Black Country Partnership for Learning - Autumn Conference 2013 - Joint Conference - Apprenticeship Developments 2013

1. Joint Conference Programme
Apprenticeship Developments 2013
Friday 29th November 2013

2. Background to the Conference Patrick Highton, BCPL
Black Country Partnership for
Learning29th November 2013

3. Black Country Strategic Economic
Growth Plan – Jatinder Sharma, Principal and
Chief Executive, Walsall College and Member of
Black Country Local Enterprise Partnership Board

4. Black Country
Strategic Economic Plan
November 2013

5. Driver 1: Improving Black Country
Business Competitiveness
Driver 2: Raising Employability,
Education and Skills
Driver 3: Transforming our
Infrastructure and Environment

6. Business
+£3.7bn
Skills
Jobs
+£1.4bn
+£1.1b
n
Raising Productivity by £6.2bn

7. Skills for the Future Workforce

8. 2008
Performance

9. 2008
Performance

17. Apprenticeships

31. Skills for the Workforce

40. Black Country Business Survey
Does Your Business
Currently Employ
Graduates?
14%
Ye
s
86%
Are You in a Position to
Offer Structured Training
in the Next 2 Years?
50
40
30
20
10
0

41. Skills for the Workforce
Growth Sectors

43. High Value Manufacturing Skills Gaps
Engineering
Programming
Production

44. Skills for HVM
Challenges
Opportunities
“The lack of skilled workers is
holding back our growth”
"We see apprentices as the way
forward to keep skills for the
future”
“We are very concerned with
low level of apprenticeships –
they don’t teach them how to
use equipment”
“We would be looking for
experienced trainers, mentors and
assessors who can deliver not only
recognised qualifications but also a
series of short focused courses
along with simulated learning rigs”
“We need to make people
aware of some of the good
prospects in engineering rather
than banking and insurance”
‘”We are interested in working with
schools. There is a need to change
kid’s perceptions when they are
younger”

45. High Value Manufacturing Skills Gaps
“Availability of skilled people.
People that are willing to work.
Work ethic is lacking, especially
in poorer areas”
“Staff and recruitment problems
are the biggest ones. It’s an
aging workforce”.
The difficulty is
finding suitable
people to employ”.
“There’s a lack of
skills locally”.
“The lack of skilled workers
is holding back our
growth”.
The skills base. There is
a general lack of recruits
coming into the
industry”.

46. Skills for the Workforce
Enabling Sectors

47. Skills for the Unemployed

49. Youth Claimants (age 16-24) rate

50. Outlook for Apprenticeships in England
following the Richards Review &
Government’s Response – Richard
Marsh, Director of Employer
Engagement, Apprenticeship Division, Skills
Funding Agency

51. Apprenticeship
Development and
Excellence 2013
Employer
Conference

52. Agenda
52
Apprenticeship latest
Employer views
Future plans
National Apprenticeship Service

53. Apprenticeship latest
Volumes
• Participations rising still – but new starts down slightly in 2012/13
• But strong growth in Advanced and Higher starts
• Durations have increased dramatically, success rates stabilised
• 200,000 workplaces with Apprentices – growth in SMEs involved,
• Supported by the £1,500 AGE grant now paid to 30,000 + SMEs
Overall a period of relative stability but with further reform ahead,,,
53

54. Apprenticeship latest
the market is not saturated
‒ 200,000 of 4 million workplaces with Apprentices
‒ UKCES –under 30% of all employers had funded or arranged training leading to
a recognised qualification 2011.
‒ Market analysis e.g. FTSE 100 and Times Top 100 reveals many household
brands without Apprenticeships
‒ Under penetrated sectors e.g. I.T, Retail and London & SE in general
‒ Emerging sectors e.g. professional and business services need the concept of
Apprenticeships „sold‟ to them
54

55. Employer Satisfaction - Business Benefits
Anticipated benefits – 2011/12
Subtitle here
• Improve or maintain skills
• Train people as employer wants
• Improve productivity
• Social responsibility
• Create diverse workforce
55
Benefits experienced 2011/12
•
•
•
•
•
72% Improved productivity
69% Improved staff morale
67% Improved product or service quality
66% Improved image in sector
65% Improved retention
Anticipated benefits – 2012/13
Benefits experienced 2012/13
•Improve product or service quality
•Improve productivity
•Improve staff retention
•Improve ability to attract good staff
• 72% Improved product or service quality
• 68% Improved productivity
• 67% Improved staff morale
• 60% Improved retention
Anticipated and realised benefits remain high and are increasingly well matched
Based on 4,000 completed responses surveys published summer 2012 & 2013 (BIS website)
National Apprenticeship Service

