Skills to Grow - Consultation document

8/14/2019 Skills to Grow - Consultation document

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Skills to growSeven priorities to improve

urban green space skills

Skills to growseeks views on the mainskills challenges acing the green spacesector and ways in which these can betackled. The eedback will allow thepartners in developing a skills strategy

or the sector to reine and improve onthis ramework. It will also inorm thedevelopment o a detailed action plan,prioritising actions and identiying whoshould deliver them.

We are seeking responses to thedocument by 12 November 2008

Consultation drat


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Its no wonder people love parks.High quality parks and green spaces

are crucial to our well-being. Theyinvite physical activity and theyprovide a positive and welcomingenvironment or both physical andmental health. As well as the obviousbenet to the physical charactero a place, parks are places wherepeople meet, where they haveun, where they eel they belong.They can also boost the economicpotential o tourism, leisure andcultural activities in the area and

increase local property values.When combined with their role asessential green inrastructure aswe adapt to a changing climate, thenetworks o parks and green spacesthat enhance our towns and citiesare a undamental component osustainable urban regeneration.

Through the eorts o the greenspace sector, we have seen that it

is possible to renew many parks bygenerating new sources o undingand involving the community.Satisaction with the local park is onthe increase. In 2000 just 44 per cento urban local authorities believedthe quality o their local parks to bestable or improving. By 2005 thishad risen to 84 per cent. However,there is more to be done, especiallyin deprived areas, where qualityo green space and satisactionlevels tend to be lower and wherethe impact o a park can make amajor dierence to quality o lie.

But quality parks need a highlymotivated and skilled workorce now and in the uture. They notonly need skilled horticulturalistsand other green space specialists,but also skilled managers andleaders. We know that there are

concerns about whether we havethe workorce and the skills to takeus into the uture and this couldprevent the continued improvement

BaronessAndrews

Introduction

in the quality o our parks. This is whywe asked CABE Space to consider

this important issue together withthe wider green space sector.

Skills to growis a signicantdocument. It brings together, orthe rst time, the eorts o nationalgreen space partners and otherinterested organisations in tacklingthis issue. The major challenges andopportunities are highlighted, asare the many dierent initiatives andprogrammes that are going on in the

green space sector. Opportunitiesor urther action are put orward.

What is clear is that this is a complexissue with potentially ar reachingconsequences or the uture ogreen spaces. As such, Skills togrowrepresents a signicant rststep in a more ambitious process.Moving orward we will be workingwith CABE Space, and with green

space experts, workorce expertsand skills experts to ensure thatthe strategy succeeds in solvingthe problems that are identied.

This consultation is important.We would like your views on thechallenges, and what we needto do to better understand them.We want to know more aboutthe current workorce prole,and the extent and nature o therecruitment and skills problem.

We would also like your views onthe solutions. We know o manylocal authorities and other greenspace sector employers that aredoing a great job o managingtheir green spaces and solvingthese issues in their localities.CABE Space mentions some otheir good work in the consultation

document. We would like to hearmore about other such examples.We need to learn rom success,understand the actors behind


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it, and spread best practice. Inaddition, actions are proposed in

the document to take orward thisagenda. We would welcome yourinput on which you think are the mostvaluable and o highest priority.

At national level, there are manyinitiatives under way in governmentto address the skills needs othis country and to tackleworklessness. This broader contextprovides opportunities to developgreen space skills too. In CLG, we

are putting in place new approachesto help local authorities improve andwe need to explore the opportunitiesoered by the national improvementand eciency strategy and the newregional improvement and eciencypartnership (RIEP) structures.

Your knowledge and experiencein response to this consultation isthereore a vital part o this process

I am extremely grateul to the manynational organisations that havebeen involved in the developmento the strategy so ar, showing theircommitment to transorming thegreen space skills across England. Iam particularly grateul to the CABESpace team that has led the work.

Baroness AndrewsParliamentary undersecretary o stateCommunities andLocal Government

We will crack this

problem if everyone

works together. With amore highly skilled and

motivated workforce, we

will be able to continue

to drive up the standards

of our parks and green

spaces and sustain the

improvement into the

future and ensure that

our heritage of parks

and all the possibilitiesthey offer will continue to

grow and improve.


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The successul planning,design and management o

urban parks and green spacescalls upon the skills o peopleworking in a broad rangeo specialist occupations,rom landscape architectsto horticulturists. The greenspace sector also demandsmanagerial expertise inareas such as advocacy andengagement, to instil thepublic with the motivation andcondence to use and enjoy

public spaces and infuencelocal authority decision making.

