Workforce for the Future - Academy Model Development Progress update
North Lanarkshire Council · 16 March 2023
Back to Policy and Strategy Committee — 16 March 2023 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref FW/LS Date 16/03/23 Workforce for the Future – Academy model development progress update From Fiona Whittaker, Chief Officer (People Resources) E-mail whittakerf@northlan.gov.uk Telephone 07973 728628 Executive Summary North Lanarkshire Council has a well-established Workforce for the Future Strategy, which takes forward the aspirations of our single Plan for North Lanarkshire to drive inclusive growth. By enabling our businesses to grow and develop their workforce, the strategy provides the basis to create jobs and meet employment demand. Engaging with key industry sectors as part of the academy model is critical to its future success. Following a full update on progress with this work to Policy and Strategy in December 2022, this paper contains an update on further progress towards developing a Built Environment Academy and sets out the proposed Terms of Reference (ToR) for a formal Sector Skills Board, which will be commissioned by the Council for this important industry sector, which includes construction and the built environment. The paper also updates on our progress towards developing a similar Sector Board for Health and Social Care and updates on the steps taken to align North Lanarkshire Council, South Lanarkshire Council and NHS Lanarkshire’s efforts to attract, retain, develop and support a workforce for the future. Recommendations It is recommended that the Policy and Strategy Committee: (1) Acknowledge progress towards developing a Built Environment Academy and in particular the completion of the options appraisal exercise. (2) Acknowledge progress towards developing and agreeing a Memorandum of Understanding (MoU) between North Lanarkshire Council (NLC), South Lanarkshire Council (SLC) and NHS Lanarkshire (NHSL) for the Health and Social Care sector. (3) Approve the commissioning of a Built Environment Sector Board as set out within the report.
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1. Background 1.1 A recent report to Policy and Strategy Committee (1 December 2022), provided a full progress update on activity under the council’s Workforce for the Future Strategy. This report outlined one of the key priorities for development as the academy delivery vehicle. Built Environment 1.2 A full research study and options appraisal was commissioned to review options to establish a Built Environment Academy in North Lanarkshire (the full report is referenced within the draft ToR document at appendix 1). For clarity, when referring to the Built Environment, this includes related activities within manufacturing, skilled trades, and professional occupations. 1.3 The Built Environment sector is a key component of North Lanarkshire’s current economy and is key to future economic growth, however it is an industry where recognised skills shortages exist and there is a lack of new entrants across a range of trades and job roles within the sector. 1.4 The Built Environment Academy will work with key stakeholders across public and private sectors across North Lanarkshire to: • create opportunities and pathways into employment, training, and apprenticeships for residents at scale • enable innovative models for work-based training and apprenticeships to be delivered • maximise opportunities for children and young people (particularly those at risk of leaving school with no positive destination) to realise their full potential and understand the opportunities available within the built environment sector • address skills shortages within the sector • support individuals to re-skill or improve their skills for in-demand roles • deliver initiatives to improve the skills of the existing workforce • raise awareness and understanding about careers and pathways • support the development of a diverse and inclusive workforce within North Lanarkshire 1.5 A North Lanarkshire wide approach is key to bringing together relevant stakeholders to develop and agree a common approach for the sector. To address this, one of the key recommendations from the options appraisal is to establish a strategic skills leadership forum / board to oversee the development of a Lanarkshire skills strategy in the Built Environment sector. (4) Approve the council to progress implementing a Health and Social Care Sector Board. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (23) Build a workforce for the future capable of delivering on our priorities and shared ambition
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Health and Social Care 1.6 An important element of the success of the council’s overall academy model is in ensuring that our academy work in each sector is fully connected to and shaped by key stakeholders, their workforce demand, and other relevant challenges within that sector. This includes a critical early requirement for us to agree the highest priority recruitment and skills pathways needed within each sector to meet identified workforce gaps and bridge the supply demand gap. 1.7 Within the Health and Social Care sector, progress has been made between NLC, SLC and NHSL to more formally align and collaborate activity in support of a workforce for the future. 1.8 Existing funding is available for the development of the overall academy model and a funding strategy will be further detailed as the model develops. A blueprint for how the academy will operate is contained within the draft ToR document at appendix 1. 