56. All Employer Satisfaction – Ability to Influence
56
The ability to influence the structure, content, delivery or duration of the
Apprenticeship training before or during the Apprenticeship training
2012/13 (2011/12 figure in brackets)
• 50% of employers reported they had the ability to influence before training (55%)
• 58% of employers reported they had the ability to influence during training (60%)
• 67% of employers reported they had the ability to influence during or before (69%)
• 33% of employers reported they did not have the ability to influence training (31%)
Introduction of minimum durations and other measures may have reduced
employer influence. This was not the intention or the future direction,,
Based on 4,000 completed responses surveys published summer 2012 & 2013 (BIS website)
National Apprenticeship Service

57. Grant holding experience versus Provider led
57
• Grant holding employers (approximately 70) hold a funding contract with the SFA
• They often use providers for some or all of their Apprenticeship
• But their experiences are generally more positive
Grant holders tell us that they:
• experience greater influence and control over the quality, content and structure of
their Apprenticeship training
• find it easier expansion of the programme to others areas of the business
• provide a broader range of learning, internal, e-learning, mentoring etc
• feel they have ownership over the delivery model and assessment methods
When using a provider the employer-provider relationship is rebalanced towards
the employer – as the employer is the informed purchased
National Apprenticeship Service

58. Large Employer Intentions Surveys… April & October
58
16-18 Recruitment
2 out of 3 respondents are intending to recruit 16-18 year olds in the next 12 months.
An increase of 15% from April
Traineeships
Nearly half of responders are planning to offer Traineeships this year
Higher Apprenticeships
92% of respondents say they know about Higher Apprenticeships, 50 % planning to
offer Higher Apprenticeships in their business
Based on responses from 201 of the biggest 250 employers of Apprentices in England
National Apprenticeship Service

59. 59
Reform
After several reviews and consultations,,,,
We have now reached a point where we can start to plan for the future
Government plans to put employers in control but will still need Providers / Colleges!
National Apprenticeship Service

60. 60
How will we deliver the reforms?
Trailblazer projects are leading the way in implementing the reforms.
Trailblazers are led by employers and will involve both large and small
businesses and professional bodies.
They will lead the way in developing new Apprenticeship standards and
assessment approaches.
This will build on what already exists to ensure that professionalism and
quality in training are the primary focus.

61. What are your plans for Trailblazers?
61
Our first Trailblazers are in the following sectors:
Aerospace
Automotive
Digital Industries
Electrotechnical
Energy & Utilities
Financial
Services
Food and Drink
Manufacturing
Life &Industrial
Sciences
More than 70 organisations are already involved in the first phase of Trailblazer
projects.
They took on over 13,00 apprenticeship starts in 2011/12.

62. What is the timetable for reform?
The Trailblazers will pave the way for full implementation of the reforms
during 2015/16 and 2016/17.
The aim is that all new Apprenticeship starts from 2017/18 will be on the new
programme.
As the new standards are developed and agreed, we will cease funding
Apprenticeships under former frameworks.
Apprenticeship funding will go to employers to spend at Providers
Details in December,,,
62

63. Apprenticeship Developments in the Skills
Landscape – Progress in the Region and
Implications for Providers - Mickey Burke,
Head of Area Relationship Team, Black
Country, Telford and Wrekin, Skills Funding
Agency

64. Apprenticeship Developments in the
Skills Landscape: Progress in the
Region and Implications for Providers
Mickey Burke - Head of Area Relationship Team
64

65. Apprenticeship Developments in the
Skills Landscape: Opportunities and
Challenges for us all
Mickey Burke - Head of Area Relationship Team
65

66. Agenda:
1. Back to the Future….
2. Progress and Opportunities
3. Challenges
4. Making it happen…
66

67. 1. Back to the Future
Speaking at the apprenticeships launch, education and skills secretary (?) promised that
employers would be in the driving seat in terms of the design and development of
apprenticeships which would offer a major boost to business and productivity. He added:
'Apprenticeships are one of the best ways we can fill our skills gaps. „
The chancellor of the exchequer (?) commented: 'The government is strongly committed to
expanding and improving the apprenticeship programme in this country ... We must work in
partnership…to ensure that even more businesses and even more young people are
benefiting ….”
67

68. 2. Progress and opportunities
•
•
•
•
•
•
•
•
Apprenticeship Numbers are up!!!
Success rates are up
Focus on quality
Greater Flexibilities
National Apprenticeship Service
Additional funding
LEPS
Localism
68

