Skills in the Park Project Evaluation for 2014

Project Evaluation

Between January and December 2014 the and the Trossachs Skills Partnership project aimed to break down barriers to young people gaining access to meaningful training and employment opportunities, within ’s first National Park. This document evaluates the delivery methods, achievements and lessons learned during the Skills Partnership’s implementation phase.

Delivered by: The Skills Partnership has allowed pupils to become more aware of the employment opportunities that the Park has to offer. It has provided multiple pathways to enable young people to experience work based learning, thus smoothing the transition from school to adulthood and ultimately employment. Marc Fleming Head Teacher, McLaren High School 5 Contents

6 Introduction 8 Background 10 Delivery Approach 12 Funding 14 Sector Delivery 24 Achievements of the Year 26 Key Lessons Learned 27 Future Options 28 Conclusion 6 Introduction

The Loch Lomond and The Trossachs Skills Partnership represents a coming together of communities, businesses, young people and support agencies to address the out migration of young people from the National Park due to a lack of training and employment opportunities across a range of employment sectors.

Dispelling the myth that ‘to get ahead you need to get out’ of your rural community.

The Partnership: • Supports local businesses to gain Led by the Loch Lomond and The advantage of new business Trossachs Community Partnership, opportunities through a skilled an independent community focused workforce; charity, this 12 month, Forth Valley • Creates new long-term employment and Lomond LEADER funded project and training opportunities within has worked with over 100 businesses the Park; and over 500 young people, gathering • Tailors existing provision to the needs evidence of the need for a targeted of communities in the Park, and partnership approach to supporting encourages co-operative working; and youth employment in a rural context. • Encourages all Park residents, especially young people, to take We would like to take this opportunity advantage of new opportunities for to thank everyone who has dedicated enterprise, employment, and skills their time, energy and resources to the development. project over the past year. It is only through such commitment that true partnerships such as this can succeed. I’ve learnt something new every day - it’s important to have these types of chances to find out about all this stuff and to try something new just to give you another option. Donovan Trainee (on Rural Skills Week) 8 Background

The landscapes, seascapes Part of the problem is that younger people, particularly those between the and special qualities of Loch ages of 16-24 are finding it increasingly Lomond and The Trossachs difficult to access local training and National Park are the product employment opportunities and it is clear that skilled young people form of many years of interaction a foundation to the sustainability of the between land and people. NP’s communities, local economy and natural cultural qualities. It is therefore People living, working and visiting vital that action is taken to discover the National Park have and will always and respond to the factors that support shape the quality, attractiveness, and or attract young people to live and work resilience of the environment, its in the NP. settlements and its recreational infrastructure. Working with local “An initiative that improves access to communities is vital to maintaining employment, skills and training should and enhancing the National Park’s be an important part of any co-ordinated natural and cultural qualities. effort to tackle rural deprivation. There is a need to ensure that young people Evidence gathered initially through the living within the National Park have development of Community Action Plans as equitable an opportunity to access throughout the National Park, supported education, employment and training by consultation with businesses and other as those who live in more urban areas. partners operating in the National Park This will ensure that they are not unfairly (NP) indicated there is an increasing disadvantaged simply by living in a more shortage of skills in many of the key rural location.” (2012 feasibility study) local employment sectors. These include local food production, tourism, hospitality, During the delivery of this project the and land-based industries such as farming, Scottish Government’s ‘Developing forestry, horticulture, landscaping and the Young Workforce’ Strategy was traditional building skills. Outmigration developed and launched echoing of young people resident in the Park many of the findings within this report is higher than the national average; and highlighting the challenges on according to research undertaken by a national scale. The Loch Lomond the Community Partnership in 2012, and The Trossachs Skills Partnership the area has an ageing population, with demonstrates an innovative, partnership an 8.1% decrease in the number of approach to tackling these issues in a younger people living in the Park over rural context. the last 20 years. 9

Project Development Timeline: This implementation year is the culmination of over 5 year’s work, the highlights of which can be seen below.

