Apprenticeships in Social Care, Health and Schools · With a focus on social care providers and the...

Apprenticeships in Social Care, Health and Schools

Personnel Committee

Tuesday 23rd January 2018

Apprenticeship Personnel Committee

23rd January 2018

Summary of FindingsApprenticeship Personnel Committee

23rd January 2018

Agenda

Speaker Job Title Item

Julie Cudmore Head of OD Progress Report

Jo Empson Commissioning Manager, Strategic Commissioning Commissioning Social Care

Sophia DunstanParticipation & Engagement Support Assistant,

Virtual Schools for Kent

Care Leaver Career

Development

John MeehanRegistered Services Manager,

Adult Social Care (Residential Care)

Apprenticeships Within Social

Care

Dr Claire ThurgateInterim Head of School of Public Health, Midwifery and

Social Work, Canterbury Christ Church University,

Health & Social Care Degree

Level Opportunities

Fiona Jones Business Manager, Blean Primary School Education Career Pathway

Shelley Salti Apprenticeship Scheme Manager, Saga Apprenticeship Levy within the

Private Sector

Clare Maynard Head of Commissioning Portfolio KCC Procurement

Julie Cudmore Head of OD Close session

Progress Report


23rd January 2018

Julie Cudmore

Head of OD

Jo Empson

Commissioning Manager Strategic Commissioning

Workforce Challenges in Social Care: Benefits and Challenges in Increasing

Apprenticeships


23rd January 2018

5-Feb-18

Key Question

With a focus on social care providers and the care

workforce challenges they are experiencing – what

are the benefits and challenges with using

apprentices

• SELEP Context

• High level workforce risks, incl Brexit

• Challenges & Opportunities

• Possible Vehicles for change

5-Feb-18

SELEP Context

5-Feb-18

SELEP Context

• In virtually all measures (vacancies, employees, enterprises etc) the SELEP area is

considerably bigger than other LEPs outside London

• Gross Value Added (GVA), earnings, skill levels and benefit claimants require improvement

for the SELEP area to be more productive and competitive

• Apprenticeship numbers have remained static and need to increase significantly to achieve

government commitments

• Sectors such as social care, health, digital, manufacturing, construction, logistics and finance

are experiencing growing skills shortages

• High number of workless households/benefit claimants, but with range of opportunities

there’s a reason to be optimistic (ESF, Apprenticeship Levy and other investment (i.e. LWK -

MH & Employment) can help young people, adults and disadvantaged groups into work by

removing barriers and improving skills levels)

• KCC have made a request, through SELEP, and with the other LAs in SELEP (Essex,

E.Sussex, Medway, Southend,Thurrock) to be able to use up to 30% of levy funding for the

KCC supply chain and SMEs

5-Feb-18

SELEP Context

5-Feb-18

Sector Enterprises Employee Jobs No of Vacanacies Other issues

Construction 27,325 98,000 6,000 Ageing workforce,

primarily male, growth

Health & Care 7,240 222,000 45,000 Ageing workforce

(primarily female) ,

Increase in cared for

pop’n, Brexit,

perceptions

IT, Digital & Creative 19,170 85,000 30,000 Reach/variety of

sector, primarily male

workforce

Engineering /

Manufacturing

TBC 103,000 12,000 Ageing workforce,

primarily male,

perception, high level

skills req’d

Transport / Logisitics 6,270 79,000 8,000 Digital, larger work

bases, location of

SELEP = significant

infrastructure

Professional /

Scientific / Technical

27,950 109,000 9,000 Increase in high skill

level/technical roles

Comparative Numbers (SELEP)

5-Feb-18

Ageing adult social care workforce

5-Feb-18

5-Feb-18

Kent’s Population Challenges

Customer Age Group growing

Age of traditional Care Workforce shrinking

….as is the generation that follows

5-Feb-18

5-Feb-18

Issues

Workforce Challenge – Some

of the issues

High levels of demand/

responsibility

Low Aspirations and Resistance to

classroom based learning

Low Pay / Cost of Travel / Few

Perks

Image of sector / turnover of staff –

risk and effort perceptions v

benefits

High Cost of Living / Housing

pressures (key worker housing doesn’t include care workers)

Low awareness of progression opportunities / apprenticeship

stigmas / career pathways unclear

5-Feb-18

Challenges & Opportunities

• Industrial Strategy – H & SC competing with other industries which are potentially promoted better /

initially more attractive, but many career pathways possible in comparison to other skills areas –

how do we PR/market any offer?

• Need joined up H & SC pathways, but may be challenging to get Health Levy investments into

Social Care as ‘feeder’ in their skills development pathway whilst supporting our immediate

resource challenges - Can we encourage H & SC apprenticeships across the pathway, with

Health/KCC investing their levy on top of ESF/SELEP funding etc, to support integration?