69. 3. Challenges:
•
•
•
•
•
•
Employer Engagement!
The Employer Proposition
Competing challenges
IAG
Complexity ?
Working in Partnership; Collective BC „locality‟
response
• Lessons Learned…
69

70. 4. Making it happen…
•
•
•
•
•
What can you do?
What can we all do?
How can you engage
How can you effect change?
Two things to take way from today and
implement….what will they be?
“Government can provide opportunity. But
opportunity means nothing unless people are
prepared to seize it.”
70

71. Coffee!
71

72. Break

73. Apprenticeships in the Context of
Labour Market Developments –
Professor Lorna Unwin, Institute of
Education, University of London

74. Apprenticeship and the Labour Market
Professor Lorna Unwin
Black Country Learning Partnership and
LEP Conference 2013
l.unwin@ioe.ac.uk
www.llakes.org.uk

75. Apprenticeship Starts 2012/13 (2011/12) Data Service
Health & Social Care
Business Admin
Management
Customer Service
Hospitality & Catering
Children‟s Care, L&D
Retail
Hairdressing
Industrial Applications
Engineering
78,400 (70,820)
48,270 (44,550)
46,140 (44,980)
44,620 (59,090)
34,590 (35,540)
25,570 (25,840)
24,770 (31,240)
15,090 (16,610)
14,310 (18,800)
13,270 (13,280)

76. West Midlands Starts 2012/13(Data Service)
Level 2
Level 3
Higher
Under 19
8,750
3,530
90
19-24
11,580
7,530
340
25+
14,850
13,230
1,300

77. Everywhere is Somebody‟s Workplace
• What is YOUR WORKPLACE like as a
learning environment?
• Why are some workplaces more conducive
to learning?
• Why does quality of apprenticeships vary
so much?
• Is the apprenticeship model of learning
suitable for every workplace and every
sector?

78. Worlds within worlds: how can the
potential of the workplace be
unlocked?

79. Expansive-Restrictive Continuum
• Every workplace (public and private sectors all sizes) is part of a productive system
• Workplaces extend across an „expansiverestrictive‟ continuum as learning
environments
• Apprenticeships reflect the nature of the
workplace as well as the sector
• Employers, providers and other partners
need strategies for being „more expansive‟

80. Structures of Production
„Owners‟ (Public
or Private)
Regulation
Head Office
Product
Market
Regional/Local
Managers
Technological
Change
Employees

81. Apprenticeship aligns
business & personal
goals
Learning/training seen
as an „event‟
Dual status: learner &
worker
Existing skills accredited
- fast track
Boundary crossing internal & external
Confined to immediate
job - isolated
Off-the-job promotes
deeper learning
Off-the-job limited to
completing portfolio
Vehicle for wider
workforce development
Bolted on - detached

83. Stimulating Demand
• Apprenticeship portrayed as employability
programme - focus on youth
• „Sold‟ as a „product‟ not as a model of skill
formation
• Re-position apprenticeship as a key
strategy for business sustainability and
growth - workforce development
• Make employer support a priority
• Maximise opportunities for sharing
resources/sites/expertise

84. Panel Q & A

85. Lunch

86. Apprenticeship Developments –
A View from the West Midlands
Training Provider Network –
Chris Luty, Executive
Director, BCTG Ltd

87. West Midlands Training Provider
Network

88. Who Are WMTPN?
 Representing over 400 Providers in eight sub-regions
 Walsall Association
 Sandwell Association
 Dudley Association
 Wolverhampton Association
 Birmingham & Solihull
 Coventry & Warwickshire
 Hereford & Worcester
 Shropshire, Telford & Wrekin
 Staffordshire

89. What We Do

Help communicate regional/National policy into local
actions through




LEP Apprenticeship Plans
Promoting apprenticeship take up with employers and young
people
Linking with regional stakeholders –
DWP, SFA, NAS, AELP, NCS
In practice this means





Representing Private Providers at World Skills regionally to
encourage take up of skills competitions
Manage NAS projects to promote Apprenticeship take up
totalling £300,000
Providing over 15,000 Have a Go skills tasters for young
people
Reducing learners travel costs to encourage participation
Making collective responses to consultations

90. How Do We Do It?


WMTPN Members nominated by their local networks
Members leading in seven Champions Areas








Skills Funding Agency / National Apprenticeship Service
World Skills
Education Funding Agency
DWP and Job Centre Plus
Local Enterprise Partnership & Education Skills Boards
National Careers Service
ESF
Not Only Apprenticeship Provision




Programmes for the Unemployed
Traineeships
Study Programme
24+ Advanced Learning Loans

91. Apprenticeships in the Black Country

12,390 Apprenticeship starts at Intermediate or
Advanced Level in 2012/13 including


