Month: September 2016

My email in support of @LutonTown Power Court & Newlands Park applications

This is what I emailed over to the planning team at LBC. If you’re thinking of doing the same, guidelines on what to include can be found here:

In support of Power Court (REF: 16/01400) & Newlands Park (REF: 16/01401)

Dear Sir/Madam,

I, as a resident of Luton, write to voice my support for the submitted planning applications from 2020 developments for the schemes at Power Court (REF: 16/01400) and Newlands Park (REF: 16/01401).

I’m certain that many of the supporting emails you have received for these two applications have started with heartfelt tales of the length and depth of the author’s support for Luton Town Football club. This will not be one of those emails. I have no need to recount the magic wand that was Jean Louis Valois’ left foot or how I once saw Steve Howard at a restaurant in London but was too frightened to ask the big man for an autograph because I thought he’d be annoyed and I’d seen how he’d bruised opposition centre halfs season after season. This will not be one of those emails because all of those things are all in the past and this email is about the future.

I work in a Luton High School as a Careers Advisor. This means my role is at the interface of education and local business. Local young people want to be work ready and local employers want a highly skilled local workforce. For both of these outcomes to be successfully achieved, Luton needs to both be a desirable destination for a range of employers to base their operations and engage with the local community and our young people need to experience the local labour market and aspire to live and work in the area in their later lives.

Progress is being made on both fronts. Luton is already home to a number of remarkable businesses that are proud to be involved with the local community and it is also a hugely exciting time in the redevelopment of the town with projects such as Napier Park, the Cultural Quarter and the expansion of London Luton Airport. The local education system is also stepping up to the mark with new schools and facilities opening, impressive Ofsted grades and region beating progression statistics. Both of the developments from the 2020 group would be massively beneficial projects to these aims.

I visited the 2020 exhibition at the Hat Factory and was impressed then with the thought and diligence that had gone into all aspects of the proposed sites but, upon reading the online planning documents and particularly the Socio-Economic submission, I am now convinced of the important role the developments could play in the future economic health of the town. The developments align with the aims of the Luton Investment Framework and the growth outcomes of SEMLEP’s strategic economic plan. The mix of retail, office and entertainment space at Newlands Park and the retail and hospitality plans for Power Court will offer a range of business investment. The commitment from 2020 to offer local young people apprenticeship opportunities during the construction phase and beyond will be hugely valuable to offering desirable progression routes and the KPMG estimate of 9,780 full-time roles added to the local economy by 2030 will be highly beneficial to enticing talented young workers to remain in the local area after leaving education. The influx of new companies to the area that take up the spaces will offer new opportunities for collaboration between education and business across the town and so improve the skills base and work readiness of our young people.

The economic benefits to both of the developments are clear and these, combined with the proposed spaces dedicated for cultural and social events, will have positive ancillary impacts across the wider Luton community which mean I fully support both the Power Court and Newlands Park proposals.



Russell George

(writing in a personal capactiy)

Careers Co-ordinator

Stopsley High School

Moments of choice

The emergence of evidence led research to direct careers policy in recent years has been a welcome branch of a wider evidence led trend across educational policy making. Using longitudinal data to not only show that employer faced careers interventions have positive outcomes but also to pinpoint the wage premium value these type of interventions have had has been a hugely persuasive headline for policy makers.

Keen to show that they are fulfilling one of their briefs to “show what works,” the Careers & Enterprise Company recently released a research paper “Moments of Choice – How education outcomes data can better support informed career decisions”. The document is based on two pieces of research: 1) an 84 page commissioned report also called “Moments of Choice” by the Behavioural Insights Team and 2) a piece of work by PricewaterhouseCoopers which looked at the current landscape of careers information providers.

The work of the Behavioural Insights Team is fascinating as it mixes psychology, sociology and economics to enable the state (or now that it is a standalone company, any paying client) to get the reaction from the public they desire. When the Department of Health wanted more people to join the organ donor list or HMRC wanted more people to pay their taxes on time, it was the Behavioural Insights Team they called. The potential overlap of Behavioural Economics and nudge theory to the student CEIAG process in schools is obvious and the scope for young people to make decisions and choices that are more informed and considered is huge.

The Insights Team research is based on a small number of interviews with young people and career professionals and a number of round-table events attended by a range of stakeholders. I attended one of those round-tables and noted at the time just what a task the Team had undertaken

and, looking back, it was stark just how misunderstood the event was by the stakeholders attending. The aim of looking at all of the influencing elements of career choice was too nebulous a concept for many to engage with or too wide for those only attending to reinstate their patch.

This complexity extends into the source research report but essentially outlines the following:

  • That, for each young person, a huge variety of contextual factors play differing roles in shaping their views on their careers possibilities. Parents, socio-economic background, peers, media and social media and other trusted adults can all play some part in a young person constructing a flight path and dismissing non desirable destinations
  • That the sheer number of possible options open to young people leads to a wealth of information across multitudes of providers. This wildly confusing landscape causes young people to retract and be hesitant to engage and prefer to stick to well trodden paths. They struggle to find information that they think will aid their decisions and find the information impersonal and hard to contextualize to their own lives.

