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Apprenticeships Health Sector Agenda GOING FOR GROWTH

Apprenticeships Health Sector Agenda GOING FOR GROWTH Bridget Herniman – Apprenticeships Project Manager. Content of Presentation. Rational of Project What SfH is doing Overview of Signposting Tool Overview of Employer Toolkit Video . Vision.

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Apprenticeships Health Sector Agenda GOING FOR GROWTH

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  1. Apprenticeships Health Sector Agenda GOING FOR GROWTH Bridget Herniman – Apprenticeships Project Manager

  2. Content of Presentation • Rational of Project • What SfH is doing • Overview of Signposting Tool • Overview of Employer Toolkit • Video

  3. 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.

  4. 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.

  5. Key Issues Complexity of sector Pace and size of change Awareness and information Perception and understanding Funding Frameworks

  6. Actions Increase range of appropriate and relevant apprenticeship frameworks (signposting tool) Ensure all work is employer led (toolkit) Increase awareness and improve availability of materials Establish leadership through national funding and networks SHA plans to meet targets

  7. 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: • Can be accessed NOW ie fit for purpose • Are in need of development (or health contextualisation) • Is there any provision that should be serviced by an Apprenticeship but no Framework available?

  8. 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) stf

  9. Sustainable strategy Continue to develop the business case Capture and share good practise Increase and expand use of frameworks Ensure links to career progression and recognition of entry route DH establishing group to support development of the vision

  10. 3 Developing the business case 2 Identifying the key drivers 4 Developing your apprenticeship strategy & operational plan 1 Overview of Apprenticeships 5 Funding 16 What’s next, & additional resources 6 Apprentice Frameworks & Signposting Tool The Health Sector Apprenticeship Toolkit: The Employer Journey 15 Showcase –apprenticeships 7 Options for delivering apprenticeships 14 The Apprentice Journey- detailed aspects 8 Infra structure planning 13 Evaluating, assuring & enhancing provision 9 Communicating & raising awareness 12 Monitoring & reviewing progress against plans 10 Choosing & securing education & training provision 11 Recruiting, selecting & retaining apprentices Vision

  11. 1 Overview of Apprenticeships • Apprenticeships 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

  12. 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

  13. 3 Developing the business case • It 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

  14. 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

  15. 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

  16. 6 Apprentice Frameworks and Signposting Tool • This 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

  17. 7 Options for delivering apprenticeships • Careful 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

  18. 8 Infra structure planning • When 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

  19. 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

  20. 10 Choosing and securing education & training provision • It 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

  21. 11 Recruiting, selecting and retaining apprentices • Early 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

  22. 12 Monitoring and reviewing progress against plans • This 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

  23. 13 Evaluating, assuring and enhancing provision • Evaluation 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

  24. 14 The Apprentice Journey- detailed aspects • There 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,

  25. 15 Showcase - apprenticeships • There 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

  26. 16 What’s next, & additional resources • This 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 inclusion • This 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

  27. Final thought- apprentices can offer • An agreed framework • Patient care improvement • Personal growth for employees • Recognised 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 learning • Effective, motivated and retained staff

  28. Bridget Herniman Project Manager Apprenticeships Standards & Qualifications Directorate Skills for Health Website :              www.skillsforhealth.org.uk Email:                  bridget.herniman@skillsforhealth.org.uk Home Office:        01380 813099 Mobile:                 07825377077 Admin Support:    0121 7671949

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