Youth Unemployment

Chris Leslie Excerpts

Wednesday 16th February 2011 Commons Chamber

[Jenny Willott]

I will not give way. Everyone will have the chance to speak later if they wish.

As has been mentioned, unemployment among young people has gradually increased since 2002, and that was during the good times, so clearly in the bad times it will not be easy to get people back into work. It is now even harder for the new Government to get them into work, as they have already been out of work for longer, and we know that the longer people have been out of work and the further they are from the jobs market, the more effort, money and time it takes to get them back into work. However, the problem is that the future jobs fund was not working. It was created to ease youth unemployment and make the figures look better; it was not established to create long-term sustainable jobs. Opposition Members have mentioned that many times, but it is not that public sector jobs are not real jobs—of course they are—but rather, that the jobs created for the future jobs fund were not real jobs. They were short-term, six-month placements created for the purpose of the fund; they were not jobs that were sustainable in the long run. That has been borne out by the initial information on what people have done after being placed by the future jobs fund. About 50% of people were back on working-age benefits after seven months—one month after finishing their placement. Of those in a comparable group who found work through other programmes or found work for themselves, only 35% were back on jobseeker’s allowance after seven months. Clearly, the future jobs fund has not been working. It is performing less well than the other programmes that the previous Government put in place.

[Chris Leslie (Nottingham East) (Lab/Co-op)]

Will the hon. Lady give way?

[Jenny Willott]

No; I want to ensure that there is time for as many people as possible to speak.

The future jobs fund is not cost-effective. It costs a lot, and that money could be better spent. In theory, it was aimed at those who were furthest from the jobs market, but it seems that a large number of those people in placements were graduates. For example, about 20% of the people taken on by Birmingham city council had at least one degree.

--- Later in debate ---

[Chris Leslie]

In the city of Nottingham at this time last year, youth unemployment fell for five months continuously, but this year it has been rising. The hon. Gentleman talks about growth and how central it is, but does not he have some doubts that his Government are not doing quite enough on the growth strategy? Could he elaborate on that?

[Damian Hinds]

I do not have such doubts. I cannot comment in detail on Nottingham’s figures over the past few years, but as we have been examining in this debate, the problem of youth unemployment has not started in the past few months: it has been with us for a long time and we have a structural issue.

I was talking about the buoyancy that is needed in the private sector. That starts with investment because when there is investment, businesses grow and take on workers, including young workers. To encourage investment, we need to keep interest rates low. To keep interest rates low, we need a Government who take the nation’s finances seriously. We also need to ensure that lending is happening, and I am pleased that the Government are taking a very robust approach with the banks on that. Something that we need to work on more, but which will take some time, is ensuring that British firms are not bogged down in regulation, dead-weight administration and an enormously complicated tax system.

As well as a buoyant private sector, we need to make sure that we have the right skills to take advantage of the opportunities in the market, both generally and targeted at specific sectors. When we talk about productivity, we tend to focus on manufacturing, but the service sector now accounts for two thirds of the private sector and for much of the productivity gap that we have in relation to other leading nations. Services will continue to be important in future and we need to build up the skills base of our young people—not just their craft skills but their interpersonal and communication skills.

It is also right to have a targeted approach—a strategy for Great Britain plc. Our record on picking winners is not unblemished, but we do need a strategy. We will never again make T-shirts cheaper than China, but there are sectors in which we can excel. The trick is to find sectors in which there is the coincidence of a high-value, attractive growth market and something that Britain is uniquely well-placed to take advantage of, such as advanced manufacturing, pharmaceuticals, the creative industries, financial services, higher education and tourism.

Let me say a word on tourism, because my background is in the hospitality, leisure and tourism sector. [Hon. Members: “Ah!”] I do not know why people are saying “Ah.” That market is in long-term growth and remains a great export opportunity for this country. We are well-placed to take advantage of that market because of our great heritage, our vibrant cities and our beautiful countryside. In that regard, I must say, on a local level, that I am delighted that the South Downs national park will be opening its doors in a few weeks’ time.

When it comes to tourism at Great Britain plc, the marketing department is very good but I am afraid that the human resources department still needs some work.