Apprenticeships

Health Sector Agenda

GOING FOR GROWTHGOING FOR GROWTH

Bridget Herniman – Apprenticeships Project ManagerBridget Herniman – Apprenticeships Project Manager

Content of Presentation

Rational of ProjectWhat SfH is doingOverview of Signposting ToolOverview of Employer ToolkitVideo

Vision

Our vision is that by 2012 apprenticeships will be recognised and valued as fundamental to service delivery through increased productivity, greater staff retention through career progression, and a more highly motivated workforce which will ultimately benefit patients.

Aim

The aim is to improve access to and take up of a wider range of apprenticeship training programmes, which meets both the current and future workforce needs.

Key Issues

Complexity of sector Pace and size of changeAwareness and informationPerception and understandingFundingFrameworks

Actions

Increase range of appropriate and relevant apprenticeship frameworks (signposting tool)Ensure all work is employer led (toolkit)Increase awareness and improve availability of materialsEstablish leadership through national funding and networksSHA plans to meet targets

Framework Signposting ToolRationale

175 job roles identified and promoted via NHS Careers http://www.nhscareers.nhs.uk/ (This does not include 25 separate Arms Length Bodies)

How many of these are / could be attributed to Apprenticeships? (over 180+)

Of those potential Apprenticeships identified how many:1. Can be accessed NOW ie fit for purpose2. Are in need of development (or health contextualisation)3. Is there any provision that should be serviced by an

Apprenticeship but no Framework available?

Range of levels of Apprenticeships

65 job roles were linked to level 2 Apprenticeships with around 39 frameworks accessible (across 25 SSB / SSCs)89 job roles were linked to level 3

Advanced Apprenticeship frameworks with a choice of over 40 frameworks (across 23 SSB / SSCs)

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Sustainable strategy

Continue to develop the business caseCapture and share good practiseIncrease and expand use of frameworksEnsure links to career progression and recognition of entry routeDH establishing group to support development of the vision

1 Overview of Apprenticeships

2 Identifying the key drivers

3 Developing the business case 4 Developing your

apprenticeship strategy & operational plan

7 Options for delivering apprenticeships

8 Infra structure planning

9 Communicating & raising awareness

10 Choosing & securing education & training provision11 Recruiting, selecting &

retaining apprentices

12 Monitoring & reviewing progress against plans

13 Evaluating, assuring & enhancing provision

14 The Apprentice Journey- detailed aspects

5 Funding

6 Apprentice Frameworks & Signposting Tool

15 Showcase –apprenticeships

16 What’s next, & additional resources

The Health Sector Apprenticeship Toolkit:

The EmployerJourney

Vision

1 Overview of ApprenticeshipsApprenticeships are integrated workbased development programmes that reflect the application of knowledge and competencies required of the modern day multi skilled workforce, and leads to nationally accredited qualifications.

Key areas for consideration are as follows:

• Types of Apprenticeships• Contents of an Apprenticeships for those aged 16+• Who is it for• What are the benefits to the:

• Apprentice• Employer

• What national initiatives support this type of development programme

2 Identifying the key drivers

There are many factors to be taken into consideration when deciding on whether an Apprenticeship programme is right for your workforce – these include the following key areas for consideration:

•Local drivers specific to your department and organisation

•Regional drivers that determine the organisational policy

•National drivers that shape some of the regional and organisational priorities

3 Developing the business caseIt is crucial that after identifying the key local, regional and national drivers, that you have enough hard data to justify the business case to yourself and for other key stakeholders. This can be undertaken in a variety of ways, but it is vital that you include at least the following key components.

•Value /cost savings•Impact /rationale base on workforce profile /changes•Impact /rational based on service reconfirmation•Organisation mission/strategy alignment •Policy alignment •Risk assessment•Board/key stakeholder briefings /key benefit messages•Role /job analysis /competence maps

4 Developing your apprenticeship strategy & operational plan

In order to create or develop your Apprenticeship Strategy and Operational Plan you need to be clear about the following which will help to inform your decisions:

•The content of an Apprenticeship and the value that it can bring to your workforce•The key drivers to support the Apprenticeship agenda - both internal and external•The justification via your business case

5 Funding

Funding is an important and crucial issue to any employer and their organisation. It is impossible to write the definitive funding guide as funding streams change on a regular basis and can differ per region and priority. Below are some key links to help signpost you to a number of useful resources:

• Skills for Health• Learning and Skills Council• Job Centreplus• European Social Funding

6 Apprentice Frameworks and Signposting ToolThis section is to help you in identifying a relevant Apprenticeship framework to support the development of a member of staff (either new or existing) against a specific job role. It is vital to identify the right framework and level that truly reflects the demands of the Apprentice’s actual job role.

There are several resources to help you:

•The Health Sector Apprenticeship Signposting tool which is in spreadsheet format.•A list of all relevant Apprenticeship frameworks, identified as being appropriate within the health sector, at both levels•A folder containing webpages and links on Apprenticeships for all relevant Sector Skills Councils / Standard Setting Bodies•A Folder containing copies of all frameworks against those identified as being relevant to the health sector

7 Options for delivering apprenticeshipsCareful consideration needs to be given to a number of factors in determining the

optimal approach to delivering Apprenticeships in your own organisation. A range of delivery options are available, informed and determined by the following key points for consideration

Key questions to consider:

• Roles in relation to delivery (the Apprentice, the employer and the provider of education and training)

• Key activities associated with delivery • The Apprentice (employment and funding arrangements)• Changing and emerging arrangements for delivery (direction of travel)• Arrangements for funding delivery

8 Infra structure planningWhen determining what infrastructure you need in place, you need to look at your

Apprenticeship Strategies and related plans and identify what support and resources you need to ensure they are success. You need to take care when considering your options and ensure they are realistic, available and viable. There are a number of key Factors which will form part of your planning process.

