Agenda item

This report outlines the emerging Brent Employment Strategy 2025-2030 for consideration by the Scrutiny Committee.

Councillor Harbi Farah (Cabinet Member for Safer Communities, Jobs and Skills) was invited to introduce a report providing an overview of Brent’s Draft Emerging Employment Strategy (2025-2030). In presenting the report, members were advised that the information provided detailed the draft Brent Employment Strategy 2025-2030 which aimed to create a more inclusive, dynamic, and resilient workforce by addressing key employment challenges and promoting sustainable career opportunities. The strategy aligned with Brent’s local labour market, ensuring that residents—particularly those from disadvantaged backgrounds—could access employment, apprenticeships, and skills development programmes. It leveraged council influence through planning and procurement, strengthened partnerships, and supported residents in securing long-term, quality employment.

Alice Lester (Corporate Director Neighbourhoods and Regeneration) additionally outlined the objectives for the emerging strategy and emphasised the anticipated outcomes, acknowledging the challenges posed by factors beyond their control, such as the cost of childcare as a barrier to employment and changes to National Insurance. The importance of focusing on areas within their scope and the capacity to deliver within a small team was stressed.

Having thanked Councillor Harbi Farah for introducing the report, the Chair then moved on to invite questions and comments from the Committee in relation to Brent’s Draft Emerging Employment Strategy (2025-2030), with the following comments and issues discussed:

• As an initial query, the Chair inquired about the impact of addressing childcare costs as a barrier to, and also questioned whether an impact analysis had been conducted to determine which barriers would yield the most significant return on investment. In response, Jon Cartwright (Head of Change and Customer Insight) responded that the barriers were identified through extensive data analysis and community engagement. The next step involved presenting these findings to a diverse group of stakeholders for prioritisation and testing of new approaches. It was noted that no analysis had been conducted on optimal resource allocation for tackling the barriers identified through the Outcome Based Review (OBR), but several projects that tested ways of addressing them were underway, including the opening of the new Horizon Centre in Roundwood and the testing of a 6-month membership model intended to increase work readiness of members. It was also mentioned that an impact analysis would be conducted after the first 6 to 8 months of testing.

• Members raised questions about opportunities within procurement processes to achieve employment outcomes and the extent of ongoing discussions on this matter. In response, Jon Cartwright (Head of Change and Customer Insight) explained that they were testing the market rent reduction framework for three assets – namely, Roy Smith House, Picture Palace, and the Civic Centre. The market rent reduction framework method statement was detailed, which included questions related to community value. Bidders were required to demonstrate alignment with the Borough Plan and deliver outcomes for local populations. The evaluation of bids for these assets incuded a focus on employment skills outcomes and moving people closer to the job market. Alice Lester (Corporate Director Neighbourhoods and Regeneration) added that the evaluation of bids included a detailed breakdown of the social value offer, with metrics on apprenticeships and job opportunities for under-represented groups, such as ex-offenders and unemployed young people. It was suggested that moving from actions to outcomes was an area for potential improvement in the social value sector.

• The Chair queried whether working alongside existing organisations in the Borough, such as PLIAS and Brent Works, would be more effective than relying on companies to advertise apprenticeships, and sought opinions on whether active mentoring and support would enhance effectiveness. In response, Ala Uddin (Head of Employment Skills and Enterprise) confirmed that organisations already collaborated with Brent Works and further mentioned that developers had obligations under section 106 to recruit apprentices and employees. The direct work with suppliers and the support provided to meet job and apprenticeship requirements were also highlighted.

