2 million sqm of commercial floorspace (p.49- 50).
The Vision positions clean energy innovation, decarbonised industry, and world-class manufacturing as core economic drivers (p.45, p.47), confirming the need for expanded technical, digital, construction, engineering, logistics and creative skills pipelines that the LSIP must support over the next three years.
Heartlands example: Anchors such as the Automated Distribution and Manufacturing Centre (Mansfield) and the Air and Space Institute (Newark) signal demand for L2- L5 technical pipelines in manufacturing, logistics and aviation/space-related skills, while regeneration and connectivity plans imply sustained need for construction trades, civils and retrofit capacity. This spatial evidence underpins the LSIP’s priorities on technical supply, provider capacity, modular upskilling, employer engagement, transport-aware access, and careers/STEM visibility in market towns and rural communities.
Data considerations:
Sectors for which EMCCA have good quality data available based on existing sectoral definitions:
1 . Advanced Manufacturing (IS-8)
2 . Creative and Cultural (IS-8)
3 . Life Sciences (IS-8)
4. Health (SIC)
5 Education (SIC)
6 . Construction (SIC)
Sectors for which EMCCA and Skills England have minimal data available based on limited sectoral definitions:
1 Visitor Economy
2 . Clean Energy (IS-8)
In both cases, attempts to define priority occupations have made use of consistent data sources, carefully cited to ensure comparability across sectors and over time.
LSIP workshop at Chesterfield Annual Employer Conference
The conference provided an opportunity for businesses from the area to convene and discuss skills needs and opportunities. Roundtable discussions were hosted by the council, college students and FSB, asking employers about their skills gaps and recruitment challenges, key occupations engagement with work-based learning programmes and support needed.
The following key themes have been presented to FSB by Chesterfield Borough Council from the extensive responses:
• Digital, technical and leadership skills are the most pressing gaps.
• Ageing workforces.
• Employers value apprenticeships and work-based learning but face practical barriers to using them at scale.
• Young people need stronger work readiness, clearer career pathways and earlier employer engagement.
• The system (funding, programmes, education routes) is seen as fragmented and difficult to navigate.
• Upskilling courses and training development need to be aligned with the local labour market.
Annex B: Agreed Activities
The purpose of these tables are to highlight where specific Activities have been put forward for the LSIP in the delivery of the Actions, the lead organisations who will either deliver, drive or collate progress, and the expected timelines, outcomes, and monitoring and measurement, so far as they are currently known.
Please note: The tables should be treated as a live document and will be updated as needed throughout the three-year LSIP cycle.
Priority 1: Address Occupational Shortages in Priority Sectors
Partners
Action / Change Activity
1.Seek opportunities to increase skills provision that meets the needs of the priority sectors / occupations (Annex A).
Where required, undertake deep dive provision mapping against priority sectors to identify provision, qualifications and other non-qualificationbased training to establish where gaps exist against employer need.
Involved with Identified Lead (L)
FSB and EMCCA (L) FE and HE Skills Providers.
Timescales and Milestones Expected Outcome
By end of 2026: Provision Mapping to be undertaken 2027-2028.
Provision alignment through discussions with FE Providers and ERB.
A clear picture and greater understanding of gaps informing curriculum development. Greater alignment of provision with priority sector employer needs.
LSIP to be updated throughout the 3-year period.
1
Colleges to prepare for qualification reform and develop simplified mechanisms to communicate skills offer with all stakeholders.
Particular focus on T levels and LSIP priority occupations.
FSB (L), FE Colleges.
2027: Implemented at college level with collaboration as appropriate.
Curriculum reform is approached collaboratively by FE network.
Curriculum is responsive to emerging employer need and approached collaboratively across FE colleges. Stakeholder communication is simplified, clear and joined up across the EMCCA region.
Monitoring and Measurement
Biannual review and RAG assessment by LSIP Governance Board.
Monitor development of curriculum and provision in partnership with FE and HE institutions against the evidence collected, to meet the needs of the priority sectors.
The FSB and EMCCA will undertake ongoing collection of data and intelligence from employers, providers and other relevant data sets to help ensure that existing LSIP analysis is accurate and up to date and provision can react to labour market needs.
Bi-annual 1:1 meetings between FSB as ERB and FE / HE provider curriculum leads and key departments. Collate and share best practice.
Other Activities supporting this Action Priority 3, Action 1 (Flexible offer)
FSB (L), EMCCA, FE and HE Skills Providers, EMIoT, Business and Sector bodies.
2027-2028 establish baseline evidence and review current FE and HE provision against priority sectors.
Use updated intelligence to inform curriculum adjustments; strengthen employer-provider collaboration; identify and share best practice by year 3.
FE and HE provision aligns with priority sector needs through ongoing employerled intelligence and evidence review.
Regular labour market data collection ensures skills provision remains current and responsive. Providers adapt curriculum and delivery in response to emerging skills demands.