Skills to growsets out an initialramework or improving the green

space skills o our workorce.We know rom the researchand conversations that haveinormed this strategy that thereis some antastically innovativeand exciting work going on inthe sector. There is, however, nosingle organisation that representsthe ull range o occupationsthat play a role in delivering highquality urban green space. Evengiven that local government is

the principal employer, there ismuch variation between local

Sharing a common purpose

authorities in the way that parksand green spaces are managed

and also, thereore, in terms o typeand scale o skills problem. Theseactors together make the job ogetting to the heart o the issue avery considerable task indeed.

People employed in the green spacesector have low pay and status incomparison with other sectors.This is a key driver or the declinein green space skills, triggering acycle o decline which leads to poor

quality green spaces and low publicexpectations, as illustrated in gure 1.

Figure 1: The cycle o decline in green space skills

Workorce lowpay and status

Decline in workorcenumbers and skills

Minimal undingor green spaces

Low public aspirationsand expectations

Poor qualitygreen space

Cycle odecline


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Figure 2: Green space sector occupations by type and role

Figure 3: Dierent typeso open space, planningpolicy guidance 17 (PPG17)

Parks and gardens

Provision or childrenand teenagers

Natural and semi-naturalurban green spaces

Allotments, communitygardens and city arms

Green corridors

Cemeteries andchurchyards

Outdoor sports acilities

Accessible countryside

in urban ringe areas

Amenity green space

Civic spaces.

Planning Design Management Maintenance

Primary

role Town planners Landscape

architectsParks managers

Landscapemanagers

EcologistsUrban park rangers

HorticulturalistsArboristsGrounds

maintenance sta Voluntary and

communitysector groups

Secondary

roleArborists Landscape

architects Voluntary and


Arborists Parks managers Landscape

ManagersHorticulturalists Voluntary and


ArboristsGrounds

maintenance sta Horticulturalists Landscape

architectsVoluntary and


Urban green spaces rangerom parks to play spaces androm cemeteries to allotments.These spaces are vital increating healthy, sustainablecommunities, providingrecreational space, contactwith nature and relie rom theextreme weather conditionscaused by climate change.

The eective planning, designand management o sucha diverse range o spacesrelies on the skills o peopleemployed in a similarly widerange o occupations, workingin a variety o settings andulilling a mixture o unctions.Local authorities and their

contractors are the mainemployer o green spaceworkers; thereore indingways o building capacity

at local government level willbe key to turning around theskills deicit. A signiicantnumber o green spacesare also managed directlyby voluntary or communitysector organisations, housingassociations and increasinglyin new developments, directlyby the private sector.

While this jigsaw o interlockingroles and responsibilitiescontributes to the vitality othe sector, it also providessigniicant challenges incoordination and advocacy.


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Figure 4: A virtuous circle o urban green space skills

To overcome these challenges,all those involved must recognisetheir role in the jigsaw. Eachstakeholder needs to coordinatetheir eorts and work together orthe common purpose o deliveringhigh quality urban green spaces.The seven priorities outlined in thisdocument will acili tate a joined upapproach by developing synergiesin the work being done withindierent occupational sectors.

The overall aim is to reversethe cycle o decline, creatinga virtuous circle wherecareers in the urban greenspace sector are valued,supported and appropriatelyrewarded. The result will beexcellent networks o greenspaces at the heart o healthy,sustainable communities.

Workorce valuedand rewarded

Increase in workorcenumbers and skills

Greater prioritisation ounding or green space

Higher qualitygreen space

Virtuouscircle

Higher public aspirationsand expectations

To take part in the consultation please visitwww.cabe.org.uk/skills-to-grow

Consultation question 1: Consultation question 2:

Which particular skills are most importantand which are most lacking?

Have we adequately deined the urbangreen space sector?


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The urban green space sectoris not alone in needing to

address a workorce skills gap.In December 2006 the LeitchReview o Skills identied anumber o challenges acingthe UK i we are to realise ouraspiration o being recognisedas an economy based onworld-class skills by 2020. Thegovernment is committed toaddressing these challenges overthe coming years in partnershipwith individuals and employers

and the UK Commission orEmployment and Skills wasestablished in April 2008 topromote increased investment inworkorce skills by employers.

The ve strategic challengesoutlined below have beenidentied by those working inthe green space sector, andthrough previous workorce skills

surveys. The 2006 National AuditOce report, Enhancing urbangreen space, identied that theskills shortage in the sector,particularly o management skills,is a signicant barrier to theimprovement o green space.