2. Report Built Environment Academy 2.1 The key objectives of a North Lanarkshire Built Environment Academy are to deliver an innovative, step change approach and delivery model for skills which maximises the opportunities available from the council’s procurement activity in the first instance and wider public sector contracts and the wider growth of the sector and achieves significant social and economic outcomes and impact across North Lanarkshire. 2.2 What is clear from the primary research conducted as part of the options appraisal is that there is significant support within this industry sector for a more co-ordinated response to the sector’s challenges, and broad agreement that the Council are best placed to provide the strategic leadership required in this space. 2.3 Consequently, it is proposed that North Lanarkshire Council commission a Built Environment Sector Board in early 2023, to coordinate skills activity across the industry and steer the work of the academy. A draft ToR for the Board has been created (appendix 1). Board purpose and objectives 2.4 The draft ToR sets out the purpose of the Board – “to scope, direct and commission plans and activities which are intended to direct and engage the Built Environment Sector and the wider skills and education provider landscape across North Lanarkshire to work in partnership to tackle known and yet to be identified skills and workforce gaps.” 2.5 The Board is key to shaping the Built Environment Academy through identifying local skills and workforce gaps, agreeing pathways, developing new and innovative solutions, driving industry collaboration, strengthening the industries voice, and developing strategic partnerships across and within the private and public sectors.
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2.6 The objectives of the Board can be summarised as below: 1. Identify the key workforce and skills priorities across the sector 2. Agree a supporting plan work to reduce skills gaps and shortages 3. Oversee the delivery of the next phase full business plan 4. Develop and agree a funding strategy 5. Ensure employers voices are heard in skills development, qualifications, and accreditation design. 6. Improve learning supply opportunities 7. Establish clear mechanisms for tracking and reporting progress 2.7 To ensure momentum towards the progression of these objectives and to help further inform the Academy model, an intake of apprentices within the Built Environment will be progressed this year, during both the traditional Summer and Winter intake periods. The apprentice mix is currently being profiled and industry placements are being sought to fully support the apprentices within the industry. Further updates on progress will be reported to committee. Board composition 2.8 In taking forward the strategic leadership role and picking up on the recommendations from the options appraisal work, the Board will be formally commissioned by North Lanarkshire Council and will be primarily formed with partnerships between industry bodies, employers, and education / skills providers as appropriate. 2.9 Key formal roles will be established and appointed to the Board to ensure the overall governance and effective operation of the Board, comprising a Chair, Board Secretary and the council’s lead officer for the delivery and development of the Built Environment Academy. A shortlist of candidates for the role of Chair has been collated, with a selection process to follow. Other appointees from within the Built Environment industry will be identified and agreed by the Chair following the setup of the Board. Governance and reporting 2.10 It is proposed that the Board is formally commissioned and established under the direction and governance of North Lanarkshire Council, supported by a Memorandum of Understanding (MoU). A formal constitution for the Board will be developed by the Chair in consultation with key stakeholders. Health and Social Care Academy 2.11 An MoU has been developed between NLC, SLC and NHSL requiring all parties to work together to support the workforce for the future and commit to: • Developing and facilitating joint apprenticeships • Jointly supporting recruitment fairs and attraction activities • Running cross-party recruitment campaigns for Health and Social Care Lanarkshire • Providing foundation and modern apprenticeship programmes in Health and Social Care; commitments on total numbers to be confirmed by each party • Reviewing policies and procedures by all parties to ensure support for a consistent approach to MoU activities • Working with Education across both councils to build awareness of careers in Health and Social care • Increasing student opportunities across all organisations from school, further and higher education establishment
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• Working together in any way possible to increase the pipeline of talent into Health and Social care as part of our Workforce for the Future • Utilising accommodation across the three organisations for the purposes of delivering training/recruitment fairs and engagement events • Ensuing appropriate funding is allocated to the activities 2.12 This MoU to due to be signed by all parties’ by the beginning of March 2023. 2.13 In keeping a consistent approach to the development of the council’s academy model, a Sector Board is also being established. A draft ToR for this board is being progressed. Next steps 2.14 The work around the council’s Academy model and the Sector Boards will focus on a number of priority areas including: • Delivery of the full business case for the Built Environment academy and agreeing a recommended way forward. This includes an accompanying funding and investment strategy. It is expected that a further report will be brought to committee for approval in cycle 2 of 2023. • Commissioning the Built Environment Sector Board in early 2023. • Completing the selection process for the role of Chair of the Built Environment Sector Board and appointing into the remaining roles in early 2023. • Progressing a Summer and Winter intake of apprentices within the Built Environment sector • Signing off the joint MoU between NLC, SLC and NHSL for the Health and Social Care workforce for the future and agreeing a forward plan for the coming year. • Finalising the ToR for the Health and Social Care Sector Board and moving towards implementation. • Providing a further update to committee on the academy model progress at cycle 3. 3. Measures of success 3.1 As defined in the Workforce for the Future Strategy strategic commitments (as contained within the Terms of Reference). 4. Supporting documentation 4.1 Appendix 1 - Built Environment Sector Board Terms of Reference (including link to the Construction Skills Academy Options Appraisal). Fiona Whittaker Chief Officer (People Resources)