Best practice is shared across partners to drive consistent improvement in skills delivery.
Biannual review and RAG assessment by the LSIP Governance
Annual LSIP review
Provision data Accountability Statements.
Provider 1:1s and feedback
Vacancy analysis.
3
Action / Change Activity
Explore where employer boards currently exist. Where appropriate, work towards the creation of regional employer boards aligned to each priority sector, to help shape and inform and enhance future employer engagement, strengthen employer voice, support co-design, improve placement capacity and drive co-ordinated delivery.
This activity will also support the delivery of Priority 4 Action 1.
2026 end: Mapping exercise of current boards completed and Regional Employer Board for priority sectors structure agreed 2026-2027 – invite employers through employer groups and representative organisations to be on boards. 2027-2028 –Groups to be established.
Expected Outcome
Monitoring and Measurement
More relevant, applied learning experiences.
Stronger shared responsibility between employers and educators.
EMCCA to review.
RAG assessment by LSIP Governance Board.
Provider 1:1s and Feedback.
4. Building on the LSIP content, publish employer-led regional skills shortage lists with clear progression pathways, aligning T Levels /V Levels, HTQs, HE and apprenticeship routes.
Through a data-led approach, develop and build the understanding of the region’s changing labour market and produce labour market forecasts and foresight.
EMCCA (L), FSB, FE and HE
Skills Providers, EMIoT. 2026.
Updated LMI. LMI.
Reports to the ERB for the LSIP Annual Progress Report.
RAG assessment by LSIP Governance Board.
4
Action / Change Activity
5. Strengthen programmeled and work-based routes for young people and adults into priority sectors, supporting digital, work readiness and progression.
6. Use employer evidence and provider collaboration to target ASF and devolved flexibilities to develop short programmes that fill skills gaps and helps to upskill and reskill adults.
Other Activities
EMCCA will develop a regional online platform that will act as a single point of access for skills, employment and careers information, to improve alignment between provision, employer demand and individual opportunity across the region.
This is a cross-cutting Activity that will also support Priority 4, Action 2 and Priority 6, Action 1.
Partners
Involved with Identified Lead (L)
EMCCA (L), FSB, FE and HE Skills Providers, Careers Hubs Sector Bodies, Local Authorities.
Timescales and Milestones Expected Outcome
2027 Launch of the regional platform. Employers and learners across EMCCA can access simple, up to date information from one place.
The online platform will ensure that employers and learners across EMCCA can access simple, up to date information in one place.
EMCCA will monitor the development and launch of the platform to project timelines.
RAG assessment by LSIP Governance Board.
EMCCA Careers Hub.
Implement the SWAP model further to ensure it leads to increased and sustained employment outcomes in priority sectors
This is a cross-cutting Activity that will also support Priorities 3 and 4.
Utilising the evidence collected under Action 1 activities, EMCCA will develop a road map to work with partners to explore greater use of ASF flexibilities.
Supporting this Priority: Priority 4, Action 1 (Mapping aligned networks).
Priority 6, Action 1 (Careers Hub Brokerage).
EMCCA /DWP (L), Employers, FE and HE Skills Providers, Local Authorities.
Ongoing 2026.
Increased number of learners entering into sustained employment via SWAPs in priority Sectors.
EMCCA (L), FE Providers. 2027 to 2028. Additional flexibilities in ASF.
Number of SWAPs. Job Outcomes.
Priority 2 – Build Provider Capacity for Industry Relevant Delivery
Action / Change Activity
1.Where available, explore options to coordinate regional capital and equipment planning, increasing capacity, enhancing facilities, reducing duplication and widening access.
EMCCA will allocate Skills Capital Funding to eligible providers using government funding streams that have been fully devolved or delegated, including post-16 capacity and CTEC / Project Based Capital.
Partners Involved with Identified Lead (L)
EMMCA (L), FE Providers, Sixth Form Colleges. 2026-2030. Additional capacity in 16-19 providers to support the development of skills needed for local and national growth.
Increase in learner numbers and new or improved facilities to deliver current and future skills needs.
RAG assessment by LSIP Governance Board. 1:1 with providers.
2.Expand industry-toteaching routes and scale Teacher Industry Exchange.
Implement the Construction FE Teacher Industry Exchange Scheme, develop best practice and explore how this model can be extended further.
EMCCA/Derby College FE Providers/ Employers, Local Authorities.
April 2026 – March 2029.
2 Explore the new Gatsby Industry Associates Programme as it is introduced.
FSB (L), EMCCA, FE and HE Skills Providers.
In line with the new scheme timelines and as information is released.
Industry professionals sharing expertise in FE settings.
FE teachers spending time in industry to refresh their skills as part of their continuing professional development.
Supports bringing industry into the classroom.
Builds new route into FE teaching. Strengthen employer-education collaboration.
Quarterly reports to DfE.