A study o councils with Beaconstatus or the quality o their parksand green spaces, Parks need

people, 2005, revealed some othe key skills challenges thateven high perorming councilsare acing.

The 2007 Academy oSustainable Communities(ASC) report Mind the skillsgap conrmed that the skillsrequired to create sustainablecommunities are in short supply including planners, landscape

architects and the environmentalsector all o whose workimpacts on the quality ogreen spaces.

A recent green space skillssurvey o 54 local authorities, by

CABE Space, with Lantra andGreenSpace, has conrmedanecdotal evidence rom thoseworking in the sector about thesevere shortage o both specialistand generic skills. It also highlightsthe limited unding or trainingand development within parksmanaging departments. A summaryis available on the CABE website,www.cabe.org.uk

However, more needs to bedone to understand these issuesin more detail. A more robustevidence base is essential iwe are to successully addressthese challenges. This will be animportant part o the ongoing work.

The ive challenges

1 Problems with recruitment andretention o sta

From the current position olabour shortages in landscapearchitecture and urban design in

particular, labour shortages areorecast to increase signicantlyto over 90% by 2012. This is arefection o the growing demandor design skills and the lack oincrease in supply - Mind the SkillsGap, ASC, 2007

Lack o interest in green spacecareers, particularly amongstyoung people.

Actual or perceived low statusand wages in comparison withother sectors.

Lack o clear career path and

opportunities to progress.

Forecasted labour shortages inthe ace o uture demand.

Opportunities

Increased support romthe Improvement andDevelopment Agency,(I&DeA) or local authoritiesto build skills pathwaysand rameworks could helpdevelop career structures.

Wider government initiativeson combating worklessness.

Development o new

rameworks or green spaceapprenticeship schemes.

Changes in educationincluding the new keystage 3 curriculum and14-19 diplomas will providebetter links to green spaceoccupations.

Development o the

qualication creditramework, (QCF) to bein place by 2009 will makedierent green spacesector qualications moretranserable.

Building Schools or theFuture and the primarycapital programme provideopportunities to create betterenvironments or learningoutdoors and encourageyoung people to interact withurban green space issues.

Development o onlinesector skills rameworks orlocal environmental quality,land based industries andgreen spaces.

High public interest in

gardening and garden designprovides a starting point orostering interest in greenspace careers.

Strategic challenges and opportunities


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2 Lack o workorce diversity andinclusion issues

There is virtually no ethnic diversityand the proportion o womenworking in the sector is only around10% Parks Need People. Theskills shortage in parks: summary oresearch, 2005

Local authority parks managementhas an ageing and predominantlywhite workorce that isunrepresentative o the communities

they serve.

Landscape architecture andplanning proessions have low ethnicminority representation.

Opportunities

Increasingly diverse roles in thegreen space sector oer varied andstimulating career options.

Greater community involvement inurban green spaces can be used topromote green space careers to adiverse community.

Increased awareness andrequirements o equalities legislation.

3 Broader range o skills neededto meet new agendas

38% o local authority park managersreported a lack o skills in undraisingand 32% a lack o skills in marketingand publicity as aecting servicedelivery Local authority green spaceskills survey, CABE Space, Lantra andGreenSpace, 2008 New skills needed or

working in partnership with

other organisations and withthe community in line with thenew policy context orlocal government.

Limited public sector undingor urban green spaces limits

skills development.

Opportunities

The housing growth agendaand eco-towns provide aplatorm or highlighting theneed or investment in greenspace skills.

The I&DeA Get on localgovernment campaign aims to

get local authority employersto take a more proactive,sustained and strategicapproach to workplaceskills or lie.

Responding to the eectso climate change makesinvesting in green space skillsa higher priority.

Government targets ormaintaining and enhancingopportunities or biodiversityare a driver o green skills.

Throughthegovernments

voluntary skills pledge,employers have an incentive toencourage and support theiremployees in acquiring basicliteracy and numeracy skillsand working towards highereducation qualications.

Increasingrequirementsfromthe Audit Commission orlocal authorities to act morestrategically in building aworkorce that can meetuture challenges.

InresponsetoFurthereducation: raising skills,

improving lie chances (DES,2006), the Learning and SkillsCouncil is supporting skillsdevelopment at a regional level.

4 Shortage o greenspace management and

leadership skills

Training budgets are verysmall on average around0.94% o total sta budget.This compares with around2.9% in the National HealthService and 5% in the CivilService - Local authoritygreen space skills survey,CABE Space, Lantra andGreenSpace, 2008

Limited availability andvariable quality o trainingopportunities.