Increasing numbers of Providers delivering in subregion



2203 - Health & Social Care, 1155 – Management and
1- Farriery
274 Different Providers delivering Intermediate Courses
244 Different Providers delivering Advanced Courses
Black Country Provider Network



A core of 60+ Providers with facilities and larger numbers
locally
Quarterly briefing events
Private Provider representation at LEP Education Skills
Board

92. The Unknowns For Us All!

24+ Advanced Learning Loans




Challenging for Private Providers – VAT, Advanced &
Higher Apprenticeship take up a concern
The learner as the real customer
Are we really delivering what they want, when they want
it?
Apprenticeship Reform


Proposals to place Apprenticeship Funding directly with
employers
May work for larger employers, but risks disengaging
SME employers
For More Information Visit - www.wmtpn.com

93. Apprenticeship Division, Skills
Funding Agency - Dan
Baker, Business Development
Manager

94. Higher Apprenticeships
Presented by
Dan Baker
29 November 2013

95. Background to Higher Apprenticeships
Higher Apprenticeships were introduced in response to employer demand for
Higher Level Skills and to give Apprenticeships some parity with academic
Programmes.
Higher Apprenticeships are critical to the economy:
• They respond to employers‟ higher level skill needs
• Support business growth
• Meet individuals‟ career aspirations and
• Enhance opportunities for social mobility
Government made higher Apprenticeships a key part of its plan for growth in
March 2011
Originally SASE frameworks were capped at Level 5. Following consultation
that cap has now been removed and Apprenticeship frameworks have been
developed that are equivalent to Masters Level (Level 7)
95 | Presentation title – 00/00/2012

96. Numbers of Higher Apprenticeships
Total Numbers for England
Less than 100 starts in 2007/08
Less than 200 Starts in 2008/09
Around 1,500 Starts in 2009/10 (on Approximately 6 Frameworks)
Around 2,200 Starts in 2010/11
Around 3,700 Starts in 2011/12
Around 8,900 Starts in 2012/13
Strong growth but Government wants a step change increase in HA‟s
David Cameron announced the Higher Apprenticeship Fund in 2011.
96 | Presentation title – 00/00/2012

97. Numbers of Higher Apprenticeships
Black Country residents
0 starts in 2007/08
0 Starts in 2008/09
Around 40 Starts in 2009/10
Around 50 Starts in 2010/11
Around 120 Starts in 2011/12
Around 290 Starts in 2012/13
Massive growth in percentage terms but small proportion of the overall
@13,000 Apprenticeship starts in the Black Country
97 | Presentation title – 00/00/2012

98. Higher Apprenticeship Fund
Government ambition to invest £25 million in the creation of an additional
23,000 Higher Apprenticeships over the lifetime of the parliament (By May
2015).
Rationale for the investment – it works – for every £1 the government invests
in Apprenticeships there is a net return to the economy of £18 (increased
productivity and output, economic growth, lower spending on welfare etc).
Return is greater at Higher levels.
Investment has meant that in 2013 we now have more than 40 Higher
Apprenticeship Frameworks with more in development across a diverse
range of sectors.
Developments with professional bodies to link HA‟s to entry to some of the
professions. (eg Accountancy, Banking, Engineering etc)
98 | Presentation title – 00/00/2012

99. Full List of HA‟s
Full List of Higher Apprenticeship Frameworks available in 2013:
* denotes still in development
Accounting
Advanced Manufacturing Engineering L4
Advertising and Marketing Communications
Agriculture
Banking
Business and Administration
Business, Innovation and Growth
Care Leadership and Management
Commercial Airline Piloting*
Construction Technical and Professional
Contact Centre Operations
Creative and Digital Media: Interactive Media*
Employment Related Services
Engineering Environmental Technologies*
Express Logistics
Facilities Management
Fashion and Textiles (Technical)
Food and Drink
Hospitality Management
Human Resource Management
Insurance
IT, Software, Web and Telecoms Professionals
Legal Services*
99 | Presentation title – 00/00/2012

100. Full List of HA‟s Continued
Life Sciences
Management
Power Engineering (Utilities Engineering Operations)*
Professional Services: Audit, Accountancy, Tax*
Professional Services: Audit, Tax, Management Consultancy
Project Management
Providing Financial Advice
Public Relations
Retail Management*
Space Engineering*
Supply Chain Management
Sustainable Building Technologies*
Sustainable Resource Management*
The Water Industry (Systems Operation and Management / Waste
Management Water)
The Water Industry (Utilities Network Management)
Vehicle Maintenance and Repair*
Work based learning for Practitioners*
100 | Presentation title – 00/00/2012

101. The Richard Review / Apprenticeship Implementation
Plan
Government Implementation Plan now published some key points
1. Move to employer ownership of apprenticeship and its delivery (including
funding direct to the employer)
2. Apprenticeship Standards will be one page documents set by industry
and replace frameworks. Levels also set by industry related to job roles
(will include highers)
3. Focus on outcomes not content or process (end test carried out
independently)
4. Narrowing of definition of apprenticeships – Government will set small
number of mandatory criteria.
5. Competency demonstrated through independent assessment.
6. Good IAG and awareness raising needed – better data sharing to inform
101 | Presentation title – 00/00/2012
choice.