Number of industry specialists used by providers.
2
Action / Change Activity Partners Involved with Identified Lead (L)
Convene providers to create a shared best practice framework including:
Collate and share best practice in training industry specialists and / or former students to become teachers in their sector.
Collaborate to develop an apprenticeship teacher training programme across the EMCCA region, securing employer sponsors to provide industry relevant placement opportunities.
Strengthen “back to the floor” opportunities for teaching practitioners within their given industry.
Understand the effectiveness of current programmes and consider promoting teaching as a profession across the East Midlands.
Other collaborative provider meetings covering collaborative bidding and intelligence sharing.
2 Support the Lifelong Learning entitlement- promote lifelong learning and workforce adaptability within HE Providers giving people chance to re-skill and up-skill.
This is a cross-cutting Activity that will also support Priority 3.
FSB (L), FE and HE Skills Providers, Employers.
First meeting by end of 2026.
2027-2028 Best practice and SWOT gathered, implement strategy and review.
Best practice in transitioning industry specialists and former students into teaching roles is shared across providers.
Clear pathways increase the pipeline of industry experienced teachers.
A regional apprenticeship teacher training programme expands.
Greater participation in flexible HE reskilling and upskilling opportunities.
Improved workforce adaptability to meet evolving labour market needs.
Action / Change Activity Partners Involved with Identified Lead (L)
3. Strengthen digital delivery capability.
Across providers, explore ways to strengthen digital delivery capability (AI tools, Simulation, sector software, cyber) and create a three year strategyincluding opportunities for:
- regional coordination
- shared CPD and facilities amongst providers
-strengthen AI literacy and practical workplace applications into courses, -CPD for tutors and assessors including training on AI tools, emerging tech
-Explore funding opportunities to modernise and expand, where appropriate, digital training facilities aligned to priority sector needs.
Other Activities supporting this Priority: Priority 6, Action 1 (Careers Hub Brokerage).
FSB (L), FE and HE Skills Providers, EMCCA.
2026-2027 Provider input and scoping short and long term opportunities and actions.
2028-2029- Short term wins are in place, and longer term opportunities have a strategy.
Collaboration to build the digital capability of providers across the region, sharing resources and maximising opportunities. Ability to respond effectively to employer needs, technological change and emerging opportunities.
Improved digital confidence amongst learners.
Ongoing review of priorities and opportunities.
FE, HE and ITP feedback.
LSIP Annual Review.
Priority 3 – Upskill the existing workforce
Action / Change Activity
1.Create a regional, modular training offer to upskill the existing workforce in priority sectors.
EMCCA will work with employers and providers to develop a short course offer focused on addressing specialist skills shortages and supporting resident progression into, and within, employment. Where appropriate, and subject to funding availability, devolved Adult Skills Budgets may be used to support residents undertaking these courses.
This is a cross-cutting activity which will also support Priority 1, Action 1 and Priority 4 Action 1
Partners Involved with Identified Lead (L)
EMCCA(L), ASF Recipients, Employers, FE and HE Skills Providers, EMIoT.
Timescales and Milestones
2026 onwards. Increased flexibilities in ASF use.
Number of new courses.
Number of people engaging with courses.
Number of new courses.
2.Explore ways to reduce financial and operational barriers that prevent SMEs from investing in priority workforce upskilling.
EMCCA will deliver a regional Skills Brokerage and Co-investment Programme to support employers to fund workforce training where existing publicly funded provision is unavailable.
This is a cross-cutting Activity which will also support the delivery of Priority 4 Action 1
EMCCA(L), FE and HE Skills Providers, Employers , ERB, Local Authorities.
2026-2029. Increased employers engaging in skills development.
Number of people gaining a qualification or completing a course.
Private sector SME investment into skills training.
Increase in number of employers taking courses.
Monitor the level of co-investment, number of courses, number of staff receiving training. Report to FSB for annual progress report.
Growth in employer investment in skills for their employees.
EMCCA.
2
Action / Change Activity
Explore existing and further opportunities for delivery of programmes aligning with LSIP priorities at flexible times, in partnership with providers.
Promote these to businesses and individuals as part of LSIP comms, campaigns and platforms/portals.
Partners Involved with Identified Lead (L)
FSB (L), FE and HE Skills Providers, DWP, EMCCA.
Timescales and Milestones
Short term 2026-2027: Collaborate with providers to gather opportunities and support promotion.
Medium-long term: Explore further opportunities and scale, promoting to SMEs and through IAG channels.
Expected Outcome
3.Increase awareness of free and funded upskilling opportunities and existing short courses among employers -particularly SMEs- in priority sectors.
Undertake comms and engagement with employers in priority sectors to further understand and align their digital and AI needs with current, funded support and facilitate peer to peer support.
Deliver clear, jargon-free communications that explain what skills support is available, why it matters, and how SMEs benefit.