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? A renumeration is proposed for the post of Chair. This can be contained within the People Resources service budgets. UK Shared Prosperity Fund monies will form part of the funding towards the council’s academy model. A full financial strategy for the academy model is being discussed with colleagues in Financial Solutions. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact
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Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? The main purpose of the academy model is to enable the council to better navigate the challenging economic landscape being faced by industry and its future employees. The model must also address economic inactivity within North Lanarkshire. The model must therefore be sustainable, both financially and operationally to ensure positive outcomes for industry and the people in our communities. As the academy model develops, the project risk register will be reviewed and updated as appropriate. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services.
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Appendix 1 – Built Environment Sector Board draft ToR Workforce for the Future North Lanarkshire Built Environment Sector Board Initial Terms of Reference 1.0 Introduction This document sets out the initial Terms of Reference (TOR) for North Lanarkshire Council’s proposed approach to establishing a Built Environment Sector Board (the Board). Its purpose is to facilitate discussion and agreement with key internal and external stakeholders regarding the formation of this Board. The Board, along with several workstream and academy groups, will form key components of a set of revised organisational arrangements which will be further developed during 2023, to enable the continued delivery of the Council’s Workforce for the Future Strategy and specifically, the establishment of a Built Environment Academy in North Lanarkshire. When referring to the Built Environment, the Council is including the full scope of activities which align to roles in manufacturing, skilled trades, and all professional occupations within the wider construction industry and its supply chain. In the longer term, we believe this work will also be extended to encompass emerging and relevant skills disciplines which will support our local transition to green energy and net zero To establish a clear case for taking forward this new Built Environment sector-based approach, North Lanarkshire Council has recently commissioned a direct, and independently supported research study and options appraisal, which was completed in January 2022. This was focused on assessing the requirement within our local labour market for a Built Environment Academy approach, through seeking input from a wide range of key stakeholders and partners in the industry. The completed report (referenced at appendix 1) outlines a clear desire for a North Lanarkshire wide approach to this work, and one of the key recommendations is the need to establish a strategic construction skills leadership forum to bring together all stakeholders to drive a common approach and a clear Lanarkshire construction skills strategy. Additionally, direct input from local employers indicates that there is an urgent requirement for greater lobbying and co-ordination across the industry more broadly. This combined with awareness raising and providing effective work and training experiences and solutions are seen as the top services required from any skills academy with respondents indicating they would use these services if they were developed locally. The construction sector is a key component of the North Lanarkshire economy and currently employs over 13,000 individuals in almost 1,400 businesses. It is also important to emphasise that this sector is experiencing unprecedented levels of skills and workforce shortages as widely identified by both national skills bodies and by businesses currently operating in this space within North Lanarkshire. It is also clearly understood that the development of local solutions which leverage and integrate all available funding and