102. Resources
Apprenticeship website
http://www.apprenticeships.org.uk/News-Media/LatestNews/~/~/link.aspx?_id=C0E72E74DA424B6BBBE56BED93FA16A3&_z=z
Apprenticeship Vacancies Higher Apprenticeships advertised here
https://apprenticeshipvacancymatchingservice.lsc.gov.uk/navms/Forms/Candidate/Apprenticeships.aspx
Apprenticeship Frameworks Online – search for full framework specs and ones in
development by sector / level etc
http://www.afo.sscalliance.org/
Youtube clip on HA‟s
http://www.youtube.com/watch?v=DG3PqhU5prM&feature=youtu.be
Learning Aims Reference Application (check if HA is funded)
https://gateway.imservices.org.uk/sites/lara/Pages/Welcome.aspx
102 | Presentation title – 00/00/2012

103. Workshops
1, Higher Apprenticeships – Case Studies – Adult Care
Sector and Food and Beverage Industries
Paul Kitchen, Business Services Team – University College
Birmingham
2. Apprenticeships and Higher Apprenticeships – Market
Positioning – a case study of Applied Science
Technicians
Penny Riddle, Business Development Director – Halesowen
College
3. Business Benefits of Taking on an Apprentice – The
Employer View – Colin Parker, Director, Black Country Skills
Factory

104. BCPL/BCLEP Apprenticeship Conference
Higher Level Apprenticeships
University College Birmingham
BCPL/BCLEP Apprenticeship Conference

105. Higher Level Apprenticeships
• 2011 – there were 2100 Higher Apprentices
• 2015 – planned increase to 19,000
• Employers working with professional bodies
and providers
BCPL/BCLEP Apprenticeship Conference

106. Higher Level Apprenticeships
• Employer Led and Work Based
• Must have parity with existing Framework for Higher
Education Qualifications (FHEQ)
• Developers are encouraged to use QCF, FHEQ,HE
Qualifications and use Professional Body recognition even
though these might not be credit bearing in themselves
• Minimum credit value increased to 90 credits for level4/5 and
120 for level6/7 (10 hours per credit)
BCPL/BCLEP Apprenticeship Conference

107. Higher Level Apprenticeships
As long as :
• Meet the employer skills requirements
• Support individual learners to maximise their potential and
particularly act as a basis for progression to the next level of
learning associated with job role
• Offers employers the opportunity to develop occupational
competencies and technical knowledge at degree level to
undertake defined job roles
BCPL/BCLEP Apprenticeship Conference

108. Accounting
Advanced Manufacturing Engineering L4
Advertising and Marketing Communications
Agriculture
Banking
Business and Administration
Business, Innovation and Growth
Care Leadership and Management
Commercial Airline Piloting*
Construction Technical and Professional
Contact Centre Operations
Creative and Digital Media: Interactive Media*
Employment Related Services
Engineering Environmental Technologies*
Express Logistics
Facilities Management
Fashion and Textiles (Technical)
Food and Drink
Hospitality Management
Human Resource Management
Insurance
IT, Software, Web and Telecoms Professionals
Legal Services*
Life Sciences
BCPL/BCLEP Apprenticeship Conference
•
Management
Power Engineering (Utilities Engineering
Operations)*
Professional Services: Audit, Accountancy,
Tax*
Professional Services: Audit, Tax, Management
Consultancy
Project Management
Providing Financial Advice
Public Relations
Retail Management*
Space Engineering*
Supply Chain Management
Sustainable Building Technologies*
Sustainable Resource Management*
The Water Industry (Systems Operation and
Management / Waste Management Water)
The Water Industry (Utilities Network
Management)
Vehicle Maintenance and Repair*
Work based learning for Practitioners*