Use SME-friendly channels (local business groups, LinkedIn, targeted newsletters) to promote.
Share regular success stories, updates to policy and funding and practical examples that build confidence and trust.
Leverage SME-focused channels and platforms to raise awareness of available support.
FSB (L), EMCCA JCP/ DWP.
FE and HE Skills Providers, Local Authorities Growth Hub. Business organisations and sector bodies, Trade Unions.
By end of 2026: Publish communications explaining available support.
2027: Roll out targeted outreach through SME-friendly channels (local groups, LinkedIn, newsletters).
Materials are ready that showcase success stories, policy/support updates and practical examples to build trust.
2028: Review, refine and expand based on SME feedback.
Increased availability of LSIP aligned programmes delivered at flexible times to meet business and learner needs.
Stronger collaboration with providers to design and deliver responsive, employer focused provision. Improved employer awareness and uptake of training through targeted LSIP communications, campaigns and digital platform.
SMEs clearly understand the skills system and how it benefits their business.
Number of employers reached through communications.
Biannual review and RAG assessment by the LSIP Governance Board.
LSIP Annual review.
Action / Change Activity
4. Develop and deliver targeted upskilling packages aligned to priority sector needs. Coordinate the regional HE business support upskilling offer to ensure it meets the needs of all our businesses, from start-ups and SMEs to large organisations, in line with the Inclusive Growth Plan.
3.Expand employerled knowledge exchange, leadership and commercial programmes. Explore models to expand knowledge exchange, partnerships and R&D using existing resources, including promotional campaigns to businesses.
Partners Involved with Identified Lead (L) Timescales and Milestones
2027: Create messaging, conduct employer outreach and comms.
2028 Refresh opportunities and messaging.
2028 Repeat based on 2027 learnings.
RAG assessment by LSIP Governance Board.
Compact Liaison with ERB.
Other Activities supporting this Priority: Priority 1, Action 5 (SWAP model).
Action / Change Activity
1.Embed skills by design across EMCCA investments by requiring skill outputs in business cases, procurement, grants, and aligning capital estates to support with training access.
1
EMCCA, working with the ERB and providers, will establish a process to translate opportunities from major investment projects into clear skills and occupational demand plans that will set out volumes and skill levels required, from entry level through to Level 8, to inform and develop provision.
Partners Involved with Identified Lead (L) Timescales and Milestones Expected Outcome
EMCCA (L)
FSB, Providers, Local Authorities.
Collate and share current experiences, best practice and opportunities around securing skills and employment outcomes from local Planning policy, ensuring these support local skills and employers and are SME friendly and realistic.
1 Support employers -especially SMEsto understand and meet skills output requirements in procurement opportunities, social value and the good employment charter.
Identify current procurement and social value opportunities and skills requirements. Use communications and events to communicate these to SMEs. Develop further and support SMEs, particularly in priority sectors alongside investments or procurement opportunities.
Local Authorities.
To be determined subject to investments.
Occupational Demand Plans. EMCCA.
FSB (L)
EMCCA, Local Authorities, Growth Hub, Business networks, Sector Bodies and sector boards.
Short term2026-2027-identify current activities, opportunities and best practice / SWOT Medium term- 20272028 Implement any identified opportunities.
Opportunities to support local skills development in the priority sectors is maximised.
SMEs benefit from investments and can access opportunities. Sharing and scaling of best practice.
Short term 2026-2027-Identify current opportunities to support SMEs with procurement and social value.
Long term- Develop employer outreach and SME procurement support alongside further regional investments.
SMEs understand procurement requirements of key projects and how to apply, record or plan to achieve them.
SMEs are more able to access procurement opportunities and deliver skills outcomes.
As far as possible, procurement, social value and good employment charter are SME friendly.
Procurementspecific activity mapped to opportunity.
Action / Change Activity
2.Align research and innovation activity with priority sector needs to support productivity, energy reduction and SME adoption.
Foster research collaboration that translates our region’s academic excellence into realworld impact across EMCCA key sectors, recognising the different strengths of each of the universities. Through the Innovation Advisory Board, establish a shared innovation and research infrastructure that brings together EMCCA, the universities and businesses to solve regional, national and global challenges.
Innovation focus in line with the Growth Plan and University Compact is responsive to the needs of the priority sectors’ skills needs.
Compact liaison with ERB.
EMCCA
Action / Change Activity
1.Create one regional careers strategy and platform – across schools/FE/HE/ Employers – with clear progression maps and employer case studies supported by targeted campaigns for priority sectors with acute skills needs.
EMCCA Careers Hubs will broker employer engagement, between education and business, deliver targeted outreach, campaigns and events, and embed LSIP informed careers education that supports progression into training, apprenticeships, and employment for those still in mainstream education.
This is a cross-cutting Activity that will also support Priorities 1, 2, and 4.
