Ashfield economic growth strategy

This Economic Growth Strategy has been developed in collaboration with Ashfield District Council and partners.

It has been informed by a review of existing research and evidence; stakeholder consultations, a stakeholder workshop and follow up discussions with the Council.

Extensive engagement and consultation have underpinned the development of the strategy, bringing together businesses, local government representatives, public service providers, universities and colleges, and national partners to provide evidence, insight and challenge throughout the process. 

Ashfield is a district with strong industrial heritage and is a competitive location for industries including transport and logistics and manufacturing. This strategy sets a clear direction for supporting the local economy and labour market, identifying actions that the Council and partners can take going forward.

The district’s existing strategy documents and plans highlight strategic priorities around town centre regeneration, resilience, inclusion, and place-based renewal, supported by strong community identity and an active Council. Economic development projects have consistently centred on economic recovery and growth, skills improvement, health and wellbeing, and regeneration of town centres and high streets.

The district benefits from significant economic assets, including strategic transport connections, business and industrial parks, accessible and affordable employment land and premises, and strong partnerships spanning businesses, training providers, universities, colleges, cultural organisations and other stakeholders. Together, these provide a strong foundation for innovation, skills development and economic diversification.

At the same time, Ashfield faces a range of opportunities and challenges arising from regional and national economic change. In response, this Strategy sets a clear direction for supporting the local economy and labour market. It aims to align with the wider policy context, maximise opportunities for public and private investment, build on existing strengths and address key challenges through practical actions delivered by the Council and its partners. The strategy is based on five key priority areas: connectivity; business, town centres and high streets, skills, and marketing and promotion.

Importantly, the Strategy provides a foundation for Ashfield's long term ambitions over the next 10 to 15 years. During this period, Ashfield aims to become a nationally significant hub for logistics and advanced manufacturing, underpinned by its key assets and transport links, with a growing visitor and service economy and rising productivity that turns continued jobs growth into higher wages and better living standards for residents.

A socioeconomic assessment and SWOT analysis identify the current strengths, weaknesses, opportunities and threats.

The analysis provides an ‘up to date’ assessment of the latest socioeconomic conditions in the area (to latest available data in 2025) and compares against regional and national trends. The socio-economic assessment and SWOT analysis identify key economic development assets and demonstrates where there is alignment (and gaps) between local, regional and national policy.

The analysis draws on national datasets, business intelligence sources (including Beauhurst), and evidence from relevant background documents. Findings were validated through stakeholder engagement.

Local labour market

Overall, Ashfield has a sizeable working age population with improving qualifications, but slower growth than regional and national averages. Economic inactivity remains high and employment performance has weakened. 

Ashfield has an estimated population of 129,572 residents. Population growth in the district has been slower than both the East Midlands and the UK average. As of 2024, 61% of residents are of working age (16 to 64), with growth slower than the East Midlands and UK.

A third of the working age population are qualified to NVQ Level 4 or above, and a fifth to Level 3, which is slightly higher than the national average. The proportion of residents aged 16 to 64 with no qualifications has fallen by 51% since 2014. As of 2026, apprenticeship starts (per 100k) in Ashfield is slightly higher than the East Midlands, although this has decreased on recent years.

Despite this, economic inactivity remains relatively high. As of 2025, an estimated 19,000 residents are economically inactive, equating to a rate of 23%, which is higher than both the regional and national average. Long term sickness is the most common reason for inactivity, and inactivity due to caring responsibilities has also increased. By age, the largest increase in economic inactivity has been among those aged 16–24 (6.2%), followed by aged 65 and over (2.3%).

In employment terms, of the 79,686 working age population, 56,840 residents are in employment, representing a 9% increase over the past decade6. However, there are also around 7,000 unemployed residents, and the employment rate has declined over the last decade, falling from 76% in 2015 to 69% in 2025.

Employment landscape

Ashfield has seen strong jobs growth, but the local labour market remains constrained, and job density is relatively low. Growth has been driven by health, transport and storage, and service sectors, with rising demand for professional roles.

Ashfield has experienced strong growth in jobs over the past decade, although the district’s jobs density (i.e. the number of jobs per working age population) remains relatively low at 0.78 as of 2022, compared to the national average of 0.86. This means there are fewer jobs in Ashfield relative to the working age population than nationally. Job growth has been strongest in professional occupations, alongside growth in caring, leisure and other service based roles.