109. Existing Frameworks
Current Frameworks have until April 2014 to meet the new SASE
requirements (The Specification of Apprenticeship Standards for England (SASE) sets out the minimum
requirements to be included in a recognised English Framework. Compliance with the SASE is a statutory
requirement of the Apprenticeships, Skills, Children and Learning (ASCL) Act.)
No longer mandatory for HLA:
Employer Roles and Responsibilities
Functional Skills
Personal Learning and thinking skills
Optional elements will no longer count towards the credit value for a
framework and funding will not be available
BCPL/BCLEP Apprenticeship Conference

110. Professional Qualifications
• Non Credit bearing Professional Body Qualifications
• Encouraged to use these as part of the framework
• Developers will need to ensure a nominal credit value is
assigned and this is supported by the various bodies involved
in order for it to be understood in the framework
• Where combined qualifications are used they will have to be
NOS compliant
BCPL/BCLEP Apprenticeship Conference

111. Funding
• Employer contribution
• Adult Learning Loans
• Student Loans
*Providers who may already be NVQ approved will have to go
through another Quality Approval Process (QAP)
BCPL/BCLEP Apprenticeship Conference

112. Provision at UCB
 Two Higher Apprenticeships
Hospitality Management Level 4
Care Leadership and Management Level 5
BCPL/BCLEP Apprenticeship Conference

113. Hospitality Management Level 4
 Diploma - skills
 Principles – knowledge
Job roles:
 Hospitality Manager
 Head of Department
 Kitchen Manager
 Head/Executive Chef
 Front Office/Reception Manager
 Accommodation Manager
 Housekeeping Manager
 Food &
Beverage/Restaurant/Bar
Manager
BCPL/BCLEP Apprenticeship Conference

114. Care Leadership and Management Level 5
 Diploma – skills &
knowledge
Job roles:
 Adults’ Residential Management
 Adults’ Management
 Adult’s Advanced Practice
 Specialist Pathways
• Business Development &
Enterprise
• Learning Disabilities
BCPL/BCLEP Apprenticeship Conference

115. Delivery Methods
• Assessor visits for competency elements
• Knowledge delivery once per week
• Combination and flexibility to workplace
• Capacity building for
employers/mentors/coaches/
• Increased online ,block, workplace
BCPL/BCLEP Apprenticeship Conference

116. Future
Richards review
Future of Apprenticeships in England. Implementation Plan
• Standards designed by employers
• Standards replacing current frameworks and will be very short
• Single approach to assessment which employers and
professional bodies will develop
• Assessment at the end of programme with synoptic element
to the end-point assessment
• Apprenticeships will be graded
BCPL/BCLEP Apprenticeship Conference

117. Delivery Methods
• Assessor visits for competency elements
• Knowledge delivery once per week
• Combination and flexibility to workplace
• Capacity building for
employers/mentors/coaches/
• Increased online ,block, workplace
BCPL/BCLEP Apprenticeship Conference

118. Paul Kitchen
p.kitchen@ucb.ac.uk
Sector Skills Alliance
www.afo.sscalliance.org
BCPL/BCLEP Apprenticeship Conference

119. Penny Riddle
Business Development Director
Halesowen College

120. » HE fees putting off a significant number of
learners from progressing to university.
» Parents’ reluctance for their children to get
into debt.
» Graduate unemployment rates in the West
Midlands.
» Limited opportunities for 3 leavers to progress
– other than into HE.

121. » Curriculum development at L4/5 must lead to an
employment outcome.
» The light bulb moment:
the HNC in Computing that we planned to
introduce was the knowledge component of
the Higher Apprenticeship for IT, Software,
Web and Telecoms Professionals.

122. » Grades required to study Sciences at
universities have increased.
» Market research showed a demand for
technicians in companies in the Black Country.
» Employers indicated difficulties in recruiting
technicians:
» No local apprenticeship at the required level
» Graduates’ practical laboratory skills not good
enough and salary expectations too high.

123. » Knowledge component: HNC in Applied Biology
or Applied Chemistry
» Skills component: Level 3 NVQ Diploma in
Laboratory and Associated Activities.
» Progression to more specific Higher
Apprenticeships planned for 2015.

124. » Future of Apprenticeships in England:
Implementation Plan:
» 8 Trailblazer Projects set up
» Includes a project on Life Sciences and Industrial
Science

125. SKILLS FACTORY
Presentation Heading (Arial 36pt)
Date/ Sub Heading (Arial 18pt)
Business Benefits of an Apprenticeship

126. Colin Parker - Profile
Colin Parker - Black Country Skills Factory Director
Industry Experience
30+ years in automotive component industry in West Midlands
(Lucas, Perkins, Denso, Honda, TRW, Arrk),
Roles in Plant Management, General Management & Operations.
Range of company (site) size
1,500 employees  100 employees
Range of management styles
Japanese, US, UK
Range of sites with and without Apprentice schemes.
(since mar 201