Partners Involved with Identified Lead (L) Timescales and Milestones Expected Outcome
Careers Hub (L), FSB, EMCCA. Local Authorities FE and HE Skills Providers and Sector Bodies.
2026: Collaboration with Careers Hub to set strategy and priorities.
2027-2028: Initial activity and review.
2028-2029: further development and implementation of learnings
Clear information and advice for learners providing guidance aligned to LSIP priorities.
Support to strengthen and align advice across partners.
More learners, schools and parents made aware of the opportunities available from technical education and priority occupations.
Measurement
Other Activities supporting this Action:
2.Scale employer encounters aligned to LSIP priority sectors.
Priority 1, Action 4 (Online Platform).
Secure further employer encounters for young people via a promotional campaign to employers.
Gather responses and provide clear signposting to central hub.
Incorporate into employer campaigns aligned to the LSIP.
FSB (L), Business and Sector Bodies, Careers Hub, FE and HE Skills Providers, DWP, EMCCA, Local Authorities, Trade Unions.
Short term- 2027 gather information on opportunities, current numbers.
2027-2028 deliver and monitor. Highlight case studies with employers of all sizes.
2028-2029 review and scale best practice.
Growth in employer encounters offered.
Growth and diversification of employers involved.
Events and comms Employer engagements.
Respondents from campaign- events, comms, enquiries. Increase in employer encounter opportunities.
1:1 Feedback from FE and HE providers.
RAG assessment by LSIP Governance Board.
EMCCA Careers Hub.
Action / Change Activity
3.Enhance adult IAG via DWP, FE/HE, and Growth Hub channels around LSIP priority sectors and technical progression opportunities.
Partners Involved with Identified Lead (L) Timescales and Milestones Expected Outcome
Deepen HE collaborations with further education, schools, and local employers to raise aspiration and attainment, developing clear learner pathways post-16. EMCCA –Universities Compact Partnership (L), EMCCA, UoN, UoD, NTU.
3. New DWP Jobs and Careers Service rollout and alignment/ signposting to priority sectors, supported by local partner collaboration.
4.Broaden participation in skills, training and career opportunities by tackling barriers faced by underrepresented groups.
Map out current and existing transport schemes and share best practice.
Develop strategies to tackle barriers for under-represented groups, including addressing transport barriers/networks and accessibility to learning and employment.
Local Authorities consider strategic partnerships that focus on community, heath and well being (i.e Chesterfield Place Alliance, Health and Wellbeing Board, Skills Partnership).
DWP (L), FSB, EMCCA, FE and HE.
Skills Providers, Local Authorities.
EMCCA, FSB, Providers, JCP, Employers, Business networks, Community and, Voluntary Groups, Local Authorities.
2026-2027 New service rollout supported by local partners.
Adult IAG aligned to current priorities and opportunities.
Adults given more opportunities to reskill and change career.
Monitoring
Measurement
Compact Liaison with ERB.
RAG assessment by LSIP Governance Board.
LSIP Steering Group DWP Feedback.
RAG assessment by LSIP Governance Board.
Action / Change Activity
The newly formed University Compact will support access and participation in HE from underrepresented groups, particularly from areas with limited access to higher education and areas with low progression rates into higher education. Activity to be developed.
Progress our shared Youth Ambition, promoting social mobility through targeted outreach, community engagement, and partnerships with schools and FE providers.
To be developed in line with Compact. Short-medium term-identify key underrepresented groups and determine specific needs and activity.
Expected Outcome
Measurement
Higher education opportunities more visible and attainable for underrepresented groups. Specific underrepresented groups and their needs identified and shared.
Compact Liaison with ERB.
RAG assessment by LSIP Governance Board.
LSIP Annual report.
Annex C: Background and Methodology
This annex covers how the East Midlands Local Skills Improvement Plan aligns with the process outlined in the guidance. It provides more details on the evidence base methodology, alignment with the LSIP guidance, Environment and Net Zero Goals, Equality of Opportunity, and describes the Governance arrangements .
The LSIP has been developed within the economic and strategic context of the East Midlands area encompassing Derby, Derbyshire, Nottingham and Nottinghamshire, drawing on the priorities of the East Midlands Local Growth Plan and other key regional strategies.
The LSIP also aligns with national policy and priorities, including:
• The Industrial Strategy and relevant sector plans
• Skills England’s mission of Better Skills for Better Jobs
• The Skills and Post-16 Education Act 2022
• The Clean Energy Jobs Plan and Net Zero commitments
Evidence Base Methodology
The development of this Local Skills Improvement Plan for the East Midlands draws on a robust evidence base combining independent research, employer insight, labour market intelligence and strategic policy analysis.
An initial data request was provided by EMCCA for each priority sector summarising the demand for skills in each sector in the EMCCA area. The data drew upon publicly available sources such as from the Office for National Statistics, Skills England the Migration Advisory Committee.