Availability o undingor training.

Lack o interest inskills development insome cases.

Weaknesses in localauthority nancialmanagement

Opportunities

Growing recognition andsupport or leadershipskills training across thesector such as the CABESpace Leaders programmeand the work o theAcademy or SustainableCommunities, (ASC).

From April 2009,comprehensive areaassessment key lines oenquiry are likely to includean assessment o the skillsto deliver local priorities,including green skills

where relevant.


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5 Insufcient joined upworking across the sector

Oten, parks sta are not entirelyaware o how they t into thecouncils management structureand it is not always apparent whereresponsibility lies - Parks NeedPeople. The skills shortage in

parks: summary o research, 2005

Need or urther coordination atnational and local levels.

No consistency in workorcestructures that have responsibilityor urban green spaces.

Lack o understanding acrossoccupational sectors o roles andresponsibilities in areas such asdesign and management.

Opportunities

The new national improvementand eciency strategy providesa ramework or local authoritiesand their partners to sharelearning and good practice andencourages joined up working atthe local government level.

The new set o nationalindicators under the perormanceramework or local authoritiesand their partnerships includesa range o indicators that willrequire joined-up workingbetween parks and otherservices such as NI5;

satisaction with local area androm 2009, NI 199: children and

young peoples satisaction withparks and play areas.

The ASC promotes andsupports the cross-cuttingskills needed to createand maintain sustainablecommunities including in thegreen space sector.

Growing recognition and undingor the wide-ranging benets

o green space improvementprojects, or example as a meanso increasing levels o physicalactivity, such as the British Trustor Conservation Volunteersgreen gyms.

Fair Play, the governmentsnational play strategy, includesmeasures to improve joined-upworking between play, planning,

green space and highwaysproessionals.

The Department o HealthsHealthy Weight, Healthy Livesstrategy includes measuresto improve joined up workingbetween planning andpublic health.

Green space sector strategicorums, such as the LondonGreen Skills Group and regionalparks benchmarking groups,can help authorities join orcesto tackle skills challenges.



Have we included all the key challengesand opportunities acing the urban green

space sector?

What do you see as the undamental problem(s)in the green space workorce? (And what do you

think are the underlying causes?)


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Achieving the outcomesidentiied in this strategy

will require smart thinking,joined-up working anda clear set o priorities.We have identiied sevenstrategic priorities thatwill begin to create theconditions or an eectivegreen space sector.

For each priority, we

have outlined a series oactions to be delivered bya range o organisations.The actions are inormedby national policy andinitiatives; industrystandards and codes opractice; initiatives romproessional institutesand trade associations;

and unding orskills development.

Figure 5: Three phases o action

Phase 1: 2008-09Sharing a common purpose coordinatingthe sector and delivering early wins

Phase 2: 2009-11 Build capacity increasing workorce and growing skills

Phase 3: 2011-20 Embed skills integrating skills across the sector and beyond

Seven priorities or improving green space skills

We propose three phaseso action, starting in 2008

and ending in 2020. Theactions outlined here,which cover phases 1 and2, will be reviewed at theend o the irst year, whena more detailed actionplan will be created orongoing monitoring andreview. Phase 3 actionswill be developed as a

orward strategy once aclearer picture emergesrom the development othe evidence base andthe impact o actionsin the initial phasesare understood.

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Have we included all the right prioritiesand actions?

Are the outcomes that weve identiiedthe right ones?


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The parks and open spacesteam at Oldham council lookater 15,000 hectares ogreen space. In 1995, theybegan a major programmeo reurbishing Oldhamsparks in partnership withthe local community.

Recognising the need toattract younger employeesinto the parks service anddevelop a skilled workorcethat refects the areas ethnic

diversity, the team introduceda modern apprenticeshipsscheme. In the last 10 years,the parks team has taken

Case study: Oldham Metropolitan Borough Council

Outcomes by 2011

Improved access to good careersinormation and advice or careerchangers as well as young people.

Better availability and accessibilityo quality work experience.

Increased use o green space asa ocus or learning in schools.

Increase awareness o the sector

and opportunities it oers

Actions in year one (2008/09)

Work with I&DeA to promoteopportunities or investingin green space skills to localgovernment (CABE Space).

Review the content andpresentation o inormation on theexisting Lantra careers websites,as part o wider scheduledrenewal o the sites (Lantra).

Ensure that the AskWhatIcareers website ully refectsthe role o green space

proessionals in developingsustainable communities (ASC).