2008 2012 2013 2014

2008 Feasibility Feasibility Development Phase Implementation study funded by commissioned to Skills Partnership Phase LEADER – 4 year understand the formed and Recruitment of project funded challenges facing development plan delivery staff. by private, National Park created. Piloting of initiatives. community and Communities with Ministerial launch Delivery of project public sponsorship regards skills outcomes plus LLTNPA development work of implementation carried out by Mary phase of SP by Funding provided Jarvie Associates Angela Constance by FVL Leader Funding provided LLTNPA by FVL Leader LLTNPA

2014 Implementation Phase The Skills Partnership was launched by 2. Improving opportunities for local Angela Constance MSP, the Minister for businesses to take on young people Youth Employment, at Callander Youth and enhance their productivity in Project on 11 December 2013. The one- order to help maintain sustainable year implementation phase of the Skills local business. Partnership commenced in January 2014 and focused its activities on the Due to the nature of the funding hospitality and tourism, land-based and received, work during this year was local food production sectors to identify restricted to that area covered by the challenges and pilot interventions Forth Valley & Lomond LEADER, this to develop sustainable methods of represents the eastern half of the NP, achieving the following outcomes: including and a small area of West Dunbartonshire as outlined 1. Retaining young people within rural within the Skills Partnership Project communities by providing skills and Summary document. employment opportunities. 10 Delivery Approach

The Skills Partnership (SP) project has Project partners were encouraged been managed and delivered by Loch to formally commit to supporting the Lomond and The Trossachs Community aims and aspirations of the Partnership Partnership (CP), a grassroots charity through becoming signatories to a which represents the needs and supports Memorandum of Understanding; the sustainable development of the 22 21 schools, businesses and support communities that constitute the NP. agencies have done so to date. The CP had ultimate responsibility for project co-ordination, raising funds to This group was chaired by Kate Sankey, support activities, and ensuring the Vice Chair of the CP and consisted of effective management of risk. between 8 and 19 members, depending on the topics under discussion and The activities undertaken by the people’s availability. Partnership were overseen by an Advisory Group – which functioned Staffing under the title ‘Steering Group’. This On 16 January 2014, the CP recruited group included representation from a three part-time staff members to deliver wide range of participating partners, the Skills Partnership activities for a growing and changing over the course twelve month period. These individuals of the year as organisations identified were appointed through open recruitment who best met the needs of the group and were selected because of their and new members joined. The Advisory/ subject knowledge, previous experience, Steering Group met quarterly to: and approach to tackling the challenges of delivering this complex project. Staff • Receive updates on Skills Partnership members included: activity; • Share experience and knowledge that Project Assistant: Fran Crumley could support the project; Hours: 2.5 days per week • Identify opportunity for development; Role: Supporting the administrative and • Network and inform all partners book-keeping aspects of the project. of activities that could impact on Partnership aims; and Business Coordinator: Fiona Jackson • Recommend areas for collaboration. Hours: 3 days per week (Jan – June), 4 days per week (July – Dec) Role: Identifying businesses to support collaborative ways of developing skills opportunities for young people. 11

Youth Coordinator: Tom Wallace • One of the challenges of forming a Hours: 2.5 days per week (Jan – June) new organisation to tackle these long- Role: Engaging with youth organisations standing issues was that the SP had and planning events to promote training no proven track record or reputation and skills development. for delivery, which are essential when aiming to work with businesses, Project Officer: Isra Lochhead organisations and individuals to tackle Hours: 37 hours per week (Oct – Dec) these issues. Role: Working across all sectors to • The lack of the Youth Coordinator for 3 implement pilot initiatives, develop months affected the delivery of the SP campaigns, and support the Business in the latter half of the year. Coordinator and Project Assistant. • It was very clear throughout the year that having a dedicated, independent, The role of Youth Coordinator came to skills team working across agency and an end in June when Tom Wallace was local authority boundaries with only successfully appointed to Development one agenda, to ensure young people Manager for the wider CP organisation. gain access to meaningful training This resulted in a three month period and employment opportunities, was where staffing resource was reduced. highly beneficial. Much time was spent In October a full-time Project Officer, linking providers with those in need of Isra Lochhead, was recruited to work support, a role only achievable through across the range of SP areas to ensure having time to build relationships and the delivery of key project activities engage face-to-face on the ground. was achieved, particularly focusing on • Due to the significant time allocation engaging with the farming community. required to report to funders (LEADER) it was not possible to take full advantage Lessons Learned of the project Support Officer. Future • In the development stage of the SP, delivery plans must recognise the the Steering Group was an effective resource requirement demanded by reference point introducing SP staff the administration of European and to key players and opening doors similar such funders and account for within their sectors. As the project it accordingly. developed throughout the year and responded to the targets agreed with funders it became apparent that the strategic nature of the Advisory Group did not always enhance community development activity. 12 Funding