The proportion of roles advertised locally is lower than in the East Midlands and the UK, indicating a more constrained local labour market. Among advertised vacancies, the highest demand has been for professional and associate professional roles, followed by administrative and secretarial roles, and skilled trades.

In terms of sector scale, human health and social work activities represent the largest employment industry in Ashfield, accounting for around 15,000 jobs, or 27% of total employment, with a location quotient (LQ – a statistical measure used to analyse the relative concentration of a particular industry in Ashfield compared to the UK, which suggests a local specialism if over one) of 1.76. Manufacturing employs around 8,000 people (15% of employment, LQ 1.8), while wholesale and retail trade also accounts for approximately 8,000 jobs (15% of employment, LQ 0.9). Transportation and storage employs around 6,000 people (15% of employment, LQ 1.9).

Several subsectors have driven employment change since 2015. Human health activities have seen the largest absolute increase, with employment rising by 5,000 jobs to 12,000. Warehousing and activities for transportation have grown by 3,400 jobs to 4,000, while food and beverage services have increased by 1,250 jobs to 3,000. Employment in construction of buildings has also increased by 550 jobs to 950.

Transportation employment has increased by around 200%, reaching approximately 6,000 jobs, while accommodation and food services employment has grown by around 75%, to around 3,500 jobs. However, while employment in construction has more than doubled, employment in some specialist construction fields, including civil engineering and architectural and engineering activities, has declined, despite overall business count growth in these areas.

Business and productivity

Ashfield has a large and growing business base, with strengths in a range of strategic growth sectors. Productivity growth has been slower than regional and national benchmarks, while economic output is geographically concentrated, with the largest concentration around Junction 27 of the M1, including the Sherwood Business Park.

Ashfield generates an estimated £3.3 billion in total gross value added (GVA), with a GVA per filled job of £53,50010. This represents a 1.2% increase since 2014, although growth has been slower than in the East Midlands and the UK overall. While productivity levels remain below regional and national benchmarks, the district continues to make a substantial contribution to the regional economy.

The district has a relatively large and growing business base, with around 3,060 businesses. Business growth in Ashfield has increased by 11%, compared to growth of 5% across the East Midlands and 4% nationally, indicating a strong environment for business formation and expansion.

The highest proportion of firms in Ashfield sit within the construction sector (580 businesses), accounting for 19% of the total business base (LQ 1.4). Wholesale and retail is equally significant, with 575 businesses (19% of the total) and a modest level of specialisation (LQ 1.3). Manufacturing accounts for 265 businesses (9%) and is a particular strength locally (LQ 1.8). By contrast, professional, scientific and technical activities comprise 315 businesses, (10%), but are less concentrated locally (LQ 0.7).

Several subsectors have driven recent business growth. Food and beverage activities have increased by 85 businesses, reaching a total of 425. Specialised construction activities have grown by 50 businesses, reaching 220, while construction of buildings has increased by 45 businesses, to a total of 125.

The average house price in Ashfield is £183,700, equivalent to 68% of the national average12. The district benefits from strong strategic connectivity, with around 70% of the UK population reachable within three hours. CO₂ emissions per £ million of GVA are estimated at 151,000 tonnes, lower than the East Midlands average.

Employment growth is concentrated within several identified strategic growth sectors. These include advanced manufacturing and aerospace (employment growth of 5% and strong specialisation), and distribution and logistics (employment growth of 230%).

Ashfield has a clear strategic direction, strong partnerships and a diverse and growing economic base, supported by local assets, and a robust skills and education ecosystem. However, persistent socio-economic challenges, connectivity constraints, funding and policy uncertainty could limit growth, despite opportunities in key sectors, skills development and the district’s place-based assets.

Strengths

Ashfield benefits from a clear and well established strategic direction, supported by effective partnership working, shared local frameworks across priority areas, and strong stakeholder engagement and governance arrangements. The district also has a diverse and growing economic base, with a strong presence in industrial, manufacturing and innovation led activity alongside an expanding business base. This is underpinned by its accessible location, and a range of local assets and infrastructure, including health and community provision, strong digital connectivity in urban areas, and affordable business premises and housing.

The district has demonstrated its ability to attract investment through collaborative, partnership led approaches, and benefits from a robust skills and education ecosystem, including strong local training provision and active industry engagement.