• SELEP/SfC Skills Strategies - Short term contracts make alignment to any Skills Strategy more

challenging. Need to set right environment to incentivise providers to invest in longer term training,

Stable commissioning and longer term planning needed to enable sector workforce planning

• MTFP / Financial Settlement more challenging so % profit/turnover providers have to re-invest in

apprenticeships will be more challenging, unless provider is a levy payer

• Population Challenges mean we have less people, proportionally, at working age and more older

people – need to think about the apprenticeship offer and promotion to mixed age groups etc to

increase rates of recruitment and improve retention

• Apprenticeships at levels 1 – 8 can support providers in resolving operational challenges and could

be in indirect roles i.e. Business / IT apprenticeships – developing future leaders

5-Feb-18

Worker Employer KCC

Commitment to a year long

apprenticeship – low level

aspirations / lack of future

planning from individuals,

especially in deprived areas.

Childcare arrangements / costs

not met by earning potential

doesn’t encourage this

Apprenticeships are a year long

commitment - challenging with low

management to staff ratios – time

consuming when pressures are on

today’s issues. Future thinking required

but employers focused on challenges of

today. Apprentices 20% learning time,

requires rota cover and careful

management

Short term contracts for services do not

help in terms of encouraging investment in

apprenticeships and time commitment, as

loss of contract requires provider to

release staff - why would providers start

something they may not be able to

complete

Care represents low barriers to

entry but does not always inspire

people to progress/ develop a

career – often seen as a ‘casual’

employment area

Some roles are field based and lone

working i.e. home care, deployment of

apprenticeships requires careful planning

at each stage of learning – i.e.

Supervision / Competency Assessment

Meeting demands of today challenging in

some sectors so pressure is on for

providers to meet today’s need rather than

train to alleviate tomorrow’s problems,

when staff no’s are limited

Low levels of qualifications and

especially Maths and English at

GCSE. Learning difficulties,

dyslexia, sensory loss and other

challenges to learning need to be

addressed to fully enable

Leading / managing mix of staff

challenging i.e. apprenticeships and

existing staff / different learning

capabilities / people at different points of

their apprenticeship. Support to adopt

and implement well would be helpful

Can we encourage apprenticeships up to

level 8 and train future leaders in this way

as well as front line, should any ported

investment from KCC be focused on

future leaders? Current focus low level as

borne out by SELEP data

Low level entry supported by

opportunities to be developed,

promoted and attain

management positions rapidly

Right investment at lower levels as well

as higher level apprenticeships could

support with the managerial shortages

the sector faces now and in future

Care offers up more career pathway

opportunities with same low entry reqt’s

as retail, should be more attractive but not

promoted or understood as well

Challenges and Opportunities

5-Feb-18

Potential Vehicles for Change

• Prioritisation of any additional KCC investment in key sectors and sub-sectors, where a shift is most

needed - offers both opportunities for skills development and supports KCC’s management of future

pressures i.e. social care

• Providers need to be clearer on the Apprenticeship Levy, any additional KCC offer and the process for

‘draw down’ (through the DAS and linked to training so lower risk of fraudulent usage)..

• Take up requirements need to be considered to ensure fullest interest and implementation – Could we

provide information, advice and training to providers as part of the offer or incentivise in some way?

• Shared / Joint Workforce Planning between NHS, KCC and Providers – investment in EODD /

Commissioning posts to enable?

• Better include and enforce workforce planning, recruitment, upskilling and retention through contract

terms, but this will come at cost – how could the levy be used to meet this need for investment? Need

to consider pipeline requirements / timing in any commissioning

• Getting contract shape, size and length right to ensure management infrastructure levels in contract

term enable workforce planning and growth – We could then target providers on workforce growth and

development as well as meeting current needs and quality requirements through better targeted KPIs

Inter-generational volunteering

10 – 20 social

change initiatives

Apprenticeships & other Traineeships

Social Work

Nursing

H&SC Tech Developer

Public Health

Commissioning

Allied Health Professions

Work Experience, Work Readiness & other Opportunities

How do we support Kent’s Youth to navigate Volunteering and Career Pathways in Social Care and

Health?