This year of the Skills Partnership Pros: • Having three priority sectors provided has been funded by Forth a wide range of opportunities for Valley and Lomond LEADER, project development. Loch Lomond & Trossachs • A defined geographic area to work in allows a legitimate rejection of project National Park Authority and opportunities from other areas. the Community Partnership. • Clearly defined outcomes and outputs support the development of project We are grateful to those funders activities and their evaluation. who supported the project; as without their investment Cons: • With limited time to build relationships, the outcomes achieved and to develop and deliver projects and the evidence gathered would not need to work across three industry have been possible. sectors resulted in resources being spread thinly at times. When funding was secured the project • Not being able to work throughout was at a conceptual stage which meant the National Park area resulted in that the nature of how the project evolved some communities feeling left out. over the year had to be kept in line with • Outputs identified at concept stage funders requirements. There were both can be too aspirational and result in pros and cons to this situation. time spent chasing numbers which are unachievable.

Funder Amount Spend

Forth Valley and Lomond Leader £64,804 £53,000.63*

National Park Authority £10,000 £10,000

SDS £2000 £2000

Loch Lomond & The Trossachs Countryside Trust £300 £300

Luss Estates £500 £500

*Estimated spend subject to claim 2 & 3 approval We are grateful to those funders who committed cash and in kind support to delivering training opportunities as part of this project. The in kind support was significant and demonstrates the true nature of partnership working, each organisation playing to its strengths, coming together to deliver actions which have much greater value than the sum of their parts.

Lessons Learned The Community Partnership has taken on the lead role of delivering the Skills Partnership project including securing all required finances and assuming all associated risks. A significant delay in settling the LEADER claims from the first phase of the project in 2013 combined with an equivalent delay in 2014 (no grant payments received by December 2014) has had a significant impact on the charity’s abilities to conduct its affairs effectively. Every effort has been made to ensure that this did not have a detrimental impact on the project however, as a result, community development projects were delayed or cancelled. The potential for this occurring in future project activities must be considered when planning delivery. 14 Sector Delivery

The 2014 implementation phase of the Skills Partnership looked to focus activities on three key economic sectors of life within the National Park; Tourism and Hospitality, Land Based and Local Food Production. Early in the year it was evident that there was Core Activity relevant to each sector and that often the sectors would overlap. The following section outlines the activity undertaken by the SP team to achieve the outcomes within each sector as well as any lessons learned that could influence future project planning.

Core Activity The skills development ‘landscape’ During 2014, the SP began to tackle across Scotland is complex, and the these issues by supporting information NP is no exception. In fact, in the exchange, signposting to existing support Park there are four local authorities agencies, identifying service development delivering distinct education, economic gaps and promoting the need for rural development, business-support and communities to have equal access to employability services. Different skills support services. With the aim of boundaries also determine the delivery not duplicating work already underway of Department for Work and Pensions and ensuring that those with the best (DWP) services and Skills Development skills could deliver services, the SP Scotland (SDS) careers and employment developed formal partnerships with advisor services. These boundary issues over 20 organisations including schools, can cause fragmented information businesses and training providers. provision and support services for businesses and young people living Listening to the skills needs of businesses, in or near the area. The actual and youth and education agencies and skills sometimes-perceived costs of providing support organisations through active effective information and support to engagement with over 100 businesses businesses and of promoting careers, and over 500 young people, whilst delivering training and organising reviewing national and local research work experience programmes appear helped steer the direction and activities to be prohibitive. of the pilot year. 15

