Skills Set Mapping Waste Management Sector Terri Vogt Connect 3

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Skills Set MappingWaste Management SectorTerri
Vogt Connect 3

• Final Workshop

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Objectives

• To obtain a clearer understanding of the
  following skills and training issues facing the
  sector
• Skills base required now and in the future
• Current entry routes and career paths and
  possible future routes
• Current training provision and potential future
  needs

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Methodology

• Consultation with industry
• Detailed Interviews (12 organisations)
• Short structured telephone interviews (52
  responses)
• Telephone discussions with 10 training providers

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Profile of Respondents

• 14 Local Authorities
• 10 training providers including WRAP, REMADE and
  CRNS
• 2 waste management consultancies
• SEPA
• 32 private companies
• 7 community social enterprises

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Business Activities of Respondents
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Size of Respondents
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Current Skills Profile

• Almost all organisations have managerial and
  administrative staff.
• At site level skill base relatively consistent,
  except where specialist plant involved
• supervisors
• machine operatives,
• labourers and
• drivers

75-80 of workforce
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Current Skills Profile

• Professional Staff
• Local Authorities and larger waste management
  companies
• Specialist skills often bought in through
  consultancy support

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Current Skill ShortagesRESPONSE VARIABLE

• 20 None
• 25 Drivers
• 15 Machine operatives
• 15 Managerial staff

• Other Issues
• Finding the right people
• Staff retention
• Image of the industry
• More rounded staff
• Experience

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Anticipated Changes in Skills Needs

• 95 of respondents believe the skills needs of
  the industry are changing
• Drivers
• Legislation
• New technology
• Need to enter new markets

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Skills Areas which need to Develop
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Career Development

• Majority of respondents no clear career paths at
  either operative or management level

Labourers
Operatives
Supervisors
Aptitude
Skills
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Recruitment

• Most common - local advertisement or referral
• 60 job centres not preferred route
• 15 use New Deal all Social Enterprises or Local
  Authorities

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Training and Development
Day-to-day operational skills not unique to sector
Industry specific competence
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WAMITAB Training

• N/SVQ based system which leads to a Certificate
  of Technical Competence
• Statutory
• Non-statutory
• 2,000 non-statutory COTCs awarded since 1998,
  proportion awarded in Scotland less than 10.

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CIWM

• Range of 1-3 day courses
• Certificate in Supervisory Management
• HNC in Waste Management
• Waste Awareness Certificate
• Currently 5 Scottish candidates for HNC distance
  learning
• During 2004 16 Scottish delegates attended CIWM
  training courses

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Further Education

• University of Paisley MSc/PGD Waste Management
  with Environmental Management
• Glasgow Caledonian University MSc/PGD Waste
  Management accredited by CIWM

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Industries Response to Training

• Mainly non waste management specific training
  provided
• Some mention of COTC and WRAP
• Small number through specialist consultants
• Generally reactive rather than proactive

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Industries Response to Training

• Some larger companies developing industry
  specific training driven by recognition required
  skill base is broadening.
• Number of social enterprises also well developed
  training programmes for staff
• Small companies insufficient resource to develop
  in-house.
• Time constraints on staff major issue.

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Conclusions

• Industry has historically operated from a low
  skill base
• Training and development of staff beyond
  statutory requirements largely undervalued.
• Historically industry not seen itself limited by
  lack of skills
• This situation is changing

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ConclusionsDrivers for change

• New technology plant managers, process
  engineers and analytical skills
• Move to PPP and legislative drivers more
  professional skills, contract management business
  development, financial management
• Legislative drivers development of skills for
  low and semi-skilled labour force.

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Conclusions
Image problem Difficulty attracting new
staff Staff retention issues
Lack of personnel development and competency
assessment framework
Link between level of development and training
and extent to which staff feel valued
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Conclusions
Well established NVQ/SVQ programme and CIWM
training
Poor Uptake
More senior managers training opportunities
limited
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ConclusionsCommunity Sector

• Small but significant employers
• Encourage local community recycling
• Work with marginalised workforces
• Perception of little benefit to private sector
  who are not structured to provide support for the
  vulnerable, however are part of the process of
  increasing the skills of the workforce more
  generally.

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Recommendations

• Based on premise
• Need to improve skill base (competence) of the
  sector
• Structured methodical training programmes counter
  to industry culture

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Recommendations

• Provide funding support-improved uptake of
  non-statutory training in England
• Extend available NVQ/SVQ qualifications to a
  broader range of activities
• Consult further with industry on adequacy of
  sector specific training provision and best
  delivery methods

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Recommendations

• Improve awareness of training and support the
  industry in developing competence assessment
  frameworks for staff
• Improve career opportunities for young entrants
  e.g. apprenticeship
• Encourage on-going professional development
  schemes

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Recommendations

• Further work required to characterise management
  training requirements
• Improve links to higher education
• Further investigate role of community sector in
  providing trained entrants to the private sector.

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Workshops

• How do we Develop the Sector Skill Base
• Developing Management Skills
• Improving the Image of the Sector