Weaknesses

Ashfield’s strengths sit alongside persistent socio‑economic challenges, including widening skills gaps, high levels of deprivation (with Ashfield ranked 68th most deprived district of 317 districts in the 2019 Index of Multiple Deprivation), and rising economic inactivity. The local economic landscape continues to underperform relative to regional and national benchmarks, with particular pressures in town centres. Connectivity constraints (e.g. East - West connections), limited funding certainty, and weak external perceptions also present barriers to growth.

Opportunities

Ashfield has strong opportunities to build on alignment with regional and national priorities around the IS-8 sectors, innovation, upskilling and entrepreneurship. Access to new funding and innovation pathways, alongside untapped place based assets such as the visitor economy and available development land, provides scope to strengthen competitiveness, place identity and priority sector led growth. 

Threats

Realising these opportunities will require addressing persistent risks linked to place based perceptions, political and funding uncertainty, pressures on business resilience and infrastructure, and long standing constraints on workforce participation. Changes to local governance also present a risk of fragmentation, underscoring the importance of clear leadership and coordinated delivery.

The data and SWOT analysis point clearly to where effort should be concentrated. The strongest (and most specialised) jobs growth sits in transportation and storage, warehousing, health and manufacturing and construction. This suggests that skills and business support should focus in these sectors, while the decline in other areas (for instance, some retail and specialist construction activity) signals where provision will need to adapt.

Low job density and a relatively constrained local labour market mean that the priority is not simply delivering ‘more jobs’, but rather delivering more high value jobs in Ashfield, and better connections between residents and the opportunities that growth in these sectors will create.

Therefore, the Sector Classification table 1 outlines the types of sectors in which Ashfield aims to actively invest to scale and nurture emerging strengths, while also being clear about structural change and diversification.

Table 1: Sector classification

A series of actions have been developed around five priority areas: connectivity, business, town centres and high streets, skills, and marketing and promotion. The actions reflect the key levers required to support sustainable and inclusive economic growth in Ashfield.

The priority areas were refined through a structured review of evidence, informed by extensive stakeholder feedback. This ensured that the proposed actions reflect local priorities and respond to the opportunities and challenges identified through the evidence base and engagement process. 

Each overarching action has been clearly defined with a supporting intervention rationale, setting out why action is needed and how it responds to the specific context of Ashfield. The actions are informed by the socio-economic assessment and SWOT analysis, ensuring they are evidence led, locally relevant and delivery focused.

Across the five priority areas, there is a need to make balance immediate action with longer term ambitions. Some actions already have clear next steps, while others will require further research, evidence gathering, and the development of detailed business cases. Many will also need future funding in due course. A series of supporting delivery steps has been identified for each overarching action. These are explained over the following pages, broken down by priority area.

Delivering these priorities will rely on collaboration between a wide range of local and national partners. Ashfield District Council will play an important role, but success will depend on a coordinated effort. While the priorities provide a framework for the district as a whole, additional place-based and sector-specific interventions are likely to be required to meet local needs and opportunities. Similarly, there will be a need to prioritise resources across these priorities. This will be confirmed in a subsequent implementation plan.

Ashfield benefits from its central positioning - around 70% of the nation’s population can be reached within 3 hours of Ashfield - making it a key logistics centre. There are also opportunities to exploit place based assets such as the visitor economy and the Automated Distribution and Manufacturing Centre and support the expanding business base with transport and community infrastructure. 

Transport links are pertinent to Ashfield given that its economic output is geographically concentrated. The largest concentration is around Junction 27 of the M1, including Sherwood Business Park. Currently, limited transport links (particularly East-West connections) restrict access to wider employment markets, constraining resident mobility and business growth.

Furthermore, the district has strong digital connectivity relative to the wider region. As of 2024, 99% of the district had access to Superfast broadband, and 95% had access to Gigabit. Compared to neighbouring local authorities, Ashfield ranks first for the most connected to Gigabit services and fourth for Superfast services. Despite this, connectivity digital connectivity challenges in the area persist, including rural broadband and mobile coverage, network capacity constraints and affordability, with cost-of-living pressures limiting some residents' ability to access and benefit from available digital infrastructure.

Strengthening engagement in regional transport and digital infrastructure planning, advocating for transport and digital infrastructure improvements and supporting the progression of key transport and digital infrastructure projects will help ensure the district is well positioned to influence plans and secure investment.