In total, engagement, networking and The SP also highlighted to the NP information exchange took place with Authority that skills could be integrated over 32 different skills support agencies, more robustly through its policies, with and 14 training providers. A ‘One Stop specific reference to the Whole Farm Shop for Skills’ networking event was Review programme and the developing organised (21 May 2014) to celebrate Heritage Lottery Fund Landscape Scottish Apprenticeship Week, attended Partnership bid. by employers and skills development agencies, encouraging joint working; Information provision and skills promotion feedback suggested such events through the media, website and social were greatly valuable in improving media was developed over the final communication and joint working. quarter with a successful joint approach to publicity with partners at the National “Acting as a nucleus for this type of Park Authority (NPA) and LANTRA. ‘speed dating’ has been beneficial to ourselves and I am sure others, as no other such forum existed or exists to offer these opportunities outwith ‘formal’ quangos.” Willie Young, STRAMASH

Skills development promotion took place at STEP’s ‘Rural Roadshow’ for businesses, the NP Authority’s ‘Grow Your Business’ conference, and Tourism Destination Group’s ‘Food & Drink Event’ at Ardoch. The SP engaged with over 120 businesses providing support and information on skills and Modern Apprenticeships (MAs); 22 MAs were ‘enabled’ by signposting willing businesses to SDS for support from which seven new MA jobs have been created to date. Over 400 senior school pupils at McLaren High and High were provided with information at careers events. 16 Sector Delivery

Lessons Learned • The small numbers of often unidentified • The Core Activity service provided by pockets of youth unemployment or the SP, which acts as a background youth ambition within rural communities, interface between schools, agencies, combined with transport costs and lack businesses and young people, is less of knowledge can cause job vacancies tangible than to go unfilled. high profile ‘events’, but is immensely valuable to enabling rural communities Tourism and Hospitality Sector in the NP gain equal access to skills Tourism and Hospitality is vital to the development information and services economy of the NP and of Scotland as a that are more readily available to their whole – generating £2.9 billion in Gross urban counterparts. It takes time and Value Added in 2010 (Skills Investment skills to engage effectively and build Plan, 2013, SDS). Most enterprises in trusting relationships with partners. the Park are small business employing • The complexity of boundaries and between 1-49 people. About half of extra rural costs to delivering services these businesses are restaurants and in the NP often mean businesses and mobile food services, with a significant young people located and living in the proportion being bars and hotels. area are missing out on vital support. The growth potential identified within Many businesses and young people in the 2020 Tourism Strategy compiled the NP find it difficult to know where to by the Scottish Tourism Alliance include source support and information. business tourism, golf, sailing, cruises, • There are relatively few training activities and adventure tourism and providers or business support mountain biking – all of which are organisations delivering outreach significant sectors in the NP. services within the NP due to the limited access to transport, lack of Skills priorities for the future identified resources to engage with rural businesses by SDS’s Skills Investment Plan (2013) and the relative expense of delivering include: improving management, training to small numbers of trainees. leadership and enterprise, ensuring • The number of young unemployed staff have the skills to deliver a high people within the NP is small, however quality visitor experience, raising the due to the nature of the communities attractiveness of the sector to new within which they live this can have entrants and ensuring appropriate and a significant detrimental impact. high quality training and progression pathways are available to the sector. 17

A national pilot looking in to the opportunities for employers to share a Modern Apprentice (MA) was delivered. The pilot aimed to reduce the barriers to small hospitality sector businesses to take up MAs by sharing the financial and administrative burden associated with hosting an MA for a full year. Partners included Callander Youth Project (CYP), Waverley Hotel, Forth Valley College and the Sector Skills People 1st are the sector skills council. Over 15 employers in , Callander and Balloch were engaged at the outset Further engagement took with four employers agreeing to meet to place with 19 hospitality discuss sharing apprentices. The model of delivery developed over a four month businesses and 21 activity period and in June 2014 two employers outdoor education and tourism agreed to share two Hospitality Modern businesses, resulting in eight Apprenticeships over a 12 month period. Based in Callander the MAs would new MA jobs being created. be employed for six months with their first employer before moving to another. This engagement activity culminated This would provide the young person in a careers promotion event which was with a range of experience from working organised to promote among young in two different environments. The pilot is people the training and employment still underway after an interim evaluation opportunities in the Activity Tourism in October 2014. sector in the NP, and to raise awareness among local businesses about the support Feedback from this evaluation revealed available to help recruit and train local that the two employers, the Training young people. Hands-on activities Provider and MAs had worked extremely including archery, bug-hunting, team- effectively together – so well, in fact, that building and willow weaving gave young all were reluctant to share the MAs, who people the opportunity to learn about the will continue in their current roles with wide variety of skills and employment their original employers until spring opportunities in the adventure and 2015, when they will gain an SVQ Level ‘soft’ tourism sectors and bought them 2 in Hospitality. together with employers to discuss recruitment issues. 18 Sector Delivery