Develop new careers materialsand campaigns to address gaps(Landscape Institute and RHS).

Ensure all careers materials andweb sites produced by nationalpartners contain consistentmessages and signpost eachother (national partners group).

Use the learning outside the

classroom maniesto and schoolgrounds initiatives to promotegreen space careers (CABESpace, with national partners).

Indicative actions in year twoand three (2009 2011)

Develop guidance and rameworksto support employers wishingto oer structured workexperience placements (CABESpace, ASC and Lantra).

Pilot at least one demonstrationvisit to raise awareness o careersadvisors (CABE Space).

Consider new technologiesand orms o communication,such as social networking

websites and YouTube, asways o raising awareness othe sector (CABE Space).

on 20 modern apprenticesrom the local area. Mosto these apprenticesare still employed by thecouncil, with just our havingmoved on to other roles.

The team works hard to raisethe prole o careers withinthe parks service, especiallyamongst the Asian communitywhere horticulture isntseen as an obvious careerchoice. The parks service

has held open days and teammembers have visited localschools and mosques totalk about careers in parks

and open spaces. Theserecruitment initiatives arestarting to bear ruit, with anincrease in applications romethnic minority candidatesor the 2008 programme.

A large proportion o thesecurity workers operatingwithin the parks are romAsian and Aro-Caribbeanbackgrounds helping theparks management servicebecome more representative

o the local community.This has been achievedthrough a partnership witha local security company.

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Outcomes by 2011

Inormation about entry routesinto the sector, includinginormation about unding, isclear and easily accessible.

Monitoring o entry into sectoroccupations is in place.

The sector has a clear careerstructure that encouragesprogression by those already in theindustry as well as people enteringthe industry with transerableskills rom previous employment.

Improve entry routes and career

paths in sector occupations


Roll out the GreenSKILLlearning passport standard orrecording career developmentand achievement, with wideadoption across the sector(Lantra and GreenSpace).

Use scheduled review o Lantraapprenticeship rameworks toensure increased fexibility inmeeting the current and utureneeds o the sector (Lantra).


Identiy and champion approachesthat are proving successulin attracting and engaging agreater diversity o entrants tothe industry (Lantra, Landex,CABE Space, Natural England).

Publish online inspiring casestudies o individuals illustrating thedierent routes and motivations othose entering the industry, or usein careers and course inormation

(GreenSpace, LI, RHS). Promote the use o national

occupational standards orelevance to the sector anddeveloping guidance on their use,drawing on the work o other sectorskills councils where appropriate(Lantra and GreenSpace).

The training o green space workersis a key component o the City oChicagos plan to be the mostenvironmentally riendly city inthe world. Each spring, around40 Chicago residents join theGreencorps Chicago trainingprogramme to learn new skillsin landscaping and horticulture.During the nine-month course,participants get hands-on

experience in a variety o industryroles while providing services tocommunity garden and green spaceprojects throughout the city.

Greencorps trainees receiveacademic and practical trainingin areas including horticulture,carpentry and equipmentoperation, as well as specialisttopics such as the remediation ocontaminated land. Participantsearn marketable certications,develop job readiness and acquireskills in project management, teamworking and community outreach.

Trainees also complete internshipswithin the green industry, spendingtime working in companies that

oer services such as landscapingand environmental remediation.This proessional experience isvaluable preparation or utureemployment in the green industry.

Established in 1994, Greencorpsis run by the City o ChicagoDepartment o Environment inpartnership with landscape architectsWRD Environmental. First-time job

seekers make up a large proportiono trainees. In 2008, Greencorps hadmore than 250 graduates with morethan three quarters in employment.

Case study: Greencorps Chicago

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Outcomes by 2011

The sectors skills requirementsand skill gaps have been mapped. A supporting ramework

that recognises accreditedcontinuing proessionaldevelopment (CPD) is in place.

Improved awareness o andaccess to high quality trainingwhich addresses the needs oindividuals as well as employers.

Improve the availability and quality o training,

including continuing proessional development


Ensure Lantras Coursenderlistings or urban green spacerelated courses are comprehensiveand kept up to date (Lantra).

Encourage sign up across thesector to the national employerskills pledge and the localgovernment Get On award (Lantra,with CABE Space and (I&DeA).

Ensure Train to Gain advisors arewell brieed on the needs o thesector and that providers are able

to support sector employers inaddressing skills needs (Lantra,working with GreenSpace).

Develop relationships, messagesand guidance to championthe national expansion oapprenticeship programmes or theurban green space sector, acrosspublic and private employment(Lantra, with employers).


