How Employers and Training Providers Can Collaborate to Solve Local Skills Shortages in Cambridgeshire Lincolnshire and Norfolk
28 Sept 2025
Understanding the scale of local skills shortages in Cambridgeshire Lincolnshire and Norfolk
Across the East of England, many employers are struggling to fill vacancies because candidates do not have the right skills. Cambridgeshire, Lincolnshire and Norfolk face particular challenges due to the mix of industries, the rural and coastal geography, and demographic pressures.
Employers in manufacturing, engineering, healthcare, construction, and agriculture report persistent skills shortages. At the same time, digital skills and green skills are increasingly vital in every sector. These shortages affect business growth, recruitment costs, and ultimately the competitiveness of local economies.
Training providers are critical partners in solving these problems. Colleges, independent providers, and universities already deliver strong programmes, but alignment with employer demand is not always consistent. Building stronger collaboration is the key to closing this gap.
Why employers and training providers need stronger partnerships
Employers often say that training does not match the real needs of the workplace. Training providers, on the other hand, report that employers are difficult to engage or do not always communicate clearly what skills they require. Both perspectives are valid, but neither side can solve skills shortages alone.
Partnerships ensure that learners develop the competencies employers value most. These partnerships also help providers to secure better outcomes, since learners are more likely to progress into sustainable jobs. For regions such as Cambridgeshire, Lincolnshire and Norfolk, the opportunity is to strengthen local economic resilience by bringing employers and providers closer together.
Using labour market intelligence to identify priority skills gaps
The first step in collaboration is to understand the evidence base. Labour market intelligence provides insights into which roles are hardest to fill, what skills are in demand, and how trends are evolving.
Employers in these counties can share vacancy data, staff feedback, and projections about future needs. Training providers can combine this with regional reports, surveys, and Local Skills Improvement Plans to form a clear picture.
Examples of priority gaps include health and social care roles in Norfolk, advanced manufacturing and agri tech in Cambridgeshire, and construction and logistics in Lincolnshire. By grounding decisions in data, both sides can make better choices about where to invest effort.
Aligning training provision with Local Skills Improvement Plans in the East of England
Local Skills Improvement Plans, or LSIPs, provide a structured mechanism for aligning training with employer priorities. In Cambridgeshire, Lincolnshire and Norfolk, LSIPs highlight the need for digital skills, engineering expertise, and green technologies.
Employers can play an active role in these plans by engaging with Employer Representative Bodies and sector groups. Training providers can adapt their course offer to reflect the recommendations. By aligning provision with LSIPs, collaboration becomes more strategic and ensures funding is directed where it has the greatest impact.
Co designing training programmes with direct employer input
Employers are best placed to describe what skills are lacking and how those skills are applied in real workplaces. Training providers have the expertise to translate that input into structured qualifications and courses.
When employers and providers co design programmes, the result is training that is relevant and practical. Curriculum advisory boards, employer panels, and joint working groups are useful tools. In these regions, collaboration could focus on new technologies in agriculture, offshore energy, or advanced healthcare techniques.
This approach also creates flexibility. Instead of waiting years for a new qualification to be developed, providers can build short modules or micro credentials with direct employer input.
Expanding apprenticeships and work placements across priority sectors
Apprenticeships remain one of the most effective ways to tackle skills shortages. They allow learners to gain real experience while employers benefit from new talent. In Cambridgeshire, Lincolnshire and Norfolk, expanding apprenticeships in health, construction, engineering, and digital sectors would deliver real impact.
Work placements are equally important. Even short internships or project based experiences can give learners a clearer understanding of the workplace. Training providers can work with employers to build these opportunities into courses. This benefits learners, strengthens employer relationships, and improves retention of local talent.
Supporting workforce upskilling and reskilling in rural and coastal economies
The East of England has a distinctive geography. Rural and coastal communities often face barriers to access and progression. For employers in these areas, reskilling and upskilling existing staff can be more realistic than relying on new recruits.
Training providers can respond by offering flexible delivery. Online learning, evening sessions, and hybrid models ensure that people can access training without leaving their communities. Employers benefit from a workforce that is adaptable and equipped to meet changing demands.
Sharing facilities and resources to overcome infrastructure barriers
Collaboration does not always need to involve new buildings or significant capital investment. Employers and providers can share resources. Employers might contribute equipment or specialist staff as guest lecturers. Providers might open training spaces to employer partners.
Pooling resources is particularly useful for small and medium sized businesses that cannot afford dedicated training facilities. Regional hubs and partnerships can ensure that high quality facilities are accessible to a wider range of learners.
Reducing financial and capacity challenges for small and medium sized employers
Smaller businesses in Cambridgeshire, Lincolnshire and Norfolk often face financial and time barriers when engaging in training. They may not have dedicated staff to manage apprenticeships or attend curriculum meetings.
Providers can reduce these barriers by simplifying processes, offering clear guidance on funding, and providing shared administrative support. Employers can in turn commit to offering feedback, placements, or mentoring, even if they cannot make larger investments.
Financial incentives also help. Government programmes, levy transfers, and match funding arrangements can make collaboration more sustainable.
The role of local authorities and employer representative bodies in skills collaboration
Local authorities in these counties have a vital convening role. They can bring employers, providers, and community organisations together. They also help coordinate funding and ensure that initiatives align with local growth strategies.
Employer Representative Bodies such as Chambers of Commerce and sector specific associations can amplify employer voices. They can also support smaller businesses to participate in skills planning by representing their needs in regional discussions.
By working alongside providers, these organisations make collaboration more structured and consistent.
Measuring outcomes and ensuring continuous improvement in training programmes
Collaboration must be measured to prove its value. Employers and providers should set clear goals such as reducing vacancy rates in critical roles or increasing the number of apprentices in priority sectors.
Feedback from learners and staff should be collected regularly. Courses should be updated to reflect changing technologies and employer expectations. Continuous improvement ensures that programmes remain relevant and effective.
Benefits of collaboration for employers providers and local communities
Employers benefit from easier recruitment, lower staff turnover, and higher productivity. Training providers benefit from stronger outcomes and reputations, which in turn attract more learners and funding.
Communities benefit from better access to jobs, reduced inequality, and stronger economic resilience. In rural and coastal areas, this can make the difference between long term decline and sustainable growth.
Practical steps employers and training providers can take now in Cambridgeshire Lincolnshire and Norfolk
Review existing skills data and identify priority gaps in each county.
Establish or join employer advisory panels with local training providers.
Co design a pilot programme in a key sector such as health or engineering.
Expand apprenticeship and work placement offers in partnership with colleges and universities.
Explore shared facilities and joint investment in training hubs.
Engage with local authorities and LSIPs to align efforts with strategic priorities.
Building a sustainable model of collaboration for the future
Skills shortages are not solved overnight. They require long term commitment, continuous dialogue, and willingness to adapt. Employers and training providers in Cambridgeshire, Lincolnshire and Norfolk have the opportunity to lead the way in creating a sustainable model of collaboration.
By working together, sharing resources, and focusing on measurable outcomes, they can ensure that the workforce is equipped to meet the challenges of tomorrow. The benefits will be felt not only by individual organisations but across communities and regional economies.
Employers and training providers who want to explore smarter ways to collaborate can find more information and support at www.swappro.co.uk or by trying the SwapPro app at www.swappro.app.