Care/Support Work – for 6 months, a year, a lifetime…Supported by opportunity to gain qualifications to

support onward progression

Sophia Dunstan

Participation & Engagement Support Assistant Virtual Schools for Kent

Apprenticeship Journey


23rd January 2018

John Meehan

Registered Services Manager - Adult Social Care

Apprenticeships Within Social Care


23rd January 2018

5-Feb-18

In House Apprenticeships – positive themes

- Fantastic development opportunity

for people

- Raising knowledge and skills

- Ability to influence the right way of

doing things

- Great work satisfaction when a job

is well done

5-Feb-18

In House Apprenticeships – not so positives

• Huge time commitment

• Very difficult to engage externals to become

apprentices

• Using apprentices through the levy is costly

• Some people (especially some of the younger

people doing apprenticeships) not understanding

what is expected within a working environment

• The need for English / Maths can impede some

potentially good workers being successful

• Perceived lack of engagement in schools with

young people who are a key demographic

5-Feb-18

Case study 1 – not so positive experience

Case study #1

5-Feb-18

Case study 2 – a very positive experience

Case study #2


23rd January 2018

Dr Claire Thurgate

Head of School – Public Health, Midwifery and Social Work

The Emerging Apprenticeship AgendaCanterbury Christ Church University

National Perspective Qualification – Apprentice, Higher, Degree

Levy commenced April 2017, non-levy payers

Approved Standard and end point assessment needed to deliver apprentice –for new roles, not CPD

Need to be a registered training provider – Institute for Apprentices

Monthly reporting, needs analysis – need to complete level 2 maths and English prior to completion

Assistant practitioner, Nursing Associate, Registered Nurse approved

Advanced clinical practice standard approved EPA submitted, OT standard approved with conditions.

Public Health Practitioner and Social Work (Degree) proposal approved,

https://www.instituteforapprenticeships.org/apprenticeship-standards/

http://haso.skillsforhealth.org.uk/standards/

https://www.instituteforapprenticeships.org/apprenticeship-standards/

http://haso.skillsforhealth.org.uk/standards/

Local Perspective

Nursing associate pilot – change in partnership working and focus of control

First apprentices commenced September 2017 – Assistant Practitioner; Nursing Associates April 2018; ACP September 2018

Unable to predict future student numbers - viability

Local demand – skill mix, fees v apprentice

Organisational readiness – student v apprentice, off the job training, workplace facilitation

Curriculum development – WBL, 20% off the job training, placements.

Working in partnership to meet workforce needs – tendering.

Implications for those who learn in the workplace – care providers

Actively enable a workplace culture which supports, accommodates and learns from the development and implementation of new roles through leadership and facilitation development.

Model and support a learning culture so staff can learn at, for and through work.

Enable learners to manage their transition to a new role through adjusting, adapting and accommodating.

Mentors use workplace as the main resource for learning to co-create new knowledge with the learner.

Implications for those who learn in the workplace – higher education

Work in partnership with providers and mentors to ensure a common understanding of work-based learning and innovative new roles.

Provide customised programmes which lead to credible mentors who are able to facilitate workplace learning.

Understand and action the process of transformational learning to enable learners to co-create new knowledge and contribute to the delivery of safe, effective evidence-based care.

An emerging framework for describing an effective journey

ENABLING FACTORS ATTRIBUTES CONSEQUENCES

Learner awareness of own role in learning

Learner’s knowledge of self, practical knowledge,

skills and attitude

Learner is prepared for transition and new role

Mentor is knowledgeable about learning in the

workplace and understands the process of

transformational learning in the workplace

Workplace culture supports the development and

implementation of new role

Learner engages in mindful transformative

learning experience

Learner manages transition process through

adjusting, adapting and accommodating to new

role

Learner/mentor relationship uses the workplace

as the main resource for learning

Workplace accommodates and learns from the

development and implementation of new roles

LEARNER

Self-sufficient learner who can reflect on

learning and change

Self-efficacy and professional identity for

new role

WORKPLACE

Learner and mentor co-create new

knowledge and contribute to deliver safe,

effective evidence-based care

ORGANISATIONS

Ongoing support for role innovation and

career framework for HCAs

[email protected]

01227 863629

mailto:[email protected]

Fiona Jones

Business Manager – Blean Primary School

Education Career Pathways


23rd January 2018

Apprenticeship at Blean Primary School

Fiona Jones – School Business Manager

Our school

Larger than average two form entry primary school with

435 children

Judged by OFSTED as an Outstanding School

Pupil Premium Regional Winner and National Finalist

Recently designated as a TSA

Content:What is an Apprenticeship?

Our Vision

Apprenticeship at Blean Primary

Benefits of Apprenticeship as an Employer

Apprenticeship Levy and Finance

Our Success Stories

What is an Apprenticeship?

A work-based training programme designed for employers

by employers

For new recruits or existing staff as a pathway to

progression

Allows the Apprentice to gain real and relevant

experience in a paid, productive job whilst gaining

theoretical knowledge and nationally recognised

qualifications.

On completion Apprentices will be able to undertake a

full range of duties appropriate to the job, confidently

and to a high standard.

Our Vision:

‘Learning together to enjoy and achieve’

As well as ambition for all our children, we have a robust focus on

continuous professional development for all our staff to ensure strong

teaching and positive outcomes.