Twenty-nine young pupils from Vale of • The factors that attracted the Leven Academy, Dunoon High, Balfron businesses to the Shared Apprenticeship High, McLaren High and Hermitage Pilot were: they wanted to learn more Academy took part. This event was about the MA programme; there was organised in partnership with Scotland’s mutual trust and respect between the Rural College (SRUC) and included businesses; CYP is a reputable Youth other partners such as Stramash and Work charity with extensive experience the NP Authority Visitor Management and expertise in supporting young team. Participants gained an inspiring people in employability programmes; insight into the skills required to work CYP was willing to act as lead employer. in the activity tourism sector, including • The techniques that most effectively the transferable skills needs of share knowledge and inspire young communication, marketing, and team people to engage in careers in working. Ten employers recognised hospitality or tourism include events the opportunities associated with involving hands-on activities, outside employing local young people with one learning, involvement of employers, young person being offered a work vocational learning. placement as a result and one employer • Employers will more likely engage committing to recruiting a MA. A in skills development events if young careers video was created, which was people are present and there is a distributed to schools and local careers potential for recruitment in the short advisers, to promote the opportunities or longer term. that Activity Tourism offers in the • Programmes that involve school National Park; this film can be viewed pupils must dovetail with a school‘s on the Skills Partnership website at: challenges surrounding funding, www.thecommunitypartnership.org. timetabling and learning-outcome uk/project/skills-partnership targets. More work is needed to investigate how schools can offer more Lessons Learned career promotion opportunities and • Barriers to employers engaging in the vocational learning to more pupils. Shared Apprenticeship Pilot included • The issues prioritised by tourism concerns around competition; onerous and hospitality businesses in the NP paperwork, seasonality of demand for include: the need for young people employees and logistics / no desire to with enthusiasm for the job, local employ a full time apprentice. knowledge and a willingness to learn; recruitment support; funding to support apprentice wages; need for staff with a driving licence. The skills partnership event was a fantastic day as it enabled us to get out there amongst the young people who are interested in the industry; in fact we took someone on for a short term placement just after it. Mark Aikman Can You Experience (on Activity Tourism) 20 Sector Delivery

Land-Based Sector If Scottish farming and the land-based Land Management and Farming are economy is to survive and grow, the important activities within the local issue of encouraging new entrants into economy of Loch Lomond and The the sector, supporting innovation and Trossachs National Park. Farmland self-employment are at the forefront of is the major land use in the Park, with the skills agenda in Scotland. registered agricultural land accounting for around 55% of the area. The main “The average age of farming is pushing farming activity is livestock production 60 and there’s a massive gap for young – mainly sheep and cattle in the upland people who are keen. Working on a farm areas, with more intensive livestock is a way of life and it will be what you can farming in rural Stirlingshire and make it – it’s a massive opportunity for the southern end of Loch Lomond. young people today.” Kevin MacPherson, Employment in the land-management Livestock Farmer, Luss Estates sector encompasses a wide variety of (on Rural Skills Week) skills such as agriculture, business, machinery, management, heritage, Provision of information about the work environmental conservation, stone work, of the SP took place with 120 farming/ fencing, tourism to name but a few. land management businesses in and Many farms and estates have diversified around the National Park Authority, in response to the renewable energy, which were personally contacted tourism and food/drink markets, and by telephone, email, or by knocking as a result there will be a demand for on doors. More intense partnership a range of transferable skills including development work was carried out environmental management, technical among 37 land-based businesses, with research and development, computing, two MAs being created in Agriculture. business skills (especially for self- A successful careers promotion week employed workers), accessing funding, took place in partnership with Luss health and safety machinery operation, Estates and with support from The woodland and timber management, DWP, Lantra, the Dry Stone Walling fencing, fisheries, production and Association, the NP, Historic Scotland amenity horticulture, game/wildlife and other stakeholders. The event management, animal husbandry, raised awareness among seven personnel management and estate young unemployed people from the management etc. Balloch area about a range of rural skills and careers associated with land-management, including fencing, sheep farming, tree planting, woodland management, estate management, 21

environmental conservation, machinery repair, hydro power plant, diversification, stone masonry and slate splitting. It also provided them with introductory training in dry stone walling (kindly funded by SDS). Lantra commissioned a short film, jointly funded by the Skills Partnership and Historic Scotland, to promote the rural skills sector and land-based careers to larger numbers of young people, parents and education providers.

