Resolving the Skills deficit – How?

By , Tuesday, 31 January 2012, 1 Comment

How will the skills deficit be resolved if we concentrate only on apprenticeships? An elite cadre that are too few in number to make a significant difference. Is there not a case for a dual track training approach that allows staff to move between an educational, college, based approach to a pure training approach as their aptitude dictates and to train staff in the necessary skills immediately prior to them requiring a particular skill? Such a scheme would enable parks and the wider landscape maintenance sector to deal effectively with the skills deficit.

A further dilemma is that with the dire reductions in both parks finance and landscape maintenance specifications, are we not in danger of being unable to provide sufficient, any, opportunity for staff to acquire the range of skills specified in apprenticeships and skills training programmes? And just as important, to develop their proficiency?

In the 70s and 80s a system prevailed in local government – it was called scheme A & B – pioneered by the then, Local Government Training Board – that provided all staff with the opportunity to acquire skills and to do so at a pace that was compatible with the needs of the organisation and their abilities. The training and education was also undertaken when required and reinforced by on-the-job training. This approach was augmented by the requirement in skilled horticulturists’ job descriptions to pass on their skills to the less skilled, many an apprentice and trainee has benefited from that approach. Those requirements do not seem to exist in the 21 Century. Why?

Some many questions . . .

  • darren townsend

    Sidney,

    I enjoyed your comments and completely agree. In addition, I would like to add that apprenticeships, being commendable and relevant in the scope of their aims, are essentially aimed at young people who have been assessed to be able to work upto Level 2 standard. In my experience there is a whole section of young people who are not at that level – perhaps at Level 1 or Entry Level – who nevertheless have proved to be excellent all-round employees, but who are often overlooked by employers.

    At Harington Gardeners, a charity based in Highgate, London, we also employ and train apprentices and others of mixed abilities who often cannot reach Level 2 standard. Our skills training programme is focussed essentially on supporting young people with learning difficulties or those who have faced barriers to securing work.

    Depending on the individual, we provide accredited or non-acredited training, real work experience and the essential advice, guidance and mentoring that comes from the experience of people who are vetrans of urban green space management. We train them on commercial grounds mantaintenance contracts and our job descriptions do entail passing on our skills.

    Non of this would be any use if we didn’t ask employers what they want and where their skills gaps are. Therefore building partnerships with local maintenance companies, DSO’s or private parks contractors is imperitive; they are, afterall, where the jobs will most likely be secured, or whats left of them. Being employer led means we pass on and equip our young people with exactly the skills and formal qualfications that are being asked for in the delivery of London park’s contracts.

    My main concern always rests on what happens to our Assistant Gardeners when they have finsihed their contracts with us after two years. It often seems that some employers, including some of the big players, are still very willing to overlook young people who, whilst not as experienced as others and who may have some personal issues, are in reality as good at their job and in attitude as anybody I have with worked with in the private sector.

    The future of our parks may depend upon recruiting, nurturing and bringing through such young people, not only via apprenticeships but through careful support and training of any young person who is keen and able.

    I commend you on keeping the issue of skills in the media spotlight and indeed on your contributions to our industry.

    Kind regards,

    Darren Townsend
    Manager
    Harington Scheme
    Highgate.

    and commend you on continuing to address and raise the concerns over the current skills deficit within our industry.

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