127. High Value Manufacturing Skills Crisis
Black Country Manufacturing is facing a Skills “Double-Whammy
1st - Whammy
1. Despite High Unemployment in the region, Engineering employers report :-
“Unable to recruit suitably skilled staff to fill our vacancies”
The Black Country Consortium i54 Enterprise Zone Skill Report :-
“ 15 broad classifications of Skills shortage reported by
Black Country high value manufacturing companies”

128. High Value Manufacturing Skills Crisis
2nd - Whammy
Skilled Workforce Age Distribution
%age of workforce in age group
25
20
Ideal „Even‟
age distribution
More than 50% skilled
workforce over 50
High value manufacturing employers
need to take action NOW to minimise
Demographic
the increase in the„Time Bomb‟ crisis
skills
15
Ideal
10
Typical
5
0
20 - 25 26 - 30 31 - 35 36 - 40 41 - 45 46 - 50 51 - 55 56 - 60 61 - 65
Age
Large proportion of skilled workforce
will retire in the next few years

129. High Value Manufacturing Skills Crisis
2 Options.
1. Recruit externally (at an ever increasing cost) those with existing skills
2. Develop the existing workforce through up-skilling and “grow your own”
X

130. Business Benefits of Apprenticeship
Apprenticeship Case Study
Production Maintenance Technicians
Business Situation in 1998
 Undergone Rapid Business Expansion
£0  £125m in 6 years
Growth forecast to continue year on year.
 High technology equipment across
multiple shifts
 Struggling to achieve breakdown targets
 Maintenance employees 0  25 in 6 years
Difficult to recruit qualified technicians
 Maintenance labour turnover 30%

131. Business Benefits of Apprenticeship
Vicious Circle
Lack of Job Satisfaction +
Pressure
Overtime
Shift
Premium
Increase in working hours
 Additional shift patterns
introduced
 High and sustained overtime
Technician Leaves Company
PRODUCTION
OUTPUT
PRESSURE
Externally recruit
(compromise on quality?)
Recruitment
Many Additional Costs
Costs
No time / availability for
Not Achieving Customer Expectations
training
Loss of Productivity  lack of output Special
Transport
(due to lack of familiarity with equipment
 Slow fixing of breakdowns
Additional
 Mis-diagnosis of faults
Spare Parts
 mistakes causing additional problems
Needed to break the vicious circle.

132. Business Benefits of Apprenticeship
Production Maintenance Technician Apprentice Program
 Started 2 or 3 apprentices per year (over a 6 - 7 year period)
 Apprenticeships lasted 4 years (new  level 2  level 3  additional training)
 Undertook mix of both Craft and Technician Apprenticeships (C&G + BTEC routes)
Undertook mix of Mechanical and Electrical Maintenance Apprenticeships
 Used Block release and Day release method of off-the-job training
 Recruited apprentices through own external advertising, plant tour and
interview assessment
 Created program of additional specific off-job training required over and above the
requirements of the apprenticeship qualification.

133. Business Benefits of Apprenticeship
Production Maintenance Technician Apprentice Program
Key points for Successful Apprenticeships.
 Apprentices were treated as “Additional” Headcount on Shift headcount planning
(They were seen as extra „benefit‟ by others on the shift.)
 Apprentices assigned to the Shift Team Leader to ensure proper on-the-job training
 Apprentices periodically rotated around different sections in the plant
(for future flexibility and continuous learning + boredom prevention)
 Independent Apprentice Mentor designated
(originally HR person  ex- Apprentice after 5 years)
 Regular formal review with apprentice by college, manager and mentor

134. Business Benefits of Apprenticeship
Production Maintenance Technician Apprentice Program
Results - 7 years later.
 Company Sales growth Achieved
 25 % of Production Maintenance
Department are ex- Apprentices
 Only 1 Apprentice drop-out during
apprenticeship (competitive and
thorough selection process)
 Major reduction in Labour Turnover
of maintenance technicians
External
30%  18%
Apprentices
n/a  5%
Good News - BUT
Why was Apprentice Labour turnover much lower than
Externally Recruited Technicians ?