• The Chair expressed surprise at the low number of apprenticeships, noting that only 51 apprenticeships were available in the year, and not all were filled. Given the number of contracts and the 10% social value requirement, the Chair suggested that more apprenticeships should have been negotiated. In response, Jim Jessop (Employment Delivery Senior Manager) conveyed that the Council was proficient in delivering apprenticeships required via section 106 agreements. The need for a more robust approach to social value in procurement was emphasised. Subsequent to the meeting, Jim Jessop had since circulated additional information to provide further insight and context regarding the figures presented on the number of apprenticeships delivered by Brent Works. In clarifying the understanding, he informed that the figure of 51 represented the number of apprenticeships delivered year to date. The final outcome for the year was 61, with Brent Works delivering outcomes for over 95% of the apprenticeships offered. Apprenticeship volumes varied annually depending on the sites. At present, there were 20 active sites of significantly varying scales. Site reports could be provided to demonstrate that the sites were compliant with section 106 apprenticeship targets and that Brent Works was exceeding these targets in its delivery.

• The Chair inquired about the long-term objectives of the Stonebridge Outcome Based Reviews (OBR) and sought information on the implementation of pilot initiatives. In response, Jon Cartwright (Head of Change and Customer Insight) explained that OBRs focused on co-producing new solutions to cross-cutting issues and had been a transformation approach for 7 to 8 years. The long-term legacy of early OBRs, such as the Brent Hubs model and family wellbeing centres was highlighted. Current initiatives, including the new Horizon Centre in Roundwood and the market rent reduction framework being tested with three assets (Roy Smith House, Picture Palace, and the Civic Centre) was outlined. The potential for these models to expand and deliver significant outcomes was also noted.

• Members raised concerns about the job market's impact on young people, particularly post-Covid, and questioned changes in the Stonebridge area since the 2021 census. In response, Jon Cartwright (Head of Change and Customer Insight) stated that no like-for-like data was available since the census, but other datasets, such as Universal Credit and Jobseeker's Allowance claimants, were used to augment the data. Ongoing engagement activities and the forthcoming service-level data from the Horizon Centre to assess job and skills outcomes were also highlighted.

• Members inquired about the steps to ensure that engagement from the trial scheme reflected the diverse experiences of Brent residents, particularly in Stonebridge. In response, Jon Cartwright (Head of Change and Customer Insight) described the OBR approach, which began with a discovery phase involving quantitative and qualitative data collection. Various community research methods, including pop-up events, conversations, and ethnographic interviews were detailed. The importance of synthesising this data and presenting it to stakeholders to develop solutions such as the new Horizon Centre and the market rent reduction approach was emphasised. Councillor Harbi Farah (Cabinet Member for Safer Communities, Jobs and Skills) provided assurance that further emphasis would be placed on engaging diverse communities, particularly in Stonebridge, to address issues of deprivation and low outcomes. The importance of working with familiar local organisations to maximise engagement was also highlighted.

• Following up, the Chair questioned the representation of the Irish Traveller community in the qualitative interviews and stakeholder group to which Jon Cartwright (Head of Change and Customer Insight) conceded that there had been no direct engagement with the Traveller community. The Chair highlighted that the lack of engagement with the Traveller community was a gap that needed to be addressed.