The focus of connectivity actions is therefore on the economic outcomes they deliver: connecting residents to jobs (including boosting digital inclusion), unlocking key employment sites (particularly along the M1 / Junction 27 corridor) and supporting priority sectors, such as logistics and manufacturing, that depend on the efficient movement and of goods and people and strong digital infrastructure and assets.

Action owners: Ashfield District Council, EMCCA

Supported by: NCC, businesses, neighbouring authorities

Timescale: Short term (12 months)

This action will strengthen Ashfield’s role in regional transport planning to ensure local needs and priorities are reflected in future investment decisions. In particular, improving the engagement of residents and businesses in transport planning bodies will support progress towards better connectivity and access to jobs and services across the area.

Steps to address Action C1

• Encourage local businesses and residents to influence future investment decisions (for instance, by participating in consultation processes at the Pride in Place and / or Town Masterplan level)
• Facilitate collaboration and relationships between local and national transport infrastructure teams (for instance, by providing networking opportunities)

Action owner: Ashfield District Council

Supported by: NCC, EMCCA, Highways England, National Rail, bus operators

Timescale: Short term (12 months), with a deliver in longer term (3+ years)

This action will involve the identification and promotion of priority transport infrastructure improvements to enhance connectivity within Ashfield and to key regional destinations. By strengthening the evidence base and advocating for investment, activities will reduce transport barriers for residents and businesses, improving access to jobs, services and opportunities and driving economic growth. 

Steps to address Action C2

Consolidate evidence on required infrastructure upgrades across rail, road, bus and community transport, building on existing Ashfield District Council improvement and delivery plans (for instance, train frequencies, key link roads, simplified ticketing)

Advocate for infrastructure upgrades across rail, road, bus, and community transport to regional and national stakeholders 

Identify and advocate for new active travel routes and transport hubs, including securing funding for design and delivery.

Action owners: Ashfield District Council, EMCCA, NCC

Supported by: Highways England, National Rail, bus operators

Timescale: Medium term (2 to 3 years), with delivery in longer term (3+ years)

This action will support the development and delivery of major regional transport projects that will significantly improve connectivity for Ashfield. By strengthening the local evidence base and actively advocating for key schemes, activities will ensure Ashfield benefits from strategic infrastructure investment. This will, in turn, improve access to jobs, unlock development opportunities, and support economic growth across the district.

Steps to address Action C3

• Consolidate the existing evidence base to support the development of business cases for key regional transport projects
• Advocate for the progression of key regional transport projects
• Key projects to focus on initially include an M1-A1 link road; the expansion of the tram network to Sherwood Business Park or up the Robin Hood Line; the re-opening of the Maid Marian Line for passenger services; and improvements to J28 of M1.

Action owners: Ashfield District Council, NCC

Supported by: EMCCA, Network operators

Timescale: Medium term (2 to 3 years)

This action will improve digital inclusion and strengthen digital infrastructure across Ashfield by working with NCC, neighbouring local authorities and delivery partners. It will align with NCC’s Digital Connectivity Framework and support interventions that address affordability barriers and build residents’ digital skills and confidence, while helping partners attract investment in digital infrastructure and assets that enable businesses to grow, improve access to services and support wider economic growth across the district.

Steps to address Action C4

• Work with the NCC and neighbouring local authorities to improve digital inclusion across the district, supporting the delivery of interventions which address affordability issues, boost digital skills and confidence 
• Support partners to attract investment in digital infrastructure and assets in the district to drive growth.

Ashfield will be better connected, with residents able to reach more and better jobs, key employment sites along the M1 / Junction 27 corridor unlocked for growth, and the district's transport and digital inclusion priorities firmly embedded in regional investment plans.

Recent trends in business growth have been positive in Ashfield compared to regional and national patterns, with construction, wholesale and retail, manufacturing, and professional, scientific and technical activities representing the largest businesses by sector. This provides a strong platform to capitalise on growth opportunities linked to regional and national priorities, particularly in advanced manufacturing, clean energy, transport, distribution and logistics.

However, the local economy, productivity and employment landscape continue to underperform relative to regional and national benchmarks, reducing the area’s competitiveness. Long term employment gaps, skills shortages and ongoing economic pressures also pose risks to business growth and sustainability. Furthermore, Ashfield firms are less likely to have accessed private finance (equity and venture capital) and large public sector innovation grants than regional and national averages.