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resources from the full range of partners and businesses within the sector, will be critical to ensure that these gaps are effectively addressed over the next 3-5 years. In taking forward this work, the Council as the Local Authority, who is also a significant procurer of services within this industry sector, is seeking to play an important and integrative leadership role between industry and the skills and education bodies operating in this space. In this respect, we view the establishment of an effective Built Environment Sector Board and Academy in North Lanarkshire as critical to our overall aim. This recognises the unique position the Local Authority holds in in the labour market, alongside its considerable experience, direct access to schools and young people and its ability to leverage funding sources and partnerships which will enable scale and impact with this work. As we work with the Board to introduce the Built Environment Academy model (see appendix 2 for our draft blueprint), it is intended that our focus will be on connecting employment and training opportunities within businesses and sectors to skills and employment pathways and solutions (including apprenticeships) with scale and impact. This includes fully linking to our schools and Developing the Young Workforce programmes. The scale and nature of the challenges we are seeking to address through the establishment of this new approach in the Built Environment Sector must be fully connected to and shaped by key business stakeholders within the industry, led by their workforce demand, and other relevant challenges within that sector. This includes a critical requirement for an agreed cross industry position on the highest priority recruitment and skills pathways needed to meet identified workforce gaps and bridge the supply and demand gap. Consequently, it is proposed that the Built Environment Sector Board will be commissioned by North Lanarkshire Council during early 2023, to coordinate across the industry at a local level and to steer and support the work of the Built Environment Academy, with link roles assigned where required to ensure appropriate representation from wider partnership agencies. It is also expected that relevant industry stakeholders, such as national bodies, education establishments and skills associations will also play a key role in the Board to develop and agree the skills provision within North Lanarkshire’s built environment industry sector. Version control Date Version Author Change description 02.12.22 1.0 Lynsey Smith First draft TOR to align with Workforce for the Future strategy ambitions and for initial refinement with NLC stakeholders 13.12.22 1.1 Lynsey Smith Minor updates to remit and roles and responsibilities 12.1.23 1.2 Lynsey Smith/Fiona Whittaker Incorporation of narrative from completed EKOS Options Appraisal and inclusion of role descriptions for key roles within the Board.
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2.0 The Built Environment Sector Board On behalf of the Council, but as an independent body, it is proposed that the Built Environment Sector Board will be established to scope, direct and commission plans and activities which are intended to engage and mobilise the Built Environment Sector and wider Skills and Education provider landscape across North Lanarkshire to work in partnership to tackle known, and yet to be identified skills and workforce gaps. It is also expected that the Board will play a key role in shaping the work, future direction and growth of the Built Environment Academy through agreeing key industry gaps at a local level; commissioning relevant employment and training activities; agreeing existing and new pathway priorities; developing new and innovative solutions and partnerships; driving industry collaboration and engagement and brokering joint approaches to funding. Ultimately, the unique value of the Board within North Lanarkshire will lie in its ability to leverage the collective efforts of the sector at a local level to achieve improved labour market outcomes. This includes establishing better workforce pathways and solutions for local employers within the sector and leading a wider focus on social benefits and providing career and future employment opportunities to North Lanarkshire residents and young people. In addition, the Board will also be expected to exert wider policy influence at a national level with key skills, education, and other relevant industry sector bodies, in the course of delivering its strategic aims, and with a proactive focus on establishing new approaches to address current skills and workforce problems being faced by businesses locally. 2.1 Board Scope & Remit In scope Elements in scope for the Board to ensure aims and objectives are met Out of scope Elements not in scope in this phase and the reasons why they are not included. Built environment companies and relevant suppliers operating within the North Lanarkshire Local Authority boundary. Green energy and other net zero related organisations and other research and development or innovation bodies operating in this space. The inclusion of this within scope is seen as a possible future phase development of the Board in this emerging and growing part of the sector. Relevant skills and Education sector partner provider organisations including FE Colleges, private training providers and schools. Relevant local industry and other sector bodies operating within this space including CITB. Links to the Council’s wider employability services, skills and experience. The overall remit of the Board will be to establish a working cohort of influential industry and other relevant skills and education sector partners within North Lanarkshire, who have the right level of knowledge, expertise and decision-making capability to drive this work
