Salford Employment and Skills Strategy 2023-28
Project Overview
Few places in the UK have experienced the rate of change seen by Salford over the last decade. In this time, the city has become one of the fastest-growing areas in the north of England, with its rising population reflecting Salford’s economic success story.
Salford is a city on the rise. With the 2021 Census reporting population growth at 2.5 times the national average, it’s the fastest-expanding borough in northern England. Employment data also reveals shifting demographics and an influx of skills to the city.
However, not all of Salford’s residents have benefited from this recent economic regeneration. High levels of poverty, low educational attainment, and social inequality remain a major challenge in many parts of the city. Young people are particularly badly impacted. The Salford Way – the city’s blueprint for tackling inequality – makes clear the commitment to reducing inequality and nurturing sustainable growth.
Amid rapid economic and social change, Salford City Council commissioned Think in 2023 to refresh its employment and skills strategy. Much had changed since its last strategy in 2017, within Salford’s labour market and the related policy and funding environment. Devolution has shifted some power and responsibilities to Greater Manchester, enabling more tailored decisions that better reflect the needs of the community. As a local authority and a partner driving Greater Manchester’s economic success, Salford has a key role to play in this agenda.
What we delivered
Think undertook a high-quality review of Salford’s labour market, providing concise analysis of recent changes and the implications for a future strategy.
Drawing on this analysis, they consulted local stakeholders, ranging from focus groups with unemployed young people to interviews with political leaders, training providers and key employers. This built extensive evidence that the project team used to develop priorities and recommendations focused on:
Improving attainment and career entry for young people
Supporting more adults to enter and stay in good work
Helping more working residents to progress in their careers
Enabling more employers to access and develop the skills they need to grow.
These evidence-based priorities were supported by recommended actions in response, addressing risks and issues as varied as post-16 attainment, ill-health related economic inactivity and employer engagement.
Key findings
Our research found that, between 2018 and 2021, the proportion of working-age residents with a Level 4+ qualification (equivalent to a higher national certificate, foundation degree, or above) rose from 31% to 43%. This is a significant leap in a short period of time, and one that now places Salford comfortably ahead of the national average.
However, Salford’s rapid growth rates don’t tell the whole story. Alongside the unique opportunities unlocked in recent years, residents also face distinct challenges – particularly in terms of attainment and long-term sickness.
Just 45% of young people in Salford achieve a Level 3 qualification (such as A-levels or an advanced apprenticeship) by age 19; far below the national average of 61%. Level 3 qualifications often serve as a gateway to higher education and skilled employment; without them, young people face limited job prospects and lower lifetime earning potential. As Salford places 149th out of 150 top-tier local authorities for this critical measure, the lack of attainment poses real concerns.
Poor mental health and a related rise in economic inactivity are prevalent across the UK, but in Salford these challenges are particularly pronounced. More than half (56%) of all Salford residents claiming Universal Credit in the ‘no work-related requirements’ group are under the age of 40, meaning they have 30 to 40 years before retirement but are not currently expected to seek work.
Outcomes
The project’s distinctive approach proved crucial in two ways.
Firstly, Think worked closely with the council to engage partner organisations throughout, including the providers of education, training and employment support who receive the bulk of public investment. This helped to position Salford’s multi-agency Skills and Work Board as the primary leadership group for strategy implementation.
The strategy calls for a joined-up approach, with local employers, education providers, and public and voluntary/community services focusing their actions around four core areas to create a more inclusive local economy:
Creating opportunities for young people – Providing careers advice and alternative routes into education and work, particularly for young people struggling to access traditional training and employment opportunities.
Enhancing mainstream employment and skills services – Ensuring that existing services are better equipped to meet the needs of residents, with improved support for those furthest from the labour market, and new pilots and pathways for local people.
Ensuring career progression for workers – Developing a lifelong learning strategy, improving access to training, and encouraging large employers to adopt best practices for the recruitment and retainment of workers.
Supporting employers to recruit and retain local talent – Working with businesses to improve recruitment practices, open doors for future investment and create more inclusive workplaces.
Secondly, the strategy also helped the council to refine its role, shifting its approach to emphasise system leadership on skills and employment across the multitude of partners in Salford, as well as for the city within the context of a devolved combined authority.
Conclusion
The scale of economic growth and regeneration in Salford is a cause for optimism. However, deep-rooted issues affecting long-term employment and poor educational attainment will limit its positive effects for many local people, if not addressed.
Our work to develop the Salford Employment and Skills Strategy has provided the council and its partners with a clear roadmap for creating a more inclusive and thriving labour market, including the relationships and leadership required within the city - led by its council - to achieve this.
Client Quote
“Salford is a city that is now delivering its potential and in many ways the future looks incredibly bright, but unless partners in the city work in unison to ensure there are pathways for all of our people to enter and progress in good work there is a real risk that existing labour market inequalities will persist or get even worse. The team at Think used research, intelligence and significant consultation with residents and partners to develop our Employment and Skills Strategy 2023-28, setting a clear and coherent framework to deliver positive and sustainable change. The city’s Skills and Work Board has been revitalised and energised by the work, collaborating on a deliverable set of actions to make Salford an even more productive and inclusive city.”
— Mat Ainsworth, Director – Skills, Work & Inclusive Economy.