Addressing these challenges will require a stronger focus on productivity growth. While logistics and distribution have been major drivers of employment growth, Ashfield's ambition is not simply to accommodate additional warehousing. The district will seek to attract higher value logistics activity through automation, robotics, artificial intelligence, digitally enabled supply chain management and low-carbon freight solutions. By strengthening links between logistics, advanced manufacturing, engineering and digital technologies, Ashfield can increase productivity and create more high skilled employment opportunities.

Business support should be aligned to high value activity, focusing on supporting innovation, scale up, and high growth firms, attracting inward investment in priority sectors through a clear proposition built around target sectors and key employment sites, and capturing export and supply chain opportunities from major projects. 
The following actions are designed to strengthen business growth, productivity and resilience, while helping Ashfield capture emerging opportunities in priority sectors. 

Action owner: Ashfield District Council

Supported by: NCC, EMCCA, Innovate UK, DWP, banks / finance providers, universities

Timescales: Short term (12 months), with delivery in medium term (2 to 3 years)

Recognising that there is a well developed business support offer within Ashfield District, this action focuses on defining and clearly communicating the support offer to businesses, covering funding, skills and growth advice. Given the dynamic nature of business support and evolving needs of businesses, this will lead to simplified navigation of, and increased access to, support which will assist businesses to accelerate growth, productivity, leverage finance, scale up and pursue higher-value activities, including innovation, digital adoption and international trade opportunities.

Steps to address Action B1

• Map out, define and outline a clear physical and virtual offering that covers funding, skills and growth advice, including identifying key responsible owners for each element of support 
• Raise awareness of regional business support opportunities, ensuring that offer clearly defines support for different business needs (incorporating referrals to emerging EMCCA business support provision)
• Continue to establish links with and promote other wider business support services (for example, Growth Hub, DBT support)
• Map out and promote ecosystem of professional services to support businesses (accountants, HR, banks)

Action owners: Ashfield District Council, banks / finance providers

Supported by: EMCCA, Innovate UK, British Business Bank

Timescale: Medium term (2 to 3 years)

To capitalise on the business growth and sectoral opportunities, particularly in advanced manufacturing, clean energy and logistics, this action will support businesses to identify and access finance appropriate for their stage of development, needs and aspirations.

As Ashfield firms are less likely to have accessed private finance and large public sector innovation grants than regional and national averages, assisting businesses in understanding the finance options and providing access to finance leverage products is critical. 

Steps to address Action B2

• Map out funding streams available to businesses locally, regionally and nationally (covering startups, high growth and larger existing businesses), including those with a focus on supporting productivity improvements and higher value activity 
• Continue to communicate intelligence to businesses and appropriate intermediaries across the district
• Continue to deliver and establish additional funding streams for hyper-local business support projects (e.g., Enterprising Ashfield)

Action owner: Ashfield District Council

Supported by: EMCCA, NCC, businesses

Timescales: Medium term (2 to 3 years)

Ashfield has a diverse economic base with strong presence in industrial, manufacturing and innovation-led activity, which align with Industrial Strategy priority (IS-8) sectors. This aligns with regional and national agendas focusing on advanced manufacturing, upskilling, innovation and entrepreneurship, and creates supply chain opportunities to be exploited for further economic benefit.

Steps to address Action B3

• Continue to work with EMCCA to run key account management for selected primes / large businesses to identify opportunities for growth 
• Encourage primes/large businesses to ‘buy local’ by procuring products and services from businesses located in Ashfield
• Support local businesses to identify and win contracts. Key projects include West Burton Power Station STEP Fusion Energy Prototype Project, the Zero Carbon Innovation Centre, and East Midlands Intermodal Park, while the East Midlands Regional Defence and Security Cluster develops defence supply chains and MoD procurement
• Develop and deliver training / support offer on procurement processes for businesses and VCSE organisations, helping firms compete for higher value contracts.

Action owner: Discover Ashfield partners

Supported by: Ashfield District Council, businesses

Timescale: Short term (12 months)

There is strong partnership working, stakeholder engagement and governance in Ashfield, supported by the work of the Council in collaboration with local partners (including key account management activities). However, given the dynamic nature of business support and evolving business needs, businesses face uncertainty due to unclear support and investment pathways.