An overview of the full data base sources is below:
Data used in evidence base:
1 . Resident employment by occupation data (EMCCA, 2025)
2 Job vacancy advertising data (EMCCA, 2024/25)
3 . Forecast change in total employer demand for the occupation, 2025-30 (EMCCA)
4. Skills England’s list of top 20 growth occupations (national, 2025-30)
5 . Migration Advisory Committee’s Temporary Shortage List (longlist) of level 3-5 occupations for potential inclusion for Temporary Skilled Worker visas (national)
6 . Whether the occupation requires a training-led response (rather than occupations where competence can be achieved after a few days on the job)
7 . Updated data from EMCCA- whole new dataset with expanded provision data
8 . Existing national and regional evidence and reports
Initial Network Mapping
An early mapping exercise of key networks by priority sector was undertaken by FSB and supported by EMCCA Growth Hub and employer engagement colleagues, plus local business leaders. This has provided a very useful base for further, future engagement. It was used for extensive outreach in an intensive period of stakeholder engagement, raising awareness of the LSIP and seeking maximum employer engagement and evidence gathering, and enabling future engagement and support of sector networks.
Employer Engagement
Once the key data had been gathered giving a picture of the skills needs in these sectors, and the stakeholder and networks mapping was completed, an employer engagement period was launched.
This included an online, public stakeholder toolkit19, available to all, and launch reception, to which 120 stakeholders were invited. The stakeholders represented the cross sector of East Midlands business and employer community including priority sectors, public and private sector- e.g. business representation organisations, providers from FE and HE, ITP’s and sector membership or accreditation organisations e.g Chartered Institute of Building (CIOB), the Institute of Hospitality, National Association of Professional Inspectors and Testers (NAPIT), and local authorities.
All were provided (in person at the reception or via email/1:1 meeting) a full briefing on the purpose of the LSIP, stakeholder toolkit resources and the five key asks to support the employer engagement phase:
1 . Promote and refer contacts to the sector focus groups
2 . Promote the survey once live
3 . Include LSIP messaging in existing comms and events
4. Host LSIP focus groups/roundtables on behalf of your network/sector
5 Provide evidence and intel on the skills needs of your sector/area/network.
Following the launch reception, the survey was launched and re-sent to all stakeholders who had been mapped and engaged in the project, with the accompanying hashtag #EMLSIP.
Neutrality and evidence review
The employer engagement was carried out over an intense period during January and February 2026. To ensure methodological rigour and neutrality, a specialist market research company - Habit5 - was commissioned to deliver the focus groups and survey, supported by promotion and recruitment by FSB. Habit5 supported the design, facilitation, analysis and reporting of all focus group and survey engagement activity.
The evidence base key findings were presented at focus group meetings, stakeholder hosted sessions and 1:1 sessions to invite employers to review the data and add or amend this based on their experience and company’s needs, motivations and experiences. This included the draft lists of priority occupations and skills gaps (we asked “have we missed any, any which should be removed, or will shrink”), and tested questions about recruitment and skills challenges and experience of working with providers.
The research programme included:
Sector Specific Focus Groups
In order to test the findings from sector-specific local evidence and data analysis from EMCCA and other sources, we held 11 structured focus groups - one for each sector plus further groups for Advanced Manufacturing, Clean Energy and Visitor Economy. These focus groups were attended by a range of business size including micro businesses and larger businesses in the area with 63 attendees. In terms of breakdown 52% were either micro or small businesses, 29% medium sized and 19% large businesses.
The focus groups followed a set discussion guide with questions around the suggested findings on priority and hard to fill occupations within the sector, skills gaps of current workforce and experiences of training provision for new recruits and existing staff.
These sessions:
• Brought together employers of all sizes from a diverse base and wide promotion using the mapping exercise, support by all partners and enhanced marketing and comms
• Explored further the existing findings on recruitment challenges, skills needs and future workforce requirements as well as experience of investment in training for new recruits and current workforce
• Validated and deepened understanding of local labour market data
Consultation with universities, further education providers and independent training providers including a providers’ workshop, 1:1 meetings, hosted events.
Region wide Survey
A wide-reaching three-week online survey provided quantitative insight from businesses. This survey was open to any employer to complete with further questions for priority sector areas and promoted heavily across a broad and diverse range of channels and through partners to maximise reach.
The survey gathered intelligence on:
• current and anticipated skills gaps
• qualification needs and training demand
• investment in training and barriers to participation
• views on the accessibility and responsiveness of provision 572 responses were received to the survey from Nottinghamshire and Derbyshire.
1:1 Employer and sector specialist Interviews
To ensure comprehensive coverage across the economy, one-to-one interviews were conducted with businesses from all sectors that could not participate in focus groups. These varied from micro businesses to regional, national and global (e.g Alston, Boots, Toyota, NHS, National Trust). We have also met to capture information from representative and trade bodies including Skills for Care, Visit Peak District and Derbyshire, Make UK, CIOB, the National Federation of Roofing Contractors (NFRC), Action for Construction, Destination Chesterfield, Medilink, Arts Council, CITB and NAPIT.