A career-focussed session took place on the final day, where a range of training providers and employers provided information about volunteer and training opportunities. Luss Estates offered Lessons Learned an interview to at least one trainee for • Those young people who live in the employment as a Farm Worker with urban areas just outside the NP have an MA in Agriculture. limited knowledge and receive little encouragement to work in the land An extremely positive and well attended management sector. ‘Farming and the Next Generation’ • With support and training, local young conference welcomed 23 local farmers people have the potential to develop / land owners, and eleven land-based careers in the land-based sector, if support organisations, education they are given the opportunity. providers and ten young people, to • Lack of accessible transport or a more fully understand the barriers driving licence is a considerable and obstacles faced by farmers in barrier to working on a rural farm both youth employment and economic or estate. growth. It provided an opportunity to • There are major concerns within the foster stronger links with local and farming community as to the viability national partners, farmers and schools, of farming under the proposed new and it highlighted the need to support CAP regulations as well as ongoing diversification, work experience, training concerns as to the availability of and employment opportunities if the employment opportunities for young skills drain is to be slowed down. people in farming due to the high average age of farmers not changing. 22 Sector Delivery

Local Food Production Sector restaurants and providing a wide range Traditional land-based industries and and steady supply of fresh produce hospitality businesses are significant through the local growing season. employers in the NP and thus, Finally, the Hospitality sector completes significant economic contributors. the food supply chain, another major They support the food supply chain, employer within the Park, incorporating sometimes called ‘field to fork’, which the preparation and serving of food in includes growing or producing food, hotels, bars, restaurants and cafes. processing or manufacturing food, Skills Development Scotland’s Food selling food and preparing, cooking and and Drink Skills Investment Plan, 2012 serving food. The Scottish Government’s identifies specific areas for action which Key Sector data indicates that Scotland’s include: raising the attractiveness of the food and drink industry employs around sector to new entrants, engaging with 115,400 people, and 66,000 are in the businesses on skills growth; driving agriculture sector, while 5,300 are leadership and management excellence; employed in the game and wildlife supporting the development of skills for sub-sector. The sector is worth £5.5 growth in the work place and supporting billion to the Scottish economy. Over 50% companies’ capacity to innovate. of the agricultural businesses do not employ any staff because the sector is dominated by micro businesses or sole traders. In the food and drink manufacturing sub sector however, the vast majority of businesses employ between 1-49 people.

There is a wide choice of careers in the food supply chain including managerial and administrative, scientific, technical and hands-on jobs. In the NP the sector mainly includes livestock agriculture, such as sheep and beef, and there is also a developing interest in market garden and orchard businesses; this sub sector comprises the relatively small-scale production of fruits and vegetables as cash crops, frequently sold directly to consumers and 23

A Kitchen Gardeners pilot event was developed in partnership with the Oak Tree Inn in and Green Routes social enterprise (specialising in horticulture and working with young people), Balfron High School and Stirling Job Centre. It aimed to pilot ways of promoting sustainable links between employers and schools and inspiring young people to consider a career in local food production. A kitchen garden within the grounds of an established restaurant and accommodation provider became the site for eight sessions in horticulture and kitchen gardening that were delivered by a professional trainer. at an event organised by Love Loch Workshops on harvesting, preparing, Lomond and the NP Authority. The project cooking and eating food were provided was well received, and 10 businesses by the business’s Head Chef. The week showed an interest in taking part in culminated in a session about career the development of a social enterprise pathways, training, job and volunteer offering kitchen garden services to opportunities in the land-based sector. hospitality enterprises and horticulture The pilot event was a great success training to local young people. and seven young people enhanced their understanding of the skills required to Lessons Learned develop and manage a working kitchen • Those young people who live in the garden and were inspired to find out urban areas just outside the NP have more about the horticulture sector; they limited knowledge and receive little also gained employability experience encouragement to work in the land and skills. The employer developed links management sector. with the local school and job centre and • With support and training, local young learned about the value of horticultural people have the potential to develop skills for his business. Opportunities to careers in the land-based sector, develop this model into a sustainable if they are given the opportunity. social enterprise are being considered. • Lack of accessible transport or This project was presented to over 20 a driving licence is a considerable businesses involved in the Food and barrier to working on a rural farm Drink sectors at Ardoch, Gartocharn or estate. 24 Achievements of the Year