• Details were sought around the measures being taken to address barriers to employment, such as the costs of childcare and English for Speakers of Other Languages (ESOL), with members also questioning whether a broad approach would be taken to tackle all barriers to employment or if a more strategic focus on a specific group would be more effective. In response, Alice Lester (Corporate Director Neighbourhoods and Regeneration) noted that addressing the costs of childcare was not within their current scope due to the complexity and regulatory challenges involved. Supportive planning policies for proposed childcare facilities and the potential for incorporating childcare into social value could be explored, though this was not seen as a long-term solution. Regarding ESOL, it was highlighted that numerous courses were offered, with outreach efforts in various libraries. It was suggested that further discussions with the lead member were needed to determine whether to focus efforts on a particular group. Ala Uddin (Head of Employment Skills and Enterprise) added that 38% of the provision was dedicated to ESOL, both at the centre in Stonebridge and across 33 community centres. The significant need for ESOL and the capacity challenges faced were also highlighted. The use of grant money within Brent Start to provide childcare for ESOL students was further mentioned, though it was insufficient to cover all needs. Discussions ensued around exploring external funding, such as the UK Shared Prosperity Fund (UKSPF), to potentially cover childcare costs for those seeking full employment. The importance of addressing key barriers, including language and health issues, and the approach of taking services to the community was emphasised. Jim Jessop (Employment Delivery Senior Manager) also informed the Committee about the upcoming childcare entitlement of 30 hours per child, effective from September 2025. Ongoing conversations with Early Years colleagues were had to leverage this entitlement to increase employment opportunities for residents. The need to prioritise efforts to achieve significant job outcomes was also acknowledged. Alice Lester (Head of Employment Skills and Enterprise) further noted that grants from the Greater London Authority (GLA) or the West London Alliance were typically targeted at specific groups identified as needing support. The limited availability of their own funding sources, aside from some UKSPF funding was further mentioned. Ala Uddin (Head of Employment Skills and Enterprise) highlighted the work plan program initiated as part of the central government's White Paper, aimed at supporting individuals with learning difficulties or special needs. Reference was made to the ‘Connect to Work’ program, which assisted people with learning disabilities and special needs. The close collaboration with the West London Alliance (WLA) and the Department for Work and Pensions (DWP) to implement these programs effectively was also described.

• The Chair inquired whether the Department for Work and Pensions (DWP) was an under-utilised source of funding that could assist organisations in the borough with their bids. In response, Jim Jessop (Employment Delivery Senior Manager) comprehensively explained that bids to DWP funding, or via their dynamic framework, required demonstrating that no other provision could deliver the equivalent service. Even then, bids competed with other organisations on the framework, often resulting in organisations from outside the Borough, such as Birmingham, winning the bids. Despite significant interest in the ‘Connect to Work’ funding, only three large prime organisations met the financial requirements, all of which were already operating in the Borough, unlike smaller local businesses.

• As a separate issue, members questioned whether public transport links were considered in relation to employment rates. In response, Alice Lester (Head of Employment Skills and Enterprise) informed that the Strategic Transport Team was responsible for examining connectivity in general, rather than specifically in relation to employment rates.

• Members highlighted a successful DWP-funded outreach scheme in Bolton Council, which operated at the Reebok Stadium, reducing barriers to engagement by being on-site, and suggested that similar initiatives could be implemented to ensure better high-paid opportunities in the Borough, particularly with organisations like Transport for London (TfL) and the public sector, which offered career and pay progression pathways. In continuing the line of questioning, the Chair acknowledged that housing costs were a significant barrier to employment and inquired whether residents were securing full-time, well-paid jobs through apprenticeships and the Council’s relationships with employers. In response, Jim Jessop (Employment Delivery Senior Manager) stated that the Council had worked with employers across all pay levels, including higher-level apprenticeships. It was noted that the majority of apprenticeships now started at London Living Wage and extended to higher levels. Partnerships with large companies like HS2, which offered excellent progression schemes was further mentioned. It was acknowledged that there was a need for further analysis on apprenticeship progression. The Council's robust CRM tracking system, which monitored partnerships for a year, was also highlighted.

• Members sought details around the evolution of employment support at Roy Smith House, measurable outcomes in job placements and skills development, and the Council's efforts to ensure long-term effectiveness in addressing employment barriers. In response, Jon Cartwright (Head of Change and Customer Insight) advised that Roy Smith House was currently vacant and undergoing refit work for transformation into a usable community space, with completion expected in June or July 2025. The Chair expressed anticipation for an update on the project six months after the refit work was completed.

• Members were also keen to seek details around how colleges and partner organisations were working with the Council to prioritise applications from residents in targeted areas within the Borough and underrepresented groups. In response, Jim Jessop (Employment Delivery Senior Manager) elucidated that the Council commissioned several voluntary sector organisations to work with specific areas of specialism. It was further mentioned that a consortium of providers had been targeting ethnic minority groups, particularly the Somali community, and a specialist provider for homeless and disabled individuals, focusing on mental health. The partnership with these organisations to provide access to job opportunities through Brent Works and other initiatives was also emphasised.