30 1:1 interviews have taken place. These interviews:
• captured detailed operational and sector-specific insights
• engaged harder-to-reach or niche industries
• added depth and context to emerging themes
Sector or Place-based stakeholder supported evidence.
A number of stakeholders were kindly able to support by hosting or creating opportunities for discussion and capture of intel from their networks of employers. These included Chesterfield Annual Skills Conference, Visit Peak District and Derbyshire, The Energy Research Accelerator (ERA) and the Hydrogen Outreach and Research Network (HORN) and Skills for Care’s Registered Managers’ Meetings.
Medilink was engaged to undertake some work to promote the life sciences focus group, survey and interviews to their network. They have also provided quality skills-based evidence and intel, and attended the focus group, giving valuable feedback on key sector trends and response to the data.
The FSB also attended the Chesterfield Champions annual consultation where the survey was shared with the room as part of the consultation discussion on skills, and Chesterfield Borough Council’s annual employer skills summit hosted a workshop for the LSIP, reporting findings which have been included in this report.
Enhanced and inclusive marketing to ensure diversity and reach
Promotion of the survey, focus groups and 1:1 has seen a number of communication channels used.
The initial exercise to map networks and stakeholders across priority sectors, cross-sector groups, and key employer contacts enabled broad and inclusive engagement, reaching a more diverse range of businesses, including those less likely to engage, and ensuring that the LSIP was able to engage employers and reach out through existing networks and trusted channels.
FSB has also sent dedicated emails to our supporters base, which includes members (SME owners) but also a wider network of business owners who are account holders. These emails have been sent to over 3,000 employers across the EMCCA region each time, outlining the LSIP and giving the opportunity to find out more via the LSIP webpage, promoting the focus groups and the latterly the live survey.
There was also the option for employers to arrange a 1:1 interview with the project lead. We held 30 1:1 interviews, conducted with a range of employers of all sizes across different sectors.
As a result, we have engaged with a wider range than just FSB members and large and/or anchor employers such as NHS, Alstrom and Toyota have provided views through the different forms of research.
FSB also utilised an email marketing organisation to reach out to wider employers across the region, again promoting the survey and opportunities to engage in the LSIP. Over 81,000 emails were sent through this method during the campaign period resulting in 7,556 verified unique opens, 86 click throughs (to the survey/ event page) and then active engagement (people emailing who wanted to engage directly) rate of 1:8468. Benchmarking this against other campaigns in general shows this is a good performance for unsolicited engagement.
FSB has also utilised social media with adverts on Facebook and LinkedIn, targeted at employers, HR, owners, founders etc. The boosted posts had an average of 5,300 impressions. The FSB’s project lead has also created a hashtag for stakeholders to use in their promotion, taking photos and tagging employers who are getting involved20, raising their profile and the profile of the LSIP, and generating interest, awareness and added value to being involved as ‘sector champions’. This will continue.
We also requested further intel and evidence from stakeholders across the area as part of the stakeholder toolkit and five key asks to support the employer engagement programme. We received further East Midlands specific data on Clean Energy, Manufacturing, Construction and Social Care within the Nottinghamshire and Derbyshire area.
The FSB team personally emailed employer members in key priority sectors including manufacturing, creative and cultural, visitor economy, energy inviting them to take part in the survey and focus groups.
We have kept a log of engagements with employers to enable engagement to continue.
Some examples:
• 4 x Skills for Care event workshops gathering feedback from registered managers and others on skills needs, occupations training totalling 110 engagements and extensive feedback
• LSIP featured at Chesterfield Champions consultation event, with QR codes shared on tables for attendees to take part and follow up info shared afterwards.
• Meetings with NAPIT, Energy Research Accelerator, and presentation to the Hydrogen Outreach Research Network (150 attendees) with survey shared and invitation to focus group.
• Visit Peak District and Derbyshire 90-minute focus group with larger employers in the visitor economy (on top of the FSB focus group)
Alongside the focus groups for employers, we held a provider workshop facilitated by Habit5 discussing the challenges and opportunities that providers in the region face. We also focused on the sector priorities and asked them to share what priorities they would like to see featured in the LSIP report.
The project lead has also created a bookings page which stakeholders have been using to book in time to meet with the project lead. There have been over 200 engagements with stakeholders logged where the toolkit has been promoted alongside the briefing and key asks for employer engagement.
This accessible, blended approach to stakeholder and employer engagement ensured that a wide range of business and employers’ voices were central to LSIP development and that findings reflected a cross-section of the local business community.
Employer feedback/sentiment examples:
“Thankyou for the event, giving us a chance to network and share our challenges and achievements. Proud to have taken part for my company, my community and myself.”