Outputs, Targets and Achievements • Many of the young people that engaged Opposite is a summary of results from with the project were school pupils the year based on the aspired outputs and currently schools do not have the that were identified within the Forth resources to fund many accredited Valley and Lomond LEADER grant award. vocational courses that may help pupils progress into the world of work. Three outputs were not fully achieved including enabling more training courses Creating jobs in Land-Based & Local and creating jobs in the land-based and Food sectors: local food sectors, it is felt that the • The employment of a staff member following factors contributed towards this: for a micro enterprise is a big decision and one not taken lightly. During The Project’s resources and limited the short duration of the project, the timescale for long-term development SP engaged with a large number of work meant that the ability to encourage businesses and many were interested more training courses to be run in in considering recruiting, however the the NP was restricted; some specific step from consideration to realisation barriers include: is a large one and can take some time. It is noted that the project has enabled Enabling training courses: the creation of 26 MAs, with those • Funding the direct delivery of training employers now in detailed discussions was not an eligible cost under the with SDS as to the potential recruitment grant award from LEADER, this for these posts. For all 26 MAs enabled meant that it was necessary to build there is the potential for these to develop relationships with training providers to in to jobs over the year ahead. attract delivery in the Park. • The land-based and local-food sectors • Training providers are reluctant to struggle in particular with the offer training courses at venues in the recruitment of staff as opportunities NP due to economies of scale – high are limited, with more work being costs compared with the low number undertaken by contractors than ever of trainees. before, and farmers unwilling to take • Many small and micro businesses do on unskilled labour. The opportunity not have the resources or motivation to work with the Contracting Labour to fund short courses for staff, with Force is one which the Skills larger businesses organising their Partnership should consider when own internal training courses. tackling this sector in the future. 25

Forth Valley and Lomond LEADER Milestones

Output Target Actual

1. Partners signed up to MOU 20 21

2. New innovative methods of adding value 1 1 to local products

3. Individuals trained, gaining new skills 50 58 or re-skilled

4. Community led projects 1 1

5. Jobs created in tourist sector 7 8

6. Jobs created in the voluntary sector 1.8 1.8

7. Training courses enabled 10 5

8. Jobs created in land-based sector 7 3

9. Jobs created in local food sector 6 1

10. Modern Apprenticeships enabled 20 26

11. New training premises in existing facilities 1 1

12. Businesses engaged 40 111

13. Pilot projects 3 3

14. Sector promotional events delivered 4 6

15. Young people engaged 300 550

16. Annual evaluations 1 1 26 Key Lessons Learned

A number of lessons have • The needs of each sector are wide and varied and therefore a one size fits all been learned which will approach will not work. directly influence the future • There is a clear need for the delivery shape and focus of the Skills of services that help connect those in need of training and employment Partnership’s activities. with the opportunities and support available. The following Key Lessons played a • Transport and housing play a significant role in the delivery across the significant role in people’s ability year and are relevant across all sectors: to gain employment and remain living within isolated rural • The development and delivery of new communities where the cost of initiatives through a newly formed living can be significantly higher organisation can result in delayed than in urban areas. progress due to the need to form • The viability of farming is under trusting relationships and a working pressure from CAP regulations and reputation. Twelve months was the high average age of farmers. not long enough to fully exploit the • In rural areas with seasonal emerging opportunities, however employment, young people need momentum has now been built. transferable skills and support to • The complex array of support available become self-employed. to young people and businesses alike • The attitude of a young person is not consistent across local authority is sometimes more important to areas and is not understood or accessed employers than technical expertise by a large number of those eligible. and experience. • Due to the natural migration of • Unemployed young people living young people from the park to attend in rural areas can sometimes feel university and gain employment it is isolated and lack ambition; therefore equally as important to bring young intense outreach support is needed people to live and work in the NP. to engage them in the world of work. • Funding that restricts the geographic area within which a project can be delivered can cause confusion and reduce productivity, particularly when working within a defined geographic area such as a National Park. 27 Future Options