• As a further issue highlighted, members inquired about the specific training programs and courses currently available in Brent to address the national shortage of bricklayers. In response, Jim Jessop (Employment Delivery Senior Manager) noted that there were no specific programs for bricklayers at present. However, it was highlighted that sector-based work academy training programs were implemented when funding was available, and they collaborated with the local college, College of North West London, to address skill shortages. Jim Jessop agreed to investigate this further. In continuing the response, Ala Uddin (Head of Employment Skills and Enterprise) highlighted the strong relationship with the College of North West London, one of the most prominent colleges in the Borough. The investment in a Green Skills Centre, the first of its kind in London, providing specialist training resources for Brent residents was cited. It was noted that while data on achievement and work progression for the current year was not yet available, analysis would be conducted. It was explained that sector-based work academies offered tailored programs for specific jobs, such as retail or construction, guaranteeing interviews upon course completion. The ongoing collaboration between partners, the college, and Brent Works to support areas with skill shortages was emphasised. Further to this, Jim Jessop provided an example of the gas engineering bootcamp, which received substantial funding support and achieved an 80% completion rate, leading to high-value, well-paid careers for participants.

• The Chair posed questions around prioritising Stonebridge residents for employment opportunities and whether this was integrated with the Outcome Based Reviews (OBR) to target Stonebridge residents specifically. In response, Jim Jessop (Employment Delivery Senior Manager) explained that recruitment efforts involved the College of North West London, NHS, and Health Academy. Members heard that a mini jobs fair was held in Stonebridge, resulting in high engagement, with 26 attendees and many follow-up interviews. It was noted that outcomes were still pending though appeared promising.

• As a final query, the Chair questioned the effectiveness of advertising employment opportunities and whether one annual jobs fair was sufficient for the Brent Works offer. In response, Jim Jessop (Employment Delivery Senior Manager) detailed that the annual jobs fair was the Council’s major event, attracting over 8,000 attendees and resulting in 300 job placements. It was highlighted that the jobs fair was the largest in West London and the second largest in London. The partnership newsletter and the possibility of adding councillors to its distribution list and providing a link on the website would be explored.

The opportunity was also taken to highlight that the Employment and Skills Team would be transitioning to Housing Resident Services effective from 1 April 2025, with Kibibi Octave (Director Communities and Partnerships) being designated as the new relevant corporate director.

In seeking to bring consideration of the item to a close, the Chair thanked officers and members for their contributions towards scrutiny of Brent’s Draft Emerging Employment Strategy (2025-2030). As a result of the outcome of the discussion, the suggestions for improvement and requests for additional information identified were AGREED as follows:

SUGGESTIONS FOR IMPROVEMENT:

(1)  In developing the upcoming employment strategy, expand on the engagement from the Employment and Skills Outcome-Based Review (OBR) by strengthening outreach with underrepresented groups to ensure equitable outcomes.

(2)  Collaborate with Brent’s procurement teams to integrate employment-related social value commitments into future tenders, encouraging suppliers to offer flexible employee packages that better support working parents.

(3)  Maximise the development of higher-paid job opportunities as a core objective of the upcoming employment strategy.

(4)  Enhance and diversify communication and engagement efforts to raise awareness of Employment and Skills support available in the borough, with a particular focus on promoting Brent Works services and the Work Well programme.

INFORMATION REQUESTS:

(1)  Provide an update on the Roy Smith House initiative after its reopening, measuring its effectiveness in addressing the challenges outlined in the Stonebridge Outcome Based Review (OBR) and reviewing the outcomes of the council’s Market Rent Reduction Framework.

(2)  Provide detail on any targeted training programmes in Brent to meet industry demands, particularly the national shortage of bricklayers.

(3)  Share data on the number and types of roles secured through training at the Green Skills Centre, facilitated by the partnership between the Council and the College of North West London.