-Pete Boulton-Lear, Tecforce Ltd
“It was really useful and good to be involved. It’s great to see how the conversations are feeding directly into the evidence for the Local Skills Improvement Plan. Thanks again for including us and for the work you’re doing to support the sector.”
Drawing on the combined evidence base, in line with the guidance, the LSIP identifies:
• Sector specific skills priorities, focussing on key current and future occupations, and reflecting EMCCA’s economic priorities
• Sector-specific skills gaps, focussing on opportunities to help employers to upskill their existing workforce
• Overarching Priorities, Actions and Activities to address the most pressing needs and opportunities. In line with the statutory guidance, the LSIP programme undertook the following stages: Stage 1: Defining the Skills Needs
• Examine existing labour market intelligence and wider economic evidence.
• Test, refine and expand findings through structured employer engagement.
• Highlight and prioritise the key skills requirements emerging from the evidence.
Stage 2: Determining Required Changes and Actions
• Joint analysis and decision making between the Employer Representative Body and the EMCCA.
• Close collaboration with providers and wider delivery partners.
• Agreement on the system-wide changes needed to improve:
– The alignment of provision with employer need
– Accessibility and flexibility of training
– Clear and coherent progression pathways
– Effective employer engagement
Stage 3: Producing the LSIP
• Draft the LSIP in accordance with the statutory guidance.
• Embed expected outcomes, impacts, success measures and monitoring arrangements.
• Maintain continuous oversight and review through established governance structures.
Note: Detailed delivery activities are outlined in Annex B, which operates as a live document throughout the three-year LSIP cycle.
Net Zero and Environmental Considerations
In line with Section 1(6) of the Skills and Post-16 Education Act 2022, the LSIP considers skills required to:
• Support Net Zero
• Enable climate change adaptation
• Deliver wider environmental goals
This includes consideration of:
• Clean Energy as a Priority Sector
• Delivery of skills to meet the regional ambition for Clean Energy growth.
• Priority occupations in Construction, Advanced manufacturing and Clean Energy linked to clean energy, retrofit and sustainability
• Skills required to deliver clean power by 2030 and progress towards Net Zero by 2050
• Integration of environmental and sustainability skills across all priority sectors
Equality of Opportunity
Equality of opportunity has been a core consideration throughout LSIP development. This has been addressed through:
• Engagement with organisations supporting disadvantaged and under-represented groups such as B-Global on our steering group.
• Consultation with businesses working with the deaf and SEND community.
• Consideration of barriers to access, including financial, digital, cultural and practical barriers
Equality, diversity and inclusion (EDI) data is monitored on an ongoing basis at both local authority and combined authority level, with measures in place to address inequalities. The ERB continues to support employer engagement on inclusion, recognising the benefits to individuals, employers and the wider economy.
Governance and Accountability
Development of the LSIP has been overseen through joint working arrangements between:
• The Employer Representative Body (ERB), responsible for leading employer engagement and articulating employer-led skills priorities
• EMCCA providing economic leadership and alignment with wider growth priorities.
• The LSIP steering group provides:
– Strategic oversight
– Coordination across employers, providers and stakeholders and existing evidence
– Challenge and assurance
The LSIP steering group has been involved throughout the period of developing the new LSIP. The group comprises of representatives of business and employers, FE, HE, ITPs, DWP/JCP, EMCCA, local authorities.
Membership includes:
• Business representatives: CITB, Visit Peak District and Derbyshire, B Global, Challenge Consulting, FSB, JCP
• ITP reps: Futures, Inspire
• FE reps: Chesterfield College, Nottingham College, West Notts College, RNN Group, Derby College
• HE reps: Nottingham Trent University, Derby University,
The group has met monthly and fed into the promotion of the LSIP employer engagement, gathering and shaping of the research and to the ongoing work to determine actions/changes and activities to address the priorities set out.
Progress has been reviewed monthly during the development phase, (and will move to quarterly during the delivery) through LSIP steering group meetings and reported quarterly to the EMCCA Skills and Employment committee. Progress is also monitored by Skills England through regular monitoring meetings with the ERB and EMCCA.
Future LSIP Governance
To align with wider EMCCA ambitions to refresh employer engagement and governance structures, the LSIP governance will evolve to form part of the Regional Skills Partnership (EMCCA-led) with sector taskforces; single governance spine spanning LSIP, Local Growth Plan, and Inclusive Growth. This will ensure that the LSIP remains employer-led, avoids duplication, and is aligned with other key local skills strategies.
The shared data and intelligence hub detailed in the Activities roadmap will ensure that the LSIP remains reflective and responsive to changing needs and progress.
Future sector boards and delivery groups per priority, as detailed in the Activities roadmap will also ensure that a collaborative and proactive approach is taken across the LSIP activity, led by a range of stakeholders from EMCCA, LAs, Providers, FE/HE, DWP/NHS/VCSE, and employer bodies.