Explore the easibility oestablishing a graduate recruitmentand development programmeor urban green space (CABESpace, working with I&DeA).

Ensure that the sector is playing itsrole in supporting sta with skillsor lie needs (Lantra, drawingon knowledge o the LSC, Trainto Gain and Unionlearn).

Explore the potential o mobile

learning to improve eectivenesso training and development(Lantra, CABE Space).

Explore the potential or a virtualnational skills academy or greenspace skills, oering accreditedtraining and skills development(Lantra, ASC and CABE Space).

The London Borough o Lewishamhas been working with GlendaleGrounds Management since 2000,when the green services companywas awarded a 10-year contractto manage the areas 45 parks.

Glendale is responsible or the ullrange o parks services in Lewisham,including the introduction o parkkeepers at key parks, security,event management and communityengagement through park usergroups. The innovative contracteatures perormance-relatedpayment and included a signicantupront investment rom Glendale,with 1.5 million being spent inthe rst three years. Lewisham

used this investment to secureadditional unding rom the counciland other sources including theHeritage Lottery Fund, EU Lie

Environment unding, and theFootball Foundation. In 2008, thevalue o the parks managementcontract is around 3 million.

Regular meetings enable theLewisham team to closely monitorthe contractors perormance.Glendale and Lewisham also worktogether to address strategic issuesincluding developing a skilledworkorce and how to retain skilledworkers within the parks service.

Most o the sta working inLewishams parks are recruitedrom the local community, throughadvertisements in local job centres,newspapers and magazines. Some

employees are recruited romEnvirowork Lewisham, a local charitythat trains unemployed people ingrounds maintenance and other

green space skills. Others join thecompany through a job trial scheme,where organisations including Treesor Cities and Groundwork reerindividuals or a six-week placementwith the possibility o permanentemployment. Glendale also takes ona number o apprentices each year.

All Glendale employees completea skills survey which identiesopportunities or skills developmentand career progression.The company oers a range ointernal training programmes,some o which are delivered bymanagers who have received trainingaccreditation rom Lantra Awardsand the National Prociency Tests

Council. Around 10 employeeseach year complete NVQ level 2courses in grounds maintenancethrough the Train2Gain initiative.

Case study: London Borough o Lewisham

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Outcomes by 2011

Year-on-year increases inthe number o green spacemanagers who have undertakenmanagement training.

Learning opportunities aretailored to the needs ogreen space managers.

Increased awareness o thechanging role o green spacemanagers and leaders and theimportance o being able torespond to new challenges.

Opportunities or green spaceproessionals to learn alongsidepeople employed in other sectors.

Improve management

and leadership skills


Ensure that the emergingcompetence ramework andGreenSKILL encourage andrecognise the developmento general managementand leadership skills(Lantra, GreenSpace).

Deliver CABE Space leadersprogramme and identiy unders ordelivery o green space leadershiptraining as a legacy o the leadersprogramme, at rates the sector

can aord (led by CABE Space).


Ensure links are made with nationalcapacity building programmes toachieve government aspirationsor community involvement indecision making (CLG).

Develop online communitieso practice to supportproessional development.

Facing challenges withrecruitment, retention and ski lllevels, Leeds City Councilsparks and countryside serviceestablished a comprehensiveemployee developmentprogramme. A key aspect othis programme is investing inthe managers o the uture, toensure the ongoing sustainabilityo the parks service workorce.

Each year, several junior to

mid-level managers rom theparks and countryside serviceattend the CABE Spaceleaders programme, which

Case study: Leeds City Council

delivers three days o intensivelearning and development.Attendees learn new skills andestablish valuable connectionswith other managers in thegreen space sector.

High-perorming employees arealso recognised and rewardedthrough an annual awardsscheme, where individualsand teams are nominated orawards by their colleagues.

Other education and traininginitiatives run by the serviceinclude apprenticeships andopportunities or employees

to study or BTEC diplomasand oundation degrees.The parks and countrysideservice is working with ParkLane College and LeedsMetropolitan University todevelop a oundation degreein parks management,or launch in 2009.

The wide range o learning andskills development opportunitieson oer give employees a clear

path o progression within theservice and contribute to highlevels o sta satisaction,motivation and attendance.

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Outcomes by 2011

Increased investment in skillsby sector employers. Skills development supported

by sucient unding.

Increase the sectors overall

investment in skills


Replicate existing green spacebenchmarking initiatives, such asthe London Green Skills Group,in regions not currently coveredand extend their use to comparecurrent spend on training and itseectiveness (GreenSpace).