135. Business Benefits of Apprenticeship
Organisational Culture
All Organisations have their own Culture
(Values, Attitudes, Behaviours, Norms)
A Successful Employee :1) Has required skills / able to learn required future skills
2) Shares the Values, Attitudes, Behaviours & Norms
Mainly in-built
Difficult to change/influence
Conditioned by previous experience
Has learned “What is Normal” over working life.
Hard to unlearn  causes job dis-satisfaction
Hidden at interview
Business Benefits of Apprenticeships
Need to find
Apprentices are a blank canvas
= Lower Labour Turnover experience)
(Not Conditioned by much previous
 Chance to learn “What is Normal”
+ better „fit‟ team member in your company
Better & happier team member

136. Business Benefits of Apprenticeship
My Lessons / Advice regarding Engineering Apprenticeships
Great Benefits to the Company
 Right Skills
 Right Culture (Attitude & Behaviours)
 Lower Labour turnover
= improved Productivity + Lower costs
= improved Profitability + Competitiveness
BUT
This is a long term Investment
 Don‟t do it cheap (you need to attract the right calibre of person)
 Don‟t do it for a quick fix or to deliver a quick result.
 Need to invest plenty of your staff time in delivering appropriate on-job training.
 Need to keep investing in them throughout and AFTER their apprenticeship.
People are loyal if they can see career progression (not necessarily money)
(e.g. more skill, more responsibility, more interest)

137. The Black Country Skills Factory: –
is an employer -led education & training collaboration being
coordinated by the Black Country Consortium Ltd with pump
prime funding from UKCES.
Objective :To address the current skills shortfall in the High Value
Manufacturing sector (HVM) in the Black Country for both
large and small employers.

138. The 4 Activity Strands
STRANDS
MAIN PURPOSE
Up-skilling of Existing Workforce
Counteract ageing workforce.
Reflect new technology.
2
Apprenticeships
Penetrate into SME’s
3
School Engagement
Increase pipeline of people wanting
to enter into the HVM sector.
4
Skills Factory Profile
First point of contact for skills in HVM
1

139. SKILLS FACTORY : Up-Skilling
“Voice” of the Employer (> 70 employers directly
engaged)
1) Delivery method -
“Bite-sized” practical training in specific topics.
(Right content, trainer and equipment)
2) Priority skills shortage areas identified :Maintenance Multiskilling
Results to date
Welding
184 training days completed
CNC Machining
22 companies participated
Foundry Skills
Tool Making
Skills Factory subsidy 30% of Employers Training

140. Apprentice Wage Subsidy
Skills Factory Apprentice Wage Subsidies 21-Nov-13
for Engineering Apprenticeships in Black Country High Value Manufacturing
Companies.
Level 2 Performing Engineering Operations Apprenticeship Subsidie
Age
Minimum rate
16 - 17
(per hour)
Skills Factory subsidy
18 - 20
21 +
£3.72
£5.03
£6.31
£1,000
£1,250
£1,500
Conditions:1. SF wage subsidy only paid to companies who have not taken on a new apprentice in the last 12 months.
SF wage subsidy will be in addition to the AGE grant (subject to eligibility criteria).
2. One level 2 apprentice subsidy per company. Paid after 13 weeks.
3. SF subsidy is conditional on a minimum hourly rate being paid to the apprentice over a minimum of a 35 hour week.
Level 3 Engineering Apprenticeship SubsidiesNew for 2014
Age
Minimum rate
16 - 17
(per hour)
Skills Factory subsidy
18 - 20
21 +
£3.72
£5.03
£6.31
£1,250
£1,250
£1,250
Conditions:1. SF wage subsidy paid to companies commencing a Level 3 Engineering apprentice after Jan 1st 2014..
(no restriction on previous history of apprenticeship starts)
2. One level 3 subsidy per company. Paid after 13 weeks.
3. SF subsidy is conditional on a minimum hourly rate being paid to the apprentice over a minimum of a 35 hour week.
Enquire via

141. SKILLS FACTORY : Apprenticeships
Results to date :18 Black Country SME‟s have received Subsidy
“We have taken an apprentice for the 1st time to
support our future growth.
The Skills Factory Subsidy really helps a small
business in the early stages of the apprenticeship
to offset the training costs and lack of output.”
Paul Reeves – Partner 3DT Tooling Ltd
1st Subsidised Apprentice
3DT Tooling Ltd

142. SKILLS FACTORY : Schools
Aim
Increase the number of people wishing to consider hvm as a career choice
Activities :- Engagements with schools (both staff & pupils)
Skills Challenge
Teacher Industry Placement days
Careers Fairs
Visits to Industry
Work Placements
Skills Factory Schools Challenge 7th November
12 Schools – 100 pupils – 11 employers

143. CONTACT DETAILS:
www. BlackCountrySkillsFactory.co.uk
PROJECT DIRECTOR
Colin Parker - 07944 268709
Colin_Parker@blackcountryconsortium.co.uk

144. Panel and Plenary Session – Q & A from floor on
the inputs above followed by summing up
Slides and related information will be
available on the BCPL website
www.bcpl.org.uk
Thank you