Based upon the evidence • The delivery of the one-year grant- funded Young Start work experience within this report and that project will deliver the Scottish produced within the Scottish Government’s aspirations of Government’s ‘Developing the developing a new standard for work experience by 2016. Youth Workforce’ Scotland’s Youth • Consider the opportunities to work Employment Strategy (Dec 2014) in partnership with other agencies to support the development of a it is clear that there is an sustainable market/kitchen garden ongoing need for partnership social enterprise that supports activities in rural areas such accredited training. • Identify dedicated resources to engage as the National Park. the farming community and support links between farmers, training Future options could include: providers, careers influencers and young people. • The SP could improve training delivery • Working within the defined and service development through the geographic boundary of the National formation of new partnerships and Park the Skills Partnership could joint funding approaches. A Skills become a national test-bed for the Advisory Group comprising training implementation of employment and delivery agents would be very valuable. training initiatives, including delivering Likewise, a Skills Policy Group Scotland’s Youth Employment Strategy, influencing strategic issues would also within a rural context. be beneficial to steer future work. • Identify funding to continue the SP core services such as networking, developing partnerships, providing information, engaging effectively with businesses and youth organisations, developing new projects and developing communication and marketing services. This is a role which has been welcomed by all involved in the project to date. • Dedicated resources to promote the career prospects within the hospitality and tourism sector in the NP is required. 28 Conclusion

Development support is needed to ensure that the economies and communities in rural areas do not miss out on equal access to skills development opportunities. 29

The majority of the targets agreed This project has highlighted the need to with the funders were achieved. raise the profile of skills development at A considerable amount of work was a grassroots level in order to inform and undertaken to identify and engage with empower rural communities to access individual support agencies, training skills support and funding. It has also providers, businesses, schools and promoted to young people and support young people to promote Modern agencies in urban areas near to the Apprenticeships, and skills development National Park that rural jobs and career in general, in the Loch Lomond and opportunities do exist. The project has The Trossachs National Park. demonstrated that through innovative The development of skills networks community development support, and signposting to other information local businesses are willing to invest and support services was initiated while time and resources in work experience practical and sustainable methods and careers promotion events for local of supporting skills development, in young people, however lack of transport partnership with employers, were and the extra resources to deliver piloted. A number of extremely successful training courses and business and events took place, which inspired and skills support services in rural areas engaged employers, young people can suffocate potential. and support agencies from different skills sectors to create links, develop Funding is now needed to continue this projects and promote skills and career grass root skills-empowerment activity, opportunities in the National Park. while at the same time there is a need Such successful engagement was to develop strategic links with national achieved due to the positive relationships skills development initiatives in order developed with partners, supported to attract substantial funding via local by the community-led nature of the authorities, employability partnerships Community Partnership. and training providers.

Special thanks go to those organisations who attended steering group meetings to help guide the direction of the Skills Partnership activities over the past year. Your commitment to provide ongoing support will ensure that the impact of our activities is both far reaching and meaningful. 30 A special thanks to steering group members:

Forth Valley & Lomond LEADER Federation of Small Businesses Loch Lomond & The Trossachs NPA SCVO Argyll & Bute Council First4Skills Argyll & The Islands LEADER Skills Development Scotland Love Loch Lomond Forestry Commission Scotland Balfron High School SRUC McLaren High School STEP Bike Trossachs Forth Valley College NFUS Stirling Council Callander Youth Project Trust Friends Of Loch Lomond People 1st Tell Organisation Community Partnership Job Centre Plus Princes Trust University of West of Scotland Cultural and Creative Skills LANTRA Scottish Business Community Visit Scotland Department of Work & Pensions Scottish Land & Estates

Skills Partnership – Brought to you by the Loch Lomond and the Trossachs Community Partnership. Registered Office: Community Partnership, ‘Carrochan’, Carrochan Road, Balloch G83 8EG Company Number - 247619 - Scottish Charity number - SC 034382 www.thecommunitypartnership.org.uk