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forward successfully and at pace. The following key objectives are seen to be fundamental to ensuring the Built Environment Skills Sector Board delivers against its ambitions in this first phase: 1. Identify the key workforce and skills priorities working with employers across the Built Environment Sector locally to establish and agree a clear overarching sector skills strategy. 2. Agree a supporting plan of work to reduce skills gaps and shortages and subsequently improve productivity and output within the sector by supporting the mapping of demand (and creating priority job family groupings) within the sector in the short and longer term, including forecasting of future challenges and requirements in the next 3-5 years. 3. Oversee the delivery of the next phase full business plan for the Built Environment Academy itself, including any proposed industry or other partnerships. 4. Develop and agree a clear sustainable funding strategy including both high level structural funding and operational level detailed costings. 5. Ensure employers voices are heard in skills development, qualifications, and accreditation design. This includes employers of all shapes and sizes, i.e., micro, SME’s, large organisations within the sector. 6. Improve learning supply opportunities and pathways including increased numbers of apprenticeships at all levels across North Lanarkshire for all target groups. 7. Establish clear mechanisms for tracking and reporting progress including an outcomes framework which must be developed and agreed by the Board. Thought must also be given to capturing positive outcomes against the key economic and labour market indicators, where the Board’s activities and linked plan of work impacts positively against these. It is understood that the remit and scope of the Board as set out above, represents our first phase ambitions for this work, and that this may evolve and change with time and input from industry and other key stakeholders, and to ensure that its work remains relevant to the current economic context and known challenges within the sector.
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2.2 Board Composition It is proposed that the Board will be formally commissioned and established under the direction and governance of North Lanarkshire Council, supported by a memorandum of understanding. The Board will primarily be formed of a partnership between relevant industry bodies and the Council but will involve other skills and education stakeholders as appropriate. Key formal roles which will be appointed to the Board to ensure the successful establishment running, and overall governance of the Board will include: a) A Chair - the Chair will be formally appointed by the Council to lead the Board from an identified list of appropriate candidates. This will be a senior appointment with an experienced candidate who will ultimately drive the success of the Board and will be perceived to be credible to all involved parties. The position of chair will be reviewed every 12 months and a role description and essential skills list for the role are set out below. b) A Board Secretary who will assist the Chair with additional appointments to the Board and the smooth running, overall governance and reporting to key stakeholders and the Council. The secretary will be assisted by a notetaker who will be provided by the Council. c) The Council’s lead officer for the development and delivery of the Built Environment Academy, who will also act as the Board Secretary, with responsibility for supporting the board to develop appropriate strategies and plans. d) Other appointees from Built Environment Sector industry and other industry and skills bodies and partners. These will be defined and agreed by the Chair following the set-up of the Board. This may also include other officers from the Council to support on aspects of funding, including Shared Prosperity Funding, communications, risk and other governance matters and reporting as deemed appropriate. A formal constitution for the Board will be drafted and developed by the Chair during the start-up phase of the Board and in consultation with key stakeholders.
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2.3 Role Description for the Chair The principal responsibilities of the Chair include: • Work with other relevant Officers within the Council to successfully establish the Board and ensure its composition of Board Members is aligned to meet its strategic aims. • Ensure that the composition of the board includes the right balance of skills, knowledge and experience and is, where possible, diversified in all dimensions. • Provide effective leadership to the Board, taking the lead in jointly establishing its strategic direction and annual plan of work which will include the establishment of a Built Environment Academy. • Assist the Board in identifying and delivering new sources of funding for the Board and the Built Environment Academy and be personally committed to engaging networks of industry sector stakeholders and other decision makers who would be interested in financially supporting its work. • Develop a funding strategy which draws on existing sources of funding and addresses funding complexities within the landscape to deliver an integrated and sustainable approach to this work. • Lead a regular and effective schedule of Board meetings including setting the agenda, approving, and distributing minutes and following up on decisions taken by the board. • Ensure the effective governance of the Board, especially with respect to any financial (including funding), or legal matters which may arise and the regular reporting, monitoring and review of the effectiveness of the Boards plan. • Promote collaborative and innovative work and a culture of learning, constructive criticism, and support within the board, providing advice and encouragement to Board members. • Ensure that the board has clear policies, processes and appropriate protocols in place to identify and manage risk and to support information sharing and monitoring. • Ensure that board members fulfil their duties and responsibilities and seek to timeously resolve any conflicts or concerns within the board, supporting members to reach a positive resolution. • Promote, develop and maintain constructive links and effective communication with Built Environment Sector partners across the local area, promoting the aims and objectives of the Board.