• Key questions to consider:• Strategies and Related Plans• Skills Requirements• Capacity• Resources• Collecting and Managing Data and Information• Mitigating Risks and Contingencies• Short, Medium and Long Term Achievements and Successes• Sustainability

9 Communicating and raising awareness

Apprenticeships can be conceived as complex with misconceptions around ages, time frames, delivery models and their value.It is therefore vital to communicate the right messages in the most effective format for the required target audience at the most appropriate time.In order to do this it is recommended that you consider the following as a minimum:

•You have a clearly defined communications strategy•You have a comprehensive communications action plan•You have created a risk, issues and dependencies document

•All key stakeholders are clearly and concisely informed on the above

10 Choosing and securing education & training provisionIt is important to carefully consider the following key issues when choosing and

securing education and training provision.

• Employer Preparation• General Questions and Indicators of Quality• Additional specific related Questions • Relevant Processes, including Tendering where appropriate• Summary and Key points

11 Recruiting, selecting and retaining apprenticesEarly planning, along with a robust and thorough recruitment, selection and

employment process are critical factors to the success of securing and retaining an Apprentice. To be effective within these areas, link into HR and the marketing and promotion department for their expertise to provide robust and targeted information, processes and procedures.

Key areas for consideration:• Recruiting and advertising for an Apprenticeship (Internal and external

candidates)• The interview process and procedures• The Induction process and procedures• The Retention process and procedures• Leavers and non Achievers

12 Monitoring and reviewing progress against plansThis is a crucial part of the process, to ensure that all key stakeholders are progressing at the appropriate rate and to the required standard. There are a variety of different elements which need to be reviewed and monitored against the plans you have developed. Key areas for review are as follows:

•Internal Organisational Strategies and Action plans such as:•Apprenticeship Strategy•Apprenticeship Action Plan•Apprenticeship Communication Strategy•Apprenticeship Risk and Issues•Other learning and development plans•The Apprentice’s Journey including:•Reviewing progress of the Apprentice •Reviewing the performance / contributions of those who are directly responsible for the Apprentice’s support and programme of development/ assessment

13 Evaluating, assuring and enhancing provisionEvaluation seeks to identify good and interesting practice, test achievement of

intended outcomes as well as explore challenges and lessons learnt. The findings being used to engage in quality assurance (affirming required standards are being achieved and maintained) and inform future planning and delivery, with view to improving or quality enhancing provision.

Evaluation fits within business and operational planning Evaluation approaches/methodologies should be appropriate to the nature and scale

of the given work-stream/project’s aims, outcomes and processes, and not unduly burdensome

Key questions to consider:• Parameters: what why when• Benefits and requirements • Approaches and methods • Using the outcomes

14 The Apprentice Journey- detailed aspectsThere are a number of other significant aspects to consider in addition to the core

decisions you need to make for Apprenticeships. Each of these aspects will impact upon the type and quality of Apprentice provision and need to be considered in some detail. The Exploring current Apprenticeship provisions within the NHS England report (see folder 1) identifies emerging “models” and 18 relevant aspects. Each aspect can;

• Be mapped to each part of the employer journey reflected in this tool kit • Be seen as relevant to either strategic and or operational planning and delivery• Potentially have National, |regional and /or local application• Articulate with service and education polices and practice beyond that of

apprenticeships • Be seen as having a number of operational approaches or positions,

15 Showcase - apprenticeshipsThere are a number of ways in which you can communicate, promote and show case Apprenticeships. You can compile a number of products using a range of formats. Here are a few ideas:

•Write up and tell the real success stories (make them real)•Produce case studies and videos•Presentations•Promotional and recruitment literature•Newsletters’•National and or local awards/recognition e.g. Apprenticeship of the year

To be really effective and make the most of what you produce, tailor the show case materials against the intended internal and external audiences

16 What’s next, & additional resourcesThis component of the toolkit has been produced in partnership with you and other stakeholders and represents a working document. In order to provide effective support to you and to facilitate sharing of experiences and good practice it is vital to continually develop and update its contents to ensure relevance and currency. We would therefore invite you to provide:

•Feedback ( see attached form)•Example materials for inclusion within the toolkit •Resources which might be used in the other phases of the toolkit (Apprentice and Provider journey – development phases 2 and 3)•Any links not found in this folder that could be of use for inclusionThis folder also contains:

• Collation of valuable links• Acronyms• Contributor acknowledgments• Guidance on the submission of materials within the toolkit• Sign up for updates and phase 2 and 3 development of the toolkit

Final thought- apprentices can offer

An agreed frameworkPatient care improvement Personal growth for employeesRecognised progression routes (work and learning)Employer led provision New and innovative ways of working supported Trained, knowledgeable and competent employees Integrated learning (knowledge and skills) Cost effective learningEffective, motivated and retained staff

Bridget HernimanProject Manager ApprenticeshipsStandards & Qualifications DirectorateSkills for Health Website :              www.skillsforhealth.org.uk Email:                  bridget.herniman@skillsforhealth.org.ukHome Office:        01380 813099Mobile:                 07825377077Admin Support:    0121 7671949