This action recognises the importance of maintaining a strong relationship with local businesses via a partnership approach. This will be key to ensuring there is understanding of where support is available, where support can be targeted and leveraged, and how collaboration can build momentum towards productivity, business outcomes and higher value activity.

Steps to address action B4

• Work with local business champions to involve in regeneration projects via Discover Ashfield and Pride in Place activities
• Undertake data collection and intelligence gathering, leveraging partnerships with businesses, for instance, quarterly targeted sector surveys to gain views of local business owners (which can feed into evolving view of business needs and aspirations linked to support provision and access to finance)
• Capitalise on the success of existing programmes (for example, Succeed in Ashfield) and promote outcomes to wider audiences

Ashfield will have a more productive and resilient business base, with more firms scaling up and delivering high value activity, and accessing the finance they need to grow, narrowing the gap with regional and national productivity. This will support inward investment to further grow our economy and deliver opportunities for residents.

Ashfield’s well established partnership working, stakeholder engagement and governance processes have contributed to attracting investment and funding, and the associated delivery of regeneration projects. 

However, political and funding uncertainty create challenges for long-term planning and investment. Uncertainty over future funding allocations at both regional and national levels presents a risk to the delivery of regeneration initiatives, place based development and efforts to strengthen local identity.

In response, there is a need for clear spatial priorities and coordinated investment in Ashfield's town centres and high streets. This can help guide development, sustain local services and improve perceptions of the district among residents, businesses and visitors. The actions and associated steps under this priority area support these ambitions.
Ashfield's town centres are at the heart of the district's wider regeneration programme, with significant investment being directed towards their renewal and long-term sustainability. Alongside supporting commercial activity and mixed use development, future regeneration should continue to focus on heritage-led regeneration, building improvement, upper floor reuse, public realm enhancements, cultural activity and reducing long term commercial vacancies.

Collectively, these interventions can strengthen local identity, increase footfall, support local businesses and improve perceptions of Ashfield as a place to live, work, invest and visit Ashfield’s town centres are transitioning away from a retail-led model. The Strategy places greater emphasis on mixed-use regeneration - combining residential, leisure and workspace - alongside flexible business and incubation space, and experience-led destinations that provide new reasons for people to visit and spend time in the district’s centres.

Action owner: Ashfield District Council

Supported by: Visit Nottinghamshire, Discover Ashfield partners, local property agents

Timescale: Short term (12 months for Sutton), with delivery in longer term for the remainder

This action focuses on mapping out and coordinating actions that tackle socio-economic barriers and negative perceptions.

Steps to address Action T1

• Refresh and deliver town centre masterplans and improvement plans (for instance, for Sutton, Kirkby and Hucknall linked to the new Pride in Place funding and long term programmes)
• Centralise and coordinate the promotion of vacant premises across the district’s town centres and high streets (for instance, via High Street Rental auctions) 
• Support the diversification of high streets and town centres to include new uses (for instance, flexible incubation / scale up space)
• Prioritise heritage led regeneration and building improvement schemes that bring prominent buildings back into productive use
• Encourage the reuse of vacant upper floors for residential, commercial and community uses, increasing activity within town centres throughout the day and evening
• Deliver public realm improvements that enhance accessibility, attractiveness and the overall visitor experience
• Support cultural, arts and events programmes that increase footfall, strengthen town centre identity and support local businesses
• Work with property owners and partners to reduce commercial vacancies through proactive property promotion, meanwhile uses and targeted regeneration interventions.

Action owner: Ashfield District Council

Supported by: Visit Nottinghamshire, Discover Ashfield partners

Timescale: Short term (12 months for sutton), with longer term delivery for housing (3+ years)

There are opportunities and land capacity for housing development and business premises to be established in Ashfield. Capitalising on these opportunities through this action will help tackle a misalignment in Ashfield between housing available and workforce expectations, support community and social regeneration, deliver economic benefits by assisting in attracting and retaining skilled workers, and enhance perceptions of the area.

Steps to address action T2

• Develop community engagement and local insight data collection (e.g., local surveys, consultation processes) to identify regeneration / place making priorities
• Identify opportunities for development of quality, affordable housing, drawing on existing evidence of demand.

Our centres include more mixed use and flexible workspace to support our enterprising businesses to thrive and grow, and experience led destinations that draw people in and lift perceptions of the area.