We have a strong track record of developing our own staff; equipping

them to move on to more challenging roles within our own School or

further afield.

We provide opportunities for aspiring teachers, returners to the

profession and new staff via the apprenticeship route.

Underpinning the development of our staff with clear expectations

and systems – Blean Teacher Standards, TA Standards and Learner

Standards.

Apprenticeship at Blean Primary

Blean Primary has been offering Apprenticeships in Business

Administration and Teaching and Learning Support (TA) since 2012

Selection Process is Key - Built a close relationship with Canterbury

College over the years – understand our schools requirements

Our Apprentices gain from additional CPD by accessing staff training

i.e: Safeguarding, Teacher and Learning related courses to the TA post,

etc

Upskilling of existing staff (4 x existing TAs currently undertaking

Level 3)

Benefits of Apprenticeship as an Employer

Provide skilled workers for the future, for our own setting

and beyond

Increases staff loyalty and retention

Improve productivity

Recruit new staff, re-train or upskill existing staff

Help tackle skill shortages i.e: Sports Coaches

Training can be delivered online, at home and in the

workplace

Training can be tailored to a specific job role

Apprenticeship Levy and Finance

Apprenticeship Levy came into force April 2017 set at 0.5% of an

employers pay bill, paid by employers with an annual pay bill of more

then £3 million

Apprentice hourly rate from April 2017 £3.50

Approximate saving to the school of £700 per month per member of

staff (this includes oncosts on NI and LGPS)

Our Apprenticeship Success Stories:

April-Rose started September 2012 Level 2 and Level 3 in Teaching and Learning Support – Current Member of Staff

Chelcie started October 2012 Level 2 and Level 3 in Business Administration –Current Member of Staff

Jen started October 2014 Level 2 in Business Administration currently works as Finance Officer

Jessica started January 2016 Level 2 in Business Administration currently works as Insurance Administrator

Maddie started October 2014 Level 2 currently undertaking Level 3 in Teaching and Learning Support

Scarlet started October 2014 Level 2 in Teaching and Learning Support and is currently training to be a Teacher at Christchurch University

Jemma started January 2017 currently taking Level 3 in Business Administration

Kody started September 2017 currently taking Level 2 in Teaching and Learning Support

Blean School – contact details

[email protected]

Shelley Salti

Apprenticeship Scheme Manager - Saga

Saga - Utilising the Levy


23rd January 2018

Saga Utilising the Levy

The Saga Group

Our Locations

Our current number of colleagues within our business is……

Saga Employees

4368

Our Brand

Our Annual Levy spend

Saga’s levy bill for 2017/18 will be about £508,000 and to this the government will apply a 10% top-up giving us an annual levy pot of £560,000.

Our BrandIdentifying where / How we can utilise the Levy

• Skills gap analysis based on annual reviews

• Review of current development budget

• Review our 5 year plan and how we can support this with development

• Review of succession planning to identify longer term skills gap and proactive plans to develop skill sets

Our BrandHow we plan to utilise the Levy 2017-2018

InternalApprenticeship Programme No of App's Training Provider Start Date

Leadership & Management Level 5 40 QA Limited Oct-17

Customer Service Level 2 30 Lifetime Mar-18

Team Leading Level 3 30 QA Limited Mar-18

Software Developer Level 4 1 QA Limited Jan-18

IT Infrastructure Level 3 1 QA Limited Oct-17

Compliance/ Risk Officer Level 4 6 BPP Mar-18

Accountancy Level 7 Degree 6 BPP Apr-18

Digital Marketing 8 QA Limited Jan-18

134

Our Brand

How we will measure this success?

• Reduced external ‘Training spend’ across the business

• Increased performance in selected departments looking at departmental KPI’s

• Increased engagement

• Increased skill set that we need to deliver our 5 year plan

• Enhanced employability across our workforce

• Stronger succession plans

Our BrandWorking in partnership with training providers

Our approach to utilising the Levy has been one of making the difference within our business. This includes ensuring all programmes and delivery are in partnership with our training providers rather than being delivered by them.

We are currently also working with QA ltd on our leadership programmes using co-funding to support our involvement.

Our Brand

2018 and beyond Levy plan

We are currently reviewing our 2018 an beyond plan for the levy; 2018 will include :

• Hiring more External Apprentices in our contact centres

• Creating a career plan for our Management apprentices all the way through to degree level

• Investing in our specialist departments to grow our talent within

• Continue to invest in our current workforce with current programmes

KCC Procurement

Claire Maynard

Head of Commissioning Portfolio


23rd January 2018

Closing Questions

Julie Cudmore

Head of OD


23rd January 2018

Apprenticeships in Social Care, Health and Schools · With a focus on social care providers and the...

Documents

Transcript of Apprenticeships in Social Care, Health and Schools · With a focus on social care providers and the...