Develop a better understandingo how the sector uses unding ortraining (CABE Space, workingwith LGA/I&DeA and Lantra).

Work with the Learning and

Skills Council and brokerageservice to tailor Train to Gainpublicity and support or greenspace skills employers.


Ensure local authority workorcedevelopment plans include greenspace skills (LGA/I&DeA).

Consider sponsoring I&DeAGet On award or achievementsby green space learners.

Hampshire County Councilhas a strong reputation orenvironmental planning andlandscape architecture. Whilemany councils have largelyoutsourced proessional designservices, Hampshire has retainedhighly skilled and multi-disciplinaryteams o in-house proessionals.

Hampshires property servicesdivision has a service levelagreement with all o the

528 schools within thecounty, covering propertymanagement, design andproject implementation.

Case study: Hampshire County Council

A signiicant advantageo the in-house approachis that the Hampshiresta are able to closelymonitor quality standards,visiting project sites on arequent basis. Hampshiresconsistently high standardsin design quality andcontract managementhave been recognisedwith a number o awardsincluding a Landscape

Institute Award in 2007and two regional awardsrom the Royal Institute oBritish Architects in 2008.

Having these proessional skillsembedded within the councilputs Hampshires landscapearchitects in a good positionto spot opportunities acrossthe organisation and get ideaso the ground. It also makesit easier to draw in undingrom dierent sources acrossthe organisation. For example,over recent years the teamhas pooled together undingrom central government and

various departments withinthe council to provide saeraccess routes to schoolsand around school sites.

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Outcomes by 2011

Greater use o multi-skilledproject teams in the deliveryo green spaces.

More opportunities orcross-sector communicationand learning.

Development o regionaland, where appropriate, localversions o this strategy.

Build capacity or joined-up

thinking and working


Establish links and joint workingagreements with complementaryskills development initiatives, orexample the ASCs browneldskills strategy, Encams localenvironment skills and theLGA/I&DeA local governmentworkorce strategy.

Using the experience o theLondon Green Skills group,provide encouragement andguidance or the creation

o urther regional groups(Lantra or GreenSpace).

Develop guidance on how toconsider skills needs in greenspace strategies, including atemplate with questions to beaddressed (CABE Space).

Deliver second round o CABESpace design scholarships(CABE Space).


Conduct research to understandhow the structure o green spaceservices within local authoritiesaects skills and the capacityor joined-up working, andproduce recommendations ongood practice (CABE Space).

Setting up a London Parksand Green Spaces Forum wasone o the recommendationso a 2001 Greater LondonAuthority report on the capitalsgreen spaces. The orum hasa number o specialist sub-groups, one o which ocuseson green space skills.

The Green Spaces Skills Grouphas 28 member organisations

and is unded by the LondonDevelopment Agency, Lantra,Capel Manor College and theLearning and Skills Council.

Case study: London Green Spaces Skills Group

Members meet ormally everyew months, but networkingtakes place year round.

One o the groups mainactivities is a regular London-wide survey o land-basedskills needs and delivery. It hasalso published a number oreports which have inormedinvestment and strategydecisions within the sector.

By working together, thegroups members have madea signicant impact on the

unding o green skills issues inLondon. For example, the groupsrecommendations on the skillsneeds o the green space andland-based sector were adopted bythe London Skills and EmploymentBoard in its Londons Futurereport, published in July 2008.The group has also acilitated theintroduction o apprenticeshipschemes in horticulture,landscaping and arboriculture

or the London region and hasbeen involved in the successulreintroduction o the Royal Parksapprenticeship scheme.

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It is clear that more needs to be done to build the evidence base around skillsshortages in local authorities and in the private and voluntary sectors. Lantra,

GreenSpace and CABE Space have begun to ill the evidence gap through initialresearch and a baseline survey o local authorities. Ongoing surveys and researchwill be used to strengthen and reine the strategic actions outlined in this document.

Outcomes by 2011

Availability o data on the extentand details o the workorceissues and skills shortage in the

urban green space sector. Data is used eectively to

prioritise, explain and emphasisethe scale o actions containedin the strategy and to measureprogress in delivery.

Develop and maintain a

strong evidence base


Undertake a survey o localauthority parks and urban greenspace services to establish

baseline data (Lantra/CABESpace/GreenSpace).

Identiy opportunities to embedthe collection and analysis oskills and employment data withinexisting mechanisms such as theGreen Flag application process(Civic Trust, GreenSpace,Lantra, CABE Space).