Overall, the proportion of residents with no qualifications in Ashfield has fallen by 51% over the past decade. This is supported by Ashfield’s existing Education and Skills Improvement Plan, strong local skills provision, employer engagement, Further Education partnerships and apprenticeship opportunities. Together, these pathways provide a platform to upskill the workforce and support innovation and entrepreneurship.

However, the employment rate has declined over the past decade, while job density and the proportion of job roles advertised in Ashfield are below the national average. Economic inactivity in the region remains relatively high, driven by long term sickness and caring responsibilities. Persistent health inequalities, labour market inactivity and widening skills gaps constrain workforce participation, limit business growth and exacerbate recruitment challenges. 

Working alongside actions from the emerging Be Healthy Be Happy strategy, addressing these challenges will require a focus on skills development, workforce participation and progression into employment.
The Skills priority will be delivered in alignment with Ashfield's Education and Skills Improvement Plan 2022 to 2031 and the work of the Education and Skills Partnerships.

A central objective of the Skills priority is to reduce economic inactivity by supporting residents facing health, caring, confidence and skills barriers to re-engage with learning and employment. This reflects the district's relatively high levels of economic inactivity, particularly due to long term sickness, and the need to connect more residents to opportunities in Ashfield's priority growth sectors

Skills activity under this Strategy is demand led, aligned to the occupations that Ashfield’s priority sectors (e.g., distribution and logistics, advanced manufacturing, and health and social care) are expected to need over the next 5 to10 years. 
In addition to supporting entry into employment, the Strategy will support progression into higher skilled and higher paid occupations. Emphasis will be placed on increasing participation in Level 4 and 5 technical qualifications, higher apprenticeships, management and leadership development, and digital skills. This will help improve productivity, support business growth and ensure residents can access opportunities created by the district's priority sectors.

Drawing on real time labour market intelligence and employer engagement, the approach seeks to anticipate future workforce demand and align training provision accordingly. Alongside support for young people, adult skills provision will focus on helping residents access employment and progression opportunities in key growth sectors, including logistics and distribution, advanced manufacturing, engineering and construction, health and social care, and digital and technical occupations. This will support sector growth, improve inclusion and help address labour supply constraints

Action owner: Discover Ashfield Schools Network

Supported by: Ashfield District Council, local schools, Discover Ashfield partners, EMCCA

Timescale: Medium term (2 to 3 years)

This action will focus on building aspiration and career awareness from an early age, ensuring that young people in Ashfield are better informed about the opportunities available to them locally. Early exposure to education and career choices will raise ambitions and tackle skills gaps, ensuring that the future workforce pipeline aligns with the needs of growth sectors.

Steps to address Action S1:

• Continue delivery of Ashfield District Council’s 10 year Education and Skills Improvement Plan
• Conduct mapping exercise to identify current and future local career opportunities (including within local businesses and Discover Ashfield partners)
• Produce a regional ‘Best Practice Guide’ showcasing initiatives and school partnerships to share with education providers using active promotion and follow up (including through the Primary and Secondary School Networks)
• Facilitate and formalise networking and referral routes between schools/ training providers (colleges and ITPs) and businesses in the district
• Lobby for Department for Education to embed careers education into schools (for instance, Gatsby Benchmark)
• Support delivery of 'career exploration days' and 'apprenticeship weeks’
• Promote entrepreneurship, enterprise education and self employment pathways alongside more traditional employment routes
• Identify ‘apprentice ambassadors’ to share their experiences in schools

Action owner: Ashfield District Council

Supported by: Adult Skills Partnership, Secondary Schools Network, training providers

Timescale: Short term (12 months)

This action will support regional ambitions to create a more responsive skills system that meets the needs of local residents and employers. By improving skills and labour market intelligence, partners will be better equipped to address skills gaps and align training opportunities with employer demand. 

Steps to address Action S2

• Engage with businesses and training partners to gather insights and develop real time intelligence to understand current and future skills requirements / recruitment voids in the district (for instance, via surveys and consultations)
• Communicate intelligence more widely to businesses, training providers and wider regional stakeholders
• Establish a list of key projects / interventions of sufficient scale and / or strategic importance to require a bespoke approach to skills development
• Facilitate networking opportunities between businesses and training providers to develop targeted solutions to skills gaps / recruitment voids.
• Use labour market intelligence to develop sector-specific workforce plans for Ashfield's priority sectors, identifying future occupational demand, skills shortages and training requirements.

