1. Developing a strategy on apprenticeships
Paul Marijetic
Apprenticeship Lead

2. Apprenticeships There are two types of apprenticeships New staff
Existing workers
With either type people are employed it’s not just a training programme or course but there must be an apprenticeship available
Under the current policy there are two types of apprentices.
New Staff
The first type is one that you would traditionally recognise as an apprenticeship. A new (usually, but not, exclusively young) member of staff would train on the job to learn that job and ultimately become qualified. It may or may not also include release to attend training externally (one day a week, once a month etc.).
Existing workers
The second type is aimed at existing workers who will be learning some new skills within their normal role; again it may or may not also include release to attend training externally. So whilst it might not seem like an apprentice in the traditional sense, you should think of this type of apprenticeship as a mechanism for receiving training and having your abilities and understanding recognised through qualifications for the job that you are doing.
However it can only be an apprenticeship if there is an apprenticeship framework or standard available. e.g. even if you wanted to take on an apprentice you cannot do an apprenticeship in Physiotherapy as there is currently no apprenticeship available

3. Apprenticeships New staff
The workforce planning and development have identified new roles within the trust and these roles are suitable for new apprentices to be employed
Staff have left and new vacancies become available and these are identified for new apprentices

4. Apprenticeships Existing staff
Existing staff are working in jobs that have never been accredited and now apprenticeships allow them to be so
Existing staff where new apprenticeships are available and that apprenticeship might represent potential career progression
Identification of existing training programmes that could be apprenticeships and converting them

5. Potential Apprenticeship Levy introduction
Numbers
New entrants
Apprenticeship
Levy targets
Public sector
targets
Existing staff
Sept 2016
Introduction
of Public
Sector targets
31st March 2016
End of year of public
sector targets and
start of Levy
18 months
into Levy
Sept 2021
Time

6. Numbers v Levy You know your approximate levy bill – set targets
Variable costs of apprenticeships
Predominantly level 2 and 3s
Nursing associate (2018) nursing (2017) other degree apprenticeships not even in pipeline

7. Funding of Standards Number Band limit 1 £1,500 2 £2,000 3 £2,500 4
£3,000 5
£3,500 6
£4,000 7
£5,000 8
£6,000 9
£9,000 10
£12,000 11
£15,000 12
£18,000 13
£21,000 14
£24,000 15
£27,000

8. Numbers v Levy You know your approximate levy bill – set targets
Variable costs of apprenticeships
Predominantly level 2 and 3s
Nursing associate (2018) nursing (2017) other degree not even in pipeline
2 asst. practitioner apprenticeships = 8 HCSWs
Need thorough and detailed workforce development strategy based on roles and potential vacancies.

9. Numbers v Levy Funding for the levy is collected on a monthly basis
Funding is calculated by dividing the agreed funding band by the number of months it will take
It is paid to training providers on a monthly basis
When you actually start an apprentice will have a great impact on the levy spend
Need to fully plan in detail down to the apprenticeship subject area with its funding attached and profile starts.

10. Considerations for identifying new posts
Identifying all Bands 1 – 3 or 4 as potential apprenticeship roles
‘Grow your own strategies’
Hard to recruit posts
Gaps in service delivery
Setting out the benefits and values of apprenticeships and asking managers to actively seek recruiting apprentices.

11. Pay structure (for new apprentices)
No staff below band 3 – includes apprentices
Whatever band that role is
Annex U approach
All apprentices on the old Band 1 level
Band below the band for that role
Using an ATA
Apprenticeship minimum wage of £3.30 ph
London Living Wage of £9.40ph

12. Using training providers
Public sector procurement rules
Quality approval systems in existence
Determining good
The timely and overall success rates
Numbers of apprenticeships they have delivered in that area
The vocational expertise of the trainers
Their delivery model and training content
Employer experience
Additional offers/costs

13. Delivering apprenticeships yourselves
Quality control
Monetary
Lack of existing providers

14. Governance
In small groups discuss and identify the possible governance of apprenticeships within your organisations – what should it look like?

15. Key messages from the emerging themes needed in the strategies
Parallel strategies are needed for the training of existing staff as apprentices and the recruitment of new staff as apprentices
Workforce development strategies need to be worked out in detail to clearly identify roles and apprenticeships down to the point of profiling starts annually
Clear salary policies need to be developed and agreed for apprentices
Apprenticeship targets should be owned locally (by geographical site or occupational area) but co-ordinated centrally
Quality controls need to be put into place in the commissioning of apprenticeship training providers
All strategies should explore the potential of delivering some apprenticeships internally