Use CABEs green space researchto identiy and monitor skills

across England (CABE Space).


Strengthen links with work beingundertaken by Communities

and Local Government (CLG)to develop a geographicinormation system map o datarelating to parks (CLG).

Carry out research intocomparative levels o pay andwhether this aects career choicesacross the green space sector.

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What else do we need to do to betterunderstand the skills issues?

What action(s) do you think willhave highest impact?


18/2018

National partners

The ollowing organisationshave helped develop thisstrategy and will continueto support its delivery.

Academy or SustainableCommunitieswww.ascskills.org.uk

CABE Spacewww.cabe.org.uk

The Civic Trustwww.civictrust.org.uk

Communities andLocal Governmentwww.communities.gov.uk

English Heritagewww.english-heritage.org.uk

Encams

www.encams.org

GreenSpacewww.green-space.org.uk

Groundwork UKwww.groundwork.org.uk

I&DeAwww.idea.gov.uk

ISPALwww.ispal.org.uk

Landscape Institutewww.landscapeinstitute.org

Landexwww.landex.org.uk

Lantrawww.lantra.co.uk

Local Government Associationwww.lga.gov.uk

Natural Englandwww.naturalengland.org.uk

Royal Horticultural Societywww.rhs.org.uk

Other organisations andnetworks consulted so ar

Department o Health,Programmes and Delivery:Built environment crossgovernment obesity unitwww.tinyurl.com/526esa

English Partnerships(Browneld skills strategy)www.englishpartnerships.co.uk/browneldskills

Green Space Careers MarketingInitiative GROW

Learning and Skills Councilwww.lsc.gov.uk

London Green Skills Group

Royal Parks Agencywww.royalparks.gov.uk

Royal Society or theProtection o Birdswww.rspb.org.uk


Do you know o any other examples o localauthorities or other employers that are

tackling these issues successully?

What other organisations, networks andinitiatives should be involved?



19/2019

Reerences andmore inormation

Cultivating skills in historicand botanic gardens,English Heritage, 2006

Enhancing urban green space,National Audit Oce, 2006

Fair play: a consultation on theplay strategy, Department orChildren, Schools and Families

Further education: raising skills,improving lie chances, Departmentor Education and Skills 2006

Healthy weight, healthy lives:a cross government strategyor England, Departmento Health, 2008

Leitch review o skills,

HM Treasury 2006

Local authority green spaceskills survey. Summary ondings. CABE Space, Lantraand GreenSpace, 2008

Mind the skills gap, Academy orSustainable Communities 2007

Parks need people. the skillsshortage in parks: a summaryo research, GreenSpace,CABE Space et al, 2005

Planning policy guidance 17:planning or open space, sportand recreation, Communitiesand Local Government

Tomorrows people. building alocal government workorce or theuture, Audit Commission, 2008

For more inormation on greenspace skills please visitwww.cabe.org.uk/skills-to-grow


20/20

Parks and green spaces are vitalcomponents o the green inrastructureneeded in sustainable towns andcities. The successul planning, designand management o these spacesrequires a broad range o skills andoccupations, rom landscape architectsto horticulturalists. However, evidence

shows both a decline in the numbersentering these occupations and a lacko skills within the sector. CABE hasbeen working with national partnersto understand the skills challengesand opportunities and to develop aramework that addresses them.Skills to growoutlines these and setsout the strategic priorities that willbegin to create the conditions oran eective green space sector. Itis aimed at all those involved in thegreen space sector and relevant skillsand educational organisations.

We are seeking responses to thedocument by 12 November 2008

To take part in the consultation visitwww.cabe.org.uk/skills-to-grow

CABE is the governments

advisor on architecture, urban

design and public space. As

a public body, we encourage

policymakers to create places

that work or people. We helplocal planners apply national

design policy and advise

developers and architects,

persuading them to put

peoples needs irst. We show

public sector clients how to

commission projects that meet

the needs o their users. And

we seek to inspire the public

to demand more rom their

buildings and spaces. Advising,

inluencing and inspiring, we

work to create well-designed,

welcoming places.

Published in 2008 by the

Commission or Architecture and

the Built Environment

Graphic design by

Draught Associates.

All rights reserved. No part o t his

publication may be reproduced,

stored in a retrieval system, copied

or transmitted without the prior

written consent o the publisher

except that the material may be

photocopied or non-commercial

purposes without permission rom

the publisher. This document is

available in alternative ormats on

request rom the publisher.

Cover image: Mischa Haller

Skills to Grow - Consultation document

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