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• Act as the link between the Board and all relevant local, regional or national groups, ensuring that the work of the Board is visible and represented and that it has appropriate influence where required to secure support and where possible funding and resources. • Keep the Board and its members up to date with good practice, innovation and act upon developments in national policy. • Jointly develop a communications plan for the Board and the Built Environment Academy which is aligned with the Council’s wider Plan for North Lanarkshire, Workforce for the Future Strategy and Live, Learn, Work, Invest branding. • Promote the Board’s strategy to relevant bodies, foundations, sector organisations and individuals at events such as conferences, public and closed meetings. • Ensure that decisions are made in the best, long-term interests of the Board and its aims and objectives and that the board takes collective ownership of these. • Establish and maintain a constructive working relationship with relevant Chief Officers of the Council ensuring clear governance and direction on Board policymaking and to ensure that meetings are well-planned, meaningful and reflect the expectations of the Board. • The above list is indicative only and not exhaustive. The Chair will be expected to perform all such additional duties as are reasonably commensurate with the role. • The position is remunerated, non-executive and for a fixed term (to be agreed). Essential skills and experience required of the Chair: • Extensive experience chairing a board in the for-profit or not-for-profit sector and able to command the respect of senior business leaders and stakeholders. • Able to demonstrate significant expertise, knowledge and and/or a strong interest in the Built Environment Sector and its economic growth and development. • Able to demonstrate passion and enthusiasm for the Council’s wider goals and ambitions with this work, in terms of labour market recovery, social mobility and inclusion, providing improved life chances and opportunities to young people and tackling poverty and deprivation in our communities. • Possesses the highest standards of personal integrity and leadership with an ability to engender a culture of respect, dialogue and debate.
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• Proven ability to provide clear strategic direction and deliver organisation change and growth at scale. • Commercially savvy, with strong management and governance skills. • Confident and influential communicator who can engage key stakeholders around the aims and ambitions of the Board and the Academy. 3.0 Frequency of Meetings The regularity of meetings will be formally discussed and agreed by the Chair with the Board and reviewed after 12 months. This is with an understanding that the Board may require to meet more frequently in the early stage set up phase, and the Chair will decide and agree an appropraite freqency and schedule of meetings on a yearly basis and with input from standing Board members. 4.0 Governance and reporting Led by the Chair, the Board will be required to align to the governance and reporting structures in place within the Council aligned to its Workforce For the Future Strategy (att96241.pdf (northlanarkshire.gov.uk) and Elected Member Committee arrangements. This includes oversight from the Workforce for the Future Board with progress captured within the Programme of Work project framework. Additionally, the Board via the relevant Chief Officer will input to reports to the Council’s Policy & Strategy Committee as and when required, but with a minimum six-monthly update to Committee. The Workforce for the Future Delivery Manager, as Board Secretary, will be accountable for working with the Board to ensure the delivery of all reports and presentations on time and to expectations. The latest update given to Policy & Strategy Committee on progress against the Workforce for the Future Strategy can be found here. att99444.pdf (northlanarkshire.gov.uk) Figure 1 below summarises the key strategic commitments which are set out within North Lanarkshire’s wider Workforce for the Future Strategy and associated programme of work. Figure 1
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5.0 Board work plan management and administration The Board Secretary will be responsible for working with the Chair to establish the relevant documentation for the Board and provide full support for the development of the strategy and workplan. The Chair is responsible for the creation and maintenance of a project risk register and inputting to project dashboard reports and quarterly interim reports on progress. The standard of the plan and documentation will be required to align with the Council’s approved project management approach and templates for reporting progress. 8.0 Audit and Review The terms of reference and board constitution shall be reviewed after 12 months to ensure that Board membership and function remains valid and the implementation and embedding of agreed plans are aligned to the Plan for North Lanarkshire and the supporting Programme of Work.
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Appendix 1 – Options appraisal report – as attached. Appendix 2 – Academy delivery vehicle blueprint