Action Owner: Ashfield District Council Adult Skills Partnership

Supported by: EMCCA, Discover Ashfield partners, training providers, businesses, DWP

Timescale: Medium term (2 to 3 years)

This action will support regional ambitions to develop an inclusive talent pipeline that enables people to move successfully from education into employment. As a result, young people will be better equipped to make informed career decisions and more effectively connect with opportunities available within the local labour market.

Steps to address Action S3

• Provide advice, materials and resources to support businesses / employers looking to offer school visits, work experience placements and/or apprenticeships
• Increase participation in apprenticeships, higher apprenticeships and degree apprenticeships aligned to priority sectors.
• Work with employers, training providers and EMCCA to increase the availability and uptake of apprenticeships, higher apprenticeships and degree apprenticeships linked to priority growth sectors.
• Support SMEs to access apprenticeship opportunities by providing guidance on recruitment, funding and collaboration models.
• Develop a promotional campaign, highlighting opportunities that exist across the district, making this available through careers services within the district and beyond
• Work with employers and partners to retain local talent and attract skilled workers into Ashfield's growth sectors, promoting the career opportunities available within the district.
• Leverage what is produced under action S1 to promote and clarify pathways from education to employment to young people.

Action owners: Ashfield District Council Adult Skills Partnership

Supported by: Training providers, EMCCA, Discover Ashfield partners, businesses, DWP, Ashfield District Council Health and Wellbeing team, Ashfield Voluntary Action

Timescale: Medium term (2 to 3 years)

This action will support regional ambitions to improve skills opportunities, reduce economic inactivity and enable more residents, particularly those facing health, caring or confidence related barriers, to enter, return to and progress within the labour market. By better understanding the needs of residents and providing targeted support, activities will help to reduce barriers to employment, helping more residents to participate in the local economy. 

Attention should be given to residents aged 50+, many of whom may have valuable skills and experience but require support to retrain, adapt to changing labour market demands, or return to work following periods of ill health, caring responsibilities or redundancy.

Steps to address Action S4

• Facilitate intelligence sharing between businesses, colleagues and independent training providers, and VCSE organisations regarding skills and employment support needs
• Continue and expand 'Succeed in Ashfield' to improve aspirations and ambitions in the local workforce
• Support VCSE organisations to secure funding to ensure capacity to reach underserved groups, reduce barriers to employment, and provide wraparound skill support. 
• Develop targeted return-to-work programmes for residents who have been economically inactive due to long-term health conditions. 
• Work with DWP, NHS partners and VCSE organisations to provide integrated employment, health and wellbeing support. 
• Establish sector based work academies linked to logistics, manufacturing, health and construction. 
• Promote flexible and part-time employment pathways for carers and older workers. 
• Deliver confidence-building, employability and digital skills programmes for adults furthest from the labour market. 
• Support residents to progress from entry-level employment into higher-skilled occupations through modular training and adult learning.
• Develop targeted support for residents aged 50+ who wish to remain in, return to, or progress within employment, including tailored careers advice, retraining opportunities and flexible employment pathways.
• Develop and promote reskilling and upskilling programmes aligned to the workforce needs of growth sectors, including logistics, advanced manufacturing, engineering and construction, health and social care, and digital occupations.
• Develop digital, automation and Industry 4.0 training programmes to support workforce needs in logistics, advanced manufacturing and engineering businesses.
• Work with colleges, universities and training providers to expand access to AI, robotics, data analytics and digital technology training opportunities.

Action owner: Ashfield District Council Adult Skills Partnership

Supported by: NHS, DWP, VCSE sector, EMCCA, health and wellbeing partners

This action focuses on preventing long-term economic inactivity through early intervention and health improvement activities. By strengthening links between health, community and employment services, partners will help residents maintain their connection to learning, volunteering and work.

Steps to address Action S5

• Align employment support with the emerging Be Healthy Be Happy Strategy.
• Develop social prescribing pathways into volunteering, training and work.
• Pilot employment support for people with musculoskeletal and mental health conditions.
• Support employers to become more disability confident and health inclusive.
• Promote workplace wellbeing and retention initiatives.

Ashfield's demand led skills system helps residents of all ages access opportunities, reduces economic inactivity, supports adults to return to work following ill health or caring responsibilities, and provides employers with the skilled workforce required by the district's growth sectors.