Throughout the document popular behavioral psychology writers such as Daniel Kahneman are referenced (and the work in his book “Thinking, Fast & Slow” on decision bias and different judgement systems is very pertinent) but it was the work of Barry Schwartz that sprung to my mind.

Who theorizes that

  • A choice architecture system with many options to choose from can cause paralysis especially when the choices have been built up to be ‘important’
  • And that, the variety of choice leads the individual to believe that there must a choice that is a perfect fit for them. When the choice disappoints, the dissatisfaction for the individual is greater as they curse their (or the advice frameworks) inability to find the ‘correct’ choice for them (Which many would agree is consistent with the stereotypical adult reflection on past careers interventions).

To my mind though, it is noticeable that some elements you would expect at least a passing reference to are missing from the Insights Team report. When looking at how young people engage with career decisions, it is odd that any reference to the wealth of publications on career theory is absent. As anyone who has waded through Unit 3 of the Level 6 careers qualification will attest, plenty has been written on careers theory. Perhaps this decision was taken as the report only focuses on a specific age section of the employability journey while career theory can take a more holistic approach. Even then though, there is much the Team could have taken from Holland (1997), the importance Super’s (1953) Life Span theory places on “self concept shaped by feedback by the external world” or Gottfredon’s (1981) theory of Circumscription and Compromise considering the Career Enterprise Company’s overall aim of improving social mobility. There is also the disregard for the kind of career trajectory that Krumboltz’s Happenstance theory outlines. For a report whose aim is to outline an architecture that places the choices of individual as the author in control of their story, it is perhaps understandable but still striking to omit a theory which proposes that it is not even desirable for this to be the case.

There is also the lack of reference to the psychology of habit. Career decisions are not taken by individuals as single events in a vacuum. The habit loops of an individual will already be affecting their engagement with education and possible adult influencers well before career choices are tasked to be made. The work of Charles Duhigg and the concept of feedback loops


could have added value and helped place the behavioral psychology of choice into the wider context of a young person’s experience and how to positively interject into this.

Published simultaneously was the response to the research by the Careers & Enterprise Company which contains proposed actions such as disseminating further research and data such as longitudinal earnings figures to help individuals make more informed decisions. They also propose to convene an experts group to spread ‘advice’ statements on what works. The Company also sees a remit for itself in communicating advice to schools and CEIAG practitioners,

We will highlight key messages, alerting schools and colleges to the types of conversations that young people should be having and when they should be having them; the types of information they should consider in those conversations; the mistakes that young people typically make and, perhaps most importantly of all, the things that they do not need to worry about.

but that it

does not intend to provide individual advice to young people or create information tools designed to produce individualised recommendations. Our focus will be solely on high level advice i.e. advice that is true for large numbers of people.

This is slightly ironic considering the preceding thoughtful passages on ‘choice architecture’,

Personalisation is central to the creation of good choice architecture in complex scenarios. Personalisation means the degree to which the construction of choice sets and information sets is determined by what is known about an individual. Zero personalisation occurs when everybody has access to the same information and has to identify what is relevant to them. Weak personalisation occurs when information sets are created which are relevant to very large numbers of ‘average’ people – for example when information about career choices tells you about the average for a whole population of people entering into a particular career.

Which covers the nub of a paradox in the current UK Careers structure for young people. Distilling advice on the choices of individuals managing a trajectory through a hugely complex system such as the transition through education to work and beyond into career will only result in impersonal generalised statements. The report discusses the possibility of careers personalisation for young people being delivered by websites programmed with similar algorithmic processes to Amazon recommends. It acknowledges though that the bulk of responsibility of personalisation comes from the interactions with professionals involved in the day by day careers conversations, group work, trips and lessons designed to aid those young individuals. It is that very part of the process which, for all its strategic work with Enterprise Advisers and cold spot funding, the Company will remain at arm’s length from.

The tightrope of generalisation is even there, tripping up the Company in the Executive Summary

However, we can identify choices as ‘poor’ if, on clearly defined criteria such as ‘likelihood to increase earnings’, an individual has made a choice on a misconception

which fails to acknowledge that a misconception does not automatically lead to failure. A learner could choose a course on false information, love that course, be nourished by meeting like-minded people on that course and find happy, fulfilling work in the course area after graduating. A choice based on ‘wrong’ information can still turn out ‘right’: it’s a complex world and, as with general medical advice, there are always exceptions to the rule.

All of the strands of the Careers & Enterprise Company’s work can drive engagement between young people (and parents) and exploring careers decisions; bringing businesses into schools can illuminate job roles, publishing earnings data can lead to greatly informed decisions, sign posting ‘approved’ advice and notifying important calendar times can all help clear the fog of the unknown. It is though, the balances to strike between acknowledging complexity and simplification, between generalisation and personalisation and good advice and diktat that the Careers Company will have to find to succeed.

Hat tip to Tristram’